PROJECT REPORT ON

“Wardrobe Manufacturing Process Improvement- a Case study of

Lean Six Sigma Implementation”

At

Submitted by
Ms. Neha Pawar
Mr. Sanket Kale
Mr. Jayesh Vaghela

In partial fulfilment for the award of the degree

Of
BACHELOR OF TECHNOLOGY
IN
MECHANICAL ENGINEERING
Under guidance of

Dr. Santosh B. Rane Mr. S. D. Ranade

Mechanical Engineering Department TPM Head
SPCE Godrej Interio

BHARATYA VIDYA BHAVAN’S

SARDAR PATEL COLLEGE OF ENGINEERING
MUNSHI NAGAR, ANDHERI (WEST)
MUMBAI – 400 058
2014-2015
 SARDAR PATEL COLLEGE OF ENGINEERING
MUNSHI NAGAR, ANDHERI (WEST)
MUMBAI – 400 058

BONAFIDE CERTIFICATE

Certified that this project “Wardrobe Manufacturing Process

Improvement- A Case Study of Lean Six Sigma Implementation” is the
bonafide work of Neha Pawar, Jayesh Vaghela and Sanket Kale who carried out
the project work under my supervision for the academic year 2014-2015.

__________________
Signature
Dr. Santosh Rane
GUIDE
Department of Mechanical Engineering, SPCE.

____________________
Signature
Dr. Rajesh Buktar
HEAD
Department of Mechanical Engineering, SPCE
Andheri (West), Mumbai-400 058
 PROJECT APPROVAL SHEET
This is to certify that the following people have presented B.Tech Project Report
for:

Name Registration No Exam Seat No

Ms. Neha Pawar M1220S68 BTM866

Mr. Sanket Kale M1210S27 BTM861
Mr. Jayesh Vaghela M1210S37 BTM873

The project report is hereby approved for the partial fulfilment for the award of
the degree of Bachelor of Technology (B.Tech.), 2014-15 in Mechanical
Engineering Department, Sardar Patel College of Engineering, Mumbai.

__________________ ____________________
SIGNATURE SIGNATURE
Dr. Santosh Rane Dr. Rajesh Buktar
Department of Mechanical Engineering, Examiner
SPCE.

__________________
SIGNATURE
Mr. Sachin Vankar
Examiner
 Details of Team Members
Sr.
Name, Designation & Role Contact details Photograph
No
1 Dr. S. B. Rane Email: s_rane@spce.ac.in
Associate Professor, SPCE Contact: 9967505051
Project Guide

2 Mr. S. D. Ranade Email: sdr@godrej.com

TPM Head, Godrej Interio Contact: 9820104571
Project Guide

3 Ms. Neha Pawar Email: nehapawar1502@gmail.com

Team Member Contact: 7208300921

4 Mr. Sanket Kale Email: sanketkale18@gmail.com

Team Member Contact: 9029659689

5 Mr. Jayesh Vaghela Email: jayeshvaghela6@gmail.com

Team Member Contact: 9819391798
 ABSTRACT

The current scenario of the manufacturing industries in India shows a very stiff
competition. To meet the changing demands of the customers quickly and
effectively, and adapt to a rapidly changing business environment is the need of
the hour. In order to be more flexible companies need to constantly improve their
process parameters. Using Lean Six Sigma methodology is one of the approaches
used for process improvement.

This report contains a Case study on Lean Six Sigma project undertaken within a
company for the process improvement of Wardrobe manufacturing. The
objectives are achieved by the application of Lean Six Sigma approach to process
improvement project in wardrobe industry. The applied Six Sigma approach
includes team works through several phases: Define, Measure, Analyze, Improve,
and Control (DMAIC).

Systematic application of Six Sigma DMAIC tools and methodology within the
industry results in several achievements such as reduction of manpower, man time
and cycle time required for process completion, and more
importantly, statistically significant improvement in process parameters.

The successful execution of Lean Six Sigma projects has a direct impact on
outcome metrics such as customer satisfaction, profitability, productivity and
revenue generation as well as the process metrics such as speed, efficiency and
effectiveness.

i
 CONTENTS
ABSTRACT ............................................................................................................................... i
CONTENTS .............................................................................................................................. ii
ACKNOWLEDGEMENT ...................................................................................................... iv
PROJECT SUMMARY ........................................................................................................... v
List of Figures ......................................................................................................................... vii
List of Tables ............................................................................................................................ x
1. Introduction to Company ................................................................................................. 1
1.1. BRIEF HISTORY: ............................................................................................................ 1
1.2. MISSION, VISION AND VALUES:.................................................................................... 1
1.3. BUSINESS PROFILE OF GODREJ: .................................................................................... 2
1.4. GODREJ INTERIO:.......................................................................................................... 2
1.5. PRODUCT PORTFOLIO: .................................................................................................. 2
1.6. BUSINESS FLOWCHART OF PLANT 13: ........................................................................... 3
2. DEFINE phase: ................................................................................................................. 4
2.1. SELECTION OF AREA: ................................................................................................... 4
2.2. WARDROBE H1: ........................................................................................................... 5
2.3. IDENTIFICATION OF PROBLEMS THROUGH OBSERVATION: ............................................ 5
2.4. PROJECT CHARTER: ...................................................................................................... 6
2.5. METHODOLOGY: ........................................................................................................... 7
3. MEASURE Phase: ............................................................................................................ 8
3.1. PROCESS FLOWCHART: ................................................................................................. 8
3.2. PLANT OVERVIEW ....................................................................................................... 10
3.3. MAJOR COMPONENTS FOR THE WARDROBE................................................................. 13
3.4. TAKT TIME CALCULATIONS........................................................................................ 18
3.5. CYCLE TIME CALCULATION: ...................................................................................... 19
3.6. MANPOWER REQUIREMENT CALCULATIONS ............................................................... 22
4. Analyze Phase: ................................................................................................................ 23
4.1. PARETO ANALYSIS OF OPERATIONS: ........................................................................... 23
4.2. CAUSE AND EFFECT DIAGRAM OF FFT ....................................................................... 23
4.3. TARGET AREA IDENTIFICATION AND ANALYSIS: ......................................................... 25
4.3.1. WORKFORCE DEPLOYMENT ANALYSIS .................................................................... 25
4.3.2. IDENTIFYING THE BOTTLENECK PROCESS: ............................................................... 26
4.3.3. IDLE TIME CALCULATIONS FOR THE PACKING PROCESS: ......................................... 28
4.3.4. PROCESS IN FOCUS: BUBBLE WRAP AND CARTON INSERTION: ................................. 29
4.3.5. PROCESS CAPABILITY OF EXISTING PROCESS: ......................................................... 31
4.4. PLANT LAYOUT ANALYSIS .......................................................................................... 32
5. Improve Phase: ............................................................................................................... 37
5.1. NEW ACTIVITY LIST FOR PACKING: ............................................................................. 37
5.2. CHANGES IN PACKING AREA: ...................................................................................... 39
ii
 5.2.1. CUTTING THE BUBBLE WRAP AT ITS EDGES: ............................................................ 39
5.2.2. WAY OF STACKING THE CARTONS: .......................................................................... 42
5.2.3. SLIDE FOR GUIDING CARTON BOX: .......................................................................... 44
5.2.4. HINGE PIN NEW DESIGN: ........................................................................................ 48
5.2.5. KEY POUCH NEW DESIGN: ...................................................................................... 49
5.3. SUGGESTED KAIZENS: ................................................................................................ 50
5.4. MATERIAL FLOW: ....................................................................................................... 52
5.4.1. USING THE SECONDARY CONVEYOR ........................................................................ 52
5.4.2. DEFINING THE BOUNDARIES FOR WORK AREA ......................................................... 53
5.4.3. NEW CONVEYOR DIRECTION ................................................................................... 53
6. Control Phase: ................................................................................................................. 57
6.1. CYCLE TIME AFTER IMPROVEMENTS: .......................................................................... 57
6.2. PROCESS CAPABILITY AFTER IMPROVEMENT: ............................................................. 59
6.3. 2 SAMPLE T-TEST: ....................................................................................................... 60
6.4. F-TEST: ....................................................................................................................... 61
6.5. BOX PLOT AND INDIVIDUAL VALUE PLOT: ................................................................. 62
6.6. PACKING LINE COMPARISON: ...................................................................................... 63
6.7. FINAL FITTING LINE WITH ALL THE IMPROVEMENTS: .................................................. 64
6.8. COST BENEFIT ANALYSIS ............................................................................................ 68
6.9. ESTIMATED INCREASE IN OEE:................................................................................... 68
7. Future Scope: .................................................................................................................. 70
8. Project Conclusion:......................................................................................................... 71
References ............................................................................................................................... 72
List of items in DVD attached ............................................................................................... 74
Annexure A ............................................................................................................................. 75
Resume .................................................................................................................................. 108

iii
 ACKNOWLEDGEMENT

We are very much obliged to express our deepest gratitude to Mr. Pradeep
Bhosekar, who gave us an opportunity to work on an industrial project, without
whom this would have been impossible.

We take this opportunity to express our profound gratitude and deep regards to
our guide Dr. Santosh Rane for his exemplary guidance, monitoring and constant
encouragement throughout the course of this project.

We extend our gratefulness to Mr. R. K. Charatkar, Head of Manufacturing,

Godrej Interio and Mr. S. D. Ranade, Head of TPM, Godrej Interio for giving
us invaluable opportunities to implement our knowledge in a business
environment, that better helped us crystallize our understanding of the concepts
as well as realize the real-life complications involved in such an elaborate exercise
that no textbook can capture. We are also thankful Mr. Nikhil Junankar for
always giving us time to discuss the practicalities associated with the
implementation of our ideas and for assisting us with everything we need to know
on the shop floor. We would also like to extend our gratitude to Mr. Atmaram
Avhad for providing us with valuable inputs, time and again. We also thank Mr.
Jaydev Hande for his co-operation throughout the entire project.

We are also obliged to the entire staff of Godrej Interio for the valuable
information provided by them and their helpful cooperation in the course of our
project work.

iv
 PROJECT SUMMARY

The group was given the task of improving the process parameters of Wardrobe
manufacturing process at Godrej Interio so as to reduce the manpower, man-time
and cycle time required for the process. The group followed DMAIC approach of
Six Sigma methodology in order to understand well the existing process and come
out with ideas to improve the process.

The group after initial observation captured a Video Tape Recording of the
manufacturing process. The recording contained five to six readings of all the
operations included in the manufacturing process. The group then observed all the
operations recorded and created man machine cycle time charts. The operations
were divided into elemental activities of about 5 seconds each.

The entire data for cycle time obtained from the video tape recording was then
analysed. Pareto charts were used to identify the bottleneck processes. Packing
line was identified as the bottleneck process employing maximum manpower,
maximum man-time and maximum cycle time. The group then focussed
extensively on packing line, observing it closely to find out possible ways to
improve the packing process. Ideas like changing the stacking of cartons,
introducing new bubble wrap design, utilising guides for carton insertion etc. were
put to trials and those ideas which produced successful trials were finalised for
implementation.

The following diagram gives an overview of the methodology which the group
followed:

v
 Understanding Creating the Pareto analysis New activity Cycle time for

Improve
Define

Measure

Analyse

Control
the Process of operations list for Packing packing line
manufacturing Flowchart (non-useful after
process Pareto) improvements
Changes in (25 seconds
Video Tape packing area from 36
Selection of Recording of Brainstorming seconds)
area: Final process
Fitting Changes
Cause and suggested in Increase in
Cycle Time Effect material flow process
Identifying the calculations Diagram: High capability
problems using Man- Cycle Time as parameters
through Machine effect Other small
observation Operator Chart improvements
suggested like Estimated
Stratification key pouch increase in OEE
Deciding the Takt Time to find out the design change, (upto 20%
scope of calculations bottleneck hinge pin increase)
project: process: design change
Manpower, Packing etc.
Man-Time and Manpower process
Cycle time required identified
calculations

Analysis of
major
components:
Bubble wrap
and carton
most time and
manpower
consuming
components

Based on implementation trials of all the ideas generated by the group following
benefits were observed:

 Manpower reduced from 29 operators to 23 operators

 Cycle time per wardrobe reduced from 1009 seconds to 860 seconds
 Man-Time employed reduced from 1258 seconds to 1023 seconds
 For packing process Cp value increased from 2.65 to 3.01 while Cpk value
increased from 0.55 to 2.32
 Almost 65% reduction in idle time from 70 seconds to 25 seconds obtained
in packing process
 Almost a 20% increase in Overall Equipment Effectiveness is estimated.

vi
 List of Figures
Figure 1 Mission, Vision and values graphic ............................................................................. 1
Figure 2 Independent units of Godrej & Boyce Source: Company Documents ........................ 2
Figure 3 Product Categories of Godrej Interio; Source: Company Documents ......................... 2
Figure 4 Customer order completion Flow Chart; Source: company documents ...................... 3
Figure 5 Schematic of Process of manufacturing the furniture; Source: company documents . 4
Figure 6 Parts of Welded Wardrobe H1; Source: internet ......................................................... 5
Figure 7 High Level Process Flowchart of Assembly Line; Source: Author ............................ 8
Figure 8 Detailed Process Flow of Assembly Line; Source: Author ......................................... 9
Figure 9 Virtual workspace of final fitting assembly line; Source: Author ............................. 10
Figure 10 Virtual workspace of final fitting assembly line; Source: Author ........................... 10
Figure 11 Virtual workspace of final fitting assembly line; Source: Author ........................... 11
Figure 12 Virtual workspace of final fitting assembly line; Source: Author ........................... 11
Figure 13 Actual photograph of the final fitting assembly line ; Source: Author .................... 12
Figure 14 Locker Cabinet; Source: Author .............................................................................. 13
Figure 15 Wardrobe H1 Body; Source: Author ....................................................................... 13
Figure 16 Upper shelf with stiffener; Source: Author.............................................................. 13
Figure 17 Vertical Partition; Source: Author ........................................................................... 13
Figure 18 Lower Shelf without stiffener; Source: Author ....................................................... 13
Figure 19 Secret Door Bottom side; Source: Author ............................................................... 14
Figure 20 Secret Door Hinge Pin; Source: Author .................................................................. 14
Figure 21 Hardware packet for customer; Source: Author ...................................................... 14
Figure 22 Drawer cabinet; Source: Author .............................................................................. 14
Figure 23 Locker door top side; Source: Author ..................................................................... 14
Figure 24 Locker door bottom side; Source: Author ............................................................... 14
Figure 25 Right door lock assembly; Source: Author .............................................................. 15
Figure 26 Drawer front plate; Source: Author ......................................................................... 15
Figure 27 Drawer sides; Source: Author .................................................................................. 15
Figure 28 Drawer front side; Source: Author .......................................................................... 15
Figure 29 Drawer Top side; Source: Author ............................................................................ 15
Figure 30 Lock assembled Right door; Source: Author........................................................... 15
Figure 31 Right door brand plate; Source: Author ................................................................... 16
Figure 32 Left Door; Source: Author ....................................................................................... 16
Figure 33 Door hinge Pin; Source: Author .............................................................................. 16
Figure 34 Rubber Bushes for hinge pin; Source: Author ......................................................... 16
Figure 35 Brand sticker; Source: Author ................................................................................. 16
Figure 36 Leg packing from outside; Source: Author ............................................................. 17
Figure 37 Leg Packing form inside; Source: Author ............................................................... 17
Figure 38 Key Pouch; Source: Author ..................................................................................... 17
Figure 39 Marketing brochure; Source: Author ....................................................................... 17
Figure 40 Product approval sticker with barcode and MRP; Source: Author .......................... 17
Figure 41 Final fitting assembly line man machine chart summary; Source: Author.............. 20
Figure 42 Gantt chart for the current process on assembly line; Source: Author .................... 21
Figure 43 Pareto chart of operation time; Source: Author ....................................................... 23
Figure 44 Cause and effect Diagram for high Cycle time; Source: Author ............................. 24

