Bahir Dar University

Bahir Dar Institute of Technology

Faculty of Mechanical and Industrial Engineering

Industrial Engineering Program

Thesis Final Project

Title: Analysis of Production Losses for Continuous P roduction

System to Improve Product Quality (The Case of Amhara Pipe
Factory)

Student Name: ID

Shemsadin Ahmed 0702274

Binyam Mulugeta 0701504

Mr. Alehegn
July 1/7/ 2019
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Declaration

Bahir Dar Institute of Technology-Bahir Dar University

Faculty of mechanical and industrial engineering

THESIS FINAL PROJECT

Student:
SHEMSADIN AHMED_________________________________________________
Name Signature Date
BINYAM MULUGETA_________________________________________________
Name Signature Date

The following graduate faculty members certify that this student has successfully presented the
necessary written thesis proposal and oral presentation o f this proposal for partial fulfillment of
the thesis-option requirements for the Degree of under graduate.

Approved:
Advisor:
________________________________________________________________________
Name Signature Date

Chair Holder:
________________________________________________________________________
Name Signature Date

Faculty Dean:
________________________________________________________________________
Name Signature Date

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Acknowledgement

First and foremost, we would like to thank “GOD” for making us healthy and happy in order to
carry out this project in his power we finish this project.

Then, we are grateful to our academic advisor Mr. Alehegn for his support and encouragement
while doing the project. He helps us to acquire lots of knowledge and skills during we stay in
Amhara pipe factory. All we learnt from the company and the project are value adding for our
future carrier and hence we would like to thank for all contributions.

Also, we would like to extend our gratitude to all Amhara Pipe Factory shop floor workers,
departmental heads and supervisors for their time, efforts, voluntariness and cooperation
throughout the thesis work by availing themselves for an interview, questionnaire and provided
very valuable information about the factory. Furthermore, we would like to forward a word of
appreciation to the production manager Ato Alebache w, production planning and control head
W/ro Zenaye Abera, Ato Mulugeta merhet company manager and expert, Ato Chanyalew
Sima (design and cutting) and Ato Antehun Sendeku, quality control head who shared ideas
and suggest the intervention areas with respect to the research intention and the whole Amhara
pipe factory workers for all their help who give a moral and support to allow for different
activities while doing this project.

Besides, we thankful to our fellow graduate students for their continuous support and the
brainstorming discussions.

Last but not least, we would like to thank our parents, without their constant support and
encouragement it could have been hard to reach this time; throughout the thesis work, we have
been inspired to achieve the goal of the project with the help of their love and endless
encouragement.

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Executive Summary

There is no doubt that quality has become a major feature in the survival plan of many
companies today. Each company employee must be committed to the use of effective methods to
achieve optimum efficiency, productivity, and quality to produce competitive goods. The
problem statement of the case company (Amara Pipe Factory) that is poor product quality of the
PVC pipe due to many reason were discussed. The main objective of this study is to improve
product quality through analysis of production losses for continuous production system and to
produce qualified products.
ANSYS software analysis tool, in its broad sense, is a simulation software application that
represents the real world situation in which collection of production methods and management
concepts and practices that can be used throughout the company. ANSYS involves the use of
programmable signals to identify and display the final results based on user request what he want
to simulate. Based on that result the company before going to the actual production process can
determine sources of variation, to improve performance, and to maintain control production at
higher quality levels.
This work investigates the determination of proper combination of input process parameters by
simulating in ANSYS software analysis tool because of random combination used in a company,
which produce un plasticized poly vinyl chloride (UPVC) pipes for cold water supplies,
irrigation water supplies and for many purpose.
ANSYS techniques were used to identify the optimum combination of process parameters.
Stepwise approach was initiated to control the processes and uplift the quality of the finished
pipes.
PARETO analysis chart was used to define the vital of few low quality of pipe production line of
three. PARETO analysis was helped to prioritize and determine the major problems to a great
extent in order to tackle it. Internal and external customer satisfaction was achieved due to
through monitoring of variable and attribute data from the incoming raw materials to finished
pipe storage. Root causes for variations in diameter and thickness were studied through detailed
cause and effect relations. Improvements were initiated by treating to the root causes. Accuracy
of the testing methods and calibration of measuring equipment’s were given more attention at
each process step.

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Improvements in UPVC pipe quality and consistency was achieved through with the use of
proper combination of input process parameter and others. This step was not easily or quickly
achieved. It required extensive training at all levels, considerable planning, and most
importantly, the consistent support of upper management in committing the manpower and funds
to make it happen.
The expected result of the study was improvement of product quality by that had meet the
desired quality standard of company has described. Generally this study is helpful for the
company Amara Pipe Factory by improving its product quality that by minimizes the defects.

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Table of Contents

Declaration .............................................................................................................................. II
Acknowledgement ................................................................................................................. III
Executive Summary ............................................................................................................... IV
List of Table ........................................................................................................................ VIII
List of Figures ........................................................................................................................ IX
List of Abbreviation ................................................................................................................ X
CHAPTER ONE ...................................................................................................................... 1
INTRODUCTION AND BACKGROUND OF THE STUDY ............................................... 1
1.1 Introduction to the Study...........................................................................................................1
1.2 Problem Statement..................................................................................................................2
1.3 Objective of the Study ...............................................................................................................3
1.3.1 General objective ................................................................................................................3
1.3.2 Specific Objectives ..............................................................................................................3
1.4 Scope and limitation of the study ...............................................................................................3
1.5 Significance of the research study ..............................................................................................4
CHAPTER TWO ..................................................................................................................... 5
RELATED LITERATURE REVIEW ..................................................................................... 5
2.1 Definition of Quality ..................................................................................................................5
2.2 Quality in service sector.............................................................................................................9
2.3 Quality in manufacturing industries .......................................................................................... 10
2.4 Literature gaps........................................................................................................................ 11
2.5 Rationale of the Study ............................................................................................................. 12
2.6 Expected Result....................................................................................................................... 12
CHAPTER THREE ............................................................................................................... 13
METHODOLOGY OF THE STUDY ................................................................................... 13
3.1The Research Design ................................................................................................................ 13
3.2 Literature Review .................................................................................................................... 13
3.3 Data collection methods .......................................................................................................... 13
3.4 SAMPLING .............................................................................................................................. 15

