DEPARTMENT OF MECHANICAL ENGINEERING

SUBJECT: INDUSTRIAL ENGINEERING

(Academic Year: 2020-21)
CONTENT
SN Title of Experiment Page Signature of
number student
1 Case study based assignment on Method study. 1

2 Hands on assignment on application of work 6

measurement techniques.

3 Assignment on Economic order quantity 10

4 Case study based assignment on Supply chain 17

Management

5 Assignment on Industrial safety audit of selected 25

work environment

6 Assignment on simulation of routing and 34

scheduling model

7 Assignment on analysis service operation for 36

capacity planning

8 Assignment on analysis of Material handling 41

system- modeling simulation for given plant
layout.

CERTIFICATE
This is to certify that Master _DIPANSHU RAWAT
Roll No. ____17ME032__Exam Seat No.___B150210829 ______of BE Mechanical has completed
above practical / Term work as prescribed by Savitiribai Phule Pune University, Pune
during the Academic year 2020-2021. His/her performance is satisfactory.

Date Prof-In-charge HOD

Dr. S V Chaitanya Dr. B D Bachchhav

 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment- no-1
Title: Case study based on assignment on method study
Name of Student Dipanshu rawat
Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

Definition of Method Study:

According to British Standards Institution (BS 3138)

“Method study is the systematic recording and critical examination or existing and proposed
ways or doing work as a means or developing and applying easier and more effective methods
and reducing cost.”

Objectives of Method Study:

Method study is essentially concerned with finding better ways of doing things. It adds
value and increases the efficiency by eliminating unnecessary operations, avoidable delays and
other forms of waste.

The improvement in efficiency is achieved through:

1. Improved layout and design of workplace.

2. Improved and efficient work procedures.

3. Effective utilisation of men, machines and materials.

4. Improved design or specification of the final product.

The objectives of method study techniques are:

1. Present and analyse true facts concerning the situation.

2. To examine those facts critically.

3. To develop the best answer possible under given circumstances based on critical
examination of facts.

1|Page
Steps involved in method study:

The basic approach to method study consists of the following eight steps. The detailed
procedure for conducting the method study is shown in Fig.

1. SELECT the work to be studied and define its boundaries.

2. RECORD the relevant facts about the job by direct observation and collect such
additional data as may be needed from appropriate sources.

3. EXAMINE the way the job is being performed and challenge its purpose, place
sequence and method of performance.

4. DEVELOP the most practical, economic and effective method, drawing on the
contributions of those concerned.

5. EVALUATE different alternatives to developing a new improved method comparing

the cost-effectiveness of the selected new method with the current method with the current
method of performance.

6. DEFINE the new method, as a result, in a clear manner and present it to those
concerned, i.e., management, supervisors and workers.

7. INSTALL the new method as a standard practice and train the persons involved in
applying it.

8. MAINTAIN the new method and introduce control procedures to prevent a drifting
back to the previous method of work.

Fig.1 Method Study Procedure

2|Page
Symbols Used in Method Study:

Graphical method of recording was originated by Gilbert, in order to make the

presentation of the facts clearly without any ambiguity and to enable to grasp them quickly and
clearly. It is useful to use symbols instead of written description.

Ο OPERATION
INSPECTION
→ TRANSPORTATION
D DELAY
∇ STORAGE
Operation O

An operation occurs when an object is intentionally changed in one or more of its

characteristics (physical or chemical). This indicates the main steps in a process, method or
procedure. An operation always takes the object one stage ahead towards completion.
Examples of operation are: Turning, drilling, milling, etc. A chemical reaction, welding,
brazing and riveting, Lifting, loading, unloading, getting instructions from supervisor, Taking
dictation.

Inspection

An inspection occurs when an object is examined and compared with standard for quality and
quantity. The inspection examples are:

Visual observations for finish. Count of quantity of incoming material. Checking the
dimensions.

Transportation →

A transport indicates the movement of workers, materials or equipment from one place to
another. Example: Movement of materials from one work station to another. Workers travelling
to bring tools.

Delay D: Delay (Temporary Storage)

A delay occurs when the immediate performance of the next planned thing does not take place.

Example: Work waiting between consecutive operations. Workers waiting at tool cribs.
Operators waiting for instructions from supervisor.

Storage ∇

Storage occurs when the object is kept in an authorised custody and is protected against
unauthorised removal. For example, materials kept in stores to be distributed to various work.

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Flow Process Chart

4|Page
 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No-2
Title: Assignment on application of work measurement techniques
Name of Student Dipanshu rawat

Email ID dipanshurawat123@gmail.com

Roll No 17ME032 Exam Seat No B150210829

PRN No 71811750G

Definition of Work Measurement:

Work measurement is also called by the name ‘time study’. It is essential for both
planning and control of operations.

According to British Standard Institute time study has been defined as techniques designed to
establish the time for a qualified worker to carry out a specified job at a defined level of
performance.”

Objectives of Work Measurement:

The use of work measurement as a basis for incentives is only a small part of its total
application. The objectives of work measurement are to provide a sound basis for:

1. Comparing alternative methods.

2. Assessing the correct initial manning (manpower requirement planning).

3. Planning and control.

4. Realistic costing.

5. Financial incentive schemes.

6. Delivery date of goods.

7. Cost reduction and cost control.

8. Identifying substandard workers.

6|Page
9. Training new employees.

Techniques of Work Measurement:

For the purpose of work measurement, work can be regarded as:

1. Repetitive work: The type of work in which the main operation or group of operations
repeat continuously during the time spent at the job. These apply to work cycles of extremely
short duration.

2. Non-repetitive work: It includes some type of maintenance and construction work, where
the work cycle itself is hardly ever repeated identically.

Various techniques of work measurement are:

1. Time study (stop watch technique),

2. Synthesis,

3. Work sampling,

4. Predetermined motion and time study,

5. Analytical estimating.

Steps in Making Time Study:

Stop watch time is the basic technique for determining accurate time standards. They
are economical for repetitive type of work. Steps in taking the time study are:

1. Select the work to be studied.

2. Obtain and record all the information available about the job, the operator and the working
conditions likely to affect the time study work.

