Assembly Line Balancing

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Productivity Improvement through assembly line design
1. INTRODUCTION
Ever since beginning of the civilization, man has attempted to improve
productivity of his limited resources in order to maximize creation of wealth, which is
essential for survival and enjoyment of the life. His first resources were manpower
and animal power and then he created hand tool and later the machines and the
machine tool to improve the productivity of manpower. The continued pursuit of
higher productivity, Industrial engineer seeks to maximize the performance of
incentive man-machine-material.
Productivity Concept & Definition:
Productivity is a quantitative relation between what we produce, what we use
& a resource to produce them, i.e. arithmetic ration of amount of produce (output) to
the amount of resource (input).
Productivity refers to efficiency of the production system. It is the concept that
guides the management of the production system. It is the indicator of how well the
factors of production (land, capital, labour, energy, material) are utilized.
Fig.1 Productivity concept
“Total Productivity is the ratio of the aggregate input. Partial productivity is the ratio
of the aggregate output to any single input.”
The basic objectives behind productivity measurement are:
 To study performance of a system over time.
 To attain a relative comparisons of the different system for a given levels.
 To compare the actual productivity of a system with its planned productivity
| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

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Productivity improvements techniques:

The basic productivity improvements are as below:
Fig.2 Productivity improvements technique

Technology based
 Computer aided design CAD & manufacturing CAM.
 Computer integrated manufacturing system CIMS.
 Line balancing, Machine loading, Scheduling and Sequencing.
 Flexible manufacturing system.
Process based
 Work study.
 Ergonomics & Human factor engineering.
 Job evaluation.
Material based
 Waste elimination.
 Purchasing.
Product based
 Value engineering.
 Reliability.
 Product mix
 Standardization

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1.1 Project Objective:

Basic objective of the Project is to:
1) To achieve single piece flow.
2) Improvement in use of men, material & machine.
3) Improvements in manufacturing process and procedure.
4) To conduct Ergonomic study to remove fatigue.

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1.2 Scope of the project & Methodology:

Resources required to produce goods and services would be from the following: Man,
machine, Money, technologies, time. They are to be deployed in most effective manner. This
process of deployment is a continuous one since the best available combination of the
resources at some point would be best for other point.
This emphasizes that there is a continuing need for analyzing existing working
methods to develop more efficient working method for future.
Work study is the systematic examination of the methods of carrying on activities so
as to improve the effective use of resources and to set up standards of performance for the
activities being carried out.
Following steps are defined to set objective:

DEFINE THE PROBLEM

IDENTIFING PROJECT
SCOOPE & METHODOLOGY

SLP
DATA TOOLS
COLLECTION

DATA ANALYSIS

EXAMINE & DEVELOP

EVALUATE & DEFINE APPLICATI
ON
OF
LEAN
Fig.3 Steps defined to set objective CONCEPTS

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1.3 Problem Definition:

Air Conditioning & Refrigeration is the oldest Strategic Business Units in the Kirloskar
Pneumatic Plant at Saswad, Pune. ACR-Equipment division manufactures 31 models of
compressors as per the customer requirement. For all the products to exceeding stakeholders
expectations on Quality, Cost, Delivery is the prime objective of the company.
But the excesses manpower deployed for non machining activity, backtracking of
material, high waiting time for parts are found to be the major obstacles in fulfilling this
objectives.
So in order to achieve the world class manufacturing status for the existing utility as well
as a new propose plant of KPCL in the same domain of ACR-Equipment division at new
location, the above mention hurdles should be targeted and eliminated. This is the core
objective of the project undertaken at KPCL.
 Objectives:-
To increase the capacity of the assembly, Testing, Painting line from 180 compressors
per month to 300 compressors per month working on one-shift basis.
 Specific Objectives:
 To increase productivity in Assembly, testing and painting area.
 To achieve due dates i.e. Lead time reduction.
 To minimize backtracking & cross-traffic.
 To achieve single piece flow.
 To introduce safe working conditions.
 Optimum utilization of manpower.
 To minimize work in progress in inventory in the shop.

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2. COMPANY PROFILE-
 With a great pleasure, I take the privilege of introducing “KIRLOSKAR GROUP” as

a Leader in the fields of Mechanical Engineering.
 The group comprising of seven companies engaged in multiple activities, is equipped

with latest state-of-the-art machinery.
 Kirloskar Pneumatic Co. Ltd was established in 1961 started with manufacture of Air
compressors and Pneumatic Tools. Thereafter, the company expanded its activities in
the field of Air Conditioning, Refrigeration and Hydraulic Power Transmission
equipment.
 At present, the company has three Strategic Business Units (SBU) viz.:
1. Air Compressor SBU (ACD) for manufacture of Air & Gas Compressors.
2. Air Conditioning & Refrigeration SBU (ACR).
There are three business units in this SBU viz. ACR equipment, Process Gas
Systems & Refrigeration Systems which manufactures Refrigeration
Compressors /Packages.
3. Transmission SBU (TRM) which is engaged in manufacture Power Transmission
for Locos, Industrial Gearboxes, Marine Gearboxes, Windmill Gearboxes, Power
Packs.
 KPCL's operations are carried out in two plants as given below:

1. Hadapsar: ACD-Air Compressor & TRM-Transmission SBU's functions
consolidated with ACD.

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2. Saswad: ACR - Air Conditioning & Refrigeration SBU.
 Saswad plant was established in 1985, popularly known as KPCL; spread over 64
acres of land. KPCL is India’s leading manufacturing of the finest and widest range of
Refrigeration compressors.
1. Reciprocating Type Refrigeration compressors (KC Series) (50-500 TR).
2. Reciprocating Type Refrigeration compressors (KCX Series) (50-200 TR).
3. Reciprocating Type Refrigeration compressors (PC-2) (50 TR).
4. Air-conditioning compressors (AC-FK Series) (5-175 TR).
 The Annual manufacturing volumes exceed 1800 Refrigeration Compressors and are
available in both air-cooled and water-cooled version.
 Annual Turnover of the KPCL ACR Equipment Division in year 2010-2011 is
97.65cr.
 Compressor manufacturing facilities are continually upgraded and improved to ensure

the requisite qualities at competitive. Critical components like crankcase, cylinder
block, crankshaft, connecting rod are fabricated and machined in house.
 The prestigious ISO 9001:2008, ISO 1400:2004 certifications for Quality

management System in 1999 are proof of Kirloskar’s commitment to quality and
environment.
 KPCL is the first compressors manufacturing company in India to be awarded the

OSHAS18001:2007 certification.

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Compressor Products Range

Model Cooling Range
KC 2,3,4,6,9,12
Water Cooled cylinders in Single
KC (50-500 TR)* or two-stage.
Total 15 in no.
Air Cooled KC 2,3,4,6,9,12

KCX (50-200 TR)* cylinders.
Total 6 in no.
Water Cooled PC-2

PC (Up to50)*
Water Cooled
AC (50- 175TR)* 9 model
Table 1 Compressor Products Range

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FEATURES:
1. All steel fabricated Crankcase Modular Construction.
2. Protection against liquid hammer efficient heat dissipation.
3. Quick service access for Maintenance.
APPLICATION:-
1. Beverages, Breweries & Bottling units
2. Fish &Meat Processing
3. Vegetable cold Storages
4. Dairy & Milk Processing Units
5. Ice Plants / Chemicals / Pharmacy
3. THEORY AND LITERATURE SURVEY:

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3.1Assembly Line [12]:
Assembly line manufacturing is technique in which product is carried by some form of

mechanized means among station at which various parts are added by operations necessary to
build the final product. It is used to large number of a uniform product quickly.
Assembly line design:
To, alleviate complexity of design an assembly line; an assembly line is subdivided into
number of logical or physical sections. The design team usually include member from several
department; each responsible for one or more sections. The subdivision method and the
definitions of the section are the application dependent.
From analytical point of view it is convenient to sub divide a line a number of section,
and deal with individual sections separately. On the other hand a section must be designed in
integrated manner. To achieve design integration, interrelated components must be designed
in integrated components must be considered under the same design function. Five such
functions are identified:
1. Line flow and configuration

2. Line operation
3. Material logistic
4. Product yield and quality
5. Information management
The relation between line section and function is given below in table.
Flow & Line Material Yield & Information

configuration operation logistic quality management
Process design X X
Line balance X
Test strategy X X X X
Yield management X X X
Material handling X X
Maintenance policy X X X

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Human resource X X X
Line size X
Line layout X
Information system X X X X X
Note: “X” indicates functional relationship
Table 2 Functional relationship between line sections & line functions
3.2Line balancing [2, 4]
Line balancing is commonly technique to solve problems occurred in assembly line. Line
balancing is a technique to minimize imbalance between workers and workloads in order to
achieve required run rate. This can be done by equalizing the amount of work in each station
and assign the smallest number of workers in the particular workstation. Here the job is
divided into small portion called “job element” .The aim is to maintain production at an equal
rate. Line balancing operates under two conditions:
 Precedence Constraint.
Products can’t move to other station if it doesn’t fulfill required task at that station. It
shouldn’t across other station because certain part needs to be done before others.
 Cycle time Restriction
Cycle time is maximum time for products spend in every workstation. Different workstation
has different cycle time.
Objective of Line Balancing:
Line balancing technique is used to:
1. To manage the workloads among assemblers

2. To identify the location of bottleneck
3. To determine number of workstation
4. To reduce production cost.
Assembly line balancing: Which model to use when? [8]

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The vast field of ALB according to characteristic practical settings and highlights
relevant model extensions which are required to reﬂect a real-world problem, which gives
hints on how to single out suited balancing procedures for mix-model type of assembly
system.
 Single model-assembly lines: A single-model assembly line is limited to producing

one variant and is mainly used for mass production of one homogeneous product.
 Mixed-model assembly line:-A mixed-model assembly line produces several
standardized products may differ though all must contain certain percentage of
identical basic parts so production is fairly similar. Depending on the order of optional
parts extra tasks are either executed or left out.
 Multi-model assembly line:-A multi-model assembly line produces different variants
in batches. The advantage is to avoid/reduce setups. A trade-off problem occurs when
deciding batch sizes and sequences
Fig.4 Investigated kinds of assembly lines
Sequencing mixed-model assembly lines [9]
The mixed-model sequencing problem (MSP) aim to minimize work overload, finding
sequences where models with longer and shorter processing times alternates. In order to
develop an efficient sequence models are scheduled at each station and cycle, by explicitly
taking into account processing times, workers movements, station borders and further
operational characteristics of the line.