vii
Figure 45 Manpower utilization by categories; Source: Author .............................................. 27
Figure 46 Man-time utilization by categories; Source: Author ............................................... 27
Figure 47 Pareto chart of stratified sample; Source: Author .................................................... 29
Figure 48 Histogram of current packing stage -2 readings; Source: Author ........................... 30
Figure 49 Current data Regression line for packing stage 2; Source: Author ......................... 31
Figure 50 current process capability sixpack report; Source: Author ...................................... 32
Figure 51 Final Fitting assembly line Plant layout (provided by the Company) ; Source:
Author ............................................................................................................................... 33
Figure 52 virtual workspace of current layout; source: author ................................................ 34
Figure 53 virtual workspace of current layout; source: author ................................................ 34
Figure 54 Photograph of Final fitting assembly line; Source: Author ..................................... 35
Figure 55 Photograph of final fitting assembly line; Source: Author ...................................... 35
Figure 56 As Is Final fitting line layout; Source: Author ........................................................ 36
Figure 57 current bubble wrap design; Source: Author ........................................................... 39
Figure 58 Current bubble bag inserting method; Source: Author ............................................ 40
Figure 59 suggested bubble wrap design; Source: Author....................................................... 40
Figure 61 Suggested fold in the bubble wrap for the supplier; Source: Author....................... 41
Figure 60 Suggested method for bubble wrap insertion; Source: Author ................................ 41
Figure 62 Photograph of current carton stacking configuration; source: author ..................... 42
Figure 63 Photograph of suggested new configuration of carton stacking; source: author ..... 43
Figure 64 Photograph of packing stage operator’s location; source: Author ........................... 44
Figure 65 Photograph of packing stage operator's location; source: Author ........................... 45
Figure 66 Virtual workspace of new packing line with slide for carton; source: Author ........ 46
Figure 67 Virtual workspace for new packing line with slide for carton; Source: Author ...... 47
Figure 68 Current hinge pin design; Source: Author ............................................................... 48
Figure 69 suggested hinge pin design with notches at the neck; Source: Author .................... 48
Figure 70 Current Key pouch design; Source: Author............................................................. 49
Figure 71 Suggested key pouch design with fold; Source: Author .......................................... 49
Figure 72 as-is layout of the material flow in unloading area; Source: Author ....................... 52
Figure 73 suggested material flow layout with Hangers/Conveyor; Source: Author .............. 52
Figure 74 suggested material flow layout without hanger/conveyor; Source: Author ............ 53
Figure 75 schematic of new layout with changed paint shop hook directions; Source: Author
.......................................................................................................................................... 54
Figure 77 virtual workspace of changed path of paint shop hooks .......................................... 55
Figure 76 virtual workspace of changed path of paint shop hooks; Source: Author ............... 55
Figure 78 virtual workspace of changed path of paint shop hooks; Source: Author .............. 56
Figure 79 virtual workspace of changed path of paint shop hooks; Source: Author .............. 56
Figure 80 Histogram of new data collected for packing stage 2 with bubble bag improvement;
Source: Author .................................................................................................................. 57
Figure 81 Regression line for new data collected for packing stage 2 with bubble bag
improvement; Source: Author .......................................................................................... 58
Figure 82 New process capability sixpack report after the bubble bag improvement; Source:
Author ............................................................................................................................... 59
Figure 83 Box plot for Operation time comparing the New and old process; Source: Author 62
Figure 84 Individual Value plot of New and old process; Source: Author .............................. 62
Figure 85 Manpower comparison Graph; Source: Author ....................................................... 63

viii
Figure 86 Man-Time comparison Graph; Source: Author ....................................................... 64
Figure 87 Idle time comparison Graph; Source: Author .......................................................... 64
Figure 88 Graph of operation cycle time after suggested improvements; Source: Author ...... 66
Figure 89 Gantt chart of new process on assembly line; Source: Author ................................ 67

ix
 List of Tables
Table 1 Summary of Station wise Man Machine Chart ........................................................... 19
Table 2 Workforce deployment ............................................................................................... 25
Table 3 Stratified Data for Pareto chart of manpower utilization ............................................ 26
Table 4 Current process Cycle time for bubble wrap and carton insertion .............................. 30
Table 5 Man Machine chart for new carton making process ................................................... 37
Table 6 Man Machine Chart for New Bubble wrap and carton insertion ................................ 38
Table 7 suggested station wise other changes .......................................................................... 50
Table 8 New Data of packing stage 2 with improvements in bubble bag ................................ 57
Table 9 Statistics for 2-sample T-test....................................................................................... 60
Table 10 Statistics for the F-Test ............................................................................................. 61
Table 11 Comparison of Manpower and Man time before and after improvement ................. 63
Table 12 Summary of operation cycle time after suggested improvements ............................ 65
Table 13 Man machine Chart -Station 1-Paint Touch up......................................................... 76
Table 14 Man Machine Chart-Station 2- Loading on conveyor .............................................. 77
Table 15 Man Machine Chart-Station 3- Shelf and hardware packet ...................................... 78
Table 16 Man Machine chart-Station 4- Placing the locker cabinet and vertical partition ...... 79
Table 17 Man Machine chart-Station 5 -Manual screwing of Vertical partition and Locker
cabinet ............................................................................................................................... 80
Table 18 Man Machine Chart- Station 6-Screw tightening of vertical partition and locker
cabinet ............................................................................................................................... 82
Table 19 Man Machine Chart-station 7-Manual screwing of Drawer cabinet......................... 83
Table 20 Man Machine chart- station 8- Screw tightening of Drawer cabinet ........................ 84
Table 21 Man Machine chart-Station 9-Secret Door fitting .................................................... 85
Table 22 Man Machine chart-station 10- Main Door Fitting ................................................... 86
Table 23 Man Machine chart-Station 11-Bush inserting ......................................................... 88
Table 24 Man Machine chart-station 12- Locker Door Fitting ................................................ 89
Table 25 Man Machine Chart-station 13-Drawer and Keys insertion ..................................... 91
Table 26 Man Machine chart-Station 14- Inspection ............................................................... 93
Table 27 Man Machine Chart-station 15- packing 1- Leg packing ......................................... 95
Table 28 Man Machine Chart- Station 16- Packing 2-Bubble wrap and carton ...................... 97
Table 29 Man machine Chart-Station 17- Packing 3-Strapping the carton ............................. 98
Table 30 Man Machine Chart-Offline 1- Drawer cabinet assembly ...................................... 100
Table 31 Man Machine Chart-Offline 2-Drawer Wheel Fitting ............................................ 101
Table 32 Man Machine Chart-Offline 3- Right Door Lock assembly and Branding ............ 102
Table 33 Man Machine Chart- Offline 4 -Locker Door assembly ......................................... 103
Table 34 Man Machine Chart-Offline 5-Drawer assembly ................................................... 105
Table 35 Man Machine Chart- Offline 6- Carton Preparation ............................................... 106

x
1. Introduction to Company

1.1. Brief history:

Since its evolution in 1897, Godrej group has grown in India from the days of the Charkha to
night at the call centers. The founder Ardeshir Godrej who gave up law and turned to making
locks & toilet soaps, was a persistent inventor and a strong visionary who could see the spark
in the future. His brother Pirojsha Godrej carried forward Ardeshir’s dream, leading Godrej
towards becoming a vibrant, multi business enterprise. Pirojsha laid the foundation for the
sprawling industrial Garden Township now called Pirojshanagar at Vikhroli in Mumbai.

1.2. Mission, Vision and Values:

Mission : Enriching life by transforming

home and work spaces

Vision : Godrej - the choice for home and

work spce solutions.

Values : Creativity To serve Commitment

Speed Team Spirit

Figure 1 Mission, Vision and values graphic

1
1.3. Business Profile of Godrej:

Godrej & Boyce Mfg. Co. Ltd. has the following businesses in three verticals which
manufacture and or market a wide range of consumer durables, industrial products &
services.

1.4. Godrej Interio:

Godrej Interio is one of its largest Strategic Business Unit that provides furniture and
turnkey interior solutions for home and office spaces in India. Godrej Interio has 13 Product
Groups, 9 in B2B (Business to Business) and 4 in B2C (Business to Customer) segments.

1.5. Product Portfolio:

Figure 2 Independent units of Godrej & Boyce Source: Company Documents

Godrej Interio is making Home, Institutional and Laboratory furniture. Some of the
products are shown below

Figure 3 Product Categories of Godrej Interio; Source: Company Documents

2
1.6. Business flowchart of Plant 13:

Various activity & relation between different departments in Godrej Interio Plant 13 is
shown below via a flow chart.

Figure 4 Customer order completion Flow Chart; Source: company documents

QC/QA – Quality control/ Quality Assurance | COCO – Company Owned Company Operated

APO – As Per Order | HR – Human Resource | IT- Information Technology

MIS – Monthly Income Statement

3
2. DEFINE phase:
2.1. Selection of Area:
The outline process flow of manufacturing of furniture is as shown in the figure below:

Figure 5 Schematic of Process of manufacturing the furniture; Source: company documents

Out of all the operations mentioned in the figure above, Final Fitting stage is entirely man-
dependent and has the maximum cycle time. Rest of the operations include varying amount
of automation. Hence a substantial scope for improvement is observed in the final fitting
stage. Thus, it is focused as the area to be targeted for optimization.

4
2.2. Wardrobe H1:

Figure 6 Parts of Welded Wardrobe H1; Source: internet

Wardrobe H1 has a high demand in market out of all the products of Godrej Interio. The
manufacturing schedule planned for this product was not meeting customer demand. It had
a high Lead Time. Also the time required to produce one product was very high.

2.3. Identification of Problems through observation:

The production process of Wardrobe H1 was observed and also views of engineers on the
shop floor were taken into consideration. The following problems in the production process
were identified:

 Production per shift lower

 Huge manpower required
 Higher man time required
 High Cycle Time

5
 Hence a decision was taken to optimize the production process of the product wardrobe H1
by optimizing the manpower which would reduce the costs incurred as well as reducing the
cycle time which would increase the number of products produced per shift.

2.4. Project Charter:

Project Charter

Project Name: Wardrobe Manufacturing Process Improvement- a Case study of Lean Six
Sigma Implementation
Date: 26th July, 2014
Prepared by: Ms. Neha Pawar, Mr. Sanket Kale, Mr. Jayesh Vaghela

Approved by: Mr. R. K. Charatkar, Mr. S. D. Ranade and Dr. S. B. Rane

Business case: Opportunity statement:

The production with current facilities utilizes a
There is huge scope for manpower
lot of manpower and also has a large cycle time.
optimization and cycle time reduction in
This leads to increased production costs and
the current production process.
also production does not meet demand.
Goal Statement Project Scope:
To improve the manufacturing process for Project Start Point: Loading the body on
achieving minimum manpower, minimum the conveyor
cycle time and maximum output. Project End Point: Finished Inventory
Expected Benefits: In Scope:
Productivity would increase by 1.2 times. Work distribution, cycle time reduction,
100% on time delivery to the customer would operation sequence, final fitting layout
be ensured. Out of Scope:
Labour cost would be reduced by a minimum Rework, Touch up , unloading
10%

6
Project Plan:
Phase Start date Target End Actual End Tools & Techniques

Identify 26-07-2014 09-08-2014 12-08-2014 Video Tape recording, Time

study, Motion study, Micro
Define 13-08-2014 23-08-2014 23-08-2014
level process mapping
Measure 24-08-2014 20-09-2014 27-09-2014
(Man-Machine chart), Line
Analyse 28-09-2014 19-10-2014 25-10-2014 Balancing, Minitab v17,
SmartDraw v3, AutoCAD
Implement 16-11-2014 27-12-2014 27-12-2014
Mechanical 2013, Google
Control 28-12-2014 25-01-2015 25-01-2015
Sketchup v15, Microsoft
Close 15-02-2015 28-02-2015 28-02-2015 Office 2013
Project Team:
Sr. No. Name Role
1 Dr. Santosh Rane Project Guide, SPCE
2 Mr. S. D. Ranade Project Guide, Godrej
3 Ms. Neha Pawar Team Member
4 Mr. Jayesh Vaghela Team Member
5 Mr. Sanket Kale Team Member

2.5. Methodology:

Methodology is the procedure that is used to achieve the objectives of the study. For this
project the methodology consists of 5 steps which are called as DMAIC (Define, Measure,
Analyze, Improve and Control). The tools used are data collection by VTR for time study,
Smart Draw, Minitab. The existing scenario of the FFT line was studied which constituted
the AS IS study phase. Some improvements and changes were suggested to tackle the
bottleneck areas and a TO BE process study was done. In the end phase, a comparison of
AS IS Process and TO BE process was done to analyze the performance enhancing effects
of the improvements suggested.

7
3. MEASURE Phase:

3.1. Process flowchart:

The final fitting stage of welded wardrobe H1 was observed and studied carefully. The high
level process flowchart of FFT can be given as shown below:

Shelf
Unloading Touch up Conveyor insertion

Main Secret Drawer Vertical

partition and
door door cabinet locker cabinet

Locker
Drawer Inspection Packing
door
Figure 7 High Level Process Flowchart of Assembly Line; Source: Author

Currently there are about 29 workstations (Online & Offline) and entire assembly process
is divided into these workstations. The detailed flowchart of the process showing all the
interdependencies of the activities included is shown below.

8
Figure 8 Detailed Process Flow of Assembly Line; Source: Author

9
 3.2. Plant overview

Some photographs with the permission of concerned authorities were taken to understand the plant. A
virtual workspace of the plant was made using Google Sketchup v15 which is an approximate replica
of the actual plant.

Following are the actual photographs followed by the snapshots of virtual workspace.

Figure 9 Virtual workspace of final fitting assembly line; Source: Author

Figure 10 Virtual workspace of final fitting assembly line; Source: Author

10
Figure 11 Virtual workspace of final fitting assembly line; Source: Author

Figure 12 Virtual workspace of final fitting assembly line; Source: Author

11
 Figure 13 Actual photograph of the final fitting assembly line ;
Source: Author

12
 3.3. Major components for the wardrobe
For better understanding of the components of product, some of the major components were
photographed which are shown as follows:

Figure 14 Locker Cabinet; Source: Author

Figure 15 Wardrobe H1 Body; Source:
Author

Figure 16 Upper shelf with

stiffener; Source: Author
Figure 18 Lower Shelf without
Figure 17 Vertical Partition; stiffener; Source: Author
Source: Author

13
 Figure 21 Hardware packet for customer; Source: Author
Figure 22 Drawer cabinet; Source: Author

Figure 20 Secret Door Hinge Pin; Source: Author

Figure 19 Secret Door Bottom side; Source: Author

Figure 23 Locker door top side; Source: Author Figure 24 Locker door bottom side; Source: Author

14
 Figure 26 Right door lock assembly; Source: Author

Figure 25 Lock assembled

Right door; Source: Author

Figure 29 Drawer front side; Source: Author

Figure 30 Drawer Top side; Source: Author

Figure 27 Drawer front plate; Source: Author Figure 28 Drawer sides; Source: Author

15
 Figure 31 Right door brand plate; Source: Author

Figure 32 Left Door; Source: Author

Figure 33 Door hinge Pin; Source: Author

Figure 35 Brand sticker; Source: Author

Figure 34 Rubber Bushes for hinge pin;
Source: Author

16
Figure 37 Leg Packing form inside; Source: Author Figure 36 Leg packing from outside; Source: Author

Figure 38 Key Pouch; Source: Author Figure 39 Marketing brochure; Source: Author

Figure 40 Product approval sticker with barcode and MRP; Source: Author

17
 3.4. Takt Time Calculations

Takt time is the rate at which products or services should be produced to meet the customer
demand. The value, in conjunction with current loading (production) rates, is used to
analyze process loads, bottlenecks, and excess capacity.

The study will indicate which operations are ahead of the demand rate and which are not,
both indicating opportunities for improvement. It is used to compare the measured "loading"
to quantify whether an operation meets or exceeds, and by how much.

Available time for production

Takt time=
Customer demand

Available time per shift = Shift time - (Breaks + startup time + changeover time)1

= 480-75=405 minutes

Customer demand = 380 units (Data Provided by OEC) 2

405
Takt Time =
380

= 64 seconds

1
The Time is assumed to be 75 minutes per shift as per the data and assumptions provided by the company.
2
OEC is the Order Execution Cell of Godrej Interio.

