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ENHANCEMENT OF PRODUCTIVITY OF AN ASSEMBLY LINE OF TRACTOR

INDUSTRY USING WORK

Conference Paper · October 2014

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 Proceedings of National Conference on Advancements and Futuristic Trends in Mechanical Engineering;
Department of Mechanical Engineering, PEC University of Technology, Chandigarh on 17th-18th Oct. 2014

ENHANCEMENT OF PRODUCTIVITY OF AN ASSEMBLY LINE OF

TRACTOR INDUSTRY USING WORK
D.R. Prajapati1; Kamalpreet Singh 2; Manmeet Singh 3
1
Assistant Professor, 2 PG student, 3 Research scholar, Department of Mechanical Engineering, PEC University of
Technology, Chandigarh, India
1
E-mail: drprajapati@pec.ac.in, 2E-mail: kamalpreetsinghsaini@gmail.com , 3Email:ermanu1985@gmail.com

ABSTRACT
This paper is an effort to improve the productivity of various assembly line of the tractor industry by using the
concepts of motion and time study. Taylor, Frank and Lillian Gilbreth suggested to find the optimum and most
efficient way of using the available resources which include material, machinery, men and money. The case study is
carried out in an assembly line of a tractor industry where various operations are carried out on more than fourteen
work stations. This industry is manufacturing more than 50 engines per day in the range of 20 HP to 50 HP engines.
From the case study, it is observed that the productivity of the assembly line of tractors can be improved up to 108%
after implementing the work study.

Keywords: Productivity, Time study, Assembly line.

1. Introduction performing an operation, to improve the operation by

A time and motion study (or time-motion study) is a
business efficiency technique combining the Time
Study work of F. W. Taylor with the Motion Study
work of Frank and Lillian Gilbreth. F. W. Taylor is
generally conceded to be the founder of modern „Time
Study.‟ However, Time studies were conducted in
Europe many years before Taylor‟s time. In 1760, Jean
Rodolphe Perronet, a French engineer, made extensive
Time Studies in manufacturing, while 60 years later, an
english economist, Charles W. Babbage, conducted
Time Study in manufacturing. Taylor proposed that the
work of each employee be planned out by the
management at least one day in advance. Workers were
to receive complete written instructions describing their
tasks in detail and noting the means to accomplish them.
Each job was to have a Standard Time, determined by
Time Studies made by experts.
Frank and Lillian Gilbreth were the founders of
the modern Motion Study Technique, which may be
defined as the study of the body motions used in
with manpower needs. Common approaches are to
maintain a stable workforce, allowing idle
time/overtime during slow/busy periods; to maintain a
basic workforce, augmenting it by temporary workers
during busy periods; and to reduce workdays and pay
during slow periods.
Ong and Foo [6] introduced the concepts relating
to workflow tracking systems designed to improve the
performance and productivity of a production line by
eliminating unnecessary motions, simplifying necessary
motions, and then establishing the most favorable
motion sequence for maximum efficiency. They studied
body motions to increase production, reduce fatigue,
and instruct operators in the best method of performing
an operation. They developed the technique of filming
motions to study them, in a technique known as Micro-
motion Study. Additionally, they developed the
Cyclegraphic analysis and Chrono-cyclegraphic analysis
techniques for studying the motion paths made by an
operator.
Motion and time study principles are used in
the automobile industry; for assembly process of
engines of automobiles.
2. Literature Review
Hung [5] stated that business have different manpower
needs at different times of the year and, to remain
efficient, must match manpower availability
reducing non‐value added costs and activities within the
manufacturing and assembly process. This results in
lower cycle times and reduced manufacturing costs.
Importantly, they claimed that it also supports more
effective decision making and adds flexibility to the
forms of manufacturing strategy that can be adopted.
Vitner et al.[9] found that wax flowers are labour
intensive, and the large numbers of workers involved in
the various operations cause bottlenecks that effect costs