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Approach Planning horizon Level of decision making Main concern and aim
Mixed Mid or long term High level, with consideration Installation of line,
model to the strategic goals of the rebalancing, dividing
balancing company and the production work between stations.
over a few years.
Finding a sequence of
models through a
Mixed Short term Operation level, with
detailed scheduling of
model consideration of shop floor
work content in order to
sequencing and the daily production.
minimize: work over
loaded or throughput
times etc. High intensive
models alternate with
less intensive models.
Creating a sequence that

supports that JIT
Level Short term Operation level, with
philosophy. Leveling out
scheduling consideration of shop floor
material demanded from
and the daily production.
the production line so
that even and smooth
deliveries can be
achieved.
Table 3 Summary of approaches for solving problems on a mixed-model line
Measure of effectiveness [4, 13]:
To assure that the line appropriately designed, line measurement is established to understand
design effectiveness. Measurement can be classified into two categories cost & line
performance.

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A cost item usually measures the total amount of spending needed to produce given amount
of product. This includes product design, development, laboratory testing, direct and indirect
labor, equipment, facilities, and other overheads. The ratio of total spending to total amount
of products is then the product unit cost.
Line performance is determined by many parameters, such as workstation availability,

operation process flow pattern, operator skill level, line operation management policy, and
line layout.
Line measure is derived from workstation capacity, yield, line scheduling policy, job
dispatching policy, parts availability, and line layout and material handling method. Several
different measures should be used to complete line performance evaluation as follows.
1. Takt time:-The time required between completions of successive units of end

product. Takt time is used to pace lines in the production environments in order to
satisfy market demand.
Takt time = T / D
Where,
T- Total production time available.
D – Total customer demand..
2. Through put time: - This is the total amount that a product spends in the line,
including waiting and rework. Lead time is also an important parameter for material
requirement planning..
3. Work station utilization:-This is the proportion of time that a station is busy doing
useful work. For a well balanced line, all workstation should have approximately the
same utilization. If the time line is running at full speed, workstations utilization will
be close to one. The average workstation utilization is defined by,
n
1
W = ∑ risi
n i=1
Where,
n = Number of workstations

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Si =Average process time at workstation i.
ri = Throughput time at workstation i.
4. Operator utilization: - This is similar to workstation utilization, except that operators

are more flexible. Sometimes, even for an unbalanced case, workload may be evenly
distributed to operators. Operator utilization is a measure for the efficiency of job
assignment policy.
The operator utilization is defined by,
V = (PS / NT)
Where,
P – Production volume per day.
S – Expected total manual process time
N- Number of operators
T- Total productive time per day.
5. Balance delay:
Balance delay is the efficiency index and is the amount of idle time expressed as a
percentage of actual production time of the line. Science the output of the line is
determined by the slowest workstation time multiplied by number of workstation
hence,
n
( n . Sm )−∑ Si
i=1
D=⌈ ⌉∗100 %
n . Sm
Where,
D= Balance delay.
Sm = Maximum station time on the line.
n = Number of stations.
Si =Actual station time.

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6. Line efficiency: - This will carried out to find effectiveness or utilization of line.
Higher the utilization percentage better is the resource utilization and efficiency.
The line efficiency calculated by,
Line Efficiency =
∑ of Task time
No . of workstation∗Takt time
3.3Ergonomics [7]
Ergonomics is the scientific study of people at work. The goal of ergonomics is to reduce
stress and eliminate injuries and disorders associated with the overuse of muscles, bad
posture, and repeated tasks. This is accomplished by designing tasks, work spaces, controls,
displays, tools, lighting, and equipment to fit the employee’s physical capabilities and
limitations. Proper ergonomic design is necessary to prevent repetitive strain injuries, which
can develop over time and can lead to long-term disability
3.4. DATA COLLECTION TECHNIQUES:

Video shooting:
Video and photography is the basic method while collecting related task information
for facilitating job analyses and assessments.
Materials needed: Video camera and blank tapes/CD, battery charger.
Following are the protocols available for videotaping the task: [13]
 To verify the accuracy of the video camera to record in real time, Videotape a worker
or job with a stopwatch running in the field of view for at least 1 min. The play-back
of the tape should correspond to the lapsed time on the stopwatch.
 Announce the name of the job on the voice channel of the video camera before the
aping of any job. Restrict running time comments to the facts. Make no editorial
comments.
 Tape each job long enough to observe all aspects of the task. Tape 5 to 10min for all
jobs, including at least 10 complete cycles.
 Fewer cycles may be needed if all aspects of the job are recorded at least 3 to 4 times.