18
 3.5. Cycle Time Calculation:
All the operations were divided into elemental activities and time required to complete
those activities was estimated by 5 readings taken from video recording. The total operator
time includes the operation time and the walk time of the operator but does not include the
waiting time of the operator. The same procedure is followed for all the operations and the
total man-time required for the entire final fitting process is calculated.

The man machine charts for all the processes are attached in annexure A. The man-machine
charts of all the processes can be summarized as in the table and graph below.

Table 1 Summary of Station wise Man Machine Chart

Man-
Sr. No. Operation Time Manpower Time
1 shelf and hardware packets 30 1 30
2 inserting locker cabinet and vertical partition 29 1 29
3 manual screwing of locker cabinet and vertical partition 59 1 59
4 screw tightening 27 1 27
5 manual screwing of drawer cabinet 40 1 40
6 screw tightening 39 1 39
7 secret door fitting 36 1 36
8 main door fitting 99 3 99
9 bush insertion in main door and packet placing 40 1 40
10 locker door fitting 61 1 61
11 inserting drawer and keys 61 1 61
12 Inspection 60 1 60
13 leg packing 35 2 70
14 carton insert and bubble wrap insert 35 3 105
15 Strapping 40 2 80
Offline processes
16 assembly of right door lock 75 2 150
17 assembly of drawer cabinet 59 1 59
18 assembly of drawer 58 1 58
19 assembly of locker door 66 1 66
20 drawer wheel fitting 31 1 31
21 carton making 29 2 58
Total 1009 29 1258

19
 Final Fitting assembly line Man Machine
chart summary
120

99
100
Takt Time
64 Seconds
80 75
Time in Seconds

66
59 61 61 60 59 58
60

40 39 40 40
40 36 35 35
30 29 31 29
27

20

assembly of drawer
strapping
inspection
screw tightening

screw tightening

carton making
leg packing

assembly of right door lock

main door fitting

inserting drawer and keys

assembly of locker door

secret door fitting

locker door fitting

carton insert and bubble wrap insert

manual screwing of drawer cabinet
shelf and hardware packets
inserting locker cabinet and vertical partition
manual screwing of locker cabinet and vertical partition

bush insertion in main door and packet placing

assembly of drawer cabinet

drawer wheel fitting

Operation

Figure 41 Final fitting assembly line man machine chart summary; Source: Author

The graph shows that the line is not balanced. Some of the processes like main door fitting take
more time than Takt time while process like screw tightening take very less time than Takt time.
This unbalanced line results into excess manpower used at some stations, high cycle time, low
productivity and inflexible production line which indicates the requirement for calculating the
manpower based on the total operation time. Gantt chart for the process is shown in following
figure as the offline and online processes are working parallel to each other which is evident
from the figure below.

20
21
Figure 42 Gantt chart for the current process on assembly line; Source: Author
3.6. Manpower requirement calculations
The minimum amount of manpower required completing the entire assembly and also to
meet the customer demand on time is given by the ratio of the total operation time required
to completely assemble one product and takt time.

𝑇𝑜𝑡𝑎𝑙 𝑜𝑝𝑒𝑟𝑎𝑡𝑖𝑜𝑛 𝑡𝑖𝑚𝑒

Minimum Manpower required= ........... Equation 1 Minimum manpower
𝑇𝑎𝑘𝑡 𝑡𝑖𝑚𝑒
requirement

1258
= (Value obtained from summary Table 1)
64

= 19.66 ≈ 20 operators (approx.)

Currently 29 operators are used on the given assembly line in scope of project. Thus line
is over employed and there is a scope for manpower reduction. It is also evident from the
graph that line is unbalanced in the view of the calculated Takt time for the required output
which indicates that the manpower deployment is disproportionate on the line.

22
4. Analyze Phase:

4.1. Pareto analysis of operations:

A Pareto chart was prepared to find out which operation contributed the most to the total
cycle time with the intention to concentrate on time reduction of that operation. The Pareto
chart obtained is as follows:

Figure 43 Pareto chart of operation time; Source: Author

It can be seen from the Pareto that not one single operation is a major contributor towards
the cycle time. All the operations contribute almost equally to the cycle time. Hence, this
becomes a non-useful Pareto. This indicates the need for stratification of the sample used
for analyzing further.

4.2. Cause and Effect diagram of FFT

After a rigorous brain storming session and taking into consideration our findings from
micro level motion study and man machine chart, we identified various causes of the high
cycle time using the Cause and Effect Diagram method.

23
Figure 44 Cause and effect Diagram for high Cycle time; Source: Author

24
 The above cause and effect diagram was produced taking High cycle time as effect. After
the brainstorming we identified 32 Causes for high cycle time in 6 categories shown in
figure above.

4.3. Target area identification and analysis:

4.3.1. Workforce deployment analysis

The amount of time for which the major components of wardrobe H1 are operated on in the
entire fitting process was tracked. Also the number of operators working on that component
and the number of workstations on which that component is worked upon was found out.
The data is shown in the table below:

Table 2 Workforce deployment

Number
Sr. Touch Time/ Number of Operator/
Component Name of
No. Time3 Operator workstations Workstation
operators

1 Shelf 30 1 30 1 1
Vertical partition/locker
2 112 3 37.33333333 3 1
cabinet
3 Drawer cabinet 112 3 37.33333333 3 1
4 Main Door 169 3 56.33333333 2 1.5
5 Secret Door 33 1 33 1 1
6 Locker Door 107 2 53.5 2 1
7 Drawer 124 2 62 2 1
8 Leg Packing 63 2 31.5 1 2
9 Bubble wrap 48 3 16 1 3
10 Carton 56 5 11.2 2 2.5
11 Strapping 62 2 31 1 2

The data is analyzed using two terms i.e. Time per operator and Operator per workstation.

The time per operator symbolizes the amount of time that the component is worked upon
by each operator. The value should be as high as possible and closer to 64 seconds which is
the Takt time for the process. As observed from the table above, the ratio is very low for
bubble wrap and carton that is 16 and 11.2 respectively. Hence bubble wrap and carton is
worked upon for very less time leading to low utilization of workforce.

The operator per workstation ratio is an indicator of how much workforce is employed at
one workstation to work on a particular component. The operator per workstation should be

3
Touch Time is the time for which the component was worked upon by the operator.

25
at least one but as low as possible. The table shows the bubble wrap and carton to have the
highest ratio. It indicates that more operators are employed per work station to work on
these two components than any other component. Hence the processes involving bubble
wrap and carton should be focused for workforce optimization.

4.3.2. Identifying the bottleneck process:

The need for Stratification of data was developed as mentioned in section 4.1. The data is
stratified as follows:

All the processes mentioned in the measure phase could be categorized into following five
categories:

 Putting components in place which includes shelf, vertical partition, locker cabinet,
drawer and keys to be put in their respective places.
 Screwing and tightening the screws of vertical partition, locker cabinet and drawer
cabinet.
 Door fixing which includes fixing of main left door, main right door, secret door and
locker door.
 Inspection which ensures that all the required components are in place and no
component is missing and approving the product for packing.
 Packing activities which include leg packing, bubble wrap insertion, carton box
insertion and strapping the boxed product.

Pareto Charts of the manpower utilized for the above categories of process and also the
man-time invested to complete each of the categories of the processes are shown below.

Data for the Pareto is shown in following figure:

Table 3 Stratified Data for Pareto chart of manpower utilization

Sr.No Type of operation Manpower Man-Time

used required
1 putting components in 4 161
place
2 screwing and tightening 4 169

3 doors fitting 3 193

4 Inspection 1 60

5 Packing 9 384

26
Figure 45 Manpower utilization by categories; Source: Author

Figure 46 Man-time utilization by categories; Source: Author

27
Both the Pareto Charts are useful. It can be seen that about 40% of the total workforce is
engaged in the packing activity alone. Also of the total man-time required to produce a
wardrobe about 40% is utilized in the packing activity alone. Hence the packing activity can
be said to have the highest scope for manpower optimization and cycle time reduction.
Hence the efforts would be made to have a maximum workforce reduction and process
optimization of the packing activity.

4.3.3. Idle Time Calculations for the packing process:

On the workstations where more than one operator is employed, not all the activities require
the efforts of all the operators. Some of the activities are carried out by only one operator
which is an idle time for other operators on the workstation. Leg packing, bubble wrap,
carton insert and strapping are the only workstations where more than one operator is
employed.

 Leg Packing: As seen from the measure phase there are two activities in the operation
of leg packing which require only one operator (Refer to Annexure A). They are,
i) First operator pulling the trolley of the wardrobe with a long hook for 4 seconds
ii) Second operator pushing the trolley of the wardrobe for 3 seconds.

Hence there is a total of 7 seconds of idle time.

 Bubble wrap and carton insert: 3 operators are employed at this workstation. The
activities which do not require all the three operators are:
i) One operator picking up the sticker and keeping at the back for 5 seconds
ii) Other operator picking the sticker from the stand and sticking it on the right
of the cupboard after bubble wrap and carton insertion for 8 seconds.

Hence there is total of 26 seconds of idle man time.

 Strapping: 2 operators are employed at this station. The activities carried out by only
one operator are:
i) First operator walking to the body and sticking the label on the right side for
6 seconds
ii) Second operator holding the strap end and strapping machine for the straps
to get sealed. Two such straps make it an activity consuming 12 seconds.

28
Hence there is a total of 18 seconds of idle time.

A Pareto chart of idle time involved in the packing operations is shown below.

Figure 47 Pareto chart of stratified sample; Source: Author

This is a useful Pareto chart which shows that maximum amount of idle time is found in
bubble wrap and carton inserting workstation. It means that this workstation is
overemployed and efforts have to be taken to allot the work in reduced manpower at this
station.

4.3.4. Process in focus: Bubble wrap and Carton insertion:

The operation involving bubble wrap and carton insertion on wardrobe has been
concentrated and the cycle time required for this operation has been recorded for a few
cupboards. The other two packing stages are neglected viz. leg packing insertion and
strapping as the manpower deployment in that stages is minimum possible that is 2 operators
each and manpower deployed for the bubble wrap and carton insertion is 5 operators.

So with the existing process on the packing stage -2 for bubble wrap and carton insertions
a set of 7 readings is taken with video tape recording.

29
The cycle time for consecutive wardrobes in current process is recorded as follows:

Table 4 Current process Cycle time for bubble wrap and carton insertion

Sr. No. Cycle Time

1 35
2 37
3 38
4 40
5 32
6 35
7 34

Based on above data in Table 4: data is normally distributed as shown in the graph below
the graph is plotted using MiniTab software:

Figure 48 Histogram of current packing stage -2 readings; Source: Author

The mean for the Table 4 readings is 35.86 and standard deviation of 2.673

30
Based on the histogram a regression line is fitted in the readings using MiniTab software
and R values are calculated as shown in the figure below:

Figure 49 Current data Regression line for packing stage 2; Source: Author

From the above regression analysis we obtain the value of

S = 2.71372

Which is a measure of deviation in the readings.

4.3.5. Process Capability of existing process:

Bubble wrap and carton insertion workstation is concentrated upon and Six Pack Capability
Analysis has been created using MiniTab software. This workstation is preceded by leg
packing station which takes 35 seconds for output of one wardrobe and followed by
strapping machine which requires 40 seconds for completing strapping of one wardrobe.
Hence an upper limit of 40 seconds of operation time was decided for this workstation. If
the operation time at this workstation exceeds 40 seconds, it would lead to huge pile up of
work in process inventory after leg packing station and also the strapping operators would
have to wait for the product to reach their station which means loss of productivity.

31
 Using the same readings for the current process the Six Pack Capability Analysis Report
created is shown below:

Figure 50 current process capability sixpack report; Source: Author

From the above Process capability analysis we get the process capability parameters for the
current process as follows

Cp = 2.512 ................................................Equation 2 Cp value for current process

Cpk = 0.55 ................................................Equation 3 Cpk value for current process
Standard deviation σ = 2.512....................Equation 4 Standard deviation for current process

4.4. Plant layout analysis

The current unbalanced line also suggests the need of analysis of material flow and plant
layout. The schematic representation of the current plant layout is shown below. The figure
indicates the entire final fitting assembly line including conveyor, unloading area, finished
goods storage area.

32
 PAINT SHOP
HOOKS

CONVEYOR CONVEYOR
MOVEMENT DIRECTION
FINISHED GOODS STORAGE AREA

Figure 51 Final Fitting assembly line Plant layout (provided by the Company) ; Source: Author

33
Also the plant layout is generated in virtual workspace using Google Sketch Up is shown below

DIRECTION OF MOTION OF BODY

DIRECTION OF MOTION OF PAINT SHOP CONVEYOR

Figure 52 virtual workspace of current layout; source: author

PACKING MATERIAL
STORAGE PLATFORM
UNLOADING
AREA

PAINT
SHOP
HOOKS

Figure 53 virtual workspace of current layout; source: author

The analysis of the layout is majorly focused near assembly line on the area marked as
unloading in above figure for the material flow. The actual photographs for the area between
the paint shop hooks and the assembly line conveyor are shown below.

34
 NO AREA MARKED
ON THE FLOOR

Figure 54 Photograph of Final fitting assembly line; Source: Author

NO AREA FOR
STACKING MARKED ON
THE FLOOR

Figure 55 Photograph of final fitting assembly line; Source: Author

From the above photographs it is evident that there is no definite arrangement and location
marked for the inventory after unloading. Material flow is not definite and the stacking of
material neither has a specific standardized method nor is the area for the components marked.

35
This causes online delay in retrieving the material from the disorganized stacking which can be
observed in the video recordings too. The operator has to walk a considerable distance to
retrieve the components.

Also it was observed in video recording that the operators do not have a definite work area
designated to them. Due to this some operators on the earlier stations are found working for
longer distances and hindering the access for the operators on later stages and parallel work has
to be performed in order to stay in tune with the conveyor speed.

The above two observation indicate the requirement for the layout improvement between the
unloading point and the conveyor.

STRAIGHT WORKING
AREA ON CONVEYOR

80 ft.

APPROXIMATE LOCATION
OF MATERIAL STACKING

Figure 56 As Is Final fitting line layout; Source: Author

The above figure shows that definite material flow may reduce the time for material handling
and also reduce the walk distance travelled by the operator for material handling.

36
 5. Improve Phase:

5.1. New activity list for packing:

The packing processes were identified as processes with high potential for optimization.
The group resorted to brainstorming in order to come up with ideas for manpower reduction
as well as cycle time reduction of packing processes. As a result of this brainstorming
process a flow of activities was produced which was expected to reduce the time required
for packing process while also reducing the manpower used.

The current activity sequence for packing line can be referred in Annexure A.

Table 5 Man Machine chart for new carton making process

Carton Box Making

INTERIO DIV - COMPONENT : Wardrobe H1
PLANT 13
WORK CENTRE Carton box
OUTPUT: ON Line Time Walk Time
: prepared
Cycle Time Per Piece( in seconds)
Operation
Opn Description Oprtr Oprn. Set Of 5 Set Of 5
No. (RMT No. Of M/C On Off Walk
Total Total Readings (On Readings (Walk
Loader) Oprtrs Auto Line Line Time
Time Time Line Time) Time)

folding out
the carton
1 from 1 0 5 0 0 5 5 5 5 5 5 5 0 0 0 0 0
vertical
stack
folding in
2 1 0 5 0 0 5 5 5 4 5 4 5 0 0 0 0 0
the flaps
taping the
3 1 0 4 0 0 4 4 5 4 5 4 4 0 0 0 0 0
flaps
tilting and
pushing
4 1 0 4 0 0 4 4 4 5 4 4 5 0 0 0 0 0
the carton
on slide
0 18 0 0 18 18

The new list of activities for carton box making and bubble wrap and carton insertion is
shown in the table below:

37
 Table 6 Man Machine Chart for New Bubble wrap and carton insertion

Bubble wrap and carton insertion

INTERIO DIV - COMPONENT : Wardrobe H1
PLANT 13
WORK CENTRE OUTPUT: bubble wrap and carton insertion ON Line Time Walk Time
:
Operation Cycle Time Per Piece (in seconds)
Set Of 5 Set Of 5
Opn Description Oprtr Oprn.
No. Of M/C On Off Walk Readings (On Readings (Walk
No. (RMT Total Total
Oprtrs Auto Line Line Time Line Time) Time)
Loader) Time Time
picking up
the sticker
1 and 1 0 5 0 0 5 5 5 4 5 4 5 0 0 0 0 0
keeping at
the back
picking
bubble
2 1 0 2 0 0 2 2 2 1 2 2 2 0 0 0 0 0
wrap from
stack
unwrapping
the bubble
wrap and
3 positioning 1 0 5 0 0 5 5 5 4 5 4 5 0 0 0 0 0
the cut ends
on one
edge
wrapping
the bubble
4 1 0 6 0 0 6 6 5 6 6 5 6 0 0 0 0 0
wrap on the
cupboard
switching
on lever
and guiding
5 1 0 2 0 0 2 2 2 3 2 2 3 0 0 0 0 0
falling
carton on
cupboard
picking
sticker
from the
6 1 0 4 0 0 4 4 4 4 4 3 3 0 0 0 0 0
back and
sticking on
the body
0 23 0 0 23 23

38
5.2. Changes in packing area:
The following changes in method of processing are required to perform the work in
accordance to new list of activities.