3. Breakdown the operation into elements. An element is an instinct part of a specified

activity composed of one or more fundamental motions selected for convenience of
observation and timing.

4. Measure the time by means of a stop watch taken by the operator to perform each element
of the operation. Either continuous method or snap back method of timing could be used.

5. At the same time, assess the operator’s effective speed of work relative to the observer
concept of ‘normal’ speed. This is called performance rating.

6. Adjust the observed time by rating factor to obtain normal time for each element

7. Add the suitable allowances to compensate for fatigue, personal needs, contingencies.etc.
to give standard time for each element.

7|Page
8. Compute allowed time for the entire job by adding elemental standard times considering
frequency of occurrence of each element.

9. Make a detailed job description describing the method for which the standard time is
established.

10. Test and review standards wherever necessary. The basic steps in time study are
represented by a block diagram in Fig.No.1

Figure 1: Steps in time study

Time study Equipment:

Stop watch: Stop watch is measuring instrument (Fig.No.2) to observe the elemental
timings and usually a decimal watch is used.

8|Page
A- Slide for stopping and starting the movement
B- Winding knob. Pressure on this knob returns both the hands to zero.

Figure 2: Decimal-minute stop watch

9|Page
 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No-3
Title: Assignment on Economic Order Quantity

Name of Student Dipanshu rawat

Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

Introduction:

Economic Order Quantity is the level of inventory that minimizes the total inventory holding
costs and ordering costs. It is one of the oldest classical production scheduling
models. Economic order quantity refers to that number (quantity) ordered in a single
purchase so that the accumulated costs of ordering and carrying costs are at the minimum
level. In other words, the quantity that is ordered at one time should be so, which will
minimize the total of. Cost of placing orders and receiving the goods, and Cost of storing
the goods as well as interest on the capital invested.

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Definitions
1. Economic Order Quantity (EOQ) is the order quantity that minimizes total inventory
costs.

2. Order Quantity is the number of units added to inventory each time an order is placed.

3. Total Inventory Costs is the sum of inventory acquisition cost, ordering cost, and
holding cost.

4. Ordering Cost is the cost incurred in ordering inventory from suppliers excluding the
cost of purchase such as delivery costs and order processing costs.

5. Holding Cost, also known as carrying cost, is the total cost of holding inventory such
as warehousing cost and obsolescence cost.

Total inventory cost is comprised of the following main costs:

1. Cost of purchase
2. Order Costs
3. Holding Costs
If we change the order quantity, it can affect the different types of inventory costs in
different ways.
Larger order size results in lower order costs because fewer orders need to be placed to
cover the annual demand. This however results in higher holding costs because of the
increase in inventory levels.
Conversely, smaller order size results in lower holding costs because of the decline in
average inventory level. However, as lower quantity of inventory is ordered each time, the
number of orders needed to increase in order to fulfill the annual demand which leads to
higher ordering costs. Reducing the order size may also affect the cost of purchase due to
the loss of trade discounts that are based on the order quantity.
So the question arises how we can find the optimal order quantity that minimizes the total
inventory costs.
EOQ model offers a method of finding the optimal order quantity that minimizes inventory
costs by finding a balance between the opposing inventory costs.

Formula
2 𝑥 𝐶𝑜 𝑥 𝐷
Economic Order Quantity = √− − − − − −
𝐶ℎ

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 • Co is the cost of placing one order
• D is the annual demand
• Ch is the annual cost of holding one unit of
inventory

Relevant Costs
When calculating EOQ, it is important to include only those ordering and holding costs that are
relevant. Any costs that are not incremental should be ignored while calculating EOQ. Following
examples illustrate the application of relevant costing in the calculation of EOQ.

Order Costs Relevance to EOQ calculation

Salary paid to clerk who processes orders.
Supplier charges Rs5 delivery cost for each unit
of inventory supplied.
Supplier charges Rs 500 fixed delivery charge
for each delivery.
If increase in number of orders would not result
in overtime or hiring an additional clerk, the
cost will not be relevant to EOQ.
The total delivery expense will be the same
irrespective of the number of order deliveries so
it should be ignored in EOQ calculation.
Delivery expense will increase with an increase
in number of orders so it should be included in
EOQ calculation.

Auto dealer transports cars from the car factory

to its showroom using its own trucks. Insurance The annual insurance cost is fixed irrespective
premium is paid to cover for any accidents of how many cars are transported in one go and
during the transportation. Rs.100 premium is should therefore be ignored.
paid for each vehicle that is transported.

Assumptions

• EOQ model assumes a constant demand.

• EOQ calculation assumes that ordering costs and holding costs will remain constant.

Limitations

• Since no fluctuation in demand is considered in the EOQ calculation, business losses due
to potential shortage of inventory are ignored.
• EOQ model does not take into account the seasonal fluctuations in the cost of inventory.
In seasonal industries, it would make sense to buy inventory in bulk when it is readily
available at a lower price. Inventory may be harder to procure in off season and would
usually cost more as well.
• EOQ model does not take into account purchase discounts that could be obtained by
buying inventory in bulk. We can however work around this problem as is illustrated in
this next lesson.