D.R. Prajapati; Kamalpreet Singh ; Manmeet Singh 3 Page 340

 Proceedings of National Conference on Advancements and Futuristic Trends in Mechanical Engineering;
Department of Mechanical Engineering, PEC University of Technology, Chandigarh on 17th-18th Oct. 2014
and work efficiency. The main bottleneck points are in
the sorting and packaging stages that take about 60 % -
80 % of the total time invested in the production
process. The objectives of the present study were to
improve work methods of wax flower farms, to increase
productivity and quality and to develop an optimal
branch cutting methodology in order to maximize the
total revenue.
Ramanathan [7] assessed the performance of
55 banks operating in countries of the GCC in his study,
using data envelopment analysis (DEA) and Malmquist
productivity index (MPI). When DEA is used, the
bank(s) that registered the highest efficiency is used as
benchmark and the performance of other banks are
evaluated relative to this benchmark. Two outputs and
four inputs are employed for the performance
measurement. MPI is used to analyze the patterns of
efficiency change over the period 2000‐2004. DEA
efficiencies are calculated for the year 2004. His results
showed that only 15 of the 55 banks are rated as
efficient under constant returns to scale (CRS)
assumption, and all the GCC countries have at least one
efficient bank.
Hinton and Barnes [4] identified the features of
an effective e-business performance measurement
system, as well as the practices in organisations with
distinctive e-business performance metrics. From this it
was hoped to identify a set of best practice
recommendations. A case study methodology was used
to examine the performance measurement practices of
12 potentially exemplar organisations that have made
efforts to develop distinctive performance metrics for e-
business. Qualitative data are collected from interviews
with key informants from each organisation, with
supporting data generate from company documents. The
study has uncovered a variety of approaches to e-
business performance measurement, with no common
framework apparent.
Rogerio et al. [8] developed a methodology
and a framework to assess performance measurement
and generate a better understanding of the project
context. They presented an application to illustrate the
proposed methodology, to identify and measure the
success parameters for a project. Their research method
is a mixture of qualitative and quantitative and it is
applied to a case study. The primary data were gathered
using unstructured interviews with decision makers.
HHC platform performs as accurate as two surveyors
who use traditional tools.
3. Introduction of the Industry
D.R. Prajapati; Kamalpreet Singh ; Manmeet Singh 3
Bibliographic research is used in order to construct the
theoretical framework and the intervention instrument
adopted is the multicriteria decision aiding
methodology– constructivist (MCDA-C).
Abdul Razak et al. [1] introduced a model for
measuring individual performance named Workforce
Competency Model (WFCM). The model was
developed by referring to the previously developed
models in literature, which are concerned with the
measurement of human or individual performance. The
organization's needs for each of the workers have been
evaluated on identified indicators. A case study was
carried out in an electronic packaging company for
verification and validation purpose demonstrates the
developed model is efficient, accurate, flexible and
feasible.
Ahmed et al. [2] developed a model for any
kind of organization where performance evaluation is
significantly important for staff motivation, attitude and
behavior development, communicating and aligning
individual and organizational aims, and fostering
positive relationships between management and staff.
Fuzzy control is used to determine the overall
performance index by combining results of the
performance in selected criteria and provided it in
numerical values which will undoubtedly ensure
convenience of the concerned human resource personnel
during performance rating calculation. It is found that
managers encounter many decisions that require the
simultaneous use of different types of data in their
decision-making process.
Bechar and Eben-Chaime [3] developed an
advanced system for work study on a hand-held
computer (HHC) platform for horticultural work
measurement and for this they was conducted an
experimental study. Their methodology consists of
characteristics of the system platform including
hardware, interface and software, development of a
dedicated measuring software, a controlled experiment
in agricultural environment and a statistical analysis.
Their study showed that a single surveyor who uses
traditional tools is subject to measurement errors, which
can be reduced only with the assistance of a second
surveyor. The study further shows that the HHC
platform enables to avoid this second surveyor – a
single surveyor who uses traditional tools.
Indian tractor Industry took birth in 1959-60 when the
first tractor manufacturing unit was established.
However, this industry found a firm footing only after
the turbulent period of 1968-74, during which the
acceleration which should have emerged from the
upsurge in demand generated by the Green Revolution
was navigated by large-scale imports of fully built
Page 341
 Proceedings of National Conference on Advancements and Futuristic Trends in Mechanical Engineering;
Department of Mechanical Engineering, PEC University of Technology, Chandigarh on 17th-18th Oct. 2014