5.2.1. Cutting the bubble wrap at its edges:

The bubble wrap gets stuck on the body of the wardrobe on its edges because of friction.
Also the size of the bubble wrap very nearly equals the size of the wardrobe and there is
very little clearance. Hence three operators are required to bubble wrap the wardrobe body.
By cutting the bubble wrap on its two edges some clearance is provided for the flow of
bubble wrap on the wardrobe. The bubble wrap with cut edges requires only one operator
to be put on the wardrobe.

The schematic diagram has been shown in figure below:

Figure 57 current bubble wrap design; Source: Author

39
 Figure 58 Current bubble bag inserting method; Source: Author

Figure 59 suggested bubble wrap design; Source: Author

40
 RIBBON FOR THE OPERATOR TO
DETECT THE RIGHT SIDE OF THE BAG

Figure 61 Suggested fold in the bubble wrap for the supplier; Source: Author

Figure 60 Suggested method for bubble wrap insertion; Source: Author

41
In the figure shown above the bubble wrap is suggested to be cut at two edges on the right
side of the bag up to the entire length of the bubble bag. For ease of operator there should
be a Red or any other bright colored ribbon provided and the above configuration of the
bubble bag can be prepared by the same bubble bag supplier. The folding of the bag can be
done in same way as the current configuration. Also the best possible method of inserting
this new bubble bag is demonstrated in the video in attached DVD. With appropriate
training the required level of skill can be easily achieved.

5.2.2. Way of stacking the cartons:

Conventionally cartons are stacked horizontally one above the other in trolleys as shown in
figure. Due to this kind of stacking configuration the upper half of the cartons develops
sagging in the middle which makes the unfolding much more difficult for the operator. The
operator has to lift the topmost carton from the stack. He then orients the carton as per
requirement and then unfolds the carton into a rectangular box with the help of a second
operator at another end of the carton. The horizontal stacking of cartons is shown in the
figure below.

Figure 62 Photograph of current carton stacking configuration; source: author

42
The suggestion was made to stack the cartons vertically so that operator can unfold the
carton box in the stacked position itself. This type of vertical stacking also eliminates the
problem of sagging of cartons which is observed in horizontal stacking. It also facilitates
the easy removal of the carton as now the operator has to just pull out the last carton and
make a rectangular box unlike the previous process where operator had to lift the top most
carton and make the box. Trolley stacked with vertically stacked cartons is shown in the
figure. The other end of the trolley can be made with a temporary holding device to hold
the cartons horizontally.

Figure 63 Photograph of suggested new configuration of carton stacking; source: author

43
 5.2.3. Slide for guiding carton box:
In the current setup an operator who prepares the carton passes on the carton on an
intermediate platform which is a level above the wardrobe. An operator on the intermediate
platform then passes on the carton on the wardrobe body. This operator with the assistance
of two operators on the lowest platform then inserts the carton box on the body. In this case
the operators at the lower most level are idle till the carton is prepared. Similarly in the case
of inserting the bubble bag the operator on intermediate level passes the bubble bag (kept
on the right in photograph below) to the two operators on the lowest level.

The following two photos show the amount of operators employed at the bubble wrap and
carton insertion stage (person wearing the navy blue colored cloths are operators)

BUBBLE BAGS STACKED

SUGGESTED NEW
CARTON STACKING
CONFIGURATION

Figure 64 Photograph of packing stage operator’s location; source: Author

44
 PREPARED
CARTON PUSHED
DOWN BY THE
OPERATOR ON THE
TOP LEVEL

Figure 65 Photograph of packing stage operator's location; source: Author

In the new setup a slide is prepared on the intermediate platform. The operator on topmost
platform who prepares the carton box pushes the carton on the slide. The end of the slide
has a lever operated stopper. When the wardrobe comes directly below the slide the lone
operator on the bottommost platform can activate the lever which will fall the carton box
on the wardrobe body. The operator ensures proper insertion of carton on wardrobe. Also
new bubble bag can be stacked near the operator at the bottom most level who will insert
the bubble wrap on the body. Due to new bubble wrap design the operator can put the bubble
bag on body without any assistance. The trials can be seen in the DVD attached.

The figure below shows virtual workspace of packing area prepared using Google Sketch
Up.

45
 Figure 66 Virtual workspace of new packing line with slide for carton; source: Author

46
 Figure 67 Virtual workspace for new packing line with slide for carton; Source: Author

47
 5.2.4. Hinge Pin New Design:
In order to prevent the hinges from falling off during transportation, bushes have to be
inserted after putting the hinges in their place. This leads to requirement of extra manpower
and consumes productive time.

In order to eliminate bushes a new design of hinge pins has been suggested. In the new
design the pins have notches on the neck portion. These notches would ensure proper fixing
of hinges in place and avoid the falling off of hinge pins during transportation. Though
making notches will cause damage to the body while removing hinge pins. Hence the
operator has to ensure that the wardrobe is defect free which can be ensured with adequate
training. Thus the operator required for inserting bushes can be eliminated.

Figure 68 Current hinge pin design; Source: Author

Figure 69 suggested hinge pin design with notches at the neck; Source: Author

48
 5.2.5. Key Pouch New Design:
The current key pouch design is shown in the figure.

FOLDING FLAP

Figure 70 Current Key pouch design; Source: Author

In the current design of key pouch, the operator after putting keys in the pouch has to match
the holes of the flap and front and the insert the lock strip. It requires some effort to match
the holes which leads to operator fatigue during repeated operations in the shift.

CUT FLAP FOLDED AND

OPENED EDGE

Figure 71 Suggested key pouch design with fold; Source:

Author

In order to save the time and effort required to match the holes, one of the vertical edges of
the pouch can be cut to about 3/4th length and the holes could be positioned on the front
and back of the key pouch. This would give already matched holes and no effort would be
required by the operator to match them.

49
 5.3. Suggested Kaizens:
A lot of other changes have been suggested by the team through intense brainstorming.
Some of those changes suggested are summarized in the table below.

Table 7 suggested station wise other changes

Station
Activity Current Scenario Change suggested Advantage
No
The shelf are unloaded Reducing the time
from the paint shop taken to unload and
The two shelf can be fitted
1 Placing the conveyor and transport the shelf
on the body on the paint
shelf transferred from also reducing the
shop conveyor itself
unloading point to operator required
station no.1 for the operation
3 Placing of Various packets such as Group all the packets Time taken by
Hardware LED, hardware, key & together in a bag and stack it different operators
packet brochure are placed by near station 1. Operator at at different station
different operator at station 1 will keep the entire will reduce
different stations which packet group at station 1
consumes more time
and manpower as well
5&7 Manual Initially manual Eliminate manual screwing Reduction/
screwing screwing is done and by : elimination of time
then screw tightening is 1) Using on/off magnetic required for
done with a pneumatic switch screw driver manual screwing
screw driver 2) Providing new tip for the
screw holder
3) Automatic screw
loading gun
9 Fixing the The worker moves to The operator will carry Operation clubbed
secret door the stack, carry the locker cabinet and secret together to reduce
locker cabinet, fix it door simultaneously and time. Effective
and then again move to place the secret door at the manpower
the stack carry the right side of the shelf. Then distribution
vertical partition and later he will carry and fix the
fix it. vertical partition plate

50
10 Main Door 1. The unloading of the Marking or colour coding Ease in picking up
assembly main door from the the loading and unloading the left main door
trolley takes more time position on the trolley for from the trolley
as the doors are placed left main door
in random position and
sometimes the operator
has to rotate the door
and then carry it
2.Inspection of the door Eliminate the inspection Reduction in
locking is done at this activity for door locking at inspection time
stage this stage as it is done at
other station to
14 Inspection Once the inspection is Self-inking stamps with the This will reduce
done, the operator signs operators name can be used. the time needed to
a card. This takes more sign the sticker.
time.
Offline Right main 1.Three screws are Pin for aligning the front One of the screws
3 door lock required to fix front plate on the main right door is eliminated.
assembly plate on the door Faster operation
2.Sticking with Godrej sticker – stamping Quicker operation
conventional two layer machine with inbuilt with stamping
sticker takes time fixture machine

General General ( inappropriate place light sources such easier

main focus illumination at that light reflects off the identification of
on the right unloading area surfaces of the wardrobes defective parts
door and reach operators eye since cracks would
assembly) be easily visible
because of
illumination

51
 5.4. Material Flow:
There is no defined material flow pattern followed currently on the shop floor. The
components are unloaded from the conveyor and are stacked in the space available on the
floor. The respective operators then fetch the components and take them to their
workstations. A schematic of the current material flow layout is shown.

80 ft.

12.3 ft.

Figure 72 as-is layout of the material flow in unloading area; Source: Author

Three alternate layouts have been suggested by the team

5.4.1. Using the secondary conveyor

One option can be to have conveyors to move the components from the main conveyor to the
respective workstations. This would reduce the walking time of the operators as the components
would be available to them at their workstations. Also it will eliminate the use of trolleys to
transfer the components form the paint shop conveyor to assembly conveyor.

6.88 ft.
12.3 ft. 12.5 ft. 12.5 ft. 10.4 ft. 12.71 ft. 12.71 ft.
12.3 ft.
12.3 ft. 12.3 ft. 12.3 ft. 12.3 ft. 12.3 ft.

Hangers/conveyor

Figure 73 suggested material flow layout with Hangers/Conveyor; Source: Author

52
 5.4.2. Defining the boundaries for work area
The second option constitutes having predefined paths for all the components so that there are
no crossovers and the components reach their destinations through the shortest possible path.

6.88 ft.
12.3 ft. 12.5 ft. 12.5 ft. 10.4 ft. 12.71 ft. 12.71 ft.
12.3 ft.
12.3 ft. 12.3 ft. 12.3 ft. 12.3 ft. 12.3 ft.

Work area
with
boundaries

Figure 74 suggested material flow layout without hanger/conveyor; Source: Author

The distance between the boundaries are measured proportional to the time taken for the given
activity from the man machine chart analysis. Another feature of both the new suggested layouts
is the use of predefined workspaces. Each operator is given boundaries within which he has to
finish his set of activities. The area allotted to each workstation depends on the amount of time
required to complete that operation.

5.4.3. New conveyor direction

The another possible alternative to the material flow is to eliminate the material transfer from
point A to B, instead unload the material where it is required that is at the work area by changing
the direction of paint shop hooks and running anti parallel to the assembly line conveyor.

This suggestion has assumption that the all the other components of the wardrobe are sent first
in batches or individual and then the body arrives at the end in batches or individual. It means
that all the component fitting in one wardrobe arrive at the successive hooks form paint shop
and followed by the body they are going to be fitted. Another assumption is that the touchup to
each component is already done by shifting the existing touch up point form the ground level
to the top level and all the components are touched up before they are inspected.

53
Otherwise all the components of the wardrobe arrive first in batches as current configuration
and followed by entire batch of bodies in which the components are going to be fitted. This will
eliminate the time for transfer of material from the unloading point to assembly line and release
the unloading point operators which can be utilized at other places in the plant.

The schematic changed layout is shown in figure below:

Changed location
and direction for
paint shop hooks

Figure 75 schematic of new layout with changed paint shop hook directions; Source: Author

54
By just changing the direction of hook and orientation of the paint shop hook path considerable
amount of cycle time can be reduced.

A virtual workspace view of the new paint shop hook path is shown in following figure:

Figure 77 virtual workspace of changed path of paint shop hooks

PAINT AND
SURFACE
DEFECT
INSPECTION
PERSON
Figure 76 virtual workspace of changed path of paint shop hooks; Source: Author

55
 Figure 78 virtual workspace of changed path of paint shop hooks; Source: Author

Figure 79 virtual workspace of changed path of paint shop hooks; Source: Author

This will also reduce the walk time of the operator for fetching the component as the required
component will be unloaded by the operator himself and stacked in the reach of his hand. The
advantage of a batch is that the quantity is very less so small tables and trolleys can be used
which will eliminate the heavy trolleys used currently due to which considerable maintenance
cost can be saved.

56
6. Control Phase:
6.1. Cycle time after improvements:
With the improved sequence of operations suggested for carton and bubble wrap, readings
of cycle time required for a few wardrobes have been taken. The readings are obtained from
the video recording available in DVD attached with the report. They are as follows:

Table 8 New Data of packing stage 2 with improvements in bubble bag

Sr. Cycle time after

No. improvement
1 23
2 25
3 27
4 22
5 25
6 26
7 24
The data is normally distributed as shown in the histogram below

Figure 80 Histogram of new data collected for packing stage 2 with bubble bag improvement; Source: Author

From above histogram it is clear that the mean of the sample is reduced from previous
sample form 35.86(refer table 4) to 24.57 and standard deviation of sample is reduced from
2.673 to 1.718 (refer table 4).

57
A regression line is fitted and R values have been computed using MiniTab Software as
shown below:

Figure 81 Regression line for new data collected for packing stage 2 with bubble bag improvement; Source: Author

Form above regression analysis it is observed that

SNew= 1.86509

Which is reduced in comparison to the previous sample with

SOld= 2.71372 (Refer Table 4 and corresponding figures)

From above change in value of S indicates the reduced deviation in the readings with new
configuration of bubble bag improvement

58
 6.2. Process Capability after improvement:

A Six Pack Capability Analysis has been created using MiniTab in the same way as was
created for cycle time before improvement. The report generated is shown below:

Figure 82 New process capability sixpack report after the bubble bag improvement; Source: Author

From the above Process capability analysis we get the process capability parameters for the new
process after the bubble bag improvement is as follows

Cp = 3.01 ...............................................Equation 5 Cp Value for new process after bubble bag

improvement.

Cpk = 2.32 ................................................Equation 6 Cpk value for new process after bubble
bag improvement

Standard deviation σ = 2.216...........Equation 7 Standard deviation for new process after bubble
bag improvement

59
Referring the values in Equation 2 to Equation 7 we can observe following:

Cp value has increased to 3.01 from earlier value of 2.65 while Cpk value has increased to
2.32 from earlier value of 0.55 which signifies that variation has been reduced and data
points occupy a more central position in the specification limits.

6.3. 2 Sample t-test:

The cycle time data recorded before and after the improvements is compared using t-test
which tests if the reduction in mean of cycle time of the process is statistically significant.
Which would signify that the process has a mathematical evidence of improvement for that
a 2-sample t-test was done using MiniTab software. The result produced is shown below:

Two-sample T for before vs after

Table 9 Statistics for 2-sample T-test

N Mean ( μ) Standard SE mean

deviation
Before 7 35.86 2.67 1.0
After 7 24.57 1.72 0.65

Difference = μ (Before) - μ (After)

Estimate for difference: 11.29
95% upper bound for difference: 13.46
T-Test of difference = 10 (vs <): T-Value = 1.07
P-Value = 0.845
DF = 10

From above 2-sample t test it is clear that the P value comes out to be 0.845 which is more
than 0.05. Hence by the t-test hypothesis there is a statistically significant reduction in the
mean of cycle time. Thus improvements are statistically proven.