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 Hold the camera still, using a tripod if available. Don't walk unless absolutely
necessary.
 Begin taping each task with a whole-body shot of the worker. Include the seat/chair
and the surface the worker is standing on. Hold this for 2 to 3 cycles, and then
focusing only on the hands/arms of caring activity.
3.5. ANALYSIS TOOLS:
Work study is the systematic examination of the methods of carrying on activities so

as to improve the effective use of resources and to set up standards of performance for the
activities being carried out. [3]
Fig.5 Schematic of work study
Lean Tools and Techniques [2, 4]:

Customer satisfaction, at the center of the lean philosophy is measuring all activity
from the customer’s point of view. So give customers exactly what they want no more, no
less. Cost, profit & cash flow, it talks about point in manufacturing firm. Profit will be the
difference between costs and selling price. Lean manufacturing is to determine your real cost,
in order to make one item of certain product, a person must work for number of hours and
process and amount of material. The cost of over production is something before you ship it
to someone in exchange for cash. Overproduction & excessive inventory are the most critical

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areas of waste in the lean philosophy. There is always balancing act between when you spend
money, how much you spend money and when you get money to pay for your expenses.
Toyota production system [5]
Fig.6 Toyota production system Fig.7 The 3 M
This term is related with flow of manufacturing. Batch & Queue Vs lean flow: Batch
and Queue is mass production approach and its opposite of the single piece of flow in the
lean environment. It is important to understand the activities which are the value added, Non
value added required non value added, waste to the product.

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4. METHODOLOGY:
4.1 Study of exiting ATP line for all model of compressor:
 PQ Analysis
 Operation sequence
 Study of tools, material handling equipments, consumables etc.
 Study of non-value added activities.
 Study of WMSD hazards activities.
 Layout of exiting assembly line.
4.2 Data analysis:
 Video analysis.
 Find out areas of improvements.
4.3 Proposal of modification of the assembly line:

 Process automation and remove non value added activities.
 Line balancing.

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 Tool, gauge, material handling equipments etc
 Layout of proposed assembly line.
5. DISCUSSION OF THE WORKDONE:

5.1 DATA COLLECTION:
5.1.1 PQ Analysis: -
Fig.8 PQ analysis
Product (or material) means: (what is to be made or produced?). The products
produced by the company or area in question, the starting materials or purchased parts,
the formed or treated parts and the finished goods. Products may be termed as items,
varieties, models, styles. Part numbers, formulations, or product groups.
Sr.
No Description No. Compressor type
KC2 KC3 KC4 KC6 KC9 KC12
1 No. of Cylinder 2 3 4 6 9 12
2 Cylinder Bore mm 160 160 160 160 160 160
3 Piston Stroke mm 110 110 110 110 110 110
4 Cylinder Arrangement 1xv 1xw 2xv 2xw 3xw 4xw
5 Direction Of Rotation Anticlockwise Looking from Flywheel end

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Standard compressor speeds

(motor rpm 1450) 450,500,550,600,650,700,750,800,850,900,950 & 1000 rpm.
400,450,500,550,600.650,700,750,800,850,900,960,&1000
6 (motor rpm 1000) rpm
7 OIL charge capacity 9 10 10.5 13 20 32
8 Bare compressor Weight 435 535 665 900 1245 1585
1. Overall product size

Widt
Sr. o Model Length h Height DISTANCE BETN 1ST & LAST FOOT Weight in Kg
1 KC2 948 970 935 215 435
2 KC3 945 1130 935 215 535
3 KC4 1150 970 935 380 665
4 KC6 1447 1130 960 570 900
5 KC9 1861 1130 960 960 1245
6 KC12 2251 1130 960 1350 1585

Table 4 General technical data (single stage compressor)
Quantity (or volume) means: (how much of each item is to be made?). The
amount of products or material produced or used. Quantity may be termed as number
of pieces, tons, cubic volume, or value of the amount produced or sold.
Annual production in year 2011-12
350
300
250
200
150
100
50
0
-2
KC 3
KC 4
KC 6
-9
12
84
93
KC 2
KC 3
KC 4
KC 6
9
1
KC 2
1
KC 3
2
-
X
-2
-3
-4
-5
-6
-7
X
X
X
X
KC
KC
KC
KC
KC
KC
KC
KC
KC
KC
Chart 1 : P-Q chart of compressor

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P and Q are the two basic element on which the problem rests. These two elements
underlie all other Features and conditions in layout work. Therefore facts, estimated or
information about these two elements are estimates, or information about these two elements
are essential.
5.1.2 Operation Process chart:
It is outline process chart. It gives us bird view of the entire products process. Whole process
is recorded only major process i.e. operation & inspection.
It helps visualizes the complete sequence of the process.

