Agro Fast Information

AGRO FAST 2018
ABSTRACT
“AGRO FAST” make the use of different elements and their motion to carry
out agricultural process like seed sowing, water pumping and weeding. Agro fast
uses the rotary motion of wheel shaft to pump the water by changing it into
reciprocating motion with the of chain drive, connecting rod etc. also this machine
utilizes this rotary motion in seed sowing.
A Agro-Fast is a type of mechanism which will help farmers in many ways such as
:-
 Seed sower
 Weeder
 Water Sprayer
In this mechanism all the above processes will be conducted at a time which
will save time, energy, money, etc. of the framers
V.B POLYTECHNIC/MECH/2018 Page 1

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ACKNOWLEDGEMENT
We have taken effort in this project. However, it would not have been possible
without the kind support and help of many individuals and organizations. We would
like to extend my sincere thanks to all of them
We are highly indebted to Mr. DIXIT S TANDEL their guidance and constant
supervision as well as for providing necessary information regarding the project. We
take this opportunity to thanks all my friends and colleagues who started us out on
the topic and provided extremely useful review feedback and for their all-time
support and help in each and every aspect of the course of my project preparation.
We are grateful to my college merchant Institute of Technology, piludara for
providing us all required resources and good working environment.
We would like to express our gratitude towards head of department, Mr.

KETAN. K. DEVADHARA for their kind co-operation and encouragement which
help us in this project.
NAME ENRL.NO
Sushil k. patil 166550319090
Bhushan v. sonar 166550319101
Darshan r. tailor 166550319105
Ayush p. tavadiva 166550319114
Karan p. timbadiya 166550319115

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AIM OF PROJECT
To Design and fabricate the three wheel base chair for the handicap people to
be propelled by link mechanism converting into cranking. Using the advantage
of leverage.
To design and fabricate the chair with proper balance and distribution of mass
and balance and center of gravity and the steering column which is pivoted
and effecting the link mechanism to crank the wheel shaft for propelling.
To design and fabricate the steering column the steering mechanism being
operated and through links controlling the front wheel to effect the proper
steering as required and controlled by hand held steering wheel.

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SELECTION OF PROJECT
The subject named as project, students in-group have to manufacture

and prepare project report on the same so we discussed about the different project
topic. We did market surveys, analysis of different engineering processes and
feasibilities for the topic we selected.
So after above process we decided four topics named as below :
5.1 Agro Fast -
5.2 Pneumatic Pipe Cutting -
5.3 Scrap Collecting Machine -
5.4: Material Handling & Inspection System -
After above primary selection of four topics every project group member has
discussed about the market research of each project with others & with our guides
and finally we selected the project of “ Agro Fast ”.
The main factor, which is considered important for the select this
project, is that it is a new experience to manufacture “ Agro Fast ” within available
short time period with new ideas & we can use our skills very well. The other factor
selection is that the problem which is arise during the preparation prices, make us
aware of that problems and so as to acquire positive and negative practical approach
and knowledge which increase significantly our skills and simultaneously. We also
learnt to solve the problem existing in the servicing process by new ideas. The other
factor is that all type material, which is used in this project, can be got near from the
college area. Now a day there is a tough competition in the market so everyone is
thinking to do different, to make the product working with more speed, less
maintenance & as possible less costly to consumers to attract.

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INTRODUCTION
Throughout history, many planting methods have been practiced by farmers.

The earliest and most obvious planting method was known as broadcasting.
Broadcasting simply meant throwing seeds on the ground by hand and hoping they
would sprout. for larger plots, broadcasting experienced a low success rate. Birds
would eat the seeds , and there was little order to where seeds were placed, making
it difficult for farmers to maintain for their harvest.
Jethro Tull, an Englishman, brought about the British Agricultural Revolution

in 1701 by inventing the first seed drill. Drawn by horse, the seed drill shot seeds into
the ground by cutting small holes in the soil, sowing the seeds in neatly organized
rows. Though it wasn’t immediately recognized, Jethro Tull’s invention made seed
sowing a far less daunting task. After his death in 1742, the seed drill caught the
attention of farmers. They realized it made their work more efficient and that with this
tool, their crop’s success rate grew exponentially. The agriculture industry boomed.

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After the seed drill’s monumental success, farm machinery began to develop
even further. Some notable inventions being the cotton gin, reaper, and the thresher.
New ideas budded rapidly, and with every new invention, agriculture grew.
Through the invention of these machines, crops produced faster. The seed drill
pioneered modern day seed sowing methods including direct drill seeders and
seeders.
The direct drill seeder is primarily used throughout dry regions including
Canada and The United States. Without cultivating the soli used for prior crops,
direct drill seeders sow seeds exactly where the previous crop was grown. Through
this process, the surface soil is left undistributed, allowing the last crop’s ruminants
to protect the soil from moisture evaporation and erosion.
For smaller seeds, air seeders are optimal for sowing. Using an air stream, both
seeds and fertilizer are distributed in individual rows. The air stream is created by a
high capacity fan that blows air through multiple pipes located beneath the seed
fertilizer tanks. The air seeder is convenient because of its dual distribution
capabilities. By fertilizing the seeds as they are sown, farmer gets the job done half
the time.
The evolution of farm machinery has also made a huge impact on today’s
environment. By implementing the practice of the direct drill seeder, the agriculture
community saves water, which is especially important in areas where water is
scarce. Using equipment the saves water also allows farmers to plant crops in
regions that were once unusable. However is important to rotate crops in order
prevent the spread of plant diseases and harmful pests.
Overall, the advancement of farm tools has had appositive impact due to the fact that
it has made food widely available and cheaper. Without them food distribution would
be restricted and prices would be high. Inventions like these will remain a driving
force in agriculture for centuries to come.