60
6.4. F-test:

F-test was performed using MiniTab software to find out if the reduction in standard
deviation of the two cycle times is statistically significant. The result obtained is shown
below:

Test and CI for Two Variances: Before, After

Method

 Null hypothesis σ(Before) / σ(After) = 1

 Alternative hypothesis σ(Before) / σ(After) > 1
 Significance level α = 0.05
F method was used. This method is accurate for normal data only.

Statistics:
Table 10 Statistics for the F-Test

N Standard Variance 95%Bound

deviation for standard
deviation
Before 7 2.673 7.143 1.845
After 7 1.718 2.952 1.186
Ratio of standard deviations = 1.555
Ratio of variances = 2.419

95% One-Sided Confidence Intervals

Method Lower Bound for Lower Bound for

standard deviation Variance Ratio
Ratio
F 0.752 0.565

Tests
Method DF1 DF2 Test Statistic P-Value
F 6 6 2.42 0.153

The p-value obtained is 0.153 which is greater than 0.05. Hence null hypothesis is accepted
and we find that there is not a statistically significant reduction in the value of standard
deviation.

61
6.5. Box Plot and Individual Value Plot:

A box plot and individual value plot has been created for cycle times recorded for bubble
wrap and carton insertion operation using MiniTab software. It gives a visual
representation of reduction in cycle time due to improvements:

Figure 83 Box plot for Operation time comparing the New and old process; Source: Author

Figure 84 Individual Value plot of New and old process; Source: Author

62
As can be seen mean of cycle time for the operation has come down from 35.86 seconds to
24.57 seconds which is a reduction of 11.29 seconds in the cycle time by implementing
bubble bag design change improvement.

6.6. Packing line comparison:

Implementation of the newly designed packing line with vertically stacked cartons, carton
box slides and bubble wrap edge cuts following improvements were noticed in the
manpower utilization, man-time required and reduction in the idle time on the packing line.
The following table considers the entire packing line including Packing stage 1, stage 2 and
stage 3 whereas reduction in Man power and Man time is observed in the packing stage 2
where the improvements are implemented.

Table 11 Comparison of Manpower and Man time before and after improvement

Old New
method method % reduction
Manpower 9 6 33.33333333
Man-Time 384 291 24.21875
Idle Time 70 25 64.28571429

Manpower comparison
10
9
8
Number of Man

7
6
5
4
3
2
1
0
Manpower
Old method 9
New method 6

Figure 85 Manpower comparison Graph; Source: Author

63
 Man-Time Comparison
450
Man-Time in Seconds 400
350
300
250
200
150
100
50
0
Man-Time
Old method 384
New method 291

Figure 86 Man-Time comparison Graph; Source: Author

Idle Time Comparison

80
70
Idle time in seconds

60
50
40
30
20
10
0
Idle Time
Old method 70
New method 25

Figure 87 Idle time comparison Graph; Source: Author

Hence considerable savings are observed in terms of manpower used and man-time invested
and also huge reduction in idle time in packing line.

6.7. Final Fitting line with all the improvements:

Taking into account all the improvements that have been suggested and new operator
distribution, the entire final fitting line operations could be summarized as in the table
below. Considering the major improvements in packing stations

64
 Table 12 Summary of operation cycle time after suggested improvements

Man Man-
Sr. No. Operation Time power Time
shelf and hardware packet and
1 insertinglocker cabinet and vertical partition 59 1 59
manual screwing of locker cabinet and
2 vertical partition 59 1 59
screw tightening of locker cabinet and
3 vertical partition 27 1 27
4 manual screwing of drawer cabinet 40 1 40
5 screw tightening of drawer cabinet 39 1 39
6 main door fitting aligning 50 2 100
7 secret door fitting 36 1 36
8 locker door fitting 61 1 61
9 inserting drawer and keys 61 1 61
10 inspection 60 1 60
11 leg packing 35 2 70
12 carton insert and bubble wrap insert 23 1 23
13 strapping 40 2 80

offline

14 assembly of right door lock 38 2 76

15 assembly of drawer cabinet 59 1 59
16 drawer wheel fitting 31 1 31
17 assembly of drawer 58 1 58
18 assembly of locker door 66 1 66
19 carton making 18 1 18
Total 860 23 1023

As can be seen from the table the manpower utilized for production of wardrobe has been
brought down to 23 which is very much near to the manpower calculated using takt time in
the measure phase.

Also the line has become more or less balanced as an outcome of optimization of manpower
done. The graph showing the time taken by each of the processes is given below.

65
 Time in seconds

10
20
30
40
50
60
70

0
shelf and hardware packet and insertinglocker cabinet and vertical…
manual screwing of locker cabinet and vertical partition 59 59

27
screw tightening of locker cabinet and vertical partition
manual screwing of drawer cabinet

40 39
screw tightening of drawer cabinet 50
main door fitting aligning

36
secret door fitting
locker door fitting
inserting drawer and keys
61 61 60

inspection 35
leg packing

23
carton insert and bubble wrap insert

Operations
40

strapping
improvements
Operation cycle time after

38

assembly of right door lock

59

assembly of drawer cabinet

Takt time

31

drawer wheel fitting

64 Seconds

58

assembly of drawer
66

Figure 88 Graph of operation cycle time after suggested improvements; Source: Author
assembly of locker door
18

carton making

66
67
Figure 89 Gantt chart of new process on assembly line; Source: Author
 6.8. Cost benefit analysis
As can be seen from all the improvements the number of operators required for the process
has been reduced from 29 to 23 operators. The cost of each operator is approximately Rs.
1000/- per shift. Thus we have reduced the cost of six operators per shift i.e. approximately
Rs. 6000/- per shift.

Savings on cost of operators per year = saving per shift x Shifts per month x 12 months

= 6000 x 26 x 12

= Rs. 18, 72, 000/-

Apart from savings on operators, cost savings have also been obtained from reduction in the
energy input due to reduced cycle time and increased output. But that data has not been
captured within the current scope of our project.

Hence it can be safely assumed that a total cost saving of about Rs. 19 lacs per year has
been achieved due to this project.

6.9. Estimated increase in OEE:

Overall equipment effectiveness before improvements is calculated as follows:

OEE = Availability x Performance rate x Quality rate........................Equation 8 Overall equipment

effectiveness

Availability = (scheduled hours – machine downtime) / scheduled hours...Equation 9 Availability

formula

(480−75)
=
480

= 0.84375

Performance Rate = Actual output / (Available hours x Rated output)..Equation 10 Performance

rate formula

300
= 3600
(6.75 𝑋 64 )

= 0.7894

Quality Rate = Good pieces/Total output.........................................Equation 11 Quality Rate formula

= (Total output-Defects per month/Working days per month)/Total output
68
 600
300−
25
=
300

= 0.92

OEE= 0.84375 X 0.7894 X 0.92

OEE = 0.6127 = 61.27% ..............................................Equation 12 OEE for current process

We considered that the availability and quality factors remain the same. The productivity
factor is increased since line balancing will ensure production of about 360 wardrobes per
shift.

Performance Rate = Actual output / (Available hours x Rated output)

= 360 / (6.75 x3600/64)

= 0.7894

OEE= 0.84375 X 0.9481 X 0.92

OEE = 0.7360 = 73.60%....................................Equation 13 OEE of process after improvements
Hence we see that almost a 20% increase in current OEE is estimated. Which indicates a
significant productivity improvement that can be achieved by implementation of the
suggested solutions.

69
7. Future Scope:

1. Automation in carton box making. The carton box making process can be studied for
possible automation since it will further reduce the manpower requirement of the
process.
2. Automation in strapping. The strapping process too can be automated using fully
automatic strapping machines available in the market. It will speed up the process of
strapping and make it man-independent process.
3. The material transport process from the paint shop hooks can be transported from the
point of unloading to point of application by using automation.
4. Also a better paint applying method such as paint blasting can be used to eliminate the
touch up operations
5. Automation can be done for the alignment of shape of the body with use of laser sensors
and pneumatic arms.

70
8. Project Conclusion:

The group, during the course of this project was exposed to the concepts of Six Sigma and
implementation of DMAIC approach in practical settings in industry. We were exposed to
various industrial scenarios which helped us to master the art of applying the concepts learnt
in the preparatory stages of the project to solve real life industrial problems.

We observed and analyzed the existing process to find out the problems associated with it.
This was followed by extensive brainstorming sessions which led to innovative ideas for
process improvement. The discussions with the process owner also helped us understand
the feasibility of implementing the ideas in Practice. All the ideas were put to trials and only
those which showed significant results while resolving the issues were considered. We were
able to provide practically executable solutions which led to improvement of process
parameters like increase in values of process capabilities, reduction of manpower required
from 29 operators to 23, reduction in cycle time from 1009 seconds to 860 seconds and
almost a 20% increase in Overall Equipment Effectiveness etc. A total cost saving of almost
Rs.19 Lac is estimated because of this project. Also skills of effectively managing the
manpower were also acquired by the team.

Having learnt such a wide variety of tools and techniques and having put them to practical
use gave us the confidence in solving similar problems through this approach in future. A
positive feedback from the industry well supports our claim.

71
 References
1. http://www.isixsigma.com
2. http://www.asp.ucar.edu
3. http://www.sixsigmabasics.com
4. http://www.asq.org
5. http://www.six-sigma-material.com
6. http://www.ijmer.com
7. http://www.vosesoftware.com
8. http://www.micquality.com
9. http://www.goleansixsigma.com
10. http://www.bmgi.org
11. http://www.ezinearticles.com
12. http://www.sixsigmadaily.com
13. http://www.isl.co.in
14. http://www.ss-mi.com
15. http://www.tutorialspoint.com
16. https://www.opensourcesixsigma.com
17. A.P. Puvanasvaran, C. Z. Mei, V. A. Alagendran, 2013, Overall Equipment Efficiency Improvement
Using Time Study in an Aerospace Industry, Procedia Engineering 68(2013), 271-277
18. K. Srinivasan, S. Muthu, S. R. Devadasan, C. Sugumaran, 2014, Enhancing Effectiveness of Shell
and Tube Heat Exchanger through Six Sigma DMAIC Phases, Procedia Engineering 97(2014),
2064-2071
19. S. Santhosh Kumar, M. Pradeep Kumar, 2014, Cycle time reduction of a truck body assembly in an
automobile industry by lean principles, Procedia Materials Science 5(2014), 1853-1862
20. Rohini R., Dr. Mallikarjun J., 2011, Six Sigma: Improving the Quality of Operation Theatre,
Procedia- Social and Behavioral Sciences 25(2011), 273-280
21. Noor Azlina Mohd. Salleh, Salmiah Kasolang, Ahmed Jaffar, 2012, Simulation of Integrated Total
Quality Management (TQM) with Lean Manufacturing (LM) Practices in Forming Process Using
Delmia Quest, Procedia Engineering 41(2012), 1702-1707
22. Rahani AR, Muhammad al-Ashraf, 2012, Production Flow Analysis through Value Stream
Mapping: A Lean Manufacturing Process Case Study, Procedia Engineering 41(2012), 1727 – 1734
23. Ranteshwar Singh, Ashish M Gohil, Dhaval B Shah, Sanjay Desai, 2013, Total Productive
Maintenance (TPM) Implementation in a Machine Shop: A Case Study, Procedia Engineering 51
(2013), 592 – 599
24. Rupesh Chalisgaonkar, Jatinder Kumar, 2014, Process capability analysis and optimization in
WEDM of commercially pure titanium, Procedia Engineering 97 (2014), 758 – 766

72
25. K.Srinivasan, S.Muthu, N.K.Prasadc, G.Satheesh, 2014, Reduction of paint line defects in shock
absorber through Six Sigma DMAIC phases, Procedia Engineering 97 (2014), 1755 – 1764
26. R.Sundar, A.N.Balaji, R.M.SatheeshKumar, 2014, A Review on Lean Manufacturing
Implementation Techniques, Procedia Engineering 97 (2014), 1875 – 1885
27. K. Venkataramana, B.Vijaya Ramnath, V.Muthu Kumar, C.Elanchezhian, 2014, Application of
Value Stream Mapping for Reduction of Cycle Time in a Machining Process, Procedia Materials
Science 6 (2014), 1187 – 1196
28. S. Vijaya Kumar, V. G. S. Mani, N. Devraj, 2014, Production Planning and Process Improvement
in an Impeller Manufacturing Using Scheduling and OEE Techniques, Procedia Materials Science
5(2014), 1710-1715
29. Amelia Natasya Abdul Wahab, Muriati Mukhtar, Riza Sulaiman, 2013, A Conceptual Model of
Lean Manufacturing Dimensions, Procedia Technology 11 (2013), 1292 – 1298

73
 List of items in DVD attached
 Project Report.Pdf
 Project video final.mp4
 Clips
o 1.inserting lower shelf angle strip upper shelf and hardware packets.mp4
o 2. inserting locker cabinet and vertical partition.mp4
o 3. manual screwing of vertical partition(4) and locker cabinet(6) .mp4
o 4. tightening of 10 screws of vertical partition and locker cabinet.mp4
o 5. manual screwing of drawer cabinet.mp4
o 6. tightening of 6 drawer cabinet screws by handheld screw gun.mp4
o 7. secret door fitting.mp4
o 8. main door fitting and pin insert.mp4
o 9. 4 main door bush insert.mp4
o 10. locker door fitting.mp4
o 11. inserting drawer and checking locks of locker and drawer.mp4
o 11.2locker checking and drawer fitting and checking.mp4
o 12. inspection locker key packet making and attaching.mp4
o 13. packing_1.mp4
o 14. packing_2.mp4
o 15. packing_3.mp4
o 16. off_1 Booklet and LED light keeping.mp4
o 17. off_2 drawer cabinet channel fitting.mp4
o 18.drawer wheel fitting.mp4
o 19.off_3 right door lock assembly.mp4
o 20.off_4 locker door assembly.mp4
o 21.off_5 drawer assembly.mp4
o 22.off_6 preparing carton.mp4
o loading on merry go round.mp4
o NEW Bubble Bag trial.mp4
o touch up.mp4
 FFT Models
o Templates used
o FFTFinal.Skp
o FFTFinalNEW.skp
o FFT.skp
 Photos
 Google Sketchup pro v15

74
 Annexure A
The annexure contains the station wise Man Machine chart with time in second. The average
time for each activity is considered as 5 seconds maximum.

The table also contains the walk time and the operation time along with the manpower time and
description of each activity in brief. The machine Auto column is kept blank/ set to zero value
since the entire assembly line is manually operated and no operation uses machines that work
independently. Also the waiting time for every station is not included in the Man-Machine chart.

The Time for each activity is been recorded by using video Tape recording (VTR) technique
based on 5 reading for each activity. The video recordings are attached in a DVD at the end of
report.

75
 Table 13 Man machine Chart -Station 1-Paint Touch up

Station 1. Touch Up
COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: Touch up ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5
No.
Operation Description No. Of On Off Walk Set Of 5 Readings (On
M/C Auto Total Total Readings (Walk
Oprtrs Line Line Time Line Time)
Time Time Time)
Moving the parts from the
1 unloading point to the touch up 1 0 11 0 7 18 11 10 12 11 10 10 7 8 7 8 8
point
aligning the cupboard as per
2 requirement 1 0 2 0 0 2 2 2 2 2 3 2 0 0 0 0 0

3 Spray painting all the edges 1 0 27 0 0 27 27 30 26 26 25 29 0 0 0 0 0

4 Moving to the next cupboard 1 0 0 0 2 2 0 0 0 0 0 0 2 3 3 2 3
Taking the cupboard to the
5 Merry go round loading point 1 0 9 0 2 11 9 7 10 10 9 8 2 4 3 3 4

0 49 0 11 60 49

76
 Table 14 Man Machine Chart-Station 2- Loading on conveyor

Station 2. Loading on conveyor

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: body on conveyor ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5
No.
Operation Description No. Of On Off Walk Set Of 5 Readings (On
M/C Auto Total Total Readings (Walk
Oprtrs Line Line Time Line Time)
Time Time Time)
1 Walking up to the cupboard 1 0 0 0 2 2 0 0 0 0 0 0 2 3 4 3 4
Moving the cupboard to the
2 merry go round 1 0 11 0 0 11 11 10 10 12 10 12 0 0 0 0 0
Adjusting the cupboard on the
3 1 0 4 0 0 4 4 3 4 4 4 3 0 0 0 0 0
trolley
0 14 0 2 16 14

77
 Table 15 Man Machine Chart-Station 3- Shelf and hardware packet

Station 3. Shelf and Hardware Packets

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: shelf and hardware packets ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
No.
Operation Description No. Of Off Walk
M/C Auto On Line Total Total Readings (On Readings (Walk
Oprtrs Line Time
Time Time Line Time) Time)
1 Placing the lower shelf 1 0 2 0 0 2 2 2 2 2 2 3 0 0 0 0 0
Walking upto the trolley to get the
2 angle plates
1 0 0 0 2 2 0 0 0 0 0 0 2 2 3 4 3
Taking the angle plates from
3 trolley and walking back to 1 0 0 0 3 3 0 0 0 0 0 0 3 3 4 6 4
cupboard
Placing the angle plate on the
4 lower shelf
1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
5 Fixing the angle plate 1 1 0 4 0 0 4 4 9 4 2 4 3 0 0 0 0 0
Moving to left side to fix the 2nd
6 angle plate
1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
7 Fixing the angle plate 2 1 0 4 0 0 4 4 2 4 4 4 6 0 0 0 0 0
Walking to the trolley to take the
8 upper shelf
1 0 0 0 2 2 0 0 0 0 0 0 2 3 2 3 2
Taking the upper shelf from the
9 trolley and walk to the cupboard
1 0 0 0 2 2 0 0 0 0 0 0 2 3 3 5 2
10 Placing the upper shelf 1 0 3 0 0 3 3 2 2 2 4 3 0 0 0 0 0
Walking up to the trolley of
11 hardware packets
1 0 0 0 2 2 0 0 0 0 0 0 3 3 2 2 2
Picking up the hardware packet
12 from trolley
1 0 0 0 1 1 0 0 0 0 0 0 1 2 1 2 2
walking back to the cupboard with
13 the hardware packet
1 0 0 0 2 2 0 0 0 0 0 0 3 2 2 2 2

78
14 placing the hardware packet 1 0 1 0 0 1 1 2 1 1 2 1 0 0 0 0 0
0 17 0 14 30 17
 Table 16 Man Machine chart-Station 4- Placing the locker cabinet and vertical partition

Station 4. Locker Cabinet and Vertical Partition

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: Locker cabinet and vertical partition ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 Walking up to the cabinet stock 1 0 0 0 4 4 0 0 0 0 0 0 5 5 4 5 5
2 Picking up the locker cabinet 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
3 walking to the cupboard 1 0 0 0 4 4 0 0 0 0 0 0 5 5 4 4 5
4 Fixing the locker cabinet 1 0 2 0 0 2 2 3 2 2 2 3 0 0 0 0 0
5 walking up to the partition stock 1 0 0 0 4 4 0 0 0 0 0 0 5 5 5 4 4
6 Picking up the vertical partition 1 0 2 0 0 2 2 1 2 1 2 2 0 0 0 0 0
7 walking to the cupboard 1 0 1 0 4 5 1 0 4 0 0 0 5 4 5 4 4
8 Fixing the vertical partition 1 0 8 0 0 8 8 6 8 7 9 8 0 0 0 0 0
0 13 0 16 29 13

79
 Table 17 Man Machine chart-Station 5 -Manual screwing of Vertical partition and Locker cabinet

Station 5. Manual Screwing 1(of vertical partition and locker cabinet)

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13 manual screwing of vertical partition and
OUTPUT: ON Line Time Walk Time
locker cabinet

Cycle Time Per Piece

Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 Picking up a screw from the box 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
2 Fixing the lower front screw 1 0 4 0 0 4 4 4 4 6 3 4 0 0 0 0 0
Moving hand from lower front to
3 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
lower back
4 Fixing the lower back screw 1 0 3 0 0 3 3 3 3 4 3 2 0 0 0 0 0
Moving the hand from the lower to
5 1 0 2 0 0 2 2 3 2 1 3 3 0 0 0 0 0
the upper side of vertical partition
6 Fixing the upper front screw 1 0 7 0 0 7 7 5 4 15 6 5 0 0 0 0 0
Moving hand from lower front to
7 1 0 1 0 0 1 1 1 1 2 1 1 0 0 0 0 0
lower back
8 Fixing the upper back screw 1 0 5 0 0 5 5 5 5 6 4 4 0 0 0 0 0
Moving hand from upper partition
9 1 0 1 0 0 1 1 3 1 1 1 1 0 0 0 0 0
to the lower part of locker cabinet
10 Fixing the lower left front screw 1 0 3 0 0 3 3 3 3 3 3 3 0 0 0 0 0
Moving hand from lower front to
11 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
lower back side
12 Fixing the lower left back screw 1 0 3 0 0 3 3 2 4 3 3 3 0 0 0 0 0
Moving the hand from lower back
13 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
left to lower back right
14 Fixing the lower right back screw 1 0 4 0 0 4 4 4 4 3 3 4 0 0 0 0 0

80
Moving hand from lower right
15 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
back to lower right front
 Continued from previous page

16 Fixing the lower right front screw 1 0 3 0 0 3 3 2 2 3 3 3 0 0 0 0 0

Moving hand from lower right front to
17 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0
upper right back
18 Fixing the upper right back screw 1 0 4 0 0 4 4 3 4 5 4 4 0 0 0 0 0
Moving hand from upper right back to
19 1 0 4 0 0 4 4 3 3 8 3 3 0 0 0 0 0
upper left back
20 Fixing the upper left back screw 1 0 5 0 0 5 5 3 7 7 4 4 0 0 0 0 0
21 Moving to next cupboard 1 0 1 0 3 4 1 0 0 3 0 0 3 4 3 4 3
0 56 0 0 59 56

81
 Table 18 Man Machine Chart- Station 6-Screw tightening of vertical partition and locker cabinet

Station 6. Screw Tightening 1(of vertical partition and locker cabinet)

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: screw tightened ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)

1 Tightening the lower 2 screws of 1 0 5 0 0 5 5 4 5 5 4 5 0 0 0 0 0

the partition plate
Moving the hand from lower to
2 1 0 1 0 0 1 1 1 2 2 1 1 0 0 0 0 0
upper side

3 Tightening the upper 2 screws of 1 0 4 0 0 4 4 3 3 4 3 6 0 0 0 0 0

the partition plate

4 moving hand from the partition 1 0 2 0 0 2 2 1 2 2 2 1 0 0 0 0 0

plate to the locker cabinet

5 tightening the lower 4 screws of the 1 0 8 0 0 8 8 8 8 9 6 8 0 0 0 0 0

locker cabinet

6 Moving hand from the lower side to 1 0 1 0 0 1 1 1 1 1 1 1 0 0 0 0 0

upper side of locker cabinet

7 Tightening the upper 2 screws of 1 0 4 0 0 4 4 5 3 4 4 4 0 0 0 0 0

the locker cabinet
8 Moving to next cupboard 1 0 0 0 3 3 0 0 0 0 0 0 3 4 5 3 4
0 24 0 3 27 24

82
 Table 19 Man Machine Chart-station 7-Manual screwing of Drawer cabinet

Station 7. Manual Screwing 2( of drawer cabinet )

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: manual screwing of drawer cabinet ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)

1 stepping in front of a cupboard 1 0 2 0 0 2 2

and keeping the box 2 2 2 2 2 0 0 0 0 0
placing drawer cabinet in
2 1 0 2 0 0 2 2
position 2 2 3 2 3 0 0 0 0 0
3 taking out 4 screws from box 1 0 3 0 0 3 3
and placing them on shelf 3 3 4 3 4 0 0 0 0 0

4 picking one screw and aligning 1 0 2 0 0 2 2

hand for screwing 2 2 2 2 2 0 0 0 0 0
5 tightening first screw 3-4 threads 1 0 5 0 0 5 5 4 4 7 4 5 0 0 0 0 0

6 picking second screw and 1 0 2 0 0 2 2

aligning hand for screwing 2 2 2 2 2 0 0 0 0 0
tightening second screw 3-4
7 1 0 5 0 0 5 5
threads 6 7 4 4 5 0 0 0 0 0
8 picking third screw and aligning 1 0 2 0 0 2 2
hand for screwing 2 2 2 2 2 0 0 0 0 0
tightening third screw 3-4
9 1 0 4 0 0 4 4
threads 4 4 4 5 5 0 0 0 0 0
10 picking fourth screw and 1 0 2 0 0 2 2
aligning hand for screwing 2 2 2 2 2 0 0 0 0 0
tightening fourth screw 3-4
11 1 0 6 0 0 6 6
threads 11 4 4 4 5 0 0 0 0 0

83
12 picking screw box and moving 1 0 0 0 4 4 0
towards next cupboard 0 0 0 0 0 5 4 5 4 5
0 36 0 4 40 36
 Table 20 Man Machine chart- station 8- Screw tightening of Drawer cabinet

Station 8. Screw Tightening 2( of drawer cabinet)

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: screw tightened of drawer caninet ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
aligning self in front of
1 1 0 2 0 0 2 2
cupboard 2 2 2 2 2 0 0 0 0 0
2 reaching upto first screw 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
3 screw tightening 1 1 0 3 0 0 3 3 3 4 3 4 3 0 0 0 0 0
picking up screw and aligning
4 1 0 3 0 0 3 3
it 3 3 3 3 3 0 0 0 0 0
5 screw tightening 2 1 0 3 0 0 3 3 3 3 4 4 3 0 0 0 0 0
6 reaching upto the next screw 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
7 screw tightening 3 1 0 3 0 0 3 3 3 3 3 3 3 0 0 0 0 0
picking up screw and aligning
8 1 0 2 0 0 2 2
it 2 2 2 2 2 0 0 0 0 0
9 screw tightening 4 1 0 4 0 0 4 4 3 4 4 4 3 0 0 0 0 0
10 reaching upto the next screw 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
11 screw tightening 5 1 0 3 0 0 3 3 3 3 3 3 3 0 0 0 0 0
12 reaching upto the next screw 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
13 screw tightening 6 1 0 3 0 0 3 3 3 3 4 4 3 0 0 0 0 0
14 moving to the next cupboard 1 0 0 0 4 4 0 0 0 0 0 0 4 4 4 4 4
0 35 0 4 39 35

84
 Table 21 Man Machine chart-Station 9-Secret Door fitting

Station 9. Secret Door Fitting

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: secret door fitted ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5
Operation Description No. Of On Off Walk Set Of 5 Readings (On
No. M/C Auto Total Total Readings (Walk
Oprtrs Line Line Time Line Time)
Time Time Time)
picking secret door from rack
1 and placing it on top of locker 1 0 10 0 0 10 10
cabinet 10 10 10 10 10 0 0 0 0 0
aligning self in front of
2 cupboard and dropping hinges 1 0 2 0 0 2 2
and bush pins in locker cabinet 2 2 3 2 2 0 0 0 0 0
3 inserting bushes in place 1 0 4 0 0 4 4 3 6 4 4 4 0 0 0 0 0
4 picking secret door and 1 0 4 0 0 4 4
positioning it in place 4 5 3 6 4 0 0 0 0 0
5 picking up hinge pin and 1 0 8 0 0 8 8
fixing secret door in place 8 10 7 10 7 0 0 0 0 0
6 picking up rod and hardware 1 0 3 0 0 3 3
packets and putting it in locker 4 3 4 3 3 0 0 0 0 0
7 walking to the next cupboard 1 0 0 0 3 3 0 0 0 0 0 0 4 4 3 5 4
0 33 0 3 36 33

85
 Table 22 Man Machine chart-station 10- Main Door Fitting

Station 10. Main Door Fitting

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: main door fitted on body ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5
Operation Description No. Of On Off Walk Set Of 5 Readings
No. 1 M/C Auto Total Total Readings (Walk
Oprtrs Line Line Time (On Line Time)
Time Time Time)
1 walking to trolley 1 0 6 0 0 6 6 6 6 6 6 6 0 0 0 0 0
2 picking a door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
3 walking to cupboard 1 0 6 0 0 6 6 6 6 6 6 6 0 0 0 0 0
4 fixing a door 1 0 4 0 0 4 4 3 3 5 3 4 0 0 0 0 0

5 picking three bush pins from 1 0 4 0 0 4 4

box and aligning hand 3 3 4 5 4 0 0 0 0 0
6 putting topmost pin 1 0 3 0 0 3 3 3 4 3 4 3 0 0 0 0 0
7 putting middle pin 1 0 3 0 0 3 3 3 3 3 4 3 0 0 0 0 0
8 putting lower pin 1 0 4 0 0 4 4 3 3 3 5 4 0 0 0 0 0
9 walking to trolley 1 0 6 0 0 6 6 6 6 5 6 6 0 0 0 0 0
10 picking second door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
11 walking to cupboard 1 0 6 0 0 6 6 6 6 5 6 6 0 0 0 0 0
12 fixing second door 1 0 3 0 0 3 3 2 3 3 3 3 0 0 0 0 0

13 picking three bush pins from 1 0 3 0 0 3 3

box and aligning hand 3 3 3 3 3 0 0 0 0 0
14 putting topmost pin 1 0 3 0 0 3 3 4 3 3 3 3 0 0 0 0 0
15 putting middle pin 1 0 3 0 0 3 3 3 3 3 3 3 0 0 0 0 0
16 putting lowest pin 1 0 3 0 0 3 3 3 3 3 4 3 0 0 0 0 0
17 closing doors and checking 1 0 9 0 0 9 9 4 9 6 10 15 0 0 0 0 0

86
 Continued from Previous page

18 increasing gaps at hinges in right door 1 0 6 0 0 6 6 6 6 7 6 6 0 0 0 0 0

19 increasing gaps at hinges in left door 1 0 7 0 0 7 7 7 5 8 7 6 0 0 0 0 0
20 closing doors and checking again 1 0 12 0 0 12 12 10 13 13 10 13 0 0 0 0 0

21 moving to next cupboard and keeping 1 0 0 0 5 5 0

the box 0 0 0 0 0 5 5 5 5 5
0 94 0 5 99 94

87
 Table 23 Man Machine chart-Station 11-Bush inserting

Station 11. Bush Insertion

COMPONENT :Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: bush insertion in hinge pins ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5
Operation Description No. Of On Off Walk Set Of 5 Readings
No. M/C Auto Total Total Readings (On
Oprtrs Line Line Time (Walk Time)
Time Time Line Time)
aligning self in front of
1 1 0 2 0 0 2 2
cupboard 2 2 2 2 2 0 0 0 0 0
2 inserting bush 1 1 0 3 0 0 3 3 2 3 3 3 3 0 0 0 0 0
3 inserting bush 2 1 0 4 0 0 4 4 3 4 3 4 4 0 0 0 0 0
4 inserting bush 3 1 0 4 0 0 4 4 3 5 6 3 5 0 0 0 0 0
5 inserting bush 4 1 0 4 0 0 4 4 3 4 4 7 3 0 0 0 0 0
6 moving to the next cupboard 1 0 0 0 3 3 0 0 0 0 0 0 3 3 3 3 3
7 supplying booklet 1 0 0 0 10 10 0 0 0 0 0 0 10 10 10 10 10
8 supplying LEDs 1 0 0 0 10 10 0 0 0 0 0 0 10 10 10 10 10
0 17 0 23 40 17

88
 Table 24 Man Machine chart-station 12- Locker Door Fitting

Station 12. Locker Door Fitting

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: locker door fitting ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)

1 walking to the locker door 1 0 0 0 5 5 0

assembly station 0 0 0 0 0 5 5 5 7 5
2 picking up the locker door and 1 0 0 0 2 2 0
drawer assembled 0 0 0 0 0 2 4 3 2 4
3 turning around and walking 1 0 0 0 5 5 0
towards the body 0 0 0 0 0 5 5 5 7 5
keeping the locker door and
4 drawer on the left side of 1 0 2 0 0 2 2
vertical partition in the body 2 2 2 2 2 0 0 0 0 0
5 picking up the locker door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
taking it up to the locker
6 1 0 3 0 0 3 3
cabinet 3 3 4 3 3 0 0 0 0 0
matching the holes of the
7 lower hinge with the locker 1 0 3 0 0 3 3
door hinge 2 4 4 3 2 0 0 0 0 0
8 inserting the locker door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0