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3.5 Data analysis and presentation................................................................................................. 15

3.6 Research framework .............................................................................................................. 16
CHAPTER FOUR.................................................................................................................. 17
DATA ANALYSIS, FINDINGS AND DISCUSIONS ......................................................... 17
4.1 Results and Discussions on Surveyed Data for quality improvement........................................... 17
4.2 Respondents Profile ................................................................................................................ 17
4.3 SIPOC (Supplier, Input parameters, Process description, Output, and Customer Pertain) ............. 18
4.4 Sample of monthly data recorded on cumulative scrap per month ............................................. 21
4.5 Prioritize the Reason for Poor product quality by Pareto analysis ............................................... 22
4.6 Cause and Effect analysis ......................................................................................................... 24
4.7 Summary of the finding ........................................................................................................... 25
CHAPTER FIVE ................................................................................................................... 26
COST ANALYSIS................................................................................................................. 26
5.1 Related costs associated with scrap in pieces per year ............................................................... 26
5.2 Cost associated with rework labor cost for recycling the Pipe,.................................................... 26
CHAPTER SIX ...................................................................................................................... 28
SOLUTION PROPOSAL ...................................................................................................... 28
6.1 The overall Experiment............................................................................................................ 29
6.2 Solution interpretation ............................................................................................................ 47
CHAPTER SEVEN ............................................................................................................... 48
CONCLUSION AND RECOMMENDATIONS .................................................................. 48
7.1 Conclusions............................................................................................................................. 48
7.1.1 Critical factors for an effective ANSYS software tool best solution implementation ............... 49
7.1.2 Generally Benefits gained for company if they apply this project ......................................... 49
7.2 RECOMMENDATIONS .............................................................................................................. 51
Bibliography........................................................................................................................... 52

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List of Table

Table 1: SIPOC Diagram ....................................................................................................... 19

Table 2: cumulative scrap per month ..................................................................................... 21
Table 3: individual defect versus loss per five months ......................................................... 22
Table 4: Pareto analysis cumulative defects with percentage ................................................ 23
Table 5: Factor and its level of temperature and pressure ..................................................... 28
Table 6: Units......................................................................................................................... 32
Table 7: Model (A4) Geometry ............................................................................................. 33
Table 8: Model (A4) > Geometry > Parts .............................................................................. 35
Table 9: Model (A4) > Coordinate Systems > Coordinate System ....................................... 37
Table 10: Model (A4) > Analysis .......................................................................................... 38
Table 11: Model (A4) > Static Structural (A5) > Analysis Settings ...................................... 38
Table 12: Model (A4) > Static Structural (A5) > Analysis Settings Step-Specific "Step Controls"
................................................................................................................................................ 40
Table 13: Model (A4) > Static Structural (A5) > Loads........................................................ 41
Table 14: Model (A4) > Static Structural (A5) > Die temperature ........................................ 42
Table 15: Model (A4) > Static Structural (A5) > Solution (A6) > Solution Information ..... 43
Table 16: Model (A4) > Static Structural (A5) > Solution (A6) > Results ........................... 44
Table 17: polyvinylchloride > Constants ............................................................................... 45
Table 18: polyvinylchloride > Tensile Yield Strength .......................................................... 45
Table 19: polyvinylchloride > Isotropic Secant Coefficient of Thermal Expansion ............. 45
Table 20: polyvinylchloride > Isotropic Elasticity ................................................................ 46

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List of Figures

Figure 1: Research frame work ......................................................................................................... 16

Figure 2: Pareto chart diagram ........................................................................................................... 23
Figure 3: Root cause analysis diagram for diameter and thickness variations ........................................ 24
Figure 8: Pipe model with outside diameter 160mm and 4 thicknesses ................................................. 28
Figure 4: Final pipe simulation on experiment one .............................................................................. 29
Figure 5: Final Pipe simulation on experiment two.............................................................................. 30
Figure 6: Model (A4) > Static Structural (A5) > die temperature.......................................................... 42
Figure 7: Model (A4) > Static Structural (A5) > haul of Pressure ......................................................... 42
Figure 9: Final pipe simulation deformational result............................................................................ 46

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List of Abbreviation

UPVC…………………………….Un-plasticized polyvinyl chloride

APF………………………………. Amhara pipe factory

FOMO……………………………. Fear of missing out

RCA………………………………. Root cause analysis

US………………………………….. United States

SIPOC………………………………. Supplier, input parameter, processing, output, customer

PAT………………………………… Process action Teams

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CHAPTER ONE

INTRODUCTION AND BACKGROUND OF THE STUDY

1.1 Introduction to the Study

Amhara Pipe Factory (APF) PLC found in Bahr Dar, Ethiopia which is the biggest among
the very few factories that produce plastic products in the country. The company lies on 13
hectares of land. The first pipe factory in Amhara established, august 2010, by the Amhara
Water Work Construction Enterprise (AWWCE) and by the Egyptian Gold Trade Company.
The joint investment is expected to cost 125 million birr, of this Gold Trade contribute about
30% of the investment in the form of machinery, installation and training of staff, while the
remaining 70% covered by AWWCE.

APF is manufacturing two broad categories of products such that pipes and plastic sheets.
Under the categories of pipes UPVC pipes HDPE pipes Casing /screen pipes Flexible hoses
and under the second category, it manufactures Geo-membrane sheets and green house
film/sheet. It is also serving as center of skill transfer for many young students and
professionals. The Company opens a chance for about 225 permanent workers and 50-60
Temporary workers. The company implements kaizen and ISO principles to improve
productivity of the products. (Amhara Pipe Factory, (2008 -2011 E.C))

Loss of production is a disruption in normal operations that leads to inefficiency. This can
increase costs which may be difficult to recoup unless the situation can be rapidly resolved.
Companies can use a variety of measures to assess productivity and determine when they
are incurring losses. If problems develop, they may have several options for addressing
them, such as shifting resources, shutting down an unproductive unit, or auditing to find the
source of inefficiency and fix it. The circumstances leading to disruption are unpredictable,
making it hard for companies to adequately plan.