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Fig.9 Assembly process sequence- Existing
5.1.3 Assembly chart: -

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Assembly chart is consists of the way in which product is going to assembled.
Product and its sub product are identified by this chart.
Fig.10 Identification of products its sub-products
5.1.4 Present Assembly line:

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At KPCL, KC & KCX-2/3/4/6/9/12 cylinder compressor assembly is carried out on single
assembly line. These assembly of compressor is done at stand alone station, cause in
crisscross movement and backtracking of man as well as material which is manual and unsafe
for material handling. Parts like bearing cover, oil pump, shaft seal cover and VLD are
supplied in component trolley; some of the common parts i.e. C-class items e.g. nut, bolt,
stud, washer etc. are stored in plastic crates on the line. The sub assemblies are done in sub
assembly area and then brought to assembly area in kit trolley. The compressor trolley move
manually through the station on dead PV coated rollers.
Fig.11 Exiting Layout of ATPP [Assembly, Testing, Painting, and Packaging] line
5.1.5 Data Collection through Video Shooting:

All exacting operation of ATP line are recorded by videotaping techniques in
ordered to understand the product and process and this video s are further analysis in order to
bring the non value added elements to the surface.

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5.2 DATA ANALYSIS FOR ASSEMBLY LINE DESIGN:
5.2.1 Video analysis: -

Video analysis gave us the work content of each activity of the assembly line and also
time taken for every activity, through which we can calculate the time taken by every station
to complete a group of activities assign to them.
Video analysis observation include following details:
1. Operator movement.
2. Non value added activities
3. Activities that can be done in the sub assembly area or offline.
4. Activities in the assembly process that can be atomized
5. Mark the areas of improvement and possible solution for that activity.
6. Tool, gauges, equipment used.
7. Workstation layout
8. Unsafe activities from ergonomic point of view
9. Precedence of compressor assembly process

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Table 5 Video analysis sheet

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Video analysis Observations:
1. Main compressor assembly

o Assembly of compressor is done at stand alone station.
o Crisscross movement and backtracking of man as well as material.
o Manual and unsafe for material handling
o Takt time is not balanced.
o Compressor assembly without in process checking equipment
o Manual movement for compressor trolley & kit trolley
o Fastening equipment with less accuracy i.e. hydro pulse tools, impact wrench,
are used.
o No categorized between Skill person and unskilled.
2. Accessibility for compressor is poor due to design constraint
3. Ergonomic working height is maintained by providing working platform to the
operators as working height varies from 700 mm to 1450 mm.
4. Difficulty in monitoring production status & held up rates.
5. Poor material flow due to space constraints.
6. Dusty floor due to poor floor conditions.
7. Cost per piece is high.
8. Manpower required for assembly is high.

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Time in Takt
Activity min Sum time
A ORV fitting 2.52
B Stud fitting on Bearing Cover Pump & FW end 9.5
C Bearing cover tight ting FW end 6.27
D Crank shaft-fitting 3.47
E Bering cover tight ting pump end & check clearance 15.8 56.34 35.0
F counter weight fitting 5.82
P Oil level glass fitting 1.62
Q Stud fitting on Pump & shaft seal 4.17
R oil pump & shaft seal Tightening 7.17
G check clearance by depth gauge 4.15
H Gasket selection & put gasket in cyl. Head 7.35
I Manual Liner fitting 3.43
J Liner fitting to c'case 10.32 41.3 35.0
K VLD fitting 11.97
O Safety valve fitting 2.2
S strainer side cover fitting 1.88
L piston con rod assy fitting on c'case 26.05
M Inspection top clearance of piston 1.83
N Inspection con rod 0.8 37.38 35.0
T Stud fitting on cyl. Head 2.83
W side cover fitting 5.87
U Remain. Stud fitting on cylinder head 3.8
28.7 35.0
V cylinder head fitting 24.9
Table 6 Summary of Existing - Activity wise Work stations & Cycle time For KC4
Existing - work station & C T

60.00
50.00
Work station Time
40.00
35
30.00 28.70
20.00
10.00
0.00
1 2 3 4
Chart 2
5.2.2Line Balancing:

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Mixed-model balancing problems, MALBP focus on avoiding inefficiencies and station times
of variants have to be smoothed for each station, horizontal balancing. Line balancing issues
are more dependent on strategic decisions because they concern line installation rather than
operational issues. When determining task times it is important not only to optimize the work
for the product flow, considerations have to be taken for laws and trade union regulations.
To solve MALBP there are two approaches:
1. Reduction to single-model problems: Some mixed-model data can be simplified and

transformed to SALBP data trough calculations or relaxed assumptions and then easier be
solved.
2. Horizontal balancing: In cases where the cycle times are measured on

aggregated/averaged basis there often appears some inefficiency on the line. The imbalance
can either impact the assembly line in work overload or idle time.
Therefore in this our case maximum production of compressor is of KC- 4 and out of total
production there is 70% is of up to KC – 4. So Line is balance for averaged model is KC 4
Production volume:
Production Demand – 3600 compressor / year working on one shift basis.
Production monthly Demand– 300 compressor
Consider 25 working days per month.
Therefore productivity per day- 12 compressor
Availability time for shift - 480 min.
Out of which 60 min lunch break and allowances.
Therefore total available time = 420 min/ shift.
Hence Takt time = 420 / 12 = 35 min.
No. Of station = ∑ task time / Takt time =123.9/35 = 4.

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Table 7 Propose Video analysis sheet

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KC-4
precedence:
Time in
Activity min
A ORV fitting G 2.5
B Stud fitting on B'Cover Pump & FW end C 3.8
C B'cover tight ting FW end D 2.8
D C'shaft-fitting E 1.5
E B'cover tight ting pump end & check clearance F,Q 5.5
F counter weight fitting G 8.2
P Oil level glass fitting X 1.6
Q Stud fitting on Pump & shaft seal R 3.0
R oil pump & shaft seal Tightening X 5.9
G check clearance by depth gauge H 2.8
H Gasket selection & put gasket in cly head I 4.4
I Manual Liner fitting J 3.1
J Liner fitting to c'case K,L 9.2
K VLD fitting X 8.6
O Safety valve fitting X 2.7
S strainer side cover fitting X 1.2
L piston con rod assy fitting on c'case M,N 25.5
M Inspection top clearance of piston T 1.4
N Inspection con rod W 0.6
T stud fitting on cly head U 1.8
W side cover fitting X 4.9
U Remain. Stud fitting on cyl head V 3.7
V Cly. head fitting X 19.2
X Piping
Table 8 Sequence of task
Fig.12 Precedence diagram
Summary of Proposed - Activity wise Work stations & Cycle time For KC4 (Table
9):

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KC-4 KC4
Work Activity Time in summatio Takt
station min n time
A ORV fitting 2.5
B Stud fitting on B'Cover Pump & FW end 3.8
C B'cover tight ting FW end 2.8
D C'shaft-fitting 1.5
1 E B'cover tight ting pump end & check clearance 5.5 34.7 35.0
F counter weight fitting 8.2
P Oil level glass fitting 1.6
Q Stud fitting on Pump & shaft seal 3.0
R oil pump & shaft seal Tightening 5.9
G cheek clearance by depth gauge 2.8
H Gasket selection & put gasket in cly head 4.4
I Manual Liner fitting 3.1
2 J Liner fitting to c'case 9.2 32.0 35.0
K VLD fitting 8.6
O Safety valve fitting 2.7
S strainer side cover fitting 1.2
L piston con rod assy fitting on c'case 25.5
M Inspection top clearance of piston 1.4
3 N Inspection con rod 0.6 34.3 35.0
T stud fitting on cly head 1.8
W side cover fitting 4.9
U Remain. Stud fitting on cyl head 3.7
4 22.9 35.0
V Cly. head fitting 19.2
X Piping
40.00
35.00
30.00
Work Station Time
25.00
20.00
WS Time
15.00
Takt Time
10.00
5.00
0.00
1 2 3 4
Work station No.
Chart 3
Summary of Proposed - Activity wise Work stations & Cycle time For All models
(Table 10)

34
Activity
KC2 KC3 KC4 KC6 KC9 KC12
A ORV fitting
B Stud fitting on B'Cover Pump & FW end
C B'cover tight ting FW end
D C'shaft-fitting
B'cover tight ting pump end & check
28.5 31.8 34.7 40.0 45.2 52.7
E clearance
F counter weight fitting
P Oil level glass fitting
Q Stud fitting on Pump & shaft seal
R oil pump & shaft seal Tightening
G check clearance by depth gauge
H Gasket selection & put gasket in cly head
I Manual Liner fitting
J Liner fitting to c'case 18.7 25.3 32.0 45.3 78 89.9
K VLD fitting
O Safety valve fitting
S strainer side cover fitting
L piston con rod assy fitting on c'case
M Inspection top clearance of piston
N Inspection con rod 18.4 27.5 34.3 52.0 68.8 96.4
T stud fitting on cly head
W side cover fitting
U Remain. Stud fitting on cyl head
10.6 22.9 34.9 43.4 64.0
V cylinder head fitting 15.3
X Piping
Mixed-model sequencing – short-term
In order to develop an efficient sequence models are scheduled at each station and
cycle, by explicitly taking into account processing times, workers movements, station
borders and further operational characteristics of the line.
If several work intensive models follow each other at the same station, the cycle time
might be exceeded and an overload occurs, which needs to be compensated by some kind of
reaction. These overloads can be avoided if a sequence of models is found where those
models which cause high station times alternate with less work-intensive ones at each station.
Therefore sequencing is KC 6 followed by KC 2, KC 12 followed by KC 3 with one

more operator and KC 9 with one more operator.
Work Activity
station KC2 KC3 KC4 KC6 KC9 KC12
A ORV fitting 28.5 31.8 34.7 40.0 45.2 52.7

35
Stud fitting on B'Cover Pump & FW
B end
C B'cover tight ting FW end
D C'shaft-fitting
B'cover tight ting pump end & check
1 E clearance
F counter weight fitting
P Oil level glass fitting
Q Stud fitting on Pump & shaft seal
R oil pump & shaft seal Tightening
G check clearance by depth gauge
Gasket selection & put gasket in cly
H head
I Manual Liner fitting
2 J Liner fitting to c'case
18.7 25.3 32.0 45.3 59 64.2
K VLD fitting
O Safety valve fitting
S strainer side cover fitting
L piston con rod assy fitting on c'case
M Inspection top clearance of piston
3 N Inspection con rod 18.4 27.5 34.3 52.0 68.8 75.4
T stud fitting on cly head
W side cover fitting
U Remain. Stud fitting on cyl head
4 10.6 15.3 22.9 34.9 62.4 74.0
V cylinder head fitting
K
5 36.8
W
Table 11 Sequencing of model
Panting line:
At KPCL, All models of compressor and accessory painting are carried out on single paint
booth. These panting of compressor is done in batches, cause in crisscross movement and
backtracking of man as well as material which is manual and unsafe for material handling.
Thinner application for cleaning of compressor and accessory which is unsafe in condition
and also from environmental act, So to avoid this introduction of water base spray
degreasing and stage wise panting should be done.
Station wise Panting process

Workstation Process sequence
1 Loading
2 Hot Degrease
3 Hot air blow
4 Primer panting
5 Flash of zone
6 Accelerated paint Drying oven

36
7 Painting
8 Top coating
9 Unloading
Table 12 Station wise painting process
.5.3.3 Areas of improvement:
Following are the areas of improvement in future assembly line with reference to present
assembly line:
1. With reference to the time study there is further scope in line balance improvement
2. Maximum sub assemblies can be done in sub assembly area outside the main line
therefore saving operator time on line
3. At present almost all component excluding c-class items e.g. fasteners, washers etc
are supplied in two service trolleys on booth side of main assembly line. This material
supply can be improved by increasing line side storage area
4. Workstation layout can be improved.
Snapshot 1
5. Non value added activities can be eliminated.

37
Snapshot 2
6. Ergonomics & Safety consideration can be improved.

38
Snapshot 3
7. Plant layout can be modified
Studies for compressor kit trolley:
All common parts for compressor models are kept on line side storage area, the model
specific parts are placed in single trolley. The single kit trolley for each compressor can be
placed on main line. For finalization of the concept both kit trolley behind the operator & kit
trolley on main line are compared as under
Sr.
No.
Kit trolley behind operator Cat Kit trolley on main line Cat
1 Conveyor length required is less A Conveyor length is 1.5 times more D
2 pitch length of station is can be A Pitch length is 5.0 meter D

maintained to 4.0 meter
3 Additional parallel conveyor and D No additional conveyor & drive is A

drive is required to move trolley required to move trolley
4 Additional power required driving D Power required will 50% less than A
kit trolley system slat conveyor
5 Operating cost is more D Operating cost is less A

39
6 Trenches required on shop floor D Trenches are not required on shop A

floor.
7 Floor spaced get blocked with kit D Floor spaced is not getting blocked A
trolley at the backside of stage
Table 13 Comparison of compressor assembly kitting trolley concept
Kit trolley behind operator: - 2 advantages & 5 disadvantages.
Kit trolley on main line: - 5 advantages & 2 disadvantages
6. SUGGESTIONS FOR IMPROVEMENTS:

6.1Proposed compressor assembly

40
1. Requirements:
 Trolley type Stop and Go conveyor system for compressor assembly line.
 Production rate monitoring as per requirement
 In process verification (IPV) equipment to identify defects during assembly process
 Two bin system for material/components on assembly line storage area
 Multi spindle nut runners for better accuracy & process sequence
 Fastening equipment with close tolerance
 Material replenishment rate should be such that, minimum inventory on compressor
assembly process.
6.3 Suggestions for improvement at workplace
Expected
Sr. No. Activity Concern Recommendations benefit
Elimination of
Wastage of lot of NV activity of
1 Selection of liner time in selection measuring the
gasket of required of required size Colour Coding as thickness of
size gasket pre size gasket
2 Storage of gasket Sagging of gasket Non metallic ID NO sagging of
locator for gasket gasket
Supply of Supply crankshaft Reduce
3 crankshaft to Supply of crank by dedicated Fatigue
assembly shaft by pallet trolley
Fasting of stud & One by one Reduction in

nut of bearing fasting by use of Multi spindle fitment time,
4 cover, oil pump, single spindle fasting tool for leak proof joint
side cover, head pneumatic tool simultaneous tight & repetitive
cover @98 nos. ting motion
Very high noise
during liner
pressing due to Better depth
pneumatic Hydraulic principle control &
5 Liner pressing
principal of for liner pressing improved
pressing & no ergonomics
control over the
depth of pressing.
Manual trolley Powerized
Assembly without defined conveyor with Single piece flow
6
operation route, pitch, defined route, pitch with better
station & station productivity

41
Storage of common
Storage of Reduction in
components into
7 common Stored in rack plastic Bin located work content
components kept away from near individual (parts collection
work station stations. time)
Introduction of
Use of pneumatic electric, hydro
impact wrench pulse, Clutch shut Better joint
8 Fasting process
almost at all off tools &torque accuracy
location wrenches based on
the torque sheet
data
Use of mallets.
Non- Elimination of
9
Tapping on use of metallic metallic(nylon) dents, chips &
components hammer hammer unsafe act
Use of dedicated
trolley for Fly Safe & Quick
10 Fitment of Use of hoist wheel with up fitment of
flywheel on crank down & sliding flywheel on
shaft for testing arrangement crank shaft
Use of thinner for Unsafe condition
11 cleaning of & act, Introduce water Elimination of
compressor prior Environmental based spray thinner for
to painting aspects degreasing. cleaning purpose
Basic
12 Facilities for No facility for provide eye wash requirement of
cleaning eyes eye wash facility paint facility
Table 14 Suggestions for improvement at workplace
7. RESULT AND CONCLUSION:

42
The study has identified that assembly, testing, and painting line is at under utilization. This
is because of inefficiency on the line cause in work overload or idle time.
One of the most powerful tools can use for improving productivity is that of Work study aims
at examining the way an activity is being carried out, simplifying the method of operation to
reduce unnecessary or excess work, or the wasteful use of resources.
Line balancing focus on avoiding inefficiencies and station times of variants have to be
smoothed for each station, horizontal balancing for improve productivity.
Following results have been achieved after line balancing:
1. Improvement in productivity: The output of the proposed assembly line is double
Chart 4
2. Improvement in average operator utilization: The average operator utilization is

increased
Chart 5
3. Takt time: The Takt time of the line is reduced by 41.80%

43
Chart 6
4.Manpower: The manpower is reduced by 15.60% in assembly, testing, painting line
Chart 7
5.Line Efficiency: The line efficiency is increased by 54.5%
Chart 8
8. REFERENCES:

44
1 Ana Sofia Simaria, Pedro M. Vilarinho (2004), “A genetic algorithm based approach
to the mixed-model assembly line balancing problem of type-2”, computer &
industrial Engineering 47 (2004) 391-407
2 Bill Carreir, “Lean manufacturing that works. Powerful toll for dramatically reducing
waste & maximizes profits”, American management association New York, 2005.
3 International Labour office, Geneva, “Introduction to work study Indian adaptation”,

Oxford & IBH Publishing Co. Pvt. Ltd, New Delhi, Kolkata, 2001.
4 JHF Sawyer, “Line Balancing”, first edition, The machinery publishing Co. Ltd.
1970.
5 Johan Håkansson, Emil Skoogoch, Kristina Eriksson, Department of Engineering

Science, Trollhättan, University West, “A review of assembly line balancing and
sequencing including line layouts”.
6 Martand Telsang, “Industrial Engineering & Production management” S. Chand

Publication, New Delhi, 2009
7 Mital, A. Kilbom and S. Kumar (2000), “Ergonomics guidelines and problem

solving”, Elsevier Science Ltd., UK, PP.145-178.
8 Nils Boysen, Malte Fliedner, Armin Scholl (2007), “Assembly line balancing: Which
model to use when?” Science Direct Int. J. Production Economics 111. PP. 509–528.
9 Nils Boysen, Malte Fliedner, Armin Scholl, “Sequencing mixed-model assembly

lines: Survey, classiﬁcation and model critique”, European Journal of Operational
Research 192 (2009) 349–373
10 Productivity Development Team “Cellular Manufacturing one piece flow for work
team” Productivity press Portland, Oregon 1999

45
11 R Muther, “Systematic Layout planning”, Mc Graw, 1955.
12 We - Min chow, “Assembly line Design”, Marcal Dekker, And INC New York. 1999
.
13 Webliography:
14 Company information: Kirloskar Pneumatic: www.kirloskarkpcl.com

46
ANNXEURE-A
Video analysis of Existing - Activity
ANNXEURE-B
Work content Breakup sheet for all model
ANNXEURE-C
Requirement of torque tool

Assembly Line Balancing

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1

Productivity Improvement through assembly line design

Fig.1 Productivity concept

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

Productivity improvements techniques:

Fig.2 Productivity improvements technique

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

1.1 Project Objective:

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

1.2 Scope of the project & Methodology:

Following steps are defined to set objective:

EXAMINE & DEVELOP

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

1.3 Problem Definition:

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

 With a great pleasure, I take the privilege of introducing “KIRLOSKAR GROUP” as

 The group comprising of seven companies engaged in multiple activities, is equipped

 KPCL's operations are carried out in two plants as given below:

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

 Compressor manufacturing facilities are continually upgraded and improved to ensure

 The prestigious ISO 9001:2008, ISO 1400:2004 certifications for Quality

 KPCL is the first compressors manufacturing company in India to be awarded the

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

Compressor Products Range

Air Cooled KC 2,3,4,6,9,12

Water Cooled PC-2

Table 1 Compressor Products Range

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

3. THEORY AND LITERATURE SURVEY:

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

Assembly line manufacturing is technique in which product is carried by some form of

Assembly line design:

1. Line flow and configuration

Flow & Line Material Yield & Information

| [Manmath S. shete] [M.E. (Industrial): Project dissertation:] [VIT Pune: 2011-2012

Note: “X” indicates functional relationship

Table 2 Functional relationship between line sections & line functions

3.2Line balancing [2, 4]

 Cycle time Restriction

Objective of Line Balancing:

Line balancing technique is used to:

1. To manage the workloads among assemblers