9 holding the door in alignment 1 0 2 0 0 2 2

with the locker cabinet 2 2 2 2 2 0 0 0 0 0
holding the locker door with
one hand and pushing the
10 1 0 2 0 0 2 2
spring return upper hinge with

89
the thumb 2 2 2 2 2 0 0 0 0 0
 Continued from previous page

aligning the door with

upper hinge and
11 1 0 2 0 0 2 2
corresponding locker
cabinet groove 2 2 2 2 2 0 0 0 0 0
12 releasing the upper hinge 1 0 2 0 0 2 2
spring held with thumb 2 2 2 2 2 0 0 0 0 0
picking up a screw and
tighten the hinge lower
13 1 0 27 0 0 27 27
screw with the screw
driver held in hand 20 24 34 34 21 0 0 0 0 0

14 ensuring the fit and 1 0 2 0 0 2 2

closing the locker door 2 2 2 2 2 0 0 0 0 0
49 0 12 61 49

90
 Table 25 Man Machine Chart-station 13-Drawer and Keys insertion

Station 13. Drawer and Keys Insertion

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: drawer and keys ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
picking up the adjustment
1 gauge and hammer and 1 0 0 0 3 3 0
walking to product 0 0 0 0 0 5 3 3 4 4
keeping the hammer and
2 adjustment gauge on the lower 1 0 2 0 0 2 2
shelf 2 2 2 2 2 0 0 0 0 0
3 closing the locker door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
picking up hammer form the
4 1 0 2 0 0 2 2
lower shelf 2 2 2 2 2 0 0 0 0 0
hitting the drawer cabinet on
5 1 0 2 0 0 2 2
left side with hammer 2 2 2 2 2 0 0 0 0 0
hitting the drawer cabinet on
6 1 0 2 0 0 2 2
right side with hammer 2 2 2 2 2 0 0 0 0 0
keeping the hammer on the
7 1 0 2 0 0 2 2
lower shelf 2 2 2 2 2 0 0 0 0 0
picking up the drawer from the
8 1 0 2 0 0 2 2
top of drawer cabinet 2 2 2 2 2 0 0 0 0 0
tilting the drawer downwards
9 and inserting the drawer in the 1 0 2 0 0 2 2
drawer cabinet 2 2 2 2 2 0 0 0 0 0
picking up the adjustment
10 1 0 2 0 0 2 2
gauge from the lower shelf 2 2 2 2 2 0 0 0 0 0

91
 Continued from previous page

inserting the adjustment gauge in

11 bottom of the drawer and checking 1 0 5 0 0 5 5
the alignment 5 5 6 5 6 0 0 0 0 0
keeping the adjustment gauge on the
12 1 0 2 0 0 2 2
lower shelf 2 2 2 2 2 0 0 0 0 0
moving to the locker cabinet and
13 1 0 2 0 0 2 2
holding the keys of the locker cabinet 2 2 2 2 2 0 0 0 0 0
checking the lock of the locker by
14 1 0 2 0 0 2 2
rotating keys 2 2 2 2 2 0 0 0 0 0
doing necessary adjustment if locker
15 1 0 9 0 0 9 9
door lock is locking properly 10 5 15 13 4 0 0 0 0 0
locking the locker door and pulling
16 1 0 5 0 0 5 5
out the key from the locker door 2 10 4 5 6 0 0 0 0 0
moving the hand from locker door to
17 1 0 2 0 0 2 2
drawer key hole 2 2 2 2 2 0 0 0 0 0
18 inserting key in the drawer key hole 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
rotating the keys and checking the
19 1 0 2 0 0 2 2
drawer lock 2 3 2 2 2 0 0 0 0 0
doing necessary adjustment if drawer
20 1 0 4 0 0 4 4
lock is locking properly 10 0 0 5 4 0 0 0 0 0
locking the drawer and pulling out the
21 1 0 2 0 0 2 2
keys 2 2 2 2 2 0 0 0 0 0
throwing the keys on the top of
22 1 0 2 0 0 2 2
drawer cabinet 2 2 2 2 2 0 0 0 0 0
0 58 0 3 61 58

92
 Table 26 Man Machine chart-Station 14- Inspection

Station 14. Inspection

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: inspection ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 walking to the wardrobe 1 0 0 0 3 3 0 0 0 0 0 0 3 3 3 3 3
inserting the temporary main
2 1 0 2 0 0 2 2
door handle in the right door 2 2 2 2 2 0 0 0 0 0
3 opening the right door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
picking up the locker door and
4 drawer keys from the top of the 1 0 3 0 0 3 3
drawer cabinet 3 2 3 3 4 0 0 0 0 0
pulling out a key packet from
5 1 0 3 0 0 3 3
the pocket 2 2 3 3 3 0 0 0 0 0
6 opening the packet 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
7 putting the keys into the packet 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
8 folding the packet top 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
pulling out the cable tie from
9 1 0 4 0 0 4 4
the pocket 4 5 3 3 3 0 0 0 0 0
matching the holes of the key
10 packet/pouch and inserting the 1 0 2 0 0 2 2
cable tie through the holes 2 2 2 2 2 0 0 0 0 0
holding the cable tie from both
11 1 0 2 0 0 2 2
side 2 2 2 2 2 0 0 0 0 0
tying the key pouch with help
12 of cable tie with the inner rod 1 0 5 0 0 5 5
of the right door 3 4 8 6 5 0 0 0 0 0

93
 Continued from previous page

visually inspecting the entire

13 1 0 3 0 0 3 3
wardrobe from top to bottom 3 2 4 5 2 0 0 0 0 0
14 closing the left door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
15 closing the right door 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
checking the door alignment and
16 locking the door with temporary door 1 0 3 0 0 3 3
handle 3 2 2 2 8 0 0 0 0 0
17 taking out a pen from top pocket 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
taking out a approval card from
18 1 0 3 0 0 3 3
bottom pocket 3 2 2 5 2 0 0 0 0 0
holding the card on the wardrobe
19 1 0 2 0 0 2 2
body 2 2 2 2 2 0 0 0 0 0
20 signing on the card 1 0 4 0 0 4 4 5 4 4 4 5 0 0 0 0 0
21 keeping the pen in the top pocket 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
inserting the approval card in the right
22 1 0 3 0 0 3 3
door clearance space 3 3 2 3 3 0 0 0 0 0
pulling out the temporary door handle
23 1 0 2 0 0 2 2
and walking to next product 2 2 2 2 2 0 0 0 0 0
0 57 0 3 60 57

94
 Table 27 Man Machine Chart-station 15- packing 1- Leg packing

Stations 15 Packing
COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: packing- Leg Packing ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)

1 operator 1 pulling the trolley of 1 0 4 0 0 4 4

the wardrobe with a long hook 4 4 4 4 3 0 0 0 0 0
both operator aligning the body
2 perpendicular to the fork lift 2 0 6 0 0 6 3
arms 2 2 4 4 3 0 0 0 0 0

3 operator 2 pushing the forklift 2 0 4 0 0 4 2

operation button on his left 2 2 2 2 2 0 0 0 0 0
operator 1 making the leg
packing for left leg and
4 2 0 10 0 0 10 5
operator 2 making leg packing
from right leg 6 5 5 4 4 0 0 0 0 0
both operator wait for forklift
stop at the top position and
5 2 0 14 0 0 14 7
both insert the left and right leg
respectively 7 8 7 7 7 0 0 0 0 0
operator 2 presses the forklift
return button withheld the right
leg packing and operator 1 also
6 2 0 8 0 0 8 4
holds the right leg packing
until the body is completely on
the trolley 3 3 5 4 4 0 0 0 0 0

95
 Continued from previous page

7 both operator wait for the forklift to 2 0 14 0 0 14 7

return to its end position 7 7 8 7 7 0 0 0 0 0
8 operator 2 pushes the body to the next 1 0 3 0 0 3 3
station 2 3 3 3 3 0 0 0 0 0
63 0 63 35
A A A

96
 Table 28 Man Machine Chart- Station 16- Packing 2-Bubble wrap and carton

Stations 16 Packing
COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: packing-carton and bubble wrap ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)

1 operator 2 picking up the 1 0 5 0 0 5 5

sticker keeping at the back 6 5 5 5 6 0 0 0 0 0
operator 1 picking up the
bubble bag and giving one end
2 3 0 6 0 0 6 2
to operator 2 and 3 holding
other end 2 2 2 2 2 0 0 0 0 0
operator 2 and 3 unwrapping
3 the bubble bag and putting 3 0 14 0 0 14 5
over the body 5 4 4 4 6 0 0 0 0 0
operator 2 and 3 pushing the
4 bubble bag ensuring full length 3 0 23 0 0 23 8
cover 7 7 8 10 6 0 0 0 0 0
operator 1 picking up the
5 prepared carton from his right 3 0 22 0 0 22 7
and pushing on the body 6 9 6 7 9 0 0 0 0 0
6 operator 3 picking up the 1 0 5 0 0 5 5
sticker form the back 8 5 4 4 3 0 0 0 0 0
operator 3 removing the sticker
7 from the label and sticking it 1 0 3 0 0 3 3
on the right side of the carton 5 4 3 3 2 0 0 0 0 0
78 0 78 35
B B B

97
 Table 29 Man machine Chart-Station 17- Packing 3-Strapping the carton

Stations 17 Packing
COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: packing-strapping -finished product ON Line Time Walk Time
Cycle Time Per Piece
Opn No. Operation Description Oprtr Oprn. Set Of 5 Set Of 5
No. Of On Off Walk
M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 operator 1 walking to the body 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
operator 1 removing the sticker
2 from the label and sticking it on 1 0 4 0 0 4 4
the right of the body 4 4 4 4 4 0 0 0 0 0
operator 2 giving the strap to the
3 2 0 6 0 0 6 3
operator 1 holding on end of it 3 3 3 3 3 0 0 0 0 0
operator 1 pulling the strap and
4 2 0 8 0 0 8 4
putting it over the top of the body 4 4 4 4 4 0 0 0 0 0
operator 1 tumbling the body front
and back while operator 2 putting
5 2 0 8 0 0 8 4
the strap form under the leg
packing 4 4 4 4 4 0 0 0 0 0
operator 2 holding the strap end
6 and continuous strap in automatic 1 0 2 0 0 2 2
strapping machine 2 2 2 2 2 0 0 0 0 0
operator 2 holding the automatic
strapping machine and waiting for
7 1 0 4 0 0 4 4
the machine to complete the
operation 4 4 4 4 4 0 0 0 0 0
operator 2 giving the strap to the
8 2 0 6 0 0 6 3
operator 1 holding on end of it 3 3 3 3 3 0 0 0 0 0

98
 Continued from Previous page

8 operator 2 giving the strap to the operator 1

2 0 6 0 0 6 3
holding on end of it 3 3 3 3 3 0 0 0 0 0
operator 1 pulling the strap and putting it
9 2 0 8 0 0 8 4
over the top of the body 4 4 4 4 4 0 0 0 0 0
operator 1 tumbling the body front and
10 back while operator 2 putting the strap 2 0 8 0 0 8 4
form under the leg packing 4 4 4 4 4 0 0 0 0 0
operator 2 holding the strap end and
11 continuous strap in automatic strapping 1 0 2 0 0 2 2
machine 2 2 2 2 2 0 0 0 0 0
operator 2 holding the automatic strapping
12 machine and waiting for the machine to 1 0 4 0 0 4 4
complete the operation 4 4 4 4 4 0 0 0 0 0
62 0 62 40
C C C
Total Packing time (A+B+C) 0 203 0 203 110

99
 Table 30 Man Machine Chart-Offline 1- Drawer cabinet assembly

Offline 1. Drawer Cabinet Assembly

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: drawer cabinet assembled ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 bringing drawer cabinet near table 1 0 0 0 6 6 0 0 0 0 0 0 6 6 6 6 6
2 placing drawer cabinet on table 1 0 4 0 0 4 4 2 7 4 4 3 0 0 0 0 0
picking channel 1 and placing in
3 1 0 6 0 0 6 6 8 4 6 5 7 0 0 0 0 0
position
picking channel 2 and placing in
4 1 0 6 0 0 6 6 8 5 6 4 7 0 0 0 0 0
position
5 picking up gun and loading rivet 1 0 4 0 0 4 4 3 4 6 4 3 0 0 0 0 0
6 shooting on right 1 0 4 0 0 4 4 5 5 4 3 3 0 0 0 0 0
7 removing the pop of rivet 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
8 loading second rivet 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
9 shooting on left 1 0 5 0 0 5 5 3 6 4 5 7 0 0 0 0 0
10 removing the pop of rivet 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
picking assembled cabinet and
11 1 0 6 0 0 6 6 5 5 7 7 6 0 0 0 0 0
placing in stack
walking to unassembled cabinet
12 1 0 0 0 5 5 0 0 0 0 0 0 5 5 5 5 5
stack
placing assembled cabinets in
13 1 0 0 0 7 7 0 0 0 0 0 0 7 7 7 7 7
cupboard
0 41 0 18 59 41

100
 Table 31 Man Machine Chart-Offline 2-Drawer Wheel Fitting

Offline 2. Drawer Wheel Fitting

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: wheel fitted on drawer ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 placing drawer in position 1 0 4 0 0 4 4 4 4 4 4 4 0 0 0 0 0
placing wheel on lower side on
2 1 0 4 0 0 4 4
drawer 4 3 4 3 4 0 0 0 0 0
3 hammering the wheel 1 0 4 0 0 4 4 4 4 4 4 4 0 0 0 0 0
4 turning the drawer upside down 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
5 placing second wheel 1 0 4 0 0 4 4 4 4 4 4 4 0 0 0 0 0
6 hammering the wheel 1 0 4 0 0 4 4 4 3 4 3 4 0 0 0 0 0
placing assembled drawer to
7 1 0 4 0 0 4 4
right 4 3 4 3 4 0 0 0 0 0
8 picking the unassembled drawer 1 0 6 0 0 6 6 5 7 6 7 5 0 0 0 0 0
0 31 0 0 31 31

101
 Table 32 Man Machine Chart-Offline 3- Right Door Lock assembly and Branding

Offline 3. Right Door Lock Assembly

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: right door lock assembled ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5
Operation Description No. Of On Off Walk Set Of 5 Readings (On
No. M/C Auto Total Total Readings (Walk
Oprtrs Line Line Time Line Time)
Time Time Time)
1 placing door in front 1 0 6 0 0 6 6 6 8 5 7 6 0 0 0 0 0
2 pasting godrej interio sticker 1 0 10 0 0 10 10 8 9 10 11 10 0 0 0 0 0
fixing front screw of front
3 1 0 11 0 0 11 11
plate 10 13 10 10 12 0 0 0 0 0
4 turning the door 1 0 4 0 0 4 4 4 5 5 4 4 0 0 0 0 0
fixing back screws of front
5 1 0 13 0 0 13 13
plate 13 12 13 12 13 0 0 0 0 0
6 preparing key packet 1 0 9 0 0 9 9 9 8 9 9 10 0 0 0 0 0
7 changing position of door 1 0 3 0 0 3 3 3 3 3 3 3 0 0 0 0 0
8 tying keys to rod 1 0 5 0 0 5 5 5 5 5 5 5 0 0 0 0 0
9 fixing lock on door 1 0 11 0 0 11 11 9 10 13 10 12 0 0 0 0 0
10 placing door aside 1 0 3 0 0 3 3 3 3 3 3 3 0 0 0 0 0
0 75 0 0 75 75

102
 Table 33 Man Machine Chart- Offline 4 -Locker Door assembly

Offline 4. Locker Door Assembly

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: locker door and drawer assembly ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)