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1.1 WORKING OF AGRO-FAST

Now here are going to finally describe how does this Agro-Fast works. The
below list point are the sequential order of agro-fast mechanisms and they are as
follow :-
Very first it is necessary to hold the handle provided at it’s top position and
start to push it over the field to be cultivated.
As the wheel starts to revolving the first shaft connecting the pair of wheel will
be rotated.
A chain drive mounted on the same shaft has its another end on the second
shaft which contains the solid metal wheel containing the connecting rod of
the pump.
As per the above point the rotary motion of first shaft is driven to second shaft
by means of chain drive mechanism.
Now the second shaft having rotary motion has a small metal wheel which will
also rotate with the shaft that means the connecting rod mounted on the small
metal wheel will obtain reciprocating motion.( i.e. it is same as connecting rod,
crank shaft and piston mechanism of I.C engine )
Due to the reciprocating motion of connecting rod water pump will suck the
water from the water tank and discharge it into designed path.
Now from the same second shaft the rotary motion is driven to third shaft
which contains the seed sower which rotates the seed sower with help of
chain drive.
As the seed sower rotates the seed inside it will fall down from small opening
allotted on the seed sower.
All the above describe motions occurs at a same time which is the main agenda of
this agro fast.

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1.2 OBJECTIVE & PURPOSE
 Basic objectives
These basic objectives that a material handling system should fulfill are:
1. Quick and precise pick-up of loads.
2. Quick and efficient transfer of load with planned time interval.
3. Transport of loads in planned quantity.
4. Safe transport without any damage.
5. Accuracy in delivering at the destination.
6. Automation with minimum human element.
7. Low initial and operational costs.
8. Simple and easy to maintain.
9. Safe operation.
10. Take minimum time to complete whole cycle
 Purpose
1. MOTION - parts, materials and finished products that must be moved from one
place to another should be moved in an efficient manner and at minimum cost.
2. TIME - material must be where they are needed at he moment they are
needed.
3. PLACE - materials must be in the proper location and position for use.
4. QUANTITY - the rate of demand varies between the stapes of processing
operations. Materials must be continuously delivered to, or removed from
operation in the correct weights, volumes or numbers of items required.
5. SPACE - storage space and its efficient utilization is a key factor in overall
cost of an operation or process.

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1.3 PROJECT PARTS HISTORY
1) Weed
Along with this beginning came weeds; unwanted plants that prospered in the
same human-created environments. Weeds are therefore just as much a part of our
domestic culture as the crops. So the history of weed control technology is co-
existent with the history of agricultural technology.
The idea that the plow and hand-weeding was the sum total of weed control
technology for 10 millennia is biased by the western prejudice that the middle-east
was the sole origin of agriculture; But later with the domestication of oxen, horses
and camels, animal traction was teamed up with larger plows. The earliest plows
were made of wood. With the development of iron making in 1,000 BCE or so, plows
were fitted with iron plowshares that improved their ability to work hard or rocky soils.
Additionally iron hoes date back to Greek and Roman days.
The name that stands out in the industrial age with regard to weeds is Jethro
Tull (1674-1741), a gentleman farmer in England. He invented the grain drill and
cultivation tools.
3D Drafting Of Frame Weeder Blade.
(Fig 1.1) (Fig 1.2)
Trapezoidal Shape Blade. V – Shape Blade.

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2) Seed Sowing
(Fig 1.3) Seed Sower
 Sowing types and patterns.

For hand sowing, several sowing types exist; these include:
Flat sowing
Ridge sowing
Wide bed sowing
Several patterns for sowing may be used together with these types; these
include:
Regular rows
Rows that are indented at the even rows
Symmetrical grid pattern – using the quincunx pattern described in The
Garden of Cyrus placed in a crossed pattern. This method is much better, as
more light may fall on the seedlings as they come out.

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3) Hand Sowing
Hand sowing or (planting) is the process of casting handfuls of seed over
prepared ground, or broadcasting (from which the technological term is derived.
Usually, a drag or harrow is employed to incorporate the seed into the soil.
Though labor-intensive for any but small areas, this method is still used in some
situations. Practice is required to sow evenly and at the desired rate. A hand seeder
can be used for sowing, though it is less of a help than it is for the smaller seeds
of grasses and legumes.
Hand sowing may be combined with pre-sowing in seed trays. This allows the plants
to come to strength indoors during cold periods (e.g. spring in temperate countries).
In agriculture, most seed is now sown using a seed drill, which offers greater
precision; seed is sown evenly and at the desired rate. The drill also places the seed
at a measured distance below the soil, so that less seed is required. The standard
design uses a fluted feed metering system, which is volumetric in nature; individual
seeds are not counted. Rows are typically about 10–30 cm apart, depending on
the crop species and growing conditions. Several row opener types are used
depending on soil type and local tradition. Grain drills are most often drawn
by tractors, but can also be pulled by horses. Pickup trucks are sometimes used,
since little draft is required.
A seed rate of about 100 kg of seed per hectare (2 bushels per acre) is typical,
though rates vary considerably depending on crop species, soil conditions, and
farmer's preference. Excessive rates can cause the crop to lodge, while too thin a
rate will result in poor utilisation of the land, competition with weeds and a reduction
in the yield.
(1.4) Hand Sowing

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4) Water Pumping
The evolution of the major achievements in water lifting devices with emphasis
on the major technologies over the centuries is presented and discussed. Valuable
insights into ancient water lifting technologies with their apparent characteristics of
durability, adaptability, and sustainability are provided. A comparison of the relevant
technological developments in several early civilizations is carried out. These
technologies are the underpinning of modern achievements in water engineering.
They represent the best paradigm of probing the past and facing the future. A
timeline of the historical development of water pumps worldwide through the last
5500 years of the history of mankind is presented. A chronological order is followed
with emphasis on the major civilizations.
The Egyptian waterwheel (noria) is thought to be the first vertical (horizontal
axis) waterwheel and was invented by the Romans ca. 600–700 BC. It consists of a
wooden wheel, powered by water flow and fitted with buckets that lifted water for
irrigating nearby lands. The diffusion of the Egyptian waterwheel is typically
associated with the (later) Arab civilization and the animal-powered waterwheel is
considered as the high symbol of the Islamic imprint upon irrigation technology. Also,
the invention of the compartmentalized waterwheel in Egypt may have been
made ca. in the late 4th century BC, in a rural context, away from the metropolis of
Hellenistic Alexandria and was then spread to other parts of North Africa. The
hydraulic wheel was later built in Fez, Morocco, in the 13th century and was then
spread to other parts of North Africa.
(Fig 1.5) Water Pumping method

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The large-scale use of norias was introduced in Spain by Syrian engineers. An

installation similar to that at Hama was still in operation in Toledo in the 12th century.
The Na'ura (Noria) of Albolafia in Cordoba also known as Kulaib, which stands until
now, served to elevate the water of the river until the Palace of the Caliphs.

