A

Mini Project Report On

3 days Analysis on the Human Resources Employed
In 300 BPM Line

Submitted By:

Submitted To:
Table of Contents
Chapter 1 Introduction: .......................................................................................................... 1
Chapter 2 Plant Layout of 300 BPM Line ............................................................................. 2
Chapter 3 Production Pattern in 300 BPM Line .................................................................. 3
Chapter 4 Employers Detail.................................................................................................... 4
Chapter 5 Analysis ................................................................................................................... 6
Chapter 6 Conclusion: ............................................................................................................. 8
 Chapter 1 Introduction:

This report has been prepared for the assignment given by the company to track the
human resources employed in 300 GRB line and to analyze the current numbers of employers
for overstaffing and under staffing.

On the basis of 3 days observation, thorough study had been carried out at the
employers and their working conditions.

The 300 RGB line is the line containing newly installed Bottle washer of TULA and
the filler of HANSA. The areas where workers are employed in this line are as follows:

1. Uncaser
2. Pre Light Inspection
3. Bottle Washer ( Tula )
4. Intermediate Light Inspection i ( ILI i )
5. Intermediate Light Inspection ii ( ILI ii )
6. Bottle Guide Inspection
7. Filler
8. Final Light Inspection
9. Case Packer
10. Palletizing
11. Shift Engineer
12. Cleaning Floor

So, our job here is to observe the 300 GRB line thoroughly to track down the existing
number of workers and their working conditions. After analyzing the conditions, the
conclusion regarding overstaffing and understaffing will be presented on the report.

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 Index

= Person
Chapter 2 Plant Layout of 300 BPM Line

7.
Filler
Carbo Cooler
2. I LI ii)
3.
11. Shift Engineer

11. Shift Engineer

4. I LI i)

5. Bottle Washer

12. Cleaning

6. Pre Light Inspection

8. F L I

9. 1. Uncaser

Case
Packer

10. Palletizing

2
 Chapter 3 Production Pattern in 300 BPM Line

Date ( May Month) Production In Cases

5/12/2016 10,550
5/13/2016 8,400
5/14/2016 11,300
5/15/2016 12,900
5/16/2016 11,400
5/17/2016 7,900
5/18/2016 10,800
5/19/2016 9,900
5/20/2016 12,000
5/21/2016 13,000
5/22/2016 7,739
5/23/2016 10,745
5/24/2016 8,400
5/25/2016 8,800
5/26/2016 11,400
5/27/2016 10,316
5/28/2016 7,702
5/29/2016 10,400
5/30/2016 8,750
5/31/2016 7,125

This is the production data of 300 BPM line taken from 12th May to 31st May. This
shows that the production doesn’t remain constant throughout the month. Therefore it’s hard
to tell that this amount of workers is required in the line. The production is as high as 13,000
cases and has gone as low as 7,125 cases per day. The difference is almost 6,000. That banks
a significant amount of time for leisure in case there are breakdowns. However the
accountability should be on the basis of how smoothly the line is running and the workers
required.

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 Chapter 4 Employers Detail

To understand the later chart, designation for each unit is given as below -

Designation Unit
1 Uncaser/ Crate line
2 Pre Light Inspection
3 Bottle Washer
4 Intermediate Light Inspection i
5 Intermediate Light Inspection ii
6 Bottle Guide Inspection
7 Filler
8 Final Light Inspection
9 Case Packer
10 Palletize
11 Shift Engineer
12 Cleaning Floor Area/Cleaner

The observation was made for 3 days where we found no. of working peoples at
different sections and their rest period are as follows -

Date 13th June

D 1 2 3 4 5 6 7 8 9 10 11 12 Total
T
10 to 11 4C 2C 2C 1C 2C 1C 1C 2(P/C) 1C 1C 1P 1C 19
11 to 12 4C 2C 2C 1C 2C 1C 2C 2(P/C) 2(P/C) 1C 1P 1C 21
12 to 1 4C 2C 2C 1C 2C 1C 2C 2(P/C) 1C 1C 1P 1C 20
1 to 2 4C 2C 2C 1C 2C 1C 2C 2(P/C) 1C 1C 1P 1C 20
2 to 3 4C 2C 3C 1C 2C 1C 1C 2(P/C) 2C 2(P/C) 1P 1C 21
3 to 4 4C 2C 2C 1C 2C 1C 1C 2P 1C 1C 1P 1C 18

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 Date 14th June
1 2 3 4 5 6 7 8 9 10 11 12 Total
10 to 11 4C 2C 2C 1C 2C 1C 1P 2P 2C 1C 1P 1C 20
11 to 12 4C 2C 2C 1C 2C 1C 1C 2P 1P 1C 1P 1C 19
12 to 1 4C 2C 2C 1C 2C 1C 1P 2P 1P 1C 1P 1C 19
1 to 2 4C 2C 2C 1C 2C 1C 1C 2P 1P 1C 1P 1C 19
2 to 3 4C 2C 3C 1C 2C 1C 1C 2P 1P 1C 1P 1C 19
2
3 to 4 4C 2C 2C 1C 2C 1C 1C 2P (P/C) 1C 1P 1C 20

Date 15th June

1 2 3 4 5 6 7 8 9 10 11 12 Total
10 to 11 4C 2C 2C 1C 2C 1C 1C 2P 2C 1C 1P 1C 20
11 to 12 4C 2C 2C 1C 2C 1C 1C 2P 2C 1C 1P 1C 20
12 to 1 4C 2C 2C 1C 2C 1C 1C 2P 2C 1C 1P 1C 20
1 to 2 4C 2C 2C 1C 2C 1C 1C 2P 2C 1C 1P 1C 20
2 to 3 4C 2C 2C 1C 2C 1C 1C 2P 2C 1C 1P 1C 20
3 to 4 4C 2C 2C 1C 2C 1C 1C 2P 2C 1C 1P 1C 20

Rest Hour
( in hr ) 1 1 1 0.5 0.5 0.5 1 1 1 1 - 1

There was a bit of fluctuations in the 1st day. This might be due to reading taken at
particular time or the workers were on leave. But the number of workers in the 3rd day is
constant.

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 Chapter 5 Analysis

The analysis of worker requirement at the particular unit is done below. This is for 1 hour.
Remember almost same no of workers are on rest at that time except shift engineers.

1. Uncaser/ Crate line

 The Uncaser line has 4 workers. 1st to remove the empty bottles from pallet to
roller conveyer, 2nd to operate Uncaser machine, 3rd to uplift the bottle if it has
fallen down in SS conveyer and 4th to clean the out doing crate for case
packer. The 4 workers seem mandatory over here and are fully optimized.

2. Pre Light Inspection

 It has 2 no of workers. Both of them are quite busy as they have to remove the
dirty bottles from the line and have to inspect other faults as well. The 2
workers seem mandatory over here and are fully optimized.

3. Bottle Washer

 It also has 2 workers on duty for each hour. They guide the bottles into the
washer. Since the large no bottles have to passed, therefore it’s mandatory and
justifiable to have at least two workers at that section, and is fully optimized.

4. Intermediate Light Inspection i

 1 worker over there. Since the quality is a critical matter, therefore no

compromise should be done on that. He is fully optimized.

5. Intermediate Light Inspection ii

 2 workers over there. Since the quality is a critical matter, therefore no

compromise should be done on that. They are also fully optimized. They
check all faults and whether the bottles have any remaining particles or not.

6. Bottle Guide Inspection

 1 worker over there. Since the bottles got stuck and fall over the conveyer, the
line smoothness gets hampered and that lead to deterioration on productivity.
So it’s reasonable to have one worker over there. He is fully optimized.

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7. Filler

 1 worker over there. No compromise at there. It’s mandatory to have one

worker over there.

8. Final Light Inspection

 2 workers over there. No compromise at there too. They check the level of
beverage, coding and the rest of the faults at the final product. They are fully
utilized and reasonable at that section.

9. Case Packer

 2 workers over there. One operate the machine and the other guide the bottles
to the machine. It’s justifiable to have them there for the smoothness of line
and ultimately productivity. They are fully utilized and reasonable at that
section.

10. Palletize

 1 worker over there. No compromise at there. It’s mandatory to have one

worker over there. At peak production time even two of them have to there.
It’s laborious job and the rest hour is also justifiable.

11. Shift Engineer

 There always have to be one engineer at the plant because of frequent

problems occurring in the plant. No compromise over there at all.

12. Cleaning Floor Area/Cleaner

 There always have to be one cleaner at that region to guide the bottles and to
clean the floor over there. He is fully utilized over the hour. The demand at
that section might increase up to 2 over there.

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 Chapter 6 Conclusion:

The workers size in the third day has been an optimum case for the plant from our point
of view. Any additional in the region at average production should be overstaffing and below
that number should be understaffing.

However at the time of peak productions as in the case of 13,000, where the plant is
running smooth, additional workers in some places as aforementioned should be done to
support the smoothness of the plant that ultimately lead to productivity and overall
profitability of the company.