tractors. By 1973-74 when imports were banned, 22 8. Torque marking on all bolts.
manufacturers remained. It is in an environment of 9. Piston selection with depth gauge.
intense competition between 22 manufacturers that our 10. Oil cooler assembly fitment on loose block and
tractor industry has grown during the last 30 years. inspection of movement of cover timing with
During this period, it has become not only a major block.
segment of our engineering industry but with a 11. Spindle idle gear hole matching (2.3 kgm).
population of 1, 30,000 tractors in 1990, our country 12. Case timing on block with gasket and torque 2.3
became the second largest tractor producer in the world. kgm.
In 1970, Punjab government took up the
challenge of setting up this industry on the indigenous STATION NO 2A
design. It was established on June 27, 1970 and was
promoted by Punjab Govt. through Punjab State 1. Assembly of oil ring with all three rings on hot
Industrial Development Corporation with the support of piston.
Government of India and public financial institutions. 2. Top marking on ring.
Its engine division was established in technical and 3. Connecting rod Marking (OK).
financial collaboration with Kirloskar oil engines Ltd. 4. Assembly of connecting rod with piston.
and started production from 28 Dec., 1988. This plant 5. Locking of pins on both sides of piston.
produces engines in the range of 20 HP to 50 HP. It is 6. Connecting rod caps cleaning and placement.
producing 50 engines on average daily. 7. Bearing assembly and checking of dent mark.
8. Case timing of sub assembly.
3.1 Manufacturing Processes
STATION NO 3
Various work stations & operations in industry are listed
below: Ring groove setting & oiling.
1. Attachment of piston assembly on crank shaft.
STATION NO. 1 2. Tightening 8.2-9.0 kgm. “CONROD”.
3. Checking of end play in connecting rod.
1. Cleaning of engine component completely. 4. Free movement checking of crankshaft with piston.
2. Punching of engine number. 5. Gasket selection operation.
3. Cleaning of engine with air and cloth 6. All gear fitment & timing mark matching.
4. Oil jet mfg. And T (1.20-1.80) kgm. 7. Position of waver washer and marking (OK).
5. Liner fitment matching to bore marks and oiling. 8. FIP gasket setting & attachment.
6. Topping of liner 0.9 mm. 9. Cam gear bolt T (6.4-9.6) kgm with thrust washer.
7. Tappets attachment operation.
8. Attachment of stud on cylindrical blocks (3 STATION NO. 4
Nos.).
9. Attachment of cam with shaft. 1. Pressing of oil seal.
10. Thrust plate fitment with sealant. 2. Cover timing fitment & torque (2.3) kgm.
11. Inspection of free movement of cam shaft. 3. Water pumps gasket& assembly with torque (2.3)
kgm.
STATION NO. 2 4. Rear oil seal fitment and assembly with torque
(2.3) kgm.
1. Crankshaft cleaning with cloth. 5. Oil pump fitment bolts torque 3.8-5.3kgm.
2. Bearing selection crankshaft. 6. Oil pipe in with „O‟ ring.
3. Crankshaft assembly with thrust washer. 7. Bracket strainer pipe fitment & T2.3 kgm.
4. Oil application on bearing caps. 8. Tightening and torque of oil pipe strainer & oil
5. Main bearing cap bolt ( T10 – 10.7 kgm) pipe with gasket.
6. Crank gear fitment with keys.
7. Free movement of crankshaft and end play.
1. Placement of gasket on sides, setting & sealant
application.
STATION NO. 5
2. Attachment of FR/RR ½ seal with sealant. 3. Oil pan up fitment & torque (1.7 – 2.6 kgm).

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 Proceedings of National Conference on Advancements and Futuristic Trends in Mechanical Engineering;
Department of Mechanical Engineering, PEC University of Technology, Chandigarh on 17th-18th Oct. 2014

4. Placement of lower pan with gaskets. 2. Assembly of nozzle holder & torque.
5. Tightening order & torque marking (1.7-2.6 3. Assembly of return pipes & clipping.
kgm). 4. Assembly of oil pipe & torque (810).
5. Fuel filters assembly.
6. Assembly of fuel pipe & torque.
STATION NO. 6
STATION NO. 10
1. End plate bolt torquing (3.8-5.3 KGM).
2. Marking of pin fitment. 1. Engine mounting bracket & torque.
3. Flywheel bolting with oil & torque (21 – 23) 2. Bracket alternator & torque.
&kgm. 3. Water pumps pulley inspection.
4. Cover assembly and clutch assembly with 4. Cooling fan tightening T (2.5 kgm).
centring tool. 5. Belt fitment.
5. Tightening assembly & torque mark 2.6.
STATION NO. 11
STATION NO. 7
1. Assembling heather with gasket.
1. Matching of indicator pin with T.D.C. 2. Tightening & torque 2.3 kgm.
2. Piston topping & mark setting. 3. Attachment of oil gauge pipe with dipstick.
3. Gasket selection & assembly of push rod. 4. Sub assembly of head cover with sealant.
4. Location of cylinder head bolt after dipping in 5. Attachment of cylinder head cover.
oil. 5. Attachment of hpp and tightening attachment of
5. Crank pulley fitment & torque. stud manifold (M-5).
6. S.O.B.P. pipe fitment & torque.
6. Movement of empty trolley.
STATION NO. 7 A
STATION NO. 12
1. Cylinder head studs fitment & tightening (all) 12
1. Breather of exhaust manifold gasket & torque.
nos.
2. SOBP filter fitment and torquing.
2. Sub assembly of inlet manifold with gasket &
3. Attachment of mtg. Bracket & torquing.
torque.
4. Blank paint on machined surface.
3. Case assembly-Thermo with gasket and torque.
5. Torque marking on all bolts
4. Thermostat fitment.
6. Sub assembly of mounting. Bracket & fitment.
5. Engine hanger (rear & front).
7. Attachment of both hose alternator.
6. Fitment of exhaust manifold gasket & torque 2.3
kgm.
7. Fitment of compressor for AC vehicle. 3.2 Layout of Engine Assembly Plant
The layout of engine assembly plant; showing
STATION NO. 8 various work stations is presented in Figure 1.
1. Cylinder head bolt tightening order torque (6
kgm) & torquing of rocker arm nut (1.3 – 1.7 S1 = Station 1, S2 = Station 2, S2a = Station 2a,
kgm). S3 = Station 3,
2. Marking & rotation to 90 degree + 90 degree. S4 = Station 4, S 5 = Station 5, S 6 = Station 6,
3. Inspection of movements of rocker bracket. S7 = Station 7,
4. Tappet clearance setting. S7a = Station 7a, S 8 = Station 8, S 9 = Station 9,
S10 = Station 10, S 11 = Station 11
S 12 = Station 12
STATION NO. 9

1. Setting nozzles with „O‟ ring washer.

D.R. Prajapati; Kamalpreet Singh ; Manmeet Singh 3 Page 343

 Proceedings of National Conference on Advancements and Futuristic Trends in Mechanical Engineering;
Department of Mechanical Engineering, PEC University of Technology, Chandigarh on 17th-18th Oct. 2014

Fig. 1 Layout of engine assembly plant

3.3 Analysis of Assembly Line Through Total allowances= (variable + constant + standing +
Time Study contingency) allowances
= {(1 +2) + (2+2) + 2 + 2}
= 12 %
As plant was visited at engine assembly plant located at No of stations = 12
Ropar. At this plant different models of engine are Company target = 40 engines /eight hours shift
assembled at various stations with different operations. Average normal time obtained from different operators
At every station there is one worker in each station and working on different stations for assembling one engine
one worker is allotted to every two stations for helping = 10 min
to the main workers. The engines are transported to one Standard time = Normal time + % allowance of normal
station to another with the help of manual trolley. And time
operations are done with the help of inspection ranches, = 10 + 10 * 11/100
pneumatic guns etc. = 11.1 min.
There are 12 stations operations are in engine Number of engines produced in 8 hours = 480/11.1 =
assembly process shop. 43.2 engines
Following allowances are taken in engine assembly % improvement in productivity in 1 machine =
operation. 43*100/40 = 108 %
Engine produced per shift (8 hours) =
1) Variable allowance 43 engines / shift
a) Awkward bending – 1 % of normal time Engine produced two shift (16 hours) =
b) Use of force/muscular energy – 2% of normal time 86 engines / two shifts
2) Constant allowances Engine produced per day three shifts (24 hours) =
a) Personal allowance – 2% of normal time 132 engines / per day
b) Basic fatigue allowance – 2% of normal time While target set by company per day =
3) Standing allowance – 2 % of normal time 120 engines
4) Contingency allowance – 2% of normal time So, 12 more engines will be produced per day in 24
hours.

D.R. Prajapati; Kamalpreet Singh ; Manmeet Singh 3 Page 344

 Proceedings of National Conference on Advancements and Futuristic Trends in Mechanical Engineering;
Department of Mechanical Engineering, PEC University of Technology, Chandigarh on 17th-18th Oct. 2014
Conclusions
The present study has been made to suggest, develop
and improve some techniques in various processes after
work and time study analysis which will eventually be
useful to various manufacturing industries for increasing
production rate and also to improve quality. The
importance and significance of various factors low
production rate was investigated. Also companies
should motivate the workers by providing monetary
benefits for valuable suggestions. The company should
develop a format or Performa to record time study of
each assembly so that they should analyze it with the
help of their supervisors and engineers for further
increase in production. It is found that the productivity
of the assembly line of tractors can be improved even
more than 108%, as found in this case study.
References
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Azid, I. (2012), “Workforce competency model
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(2013), “Employee performance evaluation: a fuzzy
approach", International Journal of Productivity
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pp.718 – 734.
D.R. Prajapati; Kamalpreet Singh ; Manmeet Singh 3
View publication stats
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