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ELEMENTS OF AGRO-FAST
This chapter includes description of different elements of agro fast
which together works in relative motion to obtained the work as per described in the
abstract.
(Fig 2.1) AGRO-FAST
1) Seed Sower
Sowing is the process of planting seeds. An area or object that has had seeds
planted in it will be described as being sowed.
Among the major field crops, oats, wheat, and rye are sown, grasses and
legumes are seeded and maize and soybeans are planted. In planting, wider rows
(generally 75 cm (30 in) or more) are used, and the intent is to have precise; even
spacing between individual seeds in the row, various mechanisms have been
devised to count out individual seeds at exact intervals.
(Fig 2.2) Seed Sower

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2) Weeder
A number of common weeding tools are designed to ease the task of

removing weeds from gardens and lawns.
The fulcrum head weeder has a split tip like a serpent's tongue, and a long
thin handle. Many models have a curved piece of metal along the handle
which is put against the ground while the tip is digging. The curved metal
piece acts as a fulcrum in a lever system. It is helpful to remove weeds either
with a tap root or a fibrous root system.
The Cape Cod weeder has a thin, long handle and a triangular scraping head.
When the handle is held parallel to the ground, the head points downward.
The crack weeder is a relative of the Cape Cod Weeder. It is designed to
scrape out weeds growing in crevices, stone walls and other deep and narrow
places. The plane of the L-shaped scraping blade includes the handle; the
bottom of the "L" is parallel to it.
(Fig 2.3) Weeders

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3) Water Sprayer
In this system we are going to use a Reciprocating pump to discharge the water
from the reservoir to the particular part of agricultural land.Pumps in this category
range from simplex, with one cylinder, to in some cases quad (four) cylinders, or
more. Many reciprocating-type pumps areduplex (two) or triplex (three) cylinder.
They can be either single-acting with suction during one direction of piston motion
and discharge on the other, or double-acting with suction and discharge in both
directions. The pumps can be powered manually, by air or steam, or by a belt driven
by an engine. This type of pump was used extensively in the 19th century—in the
early days of steam propulsion—as boiler feed water pumps. Now reciprocating
pumps typically pump highly viscous fluids like concrete and heavy oils, and serve in
special applications that demand low flow rates against high resistance.
Reciprocating hand pumps were widely used to pump water from wells.
Common bicycle pumps and foot pumps forinflation use reciprocating action.
These positive displacement pumps have an expanding cavity on the suction

side and a decreasing cavity on the discharge side. Liquid flows into the pumps as
the cavity on the suction side expands and the liquid flows out of the discharge as
the cavity collapses. The volume is constant given each cycle of operation.
(Fig 2.4) Water pump

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4) Chain Drive
Chain drive is a way of transmitting mechanical power from one place to

another. It is often used to convey power to the wheels of a vehicle, particularly
bicycles and motorcycles. It is also used in a wide variety of machines besides
vehicles.
Most often, the power is conveyed by a roller chain, known as the drive
chain or transmission chain, passing over a sprocket gear, with the teeth of the gear
meshing with the holes in the links of the chain. The gear is turned, and this pulls the
chain putting mechanical force into the system. Another type of drive chain is the
Morse chain, invented by the Morse Chain Company of Ithaca, New York, United
States. This has inverted teeth.
Sometimes the power is output by simply rotating the chain, which can be
used to lift or drag objects. In other situations, a second gear is placed and the
power is recovered by attaching shafts or hubs to this gear. Though drive chains are
often simple oval loops, they can also go around corners by placing more than two
gears along the chain; gears that do not put power into the system or transmit it out
are generally known as idler-wheels. By varying the diameter of the input and output
gears with respect to each other, the gear ratio can be altered. For example, when
the bicycle pedals' gear rotate once, it causes the gear that drives the wheels to
rotate more than one revolution.
(Fig 2.5) Chain Drive (Fig 2.6) Chain Drive

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5) 2D and 3D Drawing
A. BASE FRAME
TOP VIEW FRONT VIEW
BASE FRAME

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B) WHEEL
TOP VIEW
FRONT VIEW

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C) SEED SOWER
TOP VIEW
FRONT VIEW

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PISCHEQ
PRODUCTIVITY
Productivity is a measure of the rate at which outputs of goods and services are
produced per unit of input(labour, capital, raw materials, etc). It is calculated as the
ratio of the amount of inputs used.
Productivity measures are used at the level of firms, industries and entire
economies. Depending on the context and the selection of input and output
measures, productivity calculation can have different interpretations.
Improving productivity have connotations of economizing on the use of inputs -

for example, adopting efficient production process that minimize waste. Equally,
improving productivity can have connotations of yielding more output - for example,
using esoursres in activities or with technologies that generate more output.
Conceptually, productivity is a ‘supply-side’ measure, capturing technical

production relationship between inputs and outputs. But implicitly, it is also about the
production of goods and services that are desired, valued and in demand.
TYPES OF PRODUCTIVITY MEASURES
Productivity = output / input
Productivity can be expressed as a physical measure(for example, number of

cars produced per employee), a monetory measure(for example, thousands of
dollars of output per hour worked),or an index(for example, output per unit of labour
= 100 in 1997-98).
In principal, inputs can be broadly defined to cover people’s time, their skills,
land, raw materials, machinery and equipment, energy(for example, electricity)and
so on. But most commonly, inputs are defined in terms of:
Labour (number of employees or hour of work) and

Capital (buildings, machinery and equipment, etc).
 Labour productivity (LP)
Labour productivity is the ratio of output to the input of labour. Typically, it is

measured as the amount of output produced per hour worked.