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Example
Jason owns a fish shop where he sells an exotic variety of tuna fish which he imports from
Japan. Jason refrigerates the fish in a cold storage facility near his shop that charges him a
fixed annual fee of $1000 and variable charge of $5 per day for each fish container that is
stored. Every morning, Jason brings fish from the cold storage to his shop for sale. Jason
estimates that he incurs $10,000 electricity cost each year on refrigerating the fish inside
his own shop. Jason incurs the following ordering costs:
Delivery charges of $10,000 per delivery
Import duties of $300 per carton
Custom fees of $200 per order
Import license fee of $150 per annum

Jason currently imports fish by placing one order of 20 cartons every month. Each carton
costs $2,000.Jason is wondering if he can save inventory costs by adopting EOQ model.

a) Calculate the current annual total inventory costs

b) Calculate the economic order quantity
c) Calculate the annual total inventory costs if EOQ is used

Solution:
a) Current Inventory Cost

Costs Working $ Dollar

Annual demand = 20 x 12 = 240 cartons
Purchase Cost 480,000
Purchase cost = 240 x $2000 = $480,000
Order Cost
Number of deliveries = 12
Delivery Cost 120,000
Delivery Cost = 12 x $10,000 = 120,000
Import Cost Import fee = $300 x 240 cartons = $72,000 72,000
Custom Cost Custom fee = $200 x 12 orders = $2400 2,400
Holding Cost

Maximum number of cartons stored = 20

Average number of cartons = 20 ÷ 2 = 10
Cold storage Variable charge = 10 x $5 x 365 = $18,250 19,250
Fixed charge = $1,000
Total = $19,250

Electricity 10,000
Total Inventory Cost (Current) 703,650

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b) Economic Order Quantity

2 x 10,200 (W1) x 240 (W2)

EOQ = √ 1,825 (W3)

≈ 52 cartons

Order Cost (W1)

Delivery Cost $10,000

Import fees -
Custom fees $200
Cost of 1 order $10,200

Note:
Import fees can be ignored in EOQ calculation as they remain the same irrespective of the
number of orders.

Annual Demand (W2) = 240 cartons

Holding Cost (W3)

Cold Storage - Variable (365 x $5) $1,825

Cold Storage - Fixed -
Electricity -
Cost of holding 1 carton for 1 year $1,825

Inventory Cost using EOQ

Costs Working $
Purchase Cost As before 480,000
Order Cost
Annual Demand = 240 cartons
Delivery Cost Number of deliveries = 240/52 ≈ 5 50,000
Delivery Cost = 5 x $10,000 = $50,000
Import Cost As before 72,000

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Custom Cost Custom fee = $200 x 5 orders = $1000 1,000
Holding Cost

Maximum number of cartons stored = 52

Average number of cartons = 52 ÷ 2 = 26
Variable charge = 26 x $5 x 365 = $47,450
Cold storage 19,250
Fixed charge (as before) = $1,000

Total = $48,450

Electricity (as before) 10,000

Total Inventory Cost (using EOQ) 661,450

Using EOQ Model will save Jason $42,200 (703,650 - 661,450) annually.

EOQ Calculation Table:

Actual Demand (D) 240

Volume per Order Q
Ordering Cost (S) $10,200 EOQ = 51.79517088
Unit Cost (C) $2,000
Holding Cost (H) $1,825
Carrying Cost (I) 10%

Annual
Volume per Order Batches per Annual Order Holding Cost Annual Total
(Q) Year (D/Q) Cost (D/Q*S) (Q/2*H) Cost (TC)
50 5 $48,960 $45,625 $94,585
100 2 $24,480 $91,250 $1,15,730
150 2 $16,320 $1,36,875 $1,53,195
200 1 $12,240 $1,82,500 $1,94,740
250 1 $9,792 $2,28,125 $2,37,917
300 1 $8,160 $2,73,750 $2,81,910
350 1 $6,994 $3,19,375 $3,26,369
400 1 $6,120 $3,65,000 $3,71,120
450 1 $5,440 $4,10,625 $4,16,065
500 0 $4,896 $4,56,250 $4,61,146
550 0 $4,451 $5,01,875 $5,06,326
600 0 $4,080 $5,47,500 $5,51,580
650 0 $3,766 $5,93,125 $5,96,891
700 0 $3,497 $6,38,750 $6,42,247

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EOQ Graph:

$7,0
Economic
0,00 Order
0
Quantity
$6,0
0,00
0
50 100 150 200 250 300
$5,0
Cost

350 400 450 500 550 600

Annual Annual Annual Total
0,00 650 700
Holding Order Cost EOQ
0
Cost Cost Quantity

$4,0
0,00
0

$3,0
0,00
0

$2,0
0,00
0

$1,0
0,00
0

$0

16 | P a g e
 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No-4
Title: Case study based assignment on Supply chain Management

Name of Student Dipanshu rawat

Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

1. Introduction of SCM (Supply chain Management): -

Supply Chain Management can be defined as the management of flow of
products and services, which begins from the origin of products and ends at the
product’s consumption. It also comprises movement and storage of raw
materials that are involved in work in progress, inventory and fully furnished
goods.
The main objective of supply chain management is to monitor and relate
production, distribution, and shipment of products and services. This can be
done by companies with a very good and tight hold over internal inventories,
production, distribution, internal productions and sales.

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The picture depicts the movement of a product from the producer to the
manufacturer, who forwards it to the distributor for shipment. The distributor
in turn ships it to the wholesaler or retailer, who further distributes the products
to various shops from where the customers can easily get the product.
Supply chain management basically merges the supply and demand
management. It uses different strategies and approaches to view the entire
chain and work efficiently at each and every step involved in the chain. Every
unit that participates in the process must aim to minimize the costs and help the
companies to improve their long-term performance, while also creating value
for its stakeholders and customers. This process can also minimize the rates by
eradicating the unnecessary expenses, movements and handling.

2. Steps involved in SCM: -

Supply chain management is a process used by companies to ensure that their
supply chain is efficient and cost-effective. A supply chain is the collection of
steps that a company takes to transform raw materials into a final product. The
five basic components of supply chain management are:

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• Plan: The initial stage of the supply chain process is the planning stage.
We need to develop a plan or strategy in order to address how the
products and services will satisfy the demands and necessities of the
customers. In this stage, the planning should mainly focus on designing a
strategy that yields maximum profit.
For managing all the resources required for designing products and
providing services, a strategy has to be designed by the companies. Supply
chain management mainly focuses on planning and developing a set of
metrics.

• Develop (Source): After planning, the next step involves developing or

sourcing. In this stage, we mainly concentrate on building a strong
relationship with suppliers of the raw materials required for production.
This involves not only identifying dependable suppliers but also
determining different planning methods for shipping, delivery, and
payment of the product.
Companies need to select suppliers to deliver the items and services they
require to develop their product. So, in this stage, the supply chain
managers need to construct a set of pricing, delivery and payment
processes with suppliers and also create the metrics for controlling and
improving the relationships.
Finally, the supply chain managers can combine all these processes for
handling their goods and services inventory. This handling comprises
receiving and examining shipments, transferring them to the
manufacturing facilities and authorizing supplier payments.

• Make: The third step in the supply chain management process is the
manufacturing or making of products that were demanded by the
customer. In this stage, the products are designed, produced, tested,
packaged, and synchronized for delivery.
Here, the task of the supply chain manager is to schedule all the activities
required for manufacturing, testing, packaging and preparation for
delivery. This stage is considered as the most metric-intensive unit of the
supply chain, where firms can gauge the quality levels, production output
and worker productivity.

• Deliver: The fourth stage is the delivery stage. Here the products are
delivered to the customer at the destined location by the supplier. This
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 stage is basically the logistics phase, where customer orders are accepted
and delivery of the goods is planned. The delivery stage is often referred
as logistics, where firms collaborate for the receipt of orders from
customers, establish a network of warehouses, pick carriers to deliver
products to customers and set up an invoicing system to receive
payments.

• Return: The last and final stage of supply chain management is referred
as the return. In the stage, defective or damaged goods are returned to
the supplier by the customer. Here, the companies need to deal with
customer queries and respond to their complaints etc.
This stage often tends to be a problematic section of the supply chain for
many companies. The planners of supply chain need to discover a
responsive and flexible network for accepting damaged, defective and
extra products back from their customers and facilitating the return
process for customers who have issues with delivered products.

3. Case study on SCM: -

A CASE STUDY ON SUPPLY CHAIN MANAGEMENT OF GRAIN

INTRODUCTION: Dabbawalla is The agriculture sector in India accounts for

about 25 percent of gross domestic product (GDP) and employs close to 70
percent of the country’s workforce. In the agriculture sector, the grain
supply chain has remained unchanged :over 90 percent of food is sold
In unorganized markets, with organized business accounting for just 2
percent of the market. According to the Indian Ministry of Trade and
Industry, approximately 20 percent of food produced in India is wasted.
Various research studies by the Economic Times Intelligence Group (ETIG)
and the Investment Information and Credit Rating Agency(ICRA) have
detailed the weaknesses and problems present in the Indian grain chain.
First, tonnes of grain are wasted due to improper handling and storage, pest
infestation , poor logistics, in adequate storage and transportation
infrastructure. Second, intermediaries take large portions of the earnings
which should go to farmers. Third, post-harvest losses are about 25-
30 percent in India. Fourth, Indian consumers pay three to four times the
21 | P a g e
farm gate price, as compared to developed countries where the consumer
pays one and a half to two times the farm gate price. Also, 60-80 percent of
the price that consumers pay goes to traders, commission agents, traders,
wholesalers and retailers. These intermediaries (also called commission
agents)lead to poor coordination and collaboration in the supply chain,
which in turn leads to inefficient information flow. The inefficiencies in the
Indian grain supply chain and the opportunity of making good profits, some
private and public sector companies entered in to this organized food
business. These companies were based on three types of model:
(1)The cooperative supply chain model;
(2)The collaborative supply chain model; and
(3)Contract farming.
Companies are adopting these models to reduce the Total Supply Chain
Cost(TSCC)and pass on These saving to consumers in the form of lower
prices.
Each of the three supply chain models requires a different action plan, and
the cost reductions are also different. In this assignment model of the total
supply chain cost (TSCC) of the Indian grain chain is explained. The purpose
of modeling TSCC is to understand and predict future outcome of each
market scenario and to derive policies accordingly to minimize TSCC. The
cost ratio of consumer's cost to farmer's cost (Figure 1) indicates poor the
performance in the Indian grain chain as compared to developed countries.
Indian grain supply chain:
A supply chain has been described as a system whose constituent parts
include material suppliers, production facilities, distribution services and
customers linked together via the feed-forward flow of materials and the
feedback flow of information (Stevens, 1989). Recently there has been a
shift of focus in supply chain management towards a more integrated
approach (Towill, 1996). Integrated supply chain management is a process-
oriented, integrated approach to procuring, producing, and delivering
products and services to customers. Integrated supply chain management
covers the management of materials, information, and fund flows (Metz,
1998). In India wholesalers buy grain from the Agriculture Produce
Marketing Committee (APMC), which is established in every state or in
every major producing region by the Government. The APMC is meant to
consolidate buyers and sellers in a central place to reduce time, effort and
cost. In the APMC there are traders who are surrounded by commission
agents on all sides. These commission agents deal with farmers and
wholesalers on behalf of traders. These commission agents deal with
22 | P a g e
consolidators (who represent the small farmer) on the farmer’s side and
wholesalers on the retailer’s side (Table I). These consolidators and
commission agents charge their fees as a percentage of the transaction.
This number of people varies across the markets, and their percentages also
vary. The five major players are
(1)Farmers;
(2)Traders;
(3)Commission agents;
(4)Wholesalers; and
(5)Retailers.
Figure 1 clearly reflects that if the farmer sells grain at 100 rupees then by
the time it reaches the trader its price becomes 125. Then the commission
agent further adds to it and the price rises to 131. Then the wholesaler
increases the price by 50 percent, and it rises to 197. The wholesaler adds
no value to the grain, except that he breaks them into small parts. Finally
the retailer adds his own cost and the final cost rises to 344. The end
consumer on average pays more than three times the farm gate price for
grain. The additional cost, wastage and mark-up of these participants
(trader, commission agent, and wholesaler) drastically increase the cost, by
up to almost 3.5 times. The data in Figure 1 clearly show the effect that the
number of participants has on the price for both farmers and consumers.
Table I presents the Indian intermediaries and comparable American
intermediaries along with the margins and value additions made by them.