1 picking up the locker door 1 0 2 0 0 2 2

front and keeping in front 3 2 2 2 3 0 0 0 0 0
putting the spring in the locker
2 upper pivot and inserting the 1 0 4 0 0 4 4
upper pivot 4 5 3 3 3 0 0 0 0 0
3 picking up a screw 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
tightening 2-3 threads
4 1 0 3 0 0 3 3
manually 2 1 3 3 4 0 0 0 0 0
5 tightening screw with 1 0 2 0 0 2 2
pneumatic screw driver 2 2 2 2 2 0 0 0 0 0
picking up a lock assembly
6 1 0 2 0 0 2 2
from right 2 2 2 2 2 0 0 0 0 0
removing the key from the
7 1 0 2 0 0 2 2
lock 2 2 3 2 2 0 0 0 0 0
matching the lock with key
8 hole and locking Plates with 1 0 2 0 0 2 2
its respective channels 2 2 3 2 2 0 0 0 0 0
picking up two screws from
9 1 0 8 0 0 8 8
the box 9 7 7 9 10 0 0 0 0 0

10 tightening screws with 1 0 3 0 0 3 3

pneumatic screw driver 3 2 4 5 3 0 0 0 0 0

103
 Continued from Previous page

11 making the plates of the locking plate 1 0 2 0 0 2 2

channel straight with a tool 2 2 2 3 2 0 0 0 0 0
12 picking up the locker door back panel 1 0 2 0 0 2 2
from bottom rack 2 2 2 2 2 0 0 0 0 0

13 rotating and keeping it on the locker 1 0 3 0 0 3 3

door 3 1 2 6 3 0 0 0 0 0

14 picking up the door and flipping the 1 0 2 0 0 2 2

locker door 2 2 2 2 2 0 0 0 0 0
15 picking up a locker door handle from 1 0 2 0 0 2 2
the box 2 2 2 2 2 0 0 0 0 0
16 aligning the handle with key hole 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
17 picking up a screw from the box 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0

18 tighten the screw with pneumatic 1 0 3 0 0 3 3

screw driver 3 4 4 3 3 0 0 0 0 0
19 picking up the key of the locker door 1 0 2 0 0 2 2 2 2 3 2 2 0 0 0 0 0

20 inserting the key in the lock and 1 0 4 0 0 4 4

checking the lock functionality 3 2 13 2 2 0 0 0 0 0
21 keeping the door in the pickup area 1 0 2 0 0 2 2 2 2 2 2 3 0 0 0 0 0
58 0 58 58

104
 Table 34 Man Machine Chart-Offline 5-Drawer assembly

Offline 5. Drawer Assembly

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: locker door and drawer assembly ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
picking up the drawer front
1 1 0 2 0 0 2 2
panel from the stack 2 2 2 2 2 0 0 0 0 0
keeping the drawer panel in
2 1 0 2 0 0 2 2
front 2 2 2 2 2 0 0 0 0 0
picking up a drawer handle
3 1 0 4 0 0 4 4
and screw from the box 3 4 4 3 4 0 0 0 0 0
tightening the screw with
4 1 0 3 0 0 3 3
pneumatic screw driver 3 2 2 3 3 0 0 0 0 0
5 flipping the front panel 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
picking up the lock and
6 aligning the key hole with 1 0 4 0 0 4 4
front panel 3 3 4 5 3 0 0 0 0 0
picking up 2 screw and
7 1 0 5 0 0 5 5
washer 4 6 5 5 6 0 0 0 0 0
8 tightening 2 screws manually 1 0 4 0 0 4 4 5 4 4 4 3 0 0 0 0 0
tightening the 2 screw with
9 1 0 4 0 0 4 4
pneumatic screw driver 2 5 4 4 4 0 0 0 0 0
picking up the drawer back
10 1 0 4 0 0 4 4
from the stack at back 5 5 4 4 4 0 0 0 0 0
aligning the back panel with
11 1 0 3 0 0 3 3
the front drawer panel 2 2 3 3 3 0 0 0 0 0

105
 Continued from previous page

picking up screw and tightening the

12 front and back panel with pneumatic 1 0 5 0 0 5 5
screw driver 5 5 5 5 6 0 0 0 0 0
picking up screw and tightening the
13 front and back panel with pneumatic 1 0 4 0 0 4 4
screw driver 4 5 4 5 4 0 0 0 0 0
picking up screw and tightening the
14 front and back panel with pneumatic 1 0 7 0 0 7 7
screw driver 6 10 6 8 7 0 0 0 0 0
picking up screw and tightening the
15 front and back panel with pneumatic 1 0 5 0 0 5 5
screw driver 4 5 5 5 5 0 0 0 0 0
keeping the drawer in horizontal
16 1 0 2 0 0 2 2
position 2 2 2 2 2 0 0 0 0 0
picking up a locker door from the
17 1 0 2 0 0 2 2
stack 2 2 2 2 2 0 0 0 0 0
18 keeping the locker door in drawer 1 0 2 0 0 2 2 2 2 2 2 2 0 0 0 0 0
keeping both locker door and drawer
19 1 0 2 0 0 2 2
assembly in the pickup area 2 2 3 2 2 0 0 0 0 0
66 0 66 66

106
 Table 35 Man Machine Chart- Offline 6- Carton Preparation

Offline 6. Carton Preparation

COMPONENT : Wardrobe H1
INTERIO DIV - PLANT 13
OUTPUT: Carton boxes made ON Line Time Walk Time
Cycle Time Per Piece
Opn Oprtr Oprn. Set Of 5 Set Of 5
Operation Description No. Of On Off Walk
No. 1 M/C Auto Total Total Readings (On Readings (Walk
Oprtrs Line Line Time
Time Time Line Time) Time)
1 taking out carton from stack 1 0 6 0 0 6 6 6 6 6 6 6 0 0 0 0 0
2 folding out the carton 2 0 10 0 0 10 5 5 5 5 5 5 0 0 0 0 0
3 folding in the flaps 2 0 9 0 0 9 5 5 4 5 4 5 0 0 0 0 0
4 taping the flaps 1 0 4 0 0 4 4 5 4 5 4 4 0 0 0 0 0
passing the carton to packaging
5 1 0 6 0 0 6 6 6 6 6 6 6 0 0 0 0 0
people
6 walking back to stack 1 0 0 0 3 3 0 0 0 0 0 0 3 3 3 3 3
0 36 0 3 39 26

107
 Resume
Following pages contain the resume of the

 Neha Pawar – B.Tech Mechanical Engineering, Sardar Patel College of engineering

(2014-15)
 Sanket Kale - B.Tech Mechanical Engineering, Sardar Patel College of engineering
(2014-15)
 Jayesh Vaghela - B.Tech Mechanical Engineering, Sardar Patel College of engineering
(2014 -15)

108
Neha Santosh Pawar
Address: 5/181, Aram nagar, M.H.B Colony, 7 Seven Bungalows, Andheri (W), Mumbai-400061
Mobile - +91-7208300921 Email- nehapawar1502@gmail.com

 Objective
To secure a promising work culture with a reputed organization, which nurtures me in a congenial yet challenging environment that
allows me to learn, innovate & grow.
 Education
BOARD/ MARKS OBTAINED
QUALIFICATION INSITITUTION MONTH & YEAR
UNIVERSITY (CGPA / AGGRAGATE)
Semester 7(Dec’14) 9.14
B.Tech. Semester 6(May’14) 8.65
Autonomous Institute
Mechanical Sardar Patel College of Semester -5(Dec’13) 9.29
Affiliated with
Engineering Engineering, Mumbai. Semester -4(May’13) 8.85
Mumbai University
(pursuing) Semester -3(Dec’12) 7.63
CGPA/CPI( Semester 3 to 7) 8.85
Diploma in
Government
Mechanical Autonomous June’12 85.46 %
Polytechnic, Mumbai
Engineering
S.C.D Barfivala High
S.S.C Maharashtra Board Mar’08 87 %
school, Mumbai
 Awards/Achievement
 Awarded J.R.D Tata Trust Scholarship for the academic year 2012-13
 Internships
 Worked as an In plant Trainee in FPEX- Marketing (Fertilizers, Petrochemicals and Heat Exchangers), Heavy Engineering Division
(HED) of the Larsen & Toubro for a period of 10 months from June 2011 to April 2012.
 Projects
 Completed a project titled “Wardrobe Manufacturing Process Improvement- a Case Study in Lean Six Sigma Implementation” in Godrej
Interio Plant 13 from 26th July 2014 to 28th February 2015.
 Diploma Final year project on “Design and Fabrication of Multi-purpose Fitness pump” in the academic year 2010-11.
 Co-Curricular activities
 Industrial visit to Reliance Dahanu power plant. The visit was aimed to understand and learn the various operations of Thermal power
plant.
 Industrial visit to Mahindra Nasik plant. The main aim of the visit was to learn about the various practices followed in an automobile
industry and also the different processes involved in the manufacturing of a vehicle.
 Attended a PLC Programming Workshop Held by Mechanical Engineering department in August 2013.
 Extra-Curricular Activities
 Training and Placement coordinator of the mechanical department for the academic year 2014-15. Handling the training and
placement activities for the Mechanical Branch. Data Administration, Data acquisition, organizing and assisting the campus
recruitment process. Maintaining a proper flow of correspondence between Training and Placement Officer and students.
 Member of student council for the academic year 2013-14. Being a Ladies Representative, addressing the various issues pertaining to
females in the organization. Serving as a link between the females in the institute and faculty.
 Core committee member (Executive Head of Creatives) of the college cultural festival, SPACE’14. Headed the activities related to
Creatives such as brochure design, poster design, website design, etc. and providing assistance to team.
 Served as Moderator for Sardar Patel College of Engineering Annual Intercollegiate Debate Competition.
 Organizer of the Technical debate for technical festival of college, SPECTRA’2014.
 Passed Elementary and Intermediate Grade examination with B and C grade respectively.
 Software known
 MS Office
 AUTO CAD
 NX4
 PRO-E
 CATIA
 Hobbies and interests
 Sketching, Painting, cycling, Badminton, Movie buff
Sanket Sadanand Kale
Address- B-1/5, Sharayu Bldg., Premnagar Cplx, Kharegaon, Kalwa, Thane.
Mobile - +91-9029659689 Email- sanketkale18@gmail.com

 Objective
To contribute to the constant progress of the organisation by using the acquired technical knowledge and my managerial skills while also
improving myself at the same time.

 Education
BOARD/ MARKS OBTAINED
QUALIFICATION INSITITUTION MONTH & YEAR
UNIVERSITY (CGPA / AGGRAGATE)
Semester 7(Dec’14) 9.58
Semester 6(May’14) 9.24
B.Tech. Semester -5(Dec’13) 9.00
Autonomous Institute
Mechanical Sardar Patel College of Semester -4(May’13) 9.31
Affiliated with
Engineering Engineering, Mumbai. Semester -3(Dec’12) 9.18
Mumbai University
(pursuing) Semester -2(May’12) 9.58
Semester -1(Dec’11) 9.14
CGPA/CPI( Semester 1 to 7) 9.28
H.S.C K. J. Somaiya, Mumbai Maharashtra Board Feb’11 89.00 %

S.S.C B. V. P. M., Mumbai Maharashtra Board Mar’09 90.76 %

 Internships
 Completed a five week in plant internship at ‘Rashtriya Chemical Fertilizers Ltd., Chembur’ in ‘Steam Generation Plant’ and ‘Mechanical
Engineering Workshop’ from 20th May2013 to 23rd June 2013.

 Projects
 Completed a project titled “Wardrobe Manufacturing Process Improvement- a Case Study in Lean Six Sigma Implementation” in Godrej
Interio Plant 13 from 26th July 2014 to 28th February 2015.

 Extra-Curricular Activities
 Currently a “Training and Placement Coordinator” in Sardar Patel College of Engineering.
 ‘Head of Marketing’ for Annual Technical Festival of SPCE – “SPECTRA’14-Winds of change”.
 ‘Co-Treasurer’ for Mechanical Engineering Student’s Association (MESA) 2013-14.

 Software known
 AutoCAD 2013, ProE Wildfire 4.0, Catia v6
 Matlab 2012b, C++, MS office 2013
 MiniTab 17, SmartDraw 2013

 Hobbies and interests

 Play Tabla
 Follow closely cricket, tennis, football, hence a sports enthusiast
Jayesh Pradyuman Vaghela
Address- A/4, Century staff Qtrs., P.B. Marg, Near TV center, Worli, Mumbai-400030
Mobile- +91-9819391798 Email-jayeshvaghela6@gmail.com

 Objective
To acquire knowledge and proficiency in challenging tasks to make use of my analytical skills and technical abilities to complete the task
successfully.
 Education
BOARD/ MARKS OBTAINED
QUALIFICATION INSITITUTION MONTH & YEAR
UNIVERSITY (CGPA / AGGRAGATE)
Semester 7(Dec’14) 9.31
Semester 6(May’14) 9.42
B.Tech. Semester -5(Dec’13) 9.64
Autonomous Institute
Mechanical Sardar Patel College of Semester -4(May’13) 9.08
Affiliated with
Engineering Engineering, Mumbai. Semester -3(Dec’12) 9.44
Mumbai University
(pursuing) Semester -2(May’12) 9.44
Semester -1(Dec’11) 9.42
CGPA/CPI( Semester 1 to 7) 9.40
Jai Hind college,
H.S.C Maharashtra Board Feb’11 89.50 %
Mumbai
I.E.S. Gujarati Medium
S.S.C Maharashtra Board Mar’09 88.92 %
High School, Mumbai
 Awards/Achievement
 Awarded “Nirav Modi Foundations” paramount Scholarship for academic year (2012-13, 2013-14, 2014-15).
 Awarded “Narottam Sekhsharia Foundation” scholarship for the academic year (2012-13, 2013-14, 2014-15)
 Awarded a letter of appreciation by training and placement officer and principal for designing the art work in training and placement office.
 Internships
 Worked as in plant trainee in Machine shop of “Larsen & Toubro Heavy engineering” Division (RCOG), Hazira, Surat, Gujarat State for a
period of 1 month from 27th May 2013 to 28th June 2013.
 Projects
 Completed a project titled “Wardrobe Manufacturing Process Improvement- a Case Study in Lean Six Sigma Implementation” in Godrej
Interio Plant 13 from 26th July 2014 to 28th February 2015.

 Co-Curricular activities
 Attended a one week training cum workshop on “Advanced Pressure Vessel Design and Analysis” in collaboration with L&T and Mechanical
Engineering Department of SPCE from 26th to 30th may 2014.
 Served as a treasurer of Indian Society of Heating, Refrigeration and Air Conditioning Engineers (ISHRAE), Student chapter in year 2013-14.
 ISHRAE student Chapter member for year 2012-13, 2013-14
 Attended a PLC Programming Workshop Held by Mechanical Engineering department in August 2013.
 Attended a workshop on “sixth sense “organized by Radiance 2013 at IIT Bombay on 9th and 10th of March 2013.
 Extra-Curricular Activities
 Currently a “Training and Placement Coordinator” in Sardar Patel College of Engineering.
 “Head of creative team” of the college events.
o Annual cultural festival of SPCE – “SPACE ’14-The Devils Carnival”.
o Annual Technical Festival of SPCE – “SPECTRA’14-Winds of change”.
o ISHRAE annual festival – JAMBOREE’14.
o Mechanical Engineering student association (MESA) 2013-14.
 Annual College Magazine “Disha’14 – DREAMS “Creative Content developer.
 “SPECTRA’14 Magazine” Committee member and content developer.
 Photographer for events held in college viz. Space’14, Spectra’14, Jamboree’14, College Annual Day 2014, Disha Magazine’14.
 Software known
 AutoCAD 2013, ProE Wildfire 4.0, PV Elite 2014.
 Matlab 2012b, C++, MS office 2013, Minitab v17, SmartDraw 2013
 Adobe Photoshop CS6, Adobe Dreamweaver CS6, Corel Draw X5, Adobe After effects CS6, Google sketchup v15
 Hobbies and interests
 Tech savvy, Follow Football and Formula 1, playing guitar, Photography, Sketching, Cooking, Gardening, cycling
 A gourmet and reviewer on www.zomato.com and www.tripadvisor.com
 An active google map maker.