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 Multifactor productivity (MFP)
Multifactor productivity is the ratio of output to the combined input of labour

and capital. Sometimes this measure is referred to as total factor productivity.
IMPORTANT OF PRODUCTIVITY
Productivity growth is important because it contributes to growth in

output, income and living standards.
Expressing the definition (1) in growth rate form, we get:

Productivity growth = Output growth - Input growth
Rearranging:
Output growth = Input growth +Productivity growth
That is, input growth and productivity growth both contribute to output growth.
Next, we observe that output growth is equal to income growth(if output is measured
as value added). And so, productivity growth leads to income growth in an economy.
 To the workforce through better wages and conditions;

 To the shareholders and superannuation funds through increased profits and
dividend distributions;
 To customers through lower prices;
 To the environment through more stringent environmental protection; and
 To government through increases in tax payments(which can be used to fund
social and environmental programs).
INNOVATION
Innovation is one of those words that we all use, agree is a positive thing
and for the most part want more of. However, the term “innovation” like
“leadership” seems to defy a commonly accepted definition. There is no shared
interpretation of what we mean or what we are observing when we use the terms.
Moreover, we lack practices for deliberately and consistently producing
“leadership” and “innovation”. This is evident in the fact that in spite of thousands
of books on these subject, reading and understanding the books doesn’t enable
us to be leaders or innovators.Innovation and leadership are closely related.
Leadership always has some focus on bringing about a better future. In these
sense, leaders are necessarily innovators. We would not normally consider a
spectator of the status
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quo to be a leader. The term innovation also suggest some break with
the ‘norm’ or the status quo. I will show in this text that an ‘innovator’ and a ‘leader’
are cut from the same cloth, that these terms are distinguishing different but
intersecting dimensions of the same phenomenon.
This paper is the first of a series of essays that are intended to open
possibilities for developing leadership. It provides pathways for action for those who
are dissatisfied with the status quo and are attempting to either improve on existing
processes or perhaps accomplish breakthrough results.
To begin, I will make a number of distinctions. There are obvious

distinctions between the innovator(who), an innovation(what) and the process of
innovating(how). This paper’s intent is to illuminate and inquire into the phenomenon
of innovation(and leadership) before history judges an accomplishment as innovative
or declares a person to be a leader. The focus will be on the innovator and the
context or ‘way of being’ of the innovator. My thesis is that a competency for
innovation is a natural by-product of certain ways of relating to the world; the context
in which we relate to circumstances and change. I will also distinguish between
innovation and art, two terms often used interchangeably. Finally, I distinguish simple
change that is a variation of what already exist from profound change that alters the
scope of what is possible.
 Distinguish the different forms that innovation can take, such as product,
process and service innovation
 Differentiate and distinguish between the different types of innovation, such as
radial and incremental innovation
 Describe each type of innovation
 Analyse different types of innovation in terms of their impact on human
behaviour, business activity and society as a whole
 Introducing a new or improved goods or services and/or
 Implementing new or improved operational process and/or
 Implementing new or improved organizational/managerial processes in order
to improve market share, competitiveness and quality, while reducing costs.
COST AND WASTE
The elimination of waste is the primary goal of any lean system. In

effect, lean declares war onwaste – any waste. Waste or muda is anything that does
not have value or does not add value. Waste is something the customer will not pay
for. When the great Italian sculptor Michelangelowas asked what he was sculpting,
he responded he was not sculpting but releasing the figure(value) inside by removing
the unnecessary rocks(wastes). Like Michelangelo, we should liminate all forms of

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wastes in any process or product until only what is valuable remains. The key is to
spot waste and then stop waste.
There are two types of wastes: Obvious wastes and Hidden wastes. It
is important to uncover and eliminate the latter since they are usually bigger. Wastes
take the shape of an iceberg, the tip consist of the obvious wastes while the seen
bulk under the waste contain the hidden wastes. Wastes are not necessarily ugly,
and most are outside the waste can! Waste can be in the form of unnecessary
output, input, or processing. It can be in the form of materials, stocks, equipment,
facilities, man hours, utilities, documents, expenses, motion, and other activities that
do not add value
TYPES OF WASTES
A) Over-production waste
Definition
1. Producing more than what is needed

2. Producing faster than what is needed
Causes
1. Volume incentives (sales, pay, purchasing)

2. High capacity equipment
3. Line imbalance; poor scheduling/shifting
4. Poor production planning
5. Cost accounting practices that encourage build up of inventory
B) Processing waste
Definition
1. Non-value added man processing

2. Non-value added machine processing
Causes
1. Unclear customer specification

2. Frequent engineering changes
3. Excessive quality (refinements)
4. Inadequate value analysis/value engineering
5. Unclear work instructions

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C) Transport waste
Definition
1. Unnecessary material movement
2. Unnecessary tools or equipment movement
Causes
1. Distant suppliers
2. Complex material flows
3. Poor layout
4. Disorganized workplace
D) Waiting time waste
Definition
1. Man idle or waiting time

2. Machine idle or waiting time
Causes
1. Unsynchronized processes; line imbalance

2. Inflexible work force
3. Over-staffing
4. Unscheduled machine downtime
5. Long set-up
E) Inventory waste
Definition
1. Excessive process (WIP) inventories

2. Excessive raw materials inventories and supplies
Causes
1. Over-production
2. Imbalanced line
3. Big batch sizes
4. Long lead times
5. Local optimization (turf mentality)
6. High rework rate

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F) Motion waste
Definition:
1. Unnecessary movement and motions of worker
Causes:
1. Poor lay-out and housekeeping

2. Disorganized work place and storage locations
3. Unclear, non-standardized work instructions
4. Unclear process and materials flow
G) Defects:
Definition
1. Processing due to the production of defects

2. Processing due to rework or repair of defects
3. Materials used due to defect and rework
Causes
1. Unclear customer specification

2. Incapable processes
3. Lack of process control
4. Unskilled personnel
5. Departmental rather than total quality
6. Incapable suppliers
SAFETY
For the purpose of this publication, ‘safety’ means the protection of people
and the environment against radiation risks, and the safety of facilities and activities
that give rise to radiation risks. ‘Safety’ as used here and in the IAEA safety
standards includes the safety of nuclear installations, radiation safety, the safety of
radioactive waste management and safety in the transport of radioactive material; it
does not include non-radiation-related aspects of safety.
Safety is concerned with both radiation risks under normal circumstances

and radiation risks as a consequence of incidents, as well as with other possible
direct consequence of a loss of control over a nuclear reactor core, nuclear chain
reaction, radioactive source or any other source of radiation. Safety measures
include actions to prevent incidents and arrangements put in place to mitigate their
consequences if they were to occur.