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 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No- 5
Title: Assignment on Industrial Safety audit of selected work environment

Name of Student Dipanshu rawat

Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

INDUSTRIAL SAFETY AUDIT

The examples outlined below do not list all the possible items for manufacturing
facilities. The best checklist for your workplace is one that has been developed for your
specific needs. Whatever the format of the checklist, provide space for the inspectors'
signatures and the date.
Inspectors: Date:
(O)Satisfactory
(X) Requires Action
Remark
1 Training

a Is training provided for each person newly

assigned to a job? O 3 months training provided
Does initial training include a thorough
b review of hazards and incidents associated
with the job? O Yes

c Is adequate instruction in the use of personal

protective equipment provided? X Equipment not required

d Is training for the use of emergency

equipment provided? O Yes

e Are workers knowledgeable in the "Right to

Refuse" procedures? O Yes

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2 Environment

Are resources available to deal with very hot

a or very cold conditions (drinking water,
lined gloves, insulated boots)? O Yes
Is the rain/cold weather gear that is provided
b comfortable, and light enough so as not to
constitute a hazard? X No, not needed

c Are work surfaces and grip surfaces safe

when wet? X No
Do workers know the symptoms of heat
d cramps/heatstroke, or frost
bite/hypothermia? O Yes

3 Work Process

a Are repetitive motion tasks properly paced

and kept to a minimum? O Yes

b Are the safety data sheets accessible to all

employees? O Yes

c
Are hazards signaled by signs and tags? O Yes

d Have all trucks, forklifts and other

equipment been inspected and maintained? O Yes

e Is lockout or tag out procedures in place and

followed? O Yes

f Is ventilation equipment working

effectively? O Yes

g Is the fume and dust collection hood

working effectively? O Yes
Are the safety showers and eye wash stations
h in the proper locations and in good working
condition? O Yes

4 Fire Emergency Procedures

a Is there a clear fire response plan posted for

each work area? O Yes

b
Do all workers know the plan? O Yes

c
Are drills held regularly? O Yes, once a month

d Are fire extinguishers chosen for the type of

fire most likely in that area? O Yes

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e Are there enough extinguishers present to do
the job? O Yes

f Are extinguisher locations conspicuously

marked? O Yes

g Are extinguishers properly mounted and

easily accessible? O Yes

h Are all extinguishers fully charged and

operable? O Yes
No, special purpose
i Are special purpose extinguishers clearly extinguishers are not clearly
marked? X marked.

5 Means of Exit

a Are there enough exits to allow prompt

escape? O Yes

b
Do employees have easy access to exits? O Yes

c Will exit doors open in an emergency to

allow egress? O Yes

d
Are exits clearly marked? O Yes

e Are exits and exit routes equipped with

emergency lighting? O Yes

f Are exits and exit routes accessible (e.g., no

items stored in the pathway or doorway)? O Yes

6 Warehouse and Shipping

a Are dock platforms, bumpers, stairs and

steps in good condition? O Yes

b
Are light fixtures in good condition? O Yes

c
Are all work areas clean and free of debris? O Yes

d Are stored materials properly stacked and

spaced? O Yes

e
Are tools kept in their proper place? O Yes

f Are there metal containers for oily rags and

similar rubbish? O Yes

g
Are floors free of oil spillage or leakage? O Yes

30 | P a g e
h Is absorbent available for immediate clean-
up of spills and leaks? O Yes

i Are all hazardous products stored

appropriately? O Yes

7 Loading/Unloading Racks

a Are steps, railings and retractable ramps on

raised platforms in good repair? O Yes

b Is piping and in-line equipment in good

condition and free of leaks? O Yes

c
Are loading arms operating satisfactorily? O Yes

d Do submerged filling two-stage valves

operate properly? O Yes

e Are bonding and grounding cables free of

breaks or damage? O Yes

f
Are connections tight and sound? O Yes
Is the general condition of wiring and
g junction boxes, etc. in good condition (visual
inspection)? O Yes

8 Lighting

a Is the level of light adequate for safe and

comfortable performance of work? O Yes

b Does lighting produce glare on work

surfaces, monitors, screens and keyboards? O Yes

c Is emergency lighting adequate and regularly

tested? O Yes

9 Machine Guards

a
Are all machine parts adequately guarded? O Yes

b
Do machine guards meet standards? O Yes

c Are all guards in place and operating as

designed? O Yes
Are lockout procedures followed when
performing maintenance with guards
d removed?

O Yes

30 | P a g e
10 Electrical

a Is the Canadian Electrical Code followed for

operation, use, repair and maintenance? O Yes

b
Are all machines properly grounded? O Yes

c Are portable hand tools grounded or double

insulated? X No, double insulation needed

d
Are junction boxes closed? O Yes

e Are extension cords out of the aisles where

they can be abused by heavy traffic? O Yes

f Is permanent wiring used instead of

extension cords? O Yes

11 Tools and Machinery

a Are manufacturers' manuals kept and

followed for all tools and machinery? O Yes

b
Do power tools conform to standards? O Yes
Are tools chosen to be models that can be
c used properly by employees (e.g., size,
weight, ergonomic features)? O Yes
Are defective tools tagged and removed
d from service as part of a regular maintenance
program? O Yes

e Are tools and machinery used so as to avoid

electrical hazards? O Yes

f Is proper training given in the safe use of

tools and machinery? O Yes

12 Confined Spaces

Are the confined space procedures and

a training available and followed by all
involved? O Yes

b
Are entry and exit procedures adequate? O Yes

c Are emergency and rescue procedures in

place (e.g., trained safety watchers)? O Yes

13 Housekeeping

30 | P a g e
a
Is the work area clean and orderly? O Yes

b Are floors free from protruding nails,

splinters, holes and loose boards? O Yes

c Are aisles and passageways kept clear of

obstructions? O Yes

d Are permanent aisles and passageways No, passage ways are not clearly
clearly marked? X marked

e Are covers or guardrails in place around

open pits, tanks and ditches? O Yes

14 Floor and Wall Openings

a Are ladder-ways and door openings guarded

by a railing? O Yes

b Do temporary floor openings have standard

railings or someone constantly on guard? O Yes

15 Stairs, Ladders and Platforms

a
Are stairs and handrails in good condition? O Yes

b
Are ladders free of defects? O Yes

c
Are ladders set up properly before use? O Yes

d Are the elevated platforms properly secured

and do they have handrails? O Yes

16 Elevating Devices

a Are elevating devices used only within their

capacity? O Yes

b
Are capacities posted on equipment? O Yes

c Are they regularly inspected, tested and

maintained? O Yes

d
Are controls of the "dead man" type? O Yes

e
Are operators trained? O Yes

17 Sound Level/Noise

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e
a
Are regular noise surveys conducted? O Yes

b Is hearing protection available and used

properly? O Yes

18 Temporary Work Structures

Are temporary work structures used only

a when it is not reasonably practicable to use
permanent ones? O Yes

b Are excavations properly shored, free of

large objects (rocks, etc.) at the edges? O Yes

19 Employee Facilities

a
Are facilities kept clean and sanitary? O Yes

b
Are facilities in good repair? O Yes

c Are cafeteria facilities provided away from

hazardous products? O Yes
Are hand washing facilities available,
d especially in washrooms and near eating
areas? O Yes

20 Medical and First Aid

a Do all employees know how to get first aid

assistance when needed? O Yes
Do the first-aiders know when and to which
b hospital or clinic an injured person should be
taken? O Yes

c Are there employees trained as first-aid

practitioners on each shift worked? O Yes

d Are first-aid kits provided as per your

jurisdiction's first-aid regulations? O Yes

e Are first-aid supplies replenished as they are

used? O Yes

21 Personal Protective Equipment (PPE)

a Is required PPE provided, maintained and

used? O Yes

b Has the PPE been chosen to protect against

the hazards that are present? O Yes

31 | P a g e
c
Is the PPE reliable? O Yes
Is PPE used only when it is not reasonably
practicable to eliminate or control the
d
hazardous substance or process by other
means? O Yes

e Are the areas requiring PPE usage properly

identified by warning signs? O Yes

22 Materials Handling and Storage

a Is there safe clearance for all equipment

through aisles and doors? O Yes

b
Is stored material stable and secure? O Yes

c
Are storage areas free from tipping hazards? O Yes

d Are only trained operators allowed to

operate forklifts? O Yes

e Is charging of electric batteries performed

only in designated areas? O Yes
Are dock boards (bridge plates) used when
f loading or unloading from dock to truck or
dock to rail car? O Yes

g Are necessary warning devices and signs in

use for railway sidings? O Yes
Are specifications posted for maximum
h loads which are approved for shelving,
floors and roofs? O Yes

i Are racks and platforms loaded only within

the limits of their capacity? O Yes

j Are chain hoists, ropes and slings adequate

for the loads and marked accordingly? O Yes

k
Are slings inspected daily before use? O Yes

l Are all new, repaired, or reconditioned alloy

steel chain slings proof-tested before use? O Yes

m Are pallets and skids the correct type and

inspected? O Yes

n
Do personnel use proper lifting techniques? O Yes

o Is the size and condition of containers

hazardous to workers? O Yes

32 | P a g e
 Are elevators, hoists, conveyors, balers, etc.,
p properly used with appropriate signals and
directional warning signs? O Yes

23 Hazardous Product / Chemical Storage

Has the safety data sheet (SDS) been

a reviewed before handling, moving, or
storing the product? O All data is reserved

b
Is appropriate PPE used for that product? O Yes

c Is the storage area and products organized to

keep incompatible products separated? O Yes

d Are hazardous products stored away from

heat sources? O Yes

e
Are containers checked for leaks or damage? O Yes

f Are containers stored in drip trays where

necessary? O Yes

g Are all products labeled, and are missing or

damaged labels replaced immediately? X Not needed

h Is spill cleanup material immediately

available? O Yes
Are bonding and grounding connections
i immediately available for flammable
products? O Yes

j Is the ventilation for the storage area

adequate for the products stored within? O Yes

Name and Address of Gate’s Engineering Company

Organization Narhe, Pune

Name of Safety Doiphode Ashok Sawala

Supervisor
D.A Sawala
Sign:

33 | P a g e
 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No - 6
Title: Assignment on simulation of routing and scheduling model
Name of Student Dipanshu rawat
Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

1. Introduction of routing and scheduling: -

❖ Routing: - Routing is a vital portion of production control and

production management. It lays down the flow of work in the plant.
It determines how and where the work is to be done, what machines
are to be used and it prescribes the path and sequence of operations
to be followed. This provides a basis for scheduling, dispatching and
control functions.
❖ Scheduling: - Scheduling may be called as the time phase of loading.
The loading means the assignment of work to a facility (man,
machine, group of men, group of machines) where-as scheduling
includes, in addition, the specifications of time and sequence in which
the work is to be done.

2. Objectives of routing and scheduling: -

❖ Objectives of Routing:
➢ To optimize utilization of resources; namely, men,
machines, materials, etc.
➢ Create division of labor.
➢ It ensures a continuous flow of materials without any
backtracking.
➢ Saves time and space.

34 | P a g e
 ➢ It makes the work easy for the production engineers and
foremen.

❖ Objectives of Scheduling:
➢ To minimize the production time and costs.
➢ Maximize the efficiency of the operation.
➢ Labour load levelling
➢ Process change-over reduction
➢ Inventory reduction, levelling.

3. Difference between routing and scheduling: -

Routing Scheduling

Routing lays down the flow of work Scheduling is sequence of work with
in the plant. respect to time.

It is concerned with selection of flow It is concerned with preparation of

or path which the raw material machine loads and fixation of
should follow to get finished starting and completion time for
product. each of the operations.

Requires breaking down of Requires the start and completion

operations to define each operation times for each operation.
in detail.

4. Sample route sheet table: -

5. Assignment on Routing and Scheduling Method: -

35 | P a g e
 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No - 7
Title: Assignment on analysis of service Operation for Capacity Planning
Name of Student Dipanshu rawat
Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

1. Introduction of capacity planning: -

Capacity planning is the process of aggregating all the requirements for

fulfilling capacity requirements and determining the best way to provide
the needed capacity. It is defined as the process of aggregating (i.e.,
consolidating or grouping) all the requirements for fulfilling capacity
requirements for each period in the intermediate horizon and
determining the best way to provide the needed capacity.

2. Objectives of Capacity planning: -

❖ Feasibility: The internal needs must be within the capability of the

operations system.
❖ Optimality: It is desirable to determine the least costly way to meet
the capacity needs.
❖ Avoid wastage of resources.

3. Steps involved in Capacity Planning: -

Capacity planning is the first step when an organization decides to

produce more of a new or existing product. Once capacity is evaluated
and a need for new or expanded facilities is determined, facility location

40 | P a g e
and process technology activities occur. Too much capacity would require
exploring ways to reduce capacity, such as temporarily closing, selling, or
consolidating that might involve relocation, combining of technologies, or
a rearrangement of equipment and processes. Capacity planning normally
involves the following activities:

a) Assessing existing capacity

b) Forecasting capacity needs
c) Identifying alternative ways to modify capacity
d) Evaluating financial, economical, and technological capacity
alternatives
e) Selecting a capacity alternative most suited to achieve strategic
mission

a) Assessing existing capacity & requirements:

Assessing starts with measurement. There is no single measurement
technique customized for such decisions, rather a blend of different
approaches is utilized when necessary. As noted, there are two systems
of measurements of system effectiveness: efficiency and utilization.
Efficiency is the ratio of actual output to effective capacity and Utilization
is the ratio of actual output to design capacity.

b) Forecasting capacity needs:

Capacity requirements can be evaluated from two extreme perspectives
– short term and long-term capacity needs:
• Short-term Requirements: Managers often use forecasts of product
demand to estimate the short-term workload that the facility must
handle. By looking ahead up to 12 months, managers anticipate output
requirements for different products or services. Then they compare
requirements with existing capacity and detect when adjustments are
necessary.
• Long-term Requirements: Long-term capacity requirements are more
difficult to determine as future demand and technologies are uncertain.
Forecasting five or ten years ahead is a risky and difficult task. Important
questions include what products and services will the firm produce then
for today’s product may not even exist in the future. Obviously, long term
capacity requirements are dependent on marketing plans, product

40 | P a g e
 development, and the life cycle of products. Changes in process
technology must also be anticipated. Even if products remain unchanged,
methods for generating them may change dramatically. Capacity planning
thus must involve forecasts of technology as well as product demand.

c) Identifying ways to modify capacity:

After existing and future capacity requirements are assessed, alternative
ways of modifying capacity either short-term or long term must be
identified.

d) Evaluating financial, economical, and technological capacity

alternatives:
For evaluation purposes of capacity planning activities different modelling
alternatives are available. These are,
• Present Value Analysis, for instance, is helpful whenever the time value
of capital investments, and fund flows are considered.
• Aggregate Planning Models are useful for examining how best to use
existing capacity in the short term.
• Breakeven Analysis can identify the minimum breakeven volumes when
comparing projected costs and revenues. In the short–term capacity
utilization: linear programming and computer simulations are very useful.
• Decision Tree Analysis is useful to the long-term capacity problems of
facility expansion.

e) Selecting a capacity alternative most suited to achieving strategic

mission:
As it has been mentioned, the three types of modelling- decision tree
analysis, linear programming, and computer simulation- all needs to be
used selectively to determine the most suited capacity alternatives. The
proper choice among them depends on the type of capacity problem.
Other models, too, are sometimes beneficial. Selecting and using models
for managing capacity requires a good understanding of the environment
within which the organization is operating, including current demands on
existing operations, and a vision of future business conditions.

4. Factors affecting capacity planning: -

The main factors or determinants affecting capacity planning are as
follows:

40 | P a g e
 1. Availability of factors of production: The four main factors of production,
men, material, machine, and money, are essential for any manufacturing
organization.
o Material: The availability of raw material in the required quantity and
quality is the pre-condition for a manufacturing organization’s
functioning.
o Machine: The availability of required machinery with appropriate speed
and accuracy is a significant factor that affects an organization’s
production capacity. Flexibility in production is only possible if the
organization has the required quantity and quality equipment at its
disposal.
o Money: The production capacity greatly depends on the availability of
funds at a reasonable cost.
o Men: Availability and competence of human resources within the
organization is also a significant factor that affects capacity planning.

2. Design of production facility: The plant layout factors like lighting, heating,
and ventilation affect the productivity of the labour, which affects the overall
production capacity.

3. Degree of standardization: The degree of standardization depends upon

whether the organization is dealing with multiple products or a few products.

4. External factors: External factors like adherence to quality standards, safety

regulations, labour legislation, pollution control standards, taxation, and
economic policy also have an impact on the production capacity of an
organization.

5. Productivity: Productivity is the relationship between input and output,

expressed in quantitative terms. It is the ratio between output produced in
terms of goods and services and input used, such as man, material machine, and
money. The main aim of every business process is to maximize output by using
minimum input. Productivity covers:

o Effectiveness: Producing more with the same inputs

o Efficiency: Producing the same output as before with fewer inputs.

40 | P a g e
 o Optimum utilization: Producing and generating minimum wastage.

6. Availability of logistics: The availability of logistics ensures the right quality of

goods is provided to the right customers at the right time. Proper logistic
management also has a significant impact on the production capacity of the
organization.

5. Assignment on Capacity Planning: -

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e
 Industrial Engineering Elective-III 402049 B
BE-Mechanical 2015 Pat
AY 2020-21 Term-II
Experiment No - 8
Title: Assignment on analysis of Material handling system- Modelling and
simulation for selected plant layout
Name of Student Dipanshu rawat
Email ID dipanshurawat123@gmail.com
Roll No 17ME032 Exam Seat No B150210829
PRN No 71811750G

1. Introduction Material handling system: -

Material handling systems consist of discrete or continuous resources to
move entities from one location to another. They are more common in
manufacturing systems compared to service systems. Material movement
occurs everywhere in a factory or warehouse—before, during, and after
processing. Material handling can account for up to 80 percent of production
activity. Although material movement does not add value in the
manufacturing process, half of the company’s operation costs are material
handling costs. Therefore, keeping the material handling activity at a
minimum is very important for companies.
Due to the increasing demand for a high variety of products and shorter
response times in today’s manufacturing industry, there is a need for highly
flexible and efficient material handling systems. In the design of a material
handling system, facility layout, product routings, and material flow control
must be considered. In addition, various other factors must be considered in
an integrated manner.

2. Types of Material handling systems: -

The system actually involves a set of services that clients will favour for
their existing businesses. It involves system design and integration,
factory automation, warehousing solutions and factory upgrade.

41 | P a g e
 Automatic guided vehicles, automated storage and retrieval systems and
order fulfilment systems are common types of material handling systems.

• Automated storage and retrieval system: - This system minimizes labour

and utilization of floor space while vertical space is maximized. This is
considered one of the contributors to the success of businesses
worldwide. It is very efficient in reducing human intervention as it
improves the company's performance and accuracy.
Applications for this type of material handling system are varied. The
manufacturing process makes use of modern applications to increase
efficiency in production, work-in-process storage and just-in-time delivery
services. For archival and security applications, the system serves well by
providing vaults where valued material may be sourced out for future
consumption. In the world of electronics, it is capable of handling
operation without the need for manual intervention. Other areas where
this system is used are in production of food and beverages and
conventional warehousing.

42 | P a g e
• Automated guided vehicles: - Automated guided vehicles are types of
material handling systems growing popularly in several industries. It
includes counterbalance and unit load vehicles as well as specialty style
vehicles. Robotic transporters are employed to do the entire job and are
based on Windows applications. The most common applications for AGV
are aerospace, automotive, mail processing, manufacturing, plastics and
warehousing industries.

Aside from the above-mentioned types of material handling systems, there

are other types of systems for the material handling process i.e., Order
fulfilment systems are used in order to handle concerns of clients when it
comes to the ordering process. This may either be operator-assisted or fully
automated. Another is the sorting system which is a crucial portion of the
distribution system. This is essential in order to work with timetables and
produce high quality goods for industries relying upon these systems.

43 | P a g e
3. Categories of Material handling equipment: -
There are a number of different types of material handling devices (MHDs),
most of which move materials via material handling paths on the shop floor.
However, there are some MHDs—such as cranes, hoists, and overhead
conveyors—that utilize the space above the machines. The choice of a
specific MHD depends on a number of factors, including cost, weight, size,
and volume of the loads; space availability; and types of workstations.
Following are categories of Material handling equipment:

1. Transportation equipment and applications: - The main uses of these

applications are to move products from one place to another. The
following devices are the main ones among all the transportation
equipment.
▪ Conveyors: You can use a conveyor when you have a fixed load to
transport or move. Also, keep in mind that the movement path has
to be the same every time. That means when you move a fixed load
between two specific points, a conveyor can be used. You can divide
the conveyors into different types according to capabilities. Like
based on load taking capacity, there are two types- unit load
conveyors and bulk load conveyors. Also, you can do that based on
the conveyor’s location, such as- in-floor conveyor, on-floor
conveyor and overhead conveyor.

▪ Cranes: Almost everyone is familiar with cranes, in the industries,

come to use when the loads are too heavy to move with conveyors.

44 | P a g e
 Cranes can lift the loads both vertically and horizontally, and the
maximum load-taking capacities are much higher. But cranes too
have a limitation. You can use cranes to lift loads within a limited
area.

▪ Industrial trucks: These are the trucks that can be used within the
factory or warehouse premises. The industrial trucks have the
capabilities to take up more loads than the conveyors. You can also
overcome the limitations of cranes by using Industrial trucks. With
an industrial truck, you can carry the load in variable paths according
to the needs. There several different types of industrial trucks, like-
hand trucks, pallet jacks, forklift trucks, etc.

45 | P a g e
2. Positioning applications: These kinds of applications are mainly used for
positioning the material in the right way. The main purpose of the
positioning applications is to make sure that the products are in the right
conditions. Throughout the whole manufacturing and processing process,
the workers can condition the products easily with positioning
applications. With these applications, the workers can enhance the quality
of the product and limit the chances of damaging. Some of the examples
of positioning equipment are- hoists, balancers, manipulators and
industrial robots.
▪ Hoists: Hoists are the most common equipment for industrial
purposes. Lifting of heavyweights and loads can be easier with
different types of hoists. There are different types of hoists like-
manual chain hoists, electrical hoists, etc.

▪ Balancers: These are the devices that help you to balance the
products in the right way. While storing the products in the
warehouse, balancing the products is highly important to keep the
quality intact.

46 | P a g e
 ▪ Industrial robots: An amazing gift from advanced technology, an
industrial robot can be highly beneficial. These robots can make
functions as human and capacities of these robots are very high.
These kinds of robots can be highly beneficial in handling and
positioning the products.

3. Unit loading equipment: The unit loading equipment is essential during

the transportation of the products. While transporting the products, these
equipment keep the integrity of the products intact. Pallets and slip-sheets
are main among unit loading equipment.
▪ Pallets: Pallets can be made of wood, plastic, metal and rubber. A
pallet has enough space that is divided into segments under the top
surface. You can insert the products in those segments to keep the
products safe.

47 | P a g e