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Production losses can impact small and large companies, and they usually result from
unexpected problems that arise during what should be a routine manufacturing process.
Time is added to the process, or the number of items produced falls short of goals, because
of issues tied to machinery malfunctions, supply shortages, human error, weather and other
issues that companies have varying abilities to control. (Titow, (2001)). Due to that the
quality problems occur in the APF by various causes of production losses factor. This
research study had been done in a company that manufactures UPVC pipes with four
production lines. The quality problems happen frequently because they undergo controllable
factors and uncontrollable factors. The method of quality improvement tools that relies on
statistical surveys is applied to production loss allows us to observe the action of each factor
on the loss of production and their interactions of these factors combined in pairs on this
process. Analysis of results shows the dominance of controllable or uncontrollable factor on
the loss of production. Solutions are proposed to improve quality of product UPVC pipe for
continuous production, reduce waste and scrap and therefore increase profitability of
company.

1.2 Problem Statement

In any manufacturing company quality is a very critical issue that plays a great role in
making the company profitable as well as enhance customer requirements and fulfills what
customers need. In this study area (the case of Amhara pipe factory) PVC Pipe is a critical
product and factory is one of the major PVC industries in Ethiopia characterized by
producing from 16mm up to 630mm outer diameter. However, the factory is planned below
10% scraps but actually producing over 20.6% of unfit products considered as scraps in
each production order even though those raw materials are imported from foreign countries
and their cost is too much high. This clearly shows that how much amount of money that the
factory is losing on daily bases due to unfit products and high amount of PVC raw materials
and other additives loss as a scrap. Also, thus scraps have an impact on the environment and
it has recycling cost for the factory. Due to different contribution factor the identified
product quality problems are the uneven (unbalanced) wall thickness of Pipe, diameter
variation of product, rough surface occurrence on Pipe, pattern of dotted lines on Pipe, Pipe

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out of round, and simple brakeage of Pipe happen and that result in a low of products
quality.

1.3 Objective of the Study

1.3.1 General objective

The main objective of this study is to improve product quality in order to enhance quality of
the product by reducing the defects.

1.3.2 Specific Objectives

In line with the main objective, the specific objectives are:

 To evaluate current product quality process performance
 To know the main domain of the problem
 To Analysis the production losses of PVC pipe
 To know the root causes of production losses and their effects on product quality
 To simulate the Pipe with ANSYS software and
 To determine the optimum combinations of die zone temperature and haul off pressure

1.4 Scope and limitation of the study

The study scope is limited on U-PVC pipe production line i.e. PVC Pipe that have high
scrap rate always compared to other pipe types and whose function of operation influence
the process of production most. The research had been to improve the product quality of
PVC Pipe. The factory has capability to produce differe nt outer diameter of PVC Pipe from
16mm to 630mm outside diameter.

There are four lines for the production of UPVC pipes.

 Line one: produce a pipe with an outside diameter that ranges from 315mm-
630mm.
 Line two: produce a pipe with an outside diameter that ranges from 200mm-
400mm.

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 Line three: produce a pipe with an outside diameter that ranges from 75mm-
250mm.
 Line four: produce a pipe with an outside diameter that ranges from 16mm-
63mm.

From those lines our research study limited on line 3 of production line on outside diameter
of 160mm with tolerance of 0.10mm. Since it is an educational research with limited
resource, the research does not asses the details of other production line of PVC Pipe
production system.

1.5 Significance of the research study

The quality issues in any manufacturing company have great impact for producing quality
product according to the company’s plan to meet customer’s requirement. For this purpose,
quality is an action takes place in order to keep the product between customer specifications.
Therefore; this study is helpful for the company Amara Pipe factory which faces with high
quality problems by improving its product quality that minimizes defects and increasing
production performance of UPVC Pipe.

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CHAPTER TWO

RELATED LITERATURE REVIEW

2.1 Definition of Quality

The word quality connotes different meaning to different people. Its concept may be easy to
grasp but formulating a universal definition is difficult. Several quality authorities have
defined quality in various ways considering different attributes of product. Some definitions
are:

Deming: “Quality should be aimed at the needs of customer, present and future.”
Juran: “Fitness for purpose” or “Quality is customer satisfaction.”
Crosby: “conformance to requirement”
Taguchi: “The loss imparts to the society from the time a product is shipped.”

Feigenbaum:”Total composite product and service characteristics of marketing, engineering,

manufacture and maintenance through which the product and service in use will meet the
expectations of the customer.”

ISO 9000:2000: “The degree to which a set of inherent characteristics fulfills requirements.”
Others define quality to be the consistency in meeting the user’s requirements. (St. Lucie,
(2005),)

Quality improvement - a method for ensuring that all the activities necessary to
design, develop and implement a product or service are effective and efficient with respect

to the system and its performance. (Charles S. Tapiero, (2004))

Quality improvement technique:

1. Identify an issue
 A process that is causing concern or a possible opportunity for a positive change.
2. Build a team to address it

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 Representation from groups involved – this step is critical.

3. Define the problem
 Identify and carefully describe what it is you really want to improve; the
source of the problem you are confronting, etc
4. Choose a target
 Introduce and evaluate interventions, using quality improvement tools and
skills
5. Test the change
 Data measures to determine when a process change over time is likely to be
due to chance and when it is not
6. Reconsider or extend the improvement efforts
 Reconsider, sustain, and/or extend process improvements (Allen, (2006))
Key Quality Terms

Quality Assurance

Aims to assure stakeholders that the appropriate policies, processes, structure and
procedures are in place to guarantee the design and delivery of core activities like research
projects are of consistently high standard.

It seeks to determine that what the company aims to achieve is being achieved, consistently.
Quality assurance is ongoing and internal, whereas quality accreditation is more periodic
and external.

Quality Accreditation

Accreditation refers to a process of evaluation which recognizes a company program or

activity as meeting an agreed standard. Accreditation can be by a government, a professional
association or by the company itself, if it is approved to do this.

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Quality Audit

Quality audits can be both internally and externally initiated. A quality audit usually
involves the target group or institution in a form of evidence-based self- assessment against a
set of good practice criteria, a site visit by a trained audit panel for validation of this self-
assessment, a report from the audit panel and some sort of follow-up on the key areas for
enhancement identified. There are close links between quality audits and reviews.

Quality Control

Inspection of outputs to ensure that conformity to preset standards a concept first used in
manufacturing.

Quality Tracking and Improvement

This has links to the total quality management movement. Using agreed quantitative and
qualitative measures these systems track activities, processes and programs as they are
implemented in order to identify what is working well (for use in benchmarking for
improvement) and what is not (in order to identify key areas for enhancement). Each system
requires sound tracking measures and processes to be in place and agreed procedures for
ensuring that the improvement messages they generate are identified and acted upon
promptly and wisely. The ongoing data generated by and acted on through the institution’s
tracking and improvement system can be aggregated periodically to prove quality as part of
an external accreditation or audit process. In this way tracking data can be used to both
prove and improve quality.

Quality Management

This term refers to the combined approach of the company to quality assurance, quality
tracking & improvement, quality control; strategic planning and self-accreditation (where
this existent with the help of which markets both at home and abroad can be expanded.

(Zairi, (1995))

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Why Is Quality Important for a company?

Quality products help to maintain customer satisfaction and loyalty and reduce the risk and
cost of replacing faulty goods. Companies can build a reputation for quality by gaining
accreditation with a recognized quality standard.

Meet Customer Expectations

Regardless of what industry you’re involved in, your customers aren’t going to choose you
solely based on price, but often on quality. In fact, studies have shown that customers will
pay more for a product or service that they think is made well or exceeds the standard. Your
customers expect you to deliver quality products.

Quality is Critical to Satisfied Customers

If you fail to meet customers' expectation, they will quickly look for alternatives. Quality is
critical to satisfying your customers and retaining their loyalty so they continue to buy from
you in the future. Quality products make an important contribution to long-term revenue and
profitability. They also enable you to charge and maintain higher prices. Quality is a ke y
differentiator in a crowded market.

Establish Your Reputation

Quality reflects on your company’s reputation. The growing importance of social media
means that customers and prospects can easily share both favorable opinions and criticism
of your product quality on forums, product review sites and social networking sites, such as
Facebook and Twitter. A strong reputation for quality can be an important differentiator in
markets that are very competitive. Poor quality or product failure that results in a product
recall campaign can lead to negative publicity and damage your reputation. If your business
consistently delivers what it promises, your customers are much more likely to sing your
praises on social media platforms. This not only helps drive your bra nd awareness, but it
also creates the much-desired FOMO effect, which stands for “Fear of Missing Out.”
Social- media users that see your company’s strong reputation will want to become part of
the product or service you’re offering, which can boost your sales.

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Meet or Exceed Industry Standards

Adherence to a recognized quality standard may be essential for dealing with certain
customers or complying with legislation. Public-sector companies, for example, may insist
that their suppliers achieve accreditation with quality standards. Accredited quality control
systems play a crucial role in complying with those standards. Accreditation can also help
you win new customers or enter new markets by giving prospects independent confirmation
of your company’s ability to supply quality products.

Manage Costs Effectively

Poor quality increases costs. If you do not have an effective quality-control system in place,
you may incur the cost of analyzing nonconforming goods or services to determine the root
causes and retesting products after reworking them. In some cases, you may have to scrap
defective products and pay additional production costs to replace them. If defective products
reach customers, you will have to pay for returns and replacements and, in serious cases;
you could incur legal costs for failure to comply with customer or industry standards. St.
Lucie, (2005)

2.2 Quality in service sector

A service is a complicated phenomenon. The word is used in many meanings, ranging from
personal service to a service as a product. The term can be even broader in scope. A service
is normally perceived in a subjective manner. When services are described by customers,
expression such as experiences, trust, feeling, and security are used. Because of its high
degree of intangibility, it’s frequently difficult for the customer to evaluate a service.
Quality control and marketing must take place during service production and consumption.
If the firm relays on traditional quality control and marketing approaches only, the part of
the production activities were the customer is involved may go uncontrolled and include
negative marketing experiences for the costumer. In order to develop service management
and marketing models, it’s important to understand what customer really are looking for and
what they evaluate. As was observed by Eiglier and Lingered in the early 80s:” It is rather
difficult to relate a good service idea to a stable, widespread, well identified customer
benefit. And it is extremely difficult to implement the service idea as well structured

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offering of services”. What is needed is a model of service quality, i.e., a model of how the
quality of services perceived by customers. When the service provider understands how the
services will be evaluated by the users, it will also possible to achieve quality in service
industries. (Charles S. Tapiero, (2004))

2.3 Quality in manufacturing industries

Manufacturing is the production of product for use or sale using labor and machines, tools,
chemical and biological processing, formulation. The term may refer to a range of human
activities, from handcraft to high tech, but it is most commonly applied to industrial design,
in which row materials are transformed in to finished goods on a large scale. The
manufacturing process begins with the product design, and material specification from
which the product is made. These materials are then modified through manufacturing
process to become the required part. The manufacturing sector is closely connected with
engineering and industrial design. Therefore, quality issue is the main consideration on
manufacturing sector to address customer needs and wants. (Charles S. Tapiero, (2004))

What exactly is Waste (Muda)?

The simplest way to describe waste is as “Something that adds no Value.” Our customers
would not be happy to pay for any action that we take that does not add value to what they
actually want and nor should we be. (Cadbittcr, (2002))

Manufacturing and Muda

Productivity gains are predicated on identifying and eliminating inefficiencies wherever

they occur. This is the mantra of Muda, a traditional Japanese concept that describes a
wasteful process or activity that lends minimal core value. The Toyota Corporation of Japan
built its lean- manufacturing production system centered on the “seven wastes” of Muda:
namely, overproduction, waiting, transporting, inappropriate processing, unnecessary
inventory, unnecessary or excess motion and defects. Moreover, once Muda is identified, a
strategy to deal with the problem is essential if improvements in performance and quality
are expected. (Cheng Wu, (1998))

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Why Remove Waste?

Your company Profit is your selling price less your costs, no matter how you think about the
selling price it is very much dictated by the market not by yourself. If you charge too much
then your customers will go elsewhere, even if you charge too little you may lose customers
as they will perceive there may be something wrong with what you are offering. Therefore,
the only way you have to improve your profits are to reduce your costs; this means
removing all elements of waste from your processes. In addition to improving your profits
you will find that waste has a major impact on your customer’s satisfaction with your
products and services. Your customers want on time delivery, perfect quality and at the right
price. If you allow the 7 wastes to persist within your processes something that you cannot
achieve Therefore, we focus on our study is from seven production wastes on the wastes of
defects. (Black, (1996))

The Waste of Defects

Defects hide many other problems and wastes. The most obvious of the seven wastes,
although not always the easiest to detect before they reach your customers. Quality errors
that cause defects invariably cost you far more than you expect. Every defective item
requires rework or replacement, it wastes resources and materials, it creates paperwork, and
it can lead to lost customers. The Waste of Defects should be prevented where possible,
better to prevent than to try to detect them, implement. (Titow, (2001))

2.4 Literature gaps

To get enough information and best understand about the subject matter and the field of
study many literatures are reviewed from different sources, among these journal, articles,
reports, and thesis are the main one. Therefore, in this research, even though so many
researches are conducted on the sub sector they didn’t provide the root causes for quality
problems in the production system. Those researches are focused on determining and
improving one area of productivity issue of one company.

The researches focus on the sector competitiveness issues not the case of productivity and
quality issues as a detail general concept. Those researches are compiled either for sectorial

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review or case company analysis, not for both at a time; which does not justify the
practicality of the survey against the individual industries/companies’ operational situations

2.5 Rationale of the Study

The force to do this research is to understand production losses and develop knowledge on
quality of how product produced and inline to solve the problem facing on Amara Pipe
factory.

2.6 Expected Result

The expected result of the study will be improvement of product quality by that will meet
the desired quality standard of company and can save much of money to company.

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CHAPTER THREE

METHODOLOGY OF THE STUDY

3.1The Research Design

The overall desire of this research is to improve Amhara Pipe industries quality after
conducting a survey analysis on their quality concept, measurement practice, the related
problems and their improvement activities in the industries, after that investigation of the
existing quality practices using a case manufacturing company was carried out. In order to
that, an appropriate way has been adequately devised, so that it can ensure its outco me as
per quality measurement and analysis. Literatures were considered to discuss the concepts
and identify reasons and gaps in analysis of manufacturing companies‟ quality and both
qualitative (to identify the nature of the causes of the problems) and quantitative (for
quantification of variables) data were used. Integration of the following methods is used to
achieve the objective.

3.2 Literature Review

An extensive literature review has been conducted where both theoretical and empirical
views relating to quality analysis of production system from different sources including
academic sources; related articles books, & journals and official sources; government & no
government studies & reports in order to understand quality improvement concepts,
arguments, methods, advancements and existing quality measurement and improvement
activities with a particular focus on the problems and improvement activities of
manufacturing industry.

3.3 Data collection methods

Data type
The primary and secondary (qualitative and quantitative) data collected from the
manufacturing firms, several organizations, literatures, and the case company to examining
the quality level.

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Data collection
The Methodology that had been used to gather the data is both Primary and Secondary Data
collection methods. The collected data through the means of interviews, questionnaires,
direct observation and using documents are analyzed &interpreted. In this research paper we
adopted the Pareto diagram analysis method, root cause analysis and ANSYS software.

A. primary data

The major sources of the primary data gathering techniques used for this research were field
visit, interviews, questioner preparation.

Field visit/ Physical observation

We have conducted a physical observation on Amhara Pipe manufacturing industries and

there was also a continuous physical visit to case company in order to understand best the
operational productivity issues.

Interviews

We conduct interview and discussions with technical mangers, supervisors, financial

managers and factory workers of the case company. The interview was context free, face to
face and itself with these people based on the researcher’s main areas of coverage in the title
and the objective described.

B. Secondary data

The Case Company’s previous records and documents on production data, productivity
measurement, evaluation and improvement practices.

We tried to collect several written materials, detail recording, and browsing related
literatures, articles, journals and websites of different organizations in order to understand,
assess, analyze and examine the current status of the Amhara Pipe industries productivity.

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3.4 SAMPLING

The main sampling techniques is used in the research is;

Purposive sampling: this technique is used by the researcher to question predefined groups
which are the Amhara Pipe Factory (from medium to high level of production capacity).
They are selected in order to understand the productivity related issues across the industries
since they provide relevant information on the subject matter.

3.5 Data analysis and presentation

The collected primary and secondary data, are presented on, Pareto chart and cause and
effect diagrams via on MS-Excel and the Data analysis is conducted (based on the survey
conducted and on case company operational functions and quality related activities) based
on the concept productivity analysis in manufacturing system, through referring different
books, publications, researches, articles, through discussion in the class room and
experience sharing with qualified personnel who has working experience on different
manufacturing system applications, the analysis is done to discuss, identify major
productivity activities & related problems, and improvement method were also proposed
and finally conclusion and recommendation reached. The major data analysis tools
considered in the research demonstration are; Pareto ana lysis, Cause and effect analysis, and
ANSYS software analysis.

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3.6 Research framework

PROBLEM Collecting empirical and

FORMULATION documentary evidence

 Introduction
 Objectives &
outcomes Literatures

DATA PRESENTATION &

ANALYSIS
LITERATURE
REVIEW  PARETO chart analysis
 Graphical presentations
Theoretical and empirical  ANSYS software analysis
views, concepts and  Quality measurement
findings on

 Production
systems
 Productivity
 Quality SOLUTION PROPOSAL

 Selection and
proposal of
appropriate quality
improvement method
DATA
COLLECTION

 Field visit
 Interview

CONCLUSION AND
RECOMMENDATION

Figure 1: Research frame work

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CHAPTER FOUR

DATA ANALYSIS, FINDINGS AND DISCUSIONS

4.1 Results and Discussions on Surveyed Data for quality improvement

The following section discusses the analysis of the data collected from different sources.
After over viewing the overall production system line of PVC Pipe, it will focus at line 3 of
production system to analyze the problems in detail. Some question was developed to
assess the quality factors, practices, and level through collecting qualitative and quantitative
primary data regarding the current quality measurement and improvement practices in
Amhara Pipe factories.

Real time data was collected in order to analyze the process in the subsequent phases. The
process was measured in order to determine current performance and to quantify the
problem. Tools that were employed in Measure phase included SIPOC diagram, Pareto
analysis and root cause analysis. SIPOC provided analysis of the various steps that were
involved in PVC pipe manufacturing, input & output of every step thereby laying down the
complete process on a one sheet. It was followed by prioritizing the reaso ns for poor product
quality that helped in focusing the study on vital defects. After this root cause analysis was
done on order to find out the various reasons for process variation.

4.2 Respondents Profile

Most of the respondents were higher and middle managers, production and operation
managers, finance manager, factory manager, production and technical manager, quality
control manager, production planning and control engineer, industrial engineer, with
different fields and customers with different educatio nal backgrounds. And senior
technology experts, team leaders and directors with qualification of B.Sc. B.A, MSc, so that
their job positions and experience indicate that they are responsible to involve and
participate in the measuring, analyzing and formulation of strategic plans and evaluation of
activities with regard to productivity.

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Discussion and interview were also made with different level of workers. Responses from
the respondents and the results from personal observation are summarized as follows:

4.3 SIPOC (Supplier, Input parameters, Process description, Output, and

Customer Pertain)
SIPOC contains information about the processes involved in PVC pipe manufacturing (refer
to Table 1). In SIPOC input parameters, process description and customer pertaining to
different processes involved are shown systematically. PVC pipe manufacturing process
starts with mixing process. In mixing raw materials in required proportion were mixed
together to form mixed powder. Next process was pushing mixed raw material to the screw
and barrel. Screw and barrel push the raw material to die and mandrel where forming takes
place. Fused powder takes the shape of PVC pipe; it was then followed by cooling of pipe in
cooling tank with the help of 20 nozzles. Extruded pipe was pulled by Haul-off,
subsequently followed by stamping and cutting of the pipe into lengths of 6 meter. Since
total PVC production delivered to marketing over annual period is to be 841,435.74 Kg

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The existing overall information for production process of PVC Pipe outside diameter
160 mm

Table 1: SIPOC Diagram

S I P O C
Phenolic Resin Mixing

China made Calcium 1.heating of mixture in Mixture in Hopper

carbonate powdered form to powdered form
Direct imported
Steric acid remove moister at temp
Wax 140-150 C Temperature
Titanium 2. cooling it to 40-50 C 30-50
Calcium steric Dia =160 mm
Temperature 20- Thickness 4-
30 4.6mm
Mixer RPM:75O
rpm
Mixture Mixture in Feeding Semisolid state Die &
powdered form at 3. Pushing raw material mixture mandrel
temp 30-40 to extruder at 45-50
Moister speed 21 with screw inside degree Celsius
rpm rotating at 30 rpm
Hopper Barrel zone Extrusion Extruded pipe Cooling
temperatures: 4. Material flow across Temp. 45-50 tank
Zone1: 201-209C twin screw barrel
Zone2 : 180-199C rotating at 180-200 rpm
Zone 3 : 189- & temperature range
197C 140-170 with the help
Zone 4: 149-155C of heaters.
Die zone 5. Material melts due to
temperatures: high
zone1: 166-169C temperature , followed

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 2019

Zone2: 158-164C by
Zone 3 :170-171C compaction of raw
Zone 4: 175-183C material,
compression ratio is
1.5:1
6. Fused material at
temp. of 180-230c is
passed through die &
mandrel to produce 160
mm
Extruder Water flowing Cooling Quenched pipe Haul off
from twenty Quenching of hot pipe at a
nozzles to temperature of 20-30 temperature of
Cooling water c , with water as 20- 30 C
temp.20-30C coolant, employing 20
pipes
8. Water & air cooling
Cooling unit Holding pressure Pulling of Maintaining Stamping
Haul off RPM pipe the pipe
9. to pull the
pipe from
die at
rotating at
15 rpm
Haul off Stamp Stamping Stamped pipe Cutting
10.Stamping
certification
on pipe

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Stamping Automatic gauges Cutting of Length of pipe Tilting

to measure length pipe 6m unit
of 6 m 11.Cutting
Holding pipes in 6m
temp:2kgf pieces
Cutting Gauges Tilting pipe Collection of Store
12.Pipe on pipe on stand
rack

Every process of UPVC pipe in manufacturing is very important to manufacture pipes as per
customer’s requirement. Value is added to each step as clear from SIPOC diagram. SIPOC
also depicts the input parameters at each stage. When we consider feeding process, the
supplier is mixture in powdered from a temperature of 30-400 C and motor RPM of are 21.
Output of the process is semi solid-state mixture of at 45-500C and the customer to the
process is Die and mandrill.

4.4 Sample of monthly data recorded on cumulative scrap per month

Table 2: cumulative scrap per month

Month PVC pipe Cumulative scrap

production(kg) Plan Performance (%) per month (%)
December 72539.22 140548 51.61 27.17
January 48533.04 140547.95 34.53 33.97
February 67893.56 140547.95 48.31 22.76
March 69580.86 140547.95 49.51 18.33
April 48456.00 168978 29.55 23.79
Total 307,002.68 731,169.85 Average Average
42.70 25.20
This cumulative scraps per month listed on the above table are shows the scrap from over all
defects like pipe out of round shape, variation in diameter and thickness of pipe, simple
breakage of pipe, poor surface finish and others without considering rework scrap.

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Collected data on individual defect versus loss per five months tabulated in the
following manner

Table 3: individual defect versus loss per five months

Defects on PVC pipe Sample data on Loss per month (in pieces) Average

Dec Jan Feb March April

Unbalanced wall thickness 66 70 61 72 56 65

Diameter variation 220 202 222 207 199 210

Pipe out of round 38 46 50 41 43 43.6

Rough surface occurrence 64 68 70 62 53 63.4

Pattern of dotted line 48 42 54 61 46 50.2

Simple breakage of pipe 31 33 38 40 36 35.6

Other 12 16 18 23 19 17.6

4.5 Prioritize the Reason for Poor product quality by Pareto analysis
The reasons for poor product quality were analyzed using Pareto diagram (refer to Figure 2).
Defects were plotted with Loss per month. Defects were organized from higher to lower in
terms of loss. Commutative effect of the defects was studied.

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Table 4: Pareto analysis cumulative defects with percentage

Average loss
per
Defects month(pieces) cumulative defects percentage
Diameter variation 210 210 43.26%
Unbalanced wall thickness 65 275 56.65%
Rough surface occurrence 63.4 338.4 69.72%
Pattern of dotted line 50.2 388.6 80.06%
Pipe out of round 43.6 432.2 89.04%
Simple breakage of pipe 35.6 467.8 96.37%
Other 17.6 485.4 100.00%

Total 485.4

Pareto chart diagram for PVC pipe production line

250 96.37% 100.00% 100.00%

89.04%
80.06% 90.00%
200 69.72% 80.00%
70.00%
56.65%
150 60.00%
43.26% 50.00%
100 40.00%
30.00% loss per month
50 20.00% percentage
10.00%
210 65 63.4 50.2 43.6 35.6 17.6
0 0.00%

Figure 2: Pareto chart diagram

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From the above Pareto graph it can be concluded that the diameter variation problems,
unbalanced wall thickness problems, surface defects problem, and pattern of dotted line
problem; constitutes more than 80 % of the defects. Around 388.7 pieces were scraped due
to these defects. So analyzing and solving one or two of these major problems responsible
for the system efficiency and productivity. Diameter and thickness variation was major
defect that was present and required immediate attention & give breakthrough process
improvement.

4.6 Cause and Effect analysis

Cause and effect analysis are an effective tool to see the relationship between factors to
study (] William. A Levinson, (2005)) used in manufacturing includes Equipment, Process,
People, Materials, Environment, and Management. Therefore; the figure 3 shows how the
inputs/capital input factors such as labor skill, motivation, materials, machines equipment’s
spare parts, organizational system setups, and so many other factors are responsible for
quality issues or respective quality problems.
MACHINERY/TOOL/GAUG
MEN ES
MATERIAL
Error

Lack of Training Consistent ratio Calibration

Loyalty Specification and Quality Screw geometry

Die profile Variation

in
diameter
and
Barrel zone cutting pressure lighting feed back thickness)

Vacuum pressure hauls off pressure ventilation

Die zone temperature humidity reporting

Feeder speed

PROCESS ENVIRONMENT MANAGEMENT

Figure 3: Root cause analysis diagram for diameter and 24

thickness variations
 2019

4.7 Summary of the finding

From the above analysis it can be seen that diameter variation of the pipe and thickness had
direct impact on the weight of the pipe. In root cause analysis, major causes for weight
variation were found and bifurcated under different headings, men, material, machinery,
tool, process, environment and management (refer to Figure 3). Under process, the various
reasons for weight variation were barrel zone temperature, vacuum pressure, screw
geometry, haul-off speed, feeder RPM, improper mixing of the constituents, haul-off
pressure, quenching temperature, cutting temperature & connecting head temperature.
Under men, reasons were lack of training and loyalty. Under material reasons included
constituent ratio, specification and quality of raw material. Factors of weight variation due
to machinery were repeatability, wear & tear, screw geometry, die profile etc. As depicted
from the Figure 3, in the similar manner various causes under environment and management
heading were found. The next step was to find the critical to process parameters from root
cause diagram. The parameters were sub-divided in to Controllable parameters, Parameters
out of control & Noise parameters. Controlled parameters are those parameters that are in
control during the process, includes the factors like constituent ratio in mixture, power
supply, human error, and cutting pressure. Out of control parameters are the parameters that
are out of control but they can be controlled. Feeder RPM, Barrel zone temperatures,
connecting head temperature, die zone temperature, quenching temperature and haul-off
RPM are out of control parameters. Noise parameters are the parameters that cannot be
controlled but may affect the process. Humidity, loyalty, wear & tear, feedback and report
are noise parameters.

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CHAPTER FIVE

COST ANALYSIS

5.1 Related costs associated with scrap in pieces per year

The company can buy one meter per 160 mm diameter in 50 Ethiopian birr so that scrap per
month in both variation in diameter and thickness are collectively 275 pieces.

Therefore 1 meter =50 birr

6meter= X

X=300birr, this for 6meter PVC pipe with 160mm outside diameter.

Hence cost lost per month is calculated as,

300 birr×275 pieces per month,

82,500birr/month,

When we calculating annually, cost lost per year by considering all working day in year that
is not considering non-working day we have 280 working days,

Since 82,500birr/month×9month

825,000birr/year lost.

5.2 Cost associated with rework labor cost for recycling the Pipe,
1 labor=1500 salary/month, therefore in line they are 8 operator

8 labor=?

12000 birr/month lost,

Hence, in annually12000 birr/month × 9month

=108,000 birr per year is lost

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 2019

Total cost the company lost = (108,000+825,000) birr/year

= 933,000birr/year lost

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CHAPTER SIX

SOLUTION PROPOSAL

We take from many input process parameter the critical process parameter: die temperature
and haul of pressure because of an error occur always on their combinations due to random
setting. There is no given standard setting on input process parameter.

Table 5: Factor and its level of temperature and pressure

Factor Levels
Die Temperature 170 0 c 210 0 c 250 0 c
Haul of pressure 0.02Mpa 0.05Mpa 0.08Mpa

Therefore we have totally to carry out nine experiments that is trial and error on by different
combination of temperature and pressure. So finally we select the best solution from all
experiment that the one with the least directional deformation from final pipe simulation
results.

PVC pipe model of outside diameter 160mm and 4mm thickness

Figure 4: Pipe model with outside diameter 160mm and 4 thicknesses

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6.1 The overall Experiment

Experiment one: With first trial and error

When we simulate the Pipe with taking the combination of temperature 170 0 c and haul of
pressure 0.02 M pa the following results has been seen on final Pipe simulation:

Figure 5: Final pipe simulation on experiment one

From this experiment maximum and minimum deformation of Pipe is 18.94 and -15.324mm
respectively.

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Experiment two: With second trial and error

When we simulate the Pipe with taking the combination of temperature 170 0 c and haul of
pressure 0.05 Mpa the following results has been seen on final Pipe simulation:

Figure 6: Final Pipe simulation on experiment two

From this experiment maximum and minimum deformation of Pipe is 0.94 and -0.94mm
respectively.

Experiment three: With third trial and error

When we simulate the Pipe with taking the combination of temperature 170 0 c and haul of
pressure -0.08 Mpa the following deformation results has been seen on final Pipe
simulation:

In this experiment maximum and minimum deformation of Pipe is 0.83 and -0.8.3mm
respectively.

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Experiment four: With fourth trial and error

When we simulate the Pipe with taking the combination of temperature 210 0 c and haul of
pressure -0.02 Mpa the following deformation results has been seen on final Pipe
simulation:

In this experiment the final output of maximum and minimum deformation of Pipe is 6.57
and -6.53mm respectively.

Experiment Five: With fifth trial and error

When we simulate the Pipe with taking the combination of temperature 210 0 c and haul of
pressure 0.05 Mpa the following Pipe deformational results has been seen on final Pipe
simulation:

In this experiment the final output of maximum and minimum deformation of Pipe is 0.57
and -0.57mm respectively.

Experiment Six: With sixth trial and error

When we simulate the Pipe with taking the combination of temperature 210 0 c and haul of
pressure -0.08 Mpa the following Pipe deformational results has been seen on final Pipe
simulation:

In this experiment the final output of maximum and minimum deformation of Pipe is 0.35
and -0.35 mm respectively.

Experiment Seven: With seventh trial and error

When we simulate the Pipe with taking the combination of temperature 2500 c and haul of
pressure -0.02 Mpa the following results has been seen on final Pipe simulation:

In this experiment the final output of maximum and minimum deformation of Pipe is 0.623
and -0.6.24 mm respectively.

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Experiment Eight: With eighth trial and error

When we simulate the Pipe with taking the combination of temperature 2500 c and haul of
pressure -0.05 Mpa the following deformation results has been seen on final Pipe
simulation:

In this experiment the final output of maximum and minimum deformation of Pipe is
0.42and -0.43mm respectively.

Experiment Nine: With ninth trial and error

When we simulate the Pipe with taking the combination of temperature 2500 c and haul of
pressure -0.08 Mpa the following results has been seen on final Pipe simulation:

The following are the overall report preview from ANSYS software analysis for experiment
nine:

Units

Table 6: Units

Unit System Metric (mm, kg, N, s, mV, mA) Degrees rad/s Celsius

Angle Degrees

Rotational Velocity rad/s

Temperature Celsius

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Model (A4)

Table 7: Model (A4) Geometry

Geometry
Model (A4) > Geometry

Object Name Geometry

State Fully Defined

Definition

C:\Users\Bo\Desktop\hi_files\dp0\SYS\DM\SYS.a
Source
gdb

Type Design Modeler

Length Unit Meters

Element Control Program Controlled

Display Style Body Color

Bounding Box

Length X 160. mm

Length Y 160. mm

Length Z 6000 mm

Properties

Volume 3.1366e+007 mm³

Mass 24.462 kg

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 2019

Scale Factor Value 1.

Statistics

Bodies 1

Active Bodies 1

Nodes 123111

Elements 62004

Mesh Metric None

Basic Geometry Options

Parameters Yes

Parameter Key DS

Attributes No

Named Selections No

Material Properties No

Advanced Geometry Options

Use Associativity Yes

Coordinate Systems No

Reader Mode Saves Updated File No

Use Instances Yes

Smart CAD Update No

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 2019

Compare Parts On Update No

Attach File Via Temp File Yes

Temporary Directory C:\Users\Bo\AppData\Local\Temp

Analysis Type 3-D

Decompose Disjoint Geometry Yes

Enclosure and Symmetry Processing Yes

Model (A4) > Geometry > Parts

Table 8: Model (A4) > Geometry > Parts

Object Name Solid

State Meshed

Graphics Properties

Visible Yes

Transparency 1

Definition

Suppressed No

Stiffness Behavior Flexible

Coordinate System Default Coordinate System

Reference Temperature By Environment

Material

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Assignment Plasticized Polyvinylchloride

Nonlinear Effects Yes

Thermal Strain Effects Yes

Bounding Box

Length X 160. mm

Length Y 160. mm

Length Z 16000 mm

Properties

Volume 3.1366e+007 mm³

Centroid X 7.5276e-015 mm

Centroid Y 5.7977e-014 mm

Centroid Z 8000. mm

Moment of Inertia Ip1 8.5893e+008 kg·mm²

Moment of Inertia Ip2 8.5893e+008 kg·mm²

Moment of Inertia Ip3 2.4384e+005 kg·mm²

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Coordinate Systems

Table 9: Model (A4) > Coordinate Systems > Coordinate System

Object Name Global Coordinate System

State Fully Defined

Definition

Type Cartesian

Coordinate System ID 0.

Origin

Origin X 0. mm

Origin Y 0. mm

Origin Z 0. mm

Directional Vectors

X Axis Data [1. 0. 0. ]

Y Axis Data [0. 1. 0. ]

Z Axis Data [0. 0. 1. ]

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Static Structural (A5)

Table 10: Model (A4) > Analysis

Object Name Static Structural (A5)

State Solved

Definition

Physics Type Structural

Analysis Type Static Structural

Solver Target Mechanical APDL

Options

Environment Temperature 22. °C

Generate Input Only No

Table 11: Model (A4) > Static Structural (A5) > Analysis Settings

Object Name Analysis Settings

State Fully Defined

Step Controls

Number Of Steps 2.

Current Step Number 1.

Step End Time 1. s

Auto Time Stepping Program Controