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Production process elements Current status Risk register impact

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1. Materials: planning for procurement of raw material,
component and spare parts in the right quantities and
specifications at the right time from the right source at the
right place
Poor quality –not meeting specifications Purchasing, storage, inventory
Non availability – short quantity or no stock control, standardization, variety
Defective material- exposed during processing reduction, value analysis and
Difficulties in handling or transporting inspection are the other
Hazardous material activities associated with
Wastage of material –uneconomic size and shape material.
Short/ limited processing time and service life.
Excess material or residue qty.
Long/ waiting or dwell time- processing time and
need more inspection expenditure.
Need for new technology or methods for
processing.
Steel Plates, sheets, bars and profiles are the
major raw material used for processing.
Castings and forged rounds and bars are also
used.
Hydraulic and electrical equipment, elements,
valves and accessories are bought out for direct
assembly.
Welding materials and paints are consumables
that goes in to product.
Various type of packing materials used for
dispatch and transporting of products.
Size, form and shape of materials are determined
to suit the process and process center.
Few materials are stocked in lots and drawn in
small qty for production.
Most of the bought out items are procured in
specific required qty for projects on time.
Occasional importing of materials is happening.
Standard parts are stored for any time use.
Most of the material and components or
accessories used are known to operators/fitters
and processor.
Materials are identified through specifications
given in drawings, Test reports, inspection
reports and route cards.
Supply sources shall be traceable through
documents.
Location of stock, qty in stock and validation
status are evident at stock location.
Consumption Qty is on records.
Material cost is controlled to estimated
budgetary limits.
2. Method: choosing the best method of processing from several Unit /job production method- unit-I
alternatives. It also includes determining the best sequence Modular assembly method-Unit-I
of operations (process plan) and planning for tooling, jigs and Line assembly method-unit-II
fixtures etc. Batch production – unit-II
Deployed processes: Unit-I
1. Welding fabrication
2. machining
3. Assembly
4. painting
Unit-II
1. Press shop
2. Machining
3.Assembly
Outsourcing- Unit I, Unit-II
Flexible operations sequence- unit-I
Established operations sequence-II
Customized tooling –Unit-I
Standard tooling-unit-II
No automated machine or equipment-Unit-I,
Unit-II
Day to day loading of man and machines- unit-I
Weekly production planning- Unit-II
No quantitative output targets- Unit-I
Quantitative product output targets available-
Unit-II
No operational parameters monitoring- Unit-I,
Unit-II
Post operation inspection of production output-
and testing of final product-Unit-I
Intermittent inspection of sequential operations
and final inspection of product –Unit-II
Daily review of production for hurdles and
troubleshooting –Unit-I
Daily review for production output- Unit-II
Live Production Data capturing mechanism not
established-Unit-I, Unit-II
No reference records/Benchmarks on
quantitative production outputs- Unit-I &II
3. Machines and equipment: manufacturing methods are
related to production facilities available in production
systems. It involves facilities planning, capacity planning,
allocations, and utilization of plant and equipment, machines
etc.
Conventional and general purpose machines.
Computer controlled Machining centers
NO SPMs
EOT cranes with sufficient capacities.
All machines and equipment capacity and
capability are known and updated.
Masonry and roofed working area.
Material transport vehicles and fork lifts.
Appropriate storage bins and containers are used
at stores and stockyard.
For transportation and internal movement and
carrying of finished and semi-finished products
are pallets, chain ropes, slings are in use.
Shop floor layout with pathways
Safe and regular electric power source
Standby captive electricity generators
Air compressors
Water lines and taping points.
Office space and furnished offices.
Communication facilities
Maintenance is done by contract (one time or
AMC as appropriate) for CNC machines,
electrical, service and office equipment’s
including IT equipment’s (cranes, forklift,
compressor etc.)
Routine and minor break down maintenance for
production machines and equipment’s is done by
team of operators.
Evaluation for consistency and capability of
machines and equipment’s is done every time
after major breakdown or during AMC.
Tools jig and fixtures are maintained by
production department-Unit-II
Amenities like restrooms, canteen and toilets are
provided as per factories act regulations.
4. Manpower: planning for manpower (labour and Experienced machine operators for conventional People
managerial levels) having appropriate skills and expertise. machines. • Strikes
Semiskilled operators for CNC machines • Loss of key personnel
Experienced fitters for assembly. • Inability to attract new staff
Qualified operators for Inspection, welding, • Skill shortages
painting and electrical works. • Communication
Labor-Basic school education and ITI traders • Trust
trained. • Performance and Reward
100% worker category are male. • Workload
Skill levels of workers are mostly general to their • Stress
job and nominal (and few substantial) level to • Resistance
carry out their job. • Morale
There are no specific jobs or operators identified • Staff turnover
specific and one to one suitability. • Decision making
Age group- 20 to 40,s
Youngsters are assisting senior operators.
There is no union body of workers.
They could not be identified as groups by religion
or language or native state etc.

Managerial staffs are engineering graduates,

diploma holders and other graduations with
experience.
Organization is structured to enable smooth flow
of directives and instructions in both ways from
top to bottom and in other way round.
Responsibilities and authority are allocated to
appropriate positions to ensure healthy
functioning.
Competence required for all job and positions
are determined.
Direct recruitment by talent hunting is done by
company HR for all posts. Aspiring employees are
given opportunities.

Evaluation competence and skill of employees is

done yearly basis.
Trainings are planned and given to enhance their
knowledge and skill.
Work measurement in terms of man-hours/skill
wise not in hand to finalize requirement and
hence varying number of employees is engaged.
Attrition of manpower is felt at shop floor.
Contract workmen are engaged for
housekeeping and civil works.
5. Routing; determining the flow of work material handling
in the plant, and sequence of operations or processing
steps. This is related to consideration of appropriate shop
layout plant layout, temporary storage location for raw
materials, component and semi-finished goods, and of materials
handling system
Fixed layout with stores and stock yards.
Grouping of machineries by type and located so.
Flow of material: Raw material yard/store to
fabrication-machine shop-sub contract- sub
assembly-assembly-store.
Process sequence suited to individual component
Sub-Operation sequences as per part and daily
plan (route card).
Modular assembly of sub components.
Main Assembly by projects at separate spots in
assembly area.
Raw materials to be processed before assembly
are stocked at yard.
Components or parts meant for direct assembly
are stored at central stores.
Semi-finished or finished products processed at
sub-contractor end are received at QA yard and
sent to further processing or assembly.
Components are identified by the project / final
product that belongs to through tags, codes
marked or process card/route card.
Components are shuttled between process
centers till completion of all processes since
machines are located GroupWise.
Few items are transferred from block to block,
crossing public road, for machining.
For job working, items are transported to and fro
to various locations locally by means of company
transport and hired vehicles.
For internal movement of material, pallet trucks,
cranes and forklifts are used.
Waste and garbage are moved to scrapyard and
metal scrap is directly removed from origin of
generation to scrap buyers.
Hazardous waste is stored at separate location
for disposal.
Unit-II
Process sequence as per process control plan.
Assembly by line one for each different product.
6. Estimating: Establishing operation times leading to fixations of
performance standards both for worker and machines.
Estimating involves deciding the quantity of the product which
needs to be produced and cost involved in it on the basis of sale
forecast. Estimating manpower, machine capacity and
material required meeting the planned production targets
are like the key activities before budgeting for resources.
Production is planned on orders in hand and
delivery commitments.
Manufacturing time depends on the type and
size of product.
Manufacturing plane is made after CFT feasibility
review.
Offer cost is arrived through costing templates
and pricing policy.
Budget allocations for purchase and processing
time estimations are made project wise.
Assembly plan is prepared with estimated
dispatch date.
Products to be processed in house are
determined and BOM is prepared.
Intends for materials to be procured are raised
with spec, qty and estimated need by date.
In house capacity and availability of processing
resources are studied to engage outsourcers.
Route cards are prepared and machine loading is
scheduled.
Time study for standard processing are not
available.
Machine hour rates are not determined.
No records on work measurement to calculate
individual efficiency or department productivity.
No targets on cost control at production and
assembly.
Key process, key operator, key activity are not
identified and recorded.
Product performance based life study reports are
not available.
Servicing works are taken in unplanned manner.
Follow up for servicing could not be done since
Post sale program is not planned.
Performance based remuneration is not in
practice.
KPIs and appropriate matrices are not
determined.
7.Loading: machine loading is the process of converting
operation schedule into practices in conjunctions with
routing. Machine loading is the process assigning specific
jobs to machines, men, or work centers based on relative
priorities and capacity utilization. Loading ensures maximum
possible utilization of productive facilities and avoid bottleneck
in production. It’s important to either overloading or under
loading the facilities, work centers or machines to
ensure maximum utilization of resources.
Every machine and man are continually engaged
in production process as scheduled.
Generally all machines are running in dayshift
(one).
Few machines are run3 shifts.
Machines are selected based on working capacity
and size of job and operation to be carried out.
Capacity utilization is not always 100% in terms
of power.
No accurate or adequate data on capacity
utilization of any machine is available.
No SPM deployed.
Man power allocation is made on what they
know and hence they are mostly engaged in a
same work every day. Their skills are not
evaluated for output (qty, Quality)
measurement.
Flexibility in allocation of manpower is limited by
this at certain area of work.
There are under-utilized machines and
equipment by capacity and load availability by
the way manpower as well.
Assembly and electricians are deputed for
erection & commissioning and servicing work
then and there.
Customer complaints are also attended by staff
occasionally.
There are no dedicated crew of employee for
loading and unloading of vehicles.
IT knowledge or new system tools are not
deployed for administration.
Non availability of machine and manpower
always encountered and cause rescheduling.
Day to day loading of work centers is done by
Push and Pull tactics.
Working hours of machine and man are recorded
every shift.
Breakdown hours of any machine shall be
counted from maintenance records.
.
8.Scheduling: scheduling ensure that parts and sub-
assemblies and finished goods are completed as per
required delivery dates. It provides a timetable for
manufacturing activities.
Scheduling production processes.
Prioritize product order to be processed.
BOM for components to be processed.
Determine raw material specifications.
Identify sources (machine, Equipment and man)
for processing.
Determine process required and their sequence.
Estimate process durations and total time for
completion.
Determine processes to be out sourced.
Schedule inspection and supply of material to
sub contractors.
Prepare assembly plan to arrive dispatch date to
match customer required date.
Based on assembly plan derive need by dates for
sub-assemblies, machined components and
direct assembly components.
Major modules like sub-assembly, fabrication,
electrical, machine shop shall make their
schedules based on need by date, processing
time, required outsourcing, qty etc.
Operators shall be participating in planning and
scheduling.
Cushioning for process time shall be given on the
basis of risk assessment.
Contingency plans are determined to deploy at
required time.
Maintenance (of machines and equipment) and
training (for staff and operators) schedules to be
taken care off.
Determined schedule may be tracked through
updating Route card, Process card, and project
progress report and reviewed for correction.
Re scheduling is done due to design changes,
breakdowns, absenteeism of manpower and
priority changes from marketing.
Meeting delivery schedule shall be a
performance metric of production departments.
Scheduling briefing meetings about product and
progress notification shall be done.
9.Dispatching: This is concerned with the execution of the
planning functions. It gives necessary authority to start a
particular work which has already planned under routing
and scheduling functions.
Manufacturing plan is created by CFT during
design review and pre study of design output.
Production drawings and BOM are produced by
Design.
BOM for raw material for processing is prepared
by Production in charges.
Process card/route cards and control plans are
prepared by process heads.
Execution of planned works by loading and
allocation of resources to meet schedules is done
by department heads/ process owners.
Responsibility and authority relevant to the
position in organization structure is conferred
upon competent personnel.
Discretionary power to decide on Activity to be
carried out, selection resources, allocation etc. is
properly allocated to supervisors and managers.
Logistics (in house) to supply material to process
centers is the responsibility of supervisors.
Maintenance of production resources is HOD
responsibility.
Collective decisions are made in case of problems
on floor.
Trouble shooting in technical matters is CFT
responsibility.
Process owners are accountable for mistakes and
wrong doings.
Recording and collecting data and information on
ongoing production activity is done by all
department heads.
Reporting to immediate superiors and top
management shall be done day to day and
periodically on some matters.
10. Inspection: This function is related to maintenance of quality
in production and of evaluating the efficiency of the
processes, methods and labours so that improvement can
be made to achieve the quality standard set by product design.
Inspection plan is available.
Incoming inspection is carried out at random
basis and eventual case basis by QA team..
Inspection at source happens on case criticality
basis.
Supplier quality documents are not pre
order/delivery requirements. They are not
available for 100% of incoming materials.
Imported materials are not inspected at source.
Guarantee based purchases are not tracked
properly.
Complaint history or supplier ratings are not
known to production people.
Self-inspection records not available.
Inspection and testing by operator is not clearly
defined.
No supervisor ever do inspection.
In process inspection is carried out at processing
stages on completion of machining operations,
fabrication stages, sub assembly units etc by QA
team.
Third party is engaged for NTD testing of critical
material while in process.
Inspection methods are not documented or
control plans are not deployed.
NO lab or CMM at company. They are
outsourced.
Measuring instruments are available in sufficient
quantity and they are controlled.
Inspection tools used by production people are
not controlled.
Inspection reports are partially available and are
not authorized by production people.
Data on rework and rejection are not analyzed to
take actions on method of production.
No SPC tools used to find machine capability or
process capability.
PQRs are not updated ever.
GR&R study is not done.
11.Evaluating: The objective of evaluating is to improve
performance. Performance of machines, processes and labour
is evaluated to improve the same.
Machines: Other than breakdown hours details
no record on machine performance.
No records on running hours.
Capability study reports on CNC machines are to
be updated.
No grading of machines based on criticality or
capability.
Process: Process audit reports for welding and
painting only. PQR available for few processes.
No process capability study reports available.
Rework and rejection records are having only
defect details.
Customer complaints are analyzed and CA
reported.
Customer satisfaction evaluation and index
target is available. But No plan to improve the
index is in effect.
Root cause analysis and CA are missing.
Process change reports and records are available.
Jig and fixtures and press tools history cards are
maintained
Labor: skill levels of operators are updated
yearly. Multi skill enablement targets are
available.
Evaluation methods are not determined.
Incentives are paid on attendance basis.
Work measurement records are not proper and
are not analyzed for efficiency measurement.
Productivity measures are not available.
Bench marking or Master records on
performance levels not available.
Training plan was made considering department
requirements.
Evaluation of effectiveness of given training are
missing.
No study on performance Vs money spent on
manpower.
12. Cost control: Manufacturing cost is controlled by wastage
reduction, value analysis, inventory control and efficient
utilization of all resources.
Energy consumption reduction program is
implemented.
Compressed air usage is controlled.
Cutting and shielding gas usage are monitored.
Consumable issues are controlled.
Water consumption is controlled.
Reconciliation with raw material taken for
production qty to generated scrap qty to be
done.
Hydraulic oil and fuel spillage control measures
are present.
No established method of working at fabrication,
machine shop for machining, assembly at sub-
assembly and assembly shops recorded.
Process methods need to be evaluated for error
proofing.
No account of alternate methods of assembly,
machining or fabrication.
Benchmarking on workmanship on certain works
shall be done.
No productivity improvement tools in practice.
Manpower is grouped on skill level basis.
Allocation of manpower based on performance is
not evident.
Rework, rejection and complaints analysis
reports to improve methods of production,
inspection
Job working cost comparison with in house cost
not available.
Vendor price rating and contract value
comparison records not available.
Work in progress value or current material on
floor stock qty/value not known to HODs.
No control on inventory turnover.
Non performing machines, excess tools and
accessories not bring into consideration.
Placement of machines and equipment to be
restudied.
No account on utilization of supporting
equipment and helpers as well.
5S practices are halfway- yielding no benefits.
Value of durables and tools& accessories