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Establishing and maintaining the necessary competences;

Providing adequate training and information;
Establishing procedures and arrangements to maintain safety under all
conditions;
Verifying appropriate design and the adequate quality of facilities and
activities and of their associated equipment;
Ensuring the safe control of all radioactive material that is used, produced,
stored or transported;
Ensuring the safe control of all radioactive waste that is generated.
1. Machinery:
 You might work too close to machines that make lots of noise.
2. Raw materials:
 You might use chemical or be near chemicals where you can breath
the fumes or where they could be on your body.
3. Equipment:
 Equipment and tools may not be put away correctly and could fall down
or people could get hit by them.
4. Workplace:
 There could be oil or water split on the ground where you work that
could make you slip and fall.
5. Your Job:
 In your job you may have to do a lot of lifting ortwisting with your body
or arms.
ECOLOGY & ENVIORNMENT
 ECOLOGY
The word ecology derived from the Greek word ‘Oikos’ meaning
habitation, and logos meaning discourse or study, implies a study of the habitations
of organisms. Ecology was first described as a separate field of knowledge in 1866
by the German Zoologist Ernst Haeckel, who invented the word ecology for ‘ the
relation of the animal to its organic as well as its inorganic environment, particularly
its friendly or hoslite relations to those animals or plants with which it comes in
contact’.
Ecology has been variously defined by other investigators as “Scientific

natural history”, “the study of biotic communities”, or “the science of community
population”, probably the most comprehensive definition is the simple one most
offers given a study of animal and plants in their relations to eachother and to their
environment.

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Ecology may be studied with particular reference to animals or to
plants, hence animal ecology an plant ecology. Animal ecology, however, cannot be
adequately understood except against a considerable background of plant ecology.
What animal and plants are given equal emphasis, the term bioecology is often
used. Causes is plant ecology usually dismiss animals as but one of many factors in
the environment. Synecology is the study of communities, and autecology the study
of species. There is some confusion in these term since Europeans commonly use
‘ecology’ in manover sense – meaning the environmental relations of organisms or of
communities. The broader study of communities, including species interrelations and
community structure and function as well as environmental relations (Synecology), is
generally termed – bioecology|| or “biosociology” by Europeans.
 ENVIRONMENT
History reveals that human race was once afraid of nature and the
natural forces. Human beings worshiped nature and considered nature as superior to
human race. Enormous increase in human population raised the demand for
development and increased the consumption of various natural resources resulting
in environmental deterioration.
The term environment describes the sum total of physical and biotic
conditions influencing the responses organisms. More specifically, the sum of those
portions of the hydrosphere, lithosphere, and atmosphere into which life penetrates
is the biosphere. There are no characteristics of permanent inhabitants of the
atmosphere, although the air is traversed by manly kinds of animals and plant
propagules. Of the hydrosphere, there are two major bicycles, marine and fresh
water, of the lithosphere there is one land.
1. Biotic (living)
2. Cultural
3. Abiotic
QUALITY
According to the American Society for quality, “quality” can be defined

in the following ways:
 Based on customer’s perceptions of a product/service’s design and how well

the design matches the original specifications.
 The ability of a product/service to satisfy stated or implied needs.
 Achieved by conforming to established requirements within an organization.

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QUALITY MANAGEMENT SYSTEM
A quality management system is a management technique used to

communicate to employees what is required to produce the desired quality of
products and services and to influence employee actions to complete tasks
according to the quality specifications.
Simple tools for quality control
The seven quality control tools were developed by Kaoru Ishikawa, one
known as the “father of quality control circles”. It has been the Japanese experience
that 95percent of problems in the workshop can be solved by using the following
seven simple qualities control tools and by the effective working of quality circles:
 Process flow charts

 Check sheets
 Graphs
 Pareto analysis
 Cause and effect diagrams
Purpose of quality management system

 Establishes a vision for the employees
 Sets standards for employees
 Builds motivation within the company
 Sets goals for employees
 Helps fight the resistance to change within organizations
 Helps direct the corporate culture
Important of quality:
Business success may simply be the extent to which your organization

can produce a higher quality product or services than your competitors are able to do
at a competitive price. When quality is the key to a company’s success, quality
levels, meet the customer’s requirement for quality, programs, and keep up with the
latest technology.

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FISHBONE DIAGRAM
DEFINITION
The fishbone diagram (G) is a tool for analyzing process dispersion. It

is also referred to as the “Ishikawa diagram”, because the complete diagram
resembles a fish skeleton. The diagram illustrates the main causes and sub causes
leading to an effect (symptom).
It is a team brainstorming tool used to identify potential root causes (G)

to problems. Because of its function it may be referred to as a cause-and-effect
diagram.
In a typical Fishbone diagram, the effect is usually a problem needs to

be resolved, and is placed at the “fish head”. The causes of the effect are then laid
out along the “bones”, and classified into different types along the branches. Further
causes can be laid out along side further side branches. So the general structure of
a fishbone diagram is presented below.
Fishbone Diagram
 Man
 Was the document properly interpreted?
 Was the information properly disseminated?
 Did the recipient understand the information?
 Was the proper training to perform the task administered to the person?

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 Was too much judgment required to perform the task?

 Were guidelines for judgment available?
 Did the environment influence the actions of the individual?
 Are there distractions in the workplace?
 Is fatigue a mitigation factor?
 How much experience does the individual have in performing this task?
 Machines
 Was the correct tool used?
 Is the equipment affected by the environment?
 Is the equipment being properly maintained (i.e., daily/weekly/monthly
preventative maintenance schedule)
 Was the machine properly programmed?
 Is the tooling/featuring adequate for the job?
 Does the machine have an adequate guard?
 Was the tooling used within its capabilities and limitations?
 Are all controls including emergency stop button clearly labeled and/or colour
coded or size?
 Measurement
 Does the gage have a valid calibration date?
 Was the proper gage used to measure the part, process, chemical,
compound, etc.?
 Was a gage capability study ever performed?
 Do measurements vary significantly from operator to operator?
 Do operators have a tough time using the prescribed gage?
 Is the gage featuring adequate?
 Does the gage have proper measurement resolution?
 Did the environment influence the measurements taken?
 Material
 Is a Material Safety Data Sheet (MSDS) readily available?
 Was the material properly tested?
 Was the material substituted?
 Is the supplier’s process defined and controlled?
 Were quality requirements adequate for part function?
 ENVIRONMENT
 Is the process affected by temperature changes over the course of a day?
 Is the process affected by humidity, vibration, noise, lighting, etc.?
 Does the process run in a controlled environment?

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 Methods
 Was the canister, barrel, labeled properly?
 Were the workers trained properly in the procedure?
 Was the testing performed statistically significant?
 Have I tested for true root cause data?
 How many “if necessary” and “approximately” phrases are found in this
process?
 Was this a process generated by an Integrated Product Development (IPD)
principles?
 Was the IPD Team properly represented?
 Did the IPD Team employ Design For Environment (DFT) principles?
 Has a capability study ever been performed for this process?
 Is the process under Statistical Process Control (SPC)?
 Are the work instruction clearly written?
 Are mistake-proofing devices/techniques employed?
 Are the work instructions complete?
 Is the tooling adequately designed and controlled?
 Is handling/packaging adequately specified?
 Was the process changed?
 Was the design changed?
 Was a process Failure Modes Effects Analysis (FMEA) ever performed?
 Was adequate sampling done?
 Are features of the process critical to safety clearly spelled out to the
operator?
 Objectives
The main goal of the Fishbone diagram is to illustrate in a graphical

way the relationship between a given outcome and all the factors that influence this
outcome. The main objectives of this tool are:
 Determine the root causes (G) of a problem.

 Focusing on a specific issue without resorting to complaints and irrelevant
discussion.
 Identifying areas where there is a lack of data.
 Field of Application
The Fishbone diagram could be applied when it is wanted to:
 Focus attention on one specific issue or problem.

 Focus the team on the causes (G), not the symptoms.

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 organize and display graphically the various theories about what the root
causes (G) of a problem may be.
 Show the relationship of various factor influencing a problem.
 Reveal important relationship among various variables and possible causes
(G).
 Provide additional insight into process behaviours.
 Benefits
 Helps determine root causes.
 Encourage group participation.
 Uses an orderly, easy-to-read format to diagram cause and effect
relationships.
 Indicates possible causes of variation.
 Increase knowledge of the process by helping everyone to learn more about
the factors at work and how they relate.
 Identifiers areas for collecting data.
FISHBONE DIAGRAM FOR OUR PROJECT

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CPM AND PERT

CPM - Critical Path Method
 Definition
In CPM activities are shown as a network of precedence relationships

using activity-on-node network construction.
 Single estimate of activitytime

 Deterministic activity times
CPM was developed by Du Pont and the emphasis was on the trade-
off between the cost of the project and its overall completion time (e.g. for certain
activities it may be possible to decrease their completion times by spending more
money – how does this affect the overall completion time of the project?).
 History of CPM
Critical Path Method (CPM)
 E I Du Pont de Nemours & Co. (1957) for construction of new chemical plant
and maintenance Shut-down
 Deterministic task times
 Activity-on-node network
 CPM calculation:
 Path
 A connected sequence of activities leading from the starting event to the
ending event.
 Critical path
 The longest path (time); determines the project duration
 Critical activities
All of the activities that make up the critical pathstruction
Repetitive nature of job
PERT - Project Evaluation & Review Techniques:
 Definition
In PERT activity are shown as a network of precedence relationships using-
on-arrow network construction.

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 Multiple time estimates

 Probabilistic activity times
ERT was developed by the US Navy for the planning and control of the
Polaris missile program and the emphasis was on completing the program in the
shortest possible time. In addition PERT had the ability to cope with uncertain activity
completion times (e.g. for a particular activity the most likely completion time is 4
weeks but it could be anywhere between 3 weeks and 8 weeks).
 Importance of PERT system

 Reduction in cost
 Saving of time
 Determination of activities
 Flexibility
 Evaluation of alternatives
 Useful in effective control
 Useful in decision making
 Useful is research work
 Use of PERT
 In construction activities
 Transportation activities
 In oil refineries
 Computer system
 For manufacturing electric generator machines
CPM/PERT
These deficiencies can be eliminated to a large extent to a large
extent by showing the interdependence of various activities by means of
connecting arrows called network technique.
Over time CPM and PERT become one technique
 Advantages
 Precedence relationships
 Large projects
 More efficient

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 NEED OF PERT/CPM
 Prediction of deliverables
 planning resource requirements
 controlling resource allocation
 Internal program review
 External Program review
 Performance Evaluation
 Uniform wide acceptance
 Procedure of PERT/CPM
 Develop a list of activities that make up Project.
 Estimate the completion time for each activity.
 Draw a project network.
 Benefits of PERT/CPM
 Useful at many stages of project management.
 Mathematically simple.
 Give critical path and slack time.
 Provide project documentation.
 Useful in monitoring costs
 Limitations of PERT/CPM
 Clearly defined, independent and stable activities.
 Specified precedence relationships.
 Over emphasis on critical paths.
 Deterministic CPM model.
 Activity time estimates are subjective and depend on judgment.
 PERT assumes a beta distribution for these time estimate, but the actual
distribution may be different.
 PERT consistently underestimates the expected project compilation time due
to alternate paths becoming critical.

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5-S STRATEGY
Definition
5S is a manufacturing philosophy that focuses on workplace

organization, cleanliness and standardization of work procedures. It is usually
applied in conjunction with lean manufacturing strategies. 5S is a simple set of
techniques that remove waste from a work environment through better workplace
organization, visual communication, and general cleanliness. The elements of 5S are
defined as:
 SORT
 SET IN ORDER
 SHINE
 STANDARDIZE
 SUSTAIN.
5S is intended to simplify the work environment, reduce waste, and

reduce non-value activity while improving quality efficiency and safety. Because
each of the five pillars begins with S, this method was named 5S.
 SORT
The first S focuses on eliminating unnecessary items from the

workplace. An effective visual method to identify these unneeded items is called red
tagging. A red tag is placed on all items not required to complete your job. These
items are then moved to a central holding area. This process is for evaluation of the
red tag items. Occasionally used items are moved to a more organized storage
location outside of the work area while unneeded items are discarded. Sorting is an

AGRO FAST 2018
excellent way to free up valuable floor space and eliminate such things
as broken tools, obsolete jigs and fixtures, scrap and excess raw material.
 SET IN ORDER
This is the second S and focuses on efficient and effective storage

methods. This includes painting floors, outlining work areas and locations, using
shadow boards, and modular shelving and cabinets for needed items such as trash
cans, brooms, mop and buckets. This step improves the appearance of the work
environment and improves morale.
 SHINE
The next step is to thoroughly clean the work area. Daily follow-up
cleaning is necessary in order to maintain a clutter-free workplace and desirable
environment. Workers take pride in a clean and clutter-free work area and the effort
helps create ownership in the equipment and facility. It is much easier to identify
potential problems when the area is clean. Workers begin to notice changes in
equipment and facility location such as air, oil and coolant leaks, repeat
contamination and vibration, broken, fatigue, breakage, and misalignment. These
changes, if left unattended, could lead to equipment failure and loss of production.
 STANDARDIZE
Once the first three 5S's have been implemented, next step is to
concentrate on standardizing best practices in the work area.
 SUSTAIN
Sustain focuses on sustaining a new workplace paradigm and standard

of work place organization.

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7-S FRAMEWORK
7-S FRAMEWORK
The McKinsey 7S Framework is a management model developed by

well-known business consultants Robert H. Waterman, Jr. and Tom Peters (who also
developed the MBWA-- "Management By Walking Around" motif, and authored In
Search of Excellence) in the 1980s. This was a strategic vision for groups, to
include businesses, business units, and teams. The 7S are structure, strategy,
systems, skills, style, staff and shared values.
The model is most often used as an organizational analysis tool to

assess and monitor changes in the internal situation of an organization.
The model is based on the theory that, for an organization to perform

well, these seven elements need to be aligned and mutually reinforcing. So, the
model can be used to help identify what needs to be realigned to improve
performance, or to maintain alignment (and performance) during other types of
change.
Whatever the type of change – restructuring, new processes,

organizational merger, new systems, change of leadership, and so on – the model
can be used to understand how the organizational elements are interrelated, and so
ensure that the wider impact of changes made in one area is taken into
consideration.

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The McKinsey 7S Model
 USAGE
 Improve the performance of a company
 Examine the likely effects of future changes within a company
 Align departments and processes during a merger or acquisition
 Determine how best to implement a proposed strategy
 THE SEVEN INTERDEPENDENT ELEMENTS
The basic premise of the model is that there are seven internal aspects
of an organization that need to be aligned if it is to be successful
 Hard Elements
 Strategy
 Structure
 Systems
 Soft Elements
 Shared Values
 Skills
 Staff
 Style

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 Strategy
Strategy is a plan developed by a firm to achieve sustained competitive

advantage and successfully compete in the market. What does a well-aligned
strategy mean in 7s McKinsey model? In general, a sound strategy is the one that’s
clearly articulated, is long-term, helps to achieve competitive advantage and is
reinforced by strong vision, mission and values. But it’s hard to tell if such strategy is
well-aligned with other elements when analyzed alone. So the key in 7s model is not
to look at your company to find the great strategy, structure, systems and etc. but to
look if its aligned with other elements. For example, short-term strategy is usually a
poor choice for a company but if its aligned with other 6 elements, then it may
provide strong results.
 Structure
Structure represents the way business divisions and units are

organized and include the information of who is accountable to whom. In other
words, structure is the organizational chart of the firm. It is also one of the most
visible and easy to change elements of the framework.
 System
Systems are the processes and procedures of the company, which

reveal business’ daily activities and how decisions are made. Systems are the area
of the firm that determines how business is done and it should be the main focus for
managers during organizational change.
 Skills
Skills are the abilities that firm’s employees perform very well. They
also include capabilities and competences. During organizational change, the
question often arises of what skills the company will really need to reinforce its new
strategy or new structure.
 Staff
Staff element is concerned with what type and how many employees an
organization will need and how they will be recruited, trained, motivated and
rewarded.Style:

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SWOT ANALYSIS
SWOT Analysis
SWOT analysis is a useful technique for understanding your strengths

and weaknesses, and for identifying both the opportunities open to you and the
threats you face.
Used in a business context, a SWOT analysis helps you carve a

sustainable niche in your market. Used in a personal context, it helps you develop
your career in a way that takes best advantage of your talents, abilities and
opportunities.
SWOT Analysis – Recipe Box
Definition of SWOT
 Strengths
Internal attributes that is helpful to the organization to achieving its
objective.
 We are able to respond very quickly as we have no red tape, and no need for
higher management approval.
 We are able to give really good customer care, as the current small amount of
work means have plenty of time to devote to customers.

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 Our lead consultant has strong reputation in the market.

 We can change direction quickly if we find that our marketing is not working.
 We have low overheads, so we can offer good value to customers.
 Weaknesses
Internal attributes that are harmful to the organization to achieving its

objective.
 Our company has little market presence or reputation.

 We have a small staff, with a shallow skills base in many areas.
 We are vulnerable to vital staff being sick, and leaving.
 Our cash flow will be unreliable in the early stages.
 Opportunities
External factors that help the organization achieve its objective
 Our business sector is expanding, with many future opportunities for success.
 Local government wants to encourage local business.
 Our competitors may be slow to adopt new technologies.
 Threats
External factors those are harmful to the organization to achieving its

objective. After identifying the SWOT’s, identification of the factors and their
interdependence helps clarify the steps needed to achieve the ending objectives.
By specifying clear objectives and identifying internal and external

factors that are either helpful or not, a short and simple SWOT analysis is a useful
resource which may be incorporated into an organizations strategic planning model.
 Developments in technology may change this market beyond our ability to

adapt.
 A small change in the focus of a large competitor might wipe out any market
position we achieve
 Environmental Scanning
Internal appraisals of the organizations SWOT, this needs to include an

assessment of the present situation as well as a portfolio of products/services and an
analysis of the product/service life cycle.

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 Analysis of existing strategies
This should determine relevance from the results of an internal/external

appraisal. This may include gap analysis which will look at environmental factors.
 Strategic issues defined
Key factors in the development of a corporate plan which needs to be

addressed by the organization.
 Develop new/revised strategies
Revised analysis of strategic issues may mean the objectives need to

change.
 Establish
Critical success factors-the achievement of objectives and strategy

implementation. Preparation of operational, resource, projects plans for strategy
implementation.
 Monitoring
Mapping against plans, taking corrective action which may mean

amending objectives/strategies.

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 ADVANTAGES
 The all three agricultural process will be done at the same time.
 At low cost three different process working machine will be available.
 Less labours are required.
 Does not occupies large space.
 Weight of the machine is less.

 It reduces the work of labor.
 Easy to make because of simple construction
 Cost is less.
 Easy maintenance and maintenance cost is less.
 DISADVANTAGES
 It may tend to persuade companies to compile lists rather than think
about what is actually important in achieving objectives
 No suggestions for solving disagreements
 Can become too focused on the short term
 No obligation to verify statements or aspects based on the data or the
analysis
 It also presents the resulting lists uncritically and without clear
prioritization.

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COSTING OF THE PROJECT
No. Component Quantity Rs.

Name
1 Base frame 1 500

2 Water Pump & 1 300
Water Drum
3 Connecting Rod 1 200

4 Flywheel 1 300
5 Seed Sower 1 460
6 Bearing 8 2800
7 Plougher 1 300
8 Nut bolt 36 220
9 Pipe 350
10 Spoket Wheel 8 200
11 Colour cost 1 300
12 Wooden wheel 4 500
13 Labour cost - 2500
14 Transportation cost - 620
Total 12700
Profit (15% to 20%) 2300
Selling Price 1500

AGRO FAST 2018
CONCULSION AND FUTURE SCOPE
CONCLUSION
The result obtained from the experiment are positive which are
 The all three agricultural process will be done at the same time.
 At low cost three different process working machine will be available.
 Less labours are required.
 Does not occupies large space.
FUTURE SCOPE
The following additional mechanisms or processes can be done by agro fast or can
be done on agro fast
 Instead of water we can also spray or pump pesticide used in

agriculture of various seed.
 For a strong plougher we can add a tie with the body frame to the
plougher so that it can also work on hard land.
 For more speed of pumping water pump we can add a motor of
required RPM with battery on/in the machine.

AGRO FAST 2018
REFERENCES
1. http://www.google.co.in/search?hl=en-
GB&redir_esc=&client=ms-android-samsung&source=android-
browser-
type&v=133247963&qsubts=1481307410012&q=productivity&v=
133247963 .
2. http://www.google.co.in/search?hl=en-
GB&redir_esc=&client=ms-android-samsung&source=android-
browser-
key&133247963&qsubts=1481308114273&=swot+analysis&v=13
3247963
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V.B POLYTECHNIC/MECH/2018 Page 1

We would like to express our gratitude towards head of department, Mr.

Bhushan v. sonar 166550319101

Darshan r. tailor 166550319105

Ayush p. tavadiva 166550319114

Karan p. timbadiya 166550319115

V.B POLYTECHNIC/MECH/2018 Page 2

V.B POLYTECHNIC/MECH/2018 Page 3

The subject named as project, students in-group have to manufacture

So after above process we decided four topics named as below :

5.1 Agro Fast -

5.2 Pneumatic Pipe Cutting -

5.3 Scrap Collecting Machine -

5.4: Material Handling & Inspection System -

V.B POLYTECHNIC/MECH/2018 Page 4

Throughout history, many planting methods have been practiced by farmers.

Jethro Tull, an Englishman, brought about the British Agricultural Revolution

V.B POLYTECHNIC/MECH/2018 Page 5

V.B POLYTECHNIC/MECH/2018 Page 6

1.1 WORKING OF AGRO-FAST

V.B POLYTECHNIC/MECH/2018 Page 7

1.2 OBJECTIVE & PURPOSE

V.B POLYTECHNIC/MECH/2018 Page 8

1.3 PROJECT PARTS HISTORY

3D Drafting Of Frame Weeder Blade.

(Fig 1.1) (Fig 1.2)

Trapezoidal Shape Blade. V – Shape Blade.

V.B POLYTECHNIC/MECH/2018 Page 9

(Fig 1.3) Seed Sower

 Sowing types and patterns.

V.B POLYTECHNIC/MECH/2018 Page 10

(1.4) Hand Sowing

V.B POLYTECHNIC/MECH/2018 Page 11

(Fig 1.5) Water Pumping method

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The large-scale use of norias was introduced in Spain by Syrian engineers. An

V.B POLYTECHNIC/MECH/2018 Page 13

(Fig 2.1) AGRO-FAST

(Fig 2.2) Seed Sower

V.B POLYTECHNIC/MECH/2018 Page 14

A number of common weeding tools are designed to ease the task of

(Fig 2.3) Weeders

V.B POLYTECHNIC/MECH/2018 Page 15

These positive displacement pumps have an expanding cavity on the suction

(Fig 2.4) Water pump

V.B POLYTECHNIC/MECH/2018 Page 16

Chain drive is a way of transmitting mechanical power from one place to

(Fig 2.5) Chain Drive (Fig 2.6) Chain Drive

V.B POLYTECHNIC/MECH/2018 Page 17

TOP VIEW FRONT VIEW

V.B POLYTECHNIC/MECH/2018 Page 18

V.B POLYTECHNIC/MECH/2018 Page 19

V.B POLYTECHNIC/MECH/2018 Page 20

Improving productivity have connotations of economizing on the use of inputs -

Conceptually, productivity is a ‘supply-side’ measure, capturing technical

TYPES OF PRODUCTIVITY MEASURES

Productivity = output / input

Productivity can be expressed as a physical measure(for example, number of

Labour (number of employees or hour of work) and

 Labour productivity (LP)

Labour productivity is the ratio of output to the input of labour. Typically, it is

V.B POLYTECHNIC/MECH/2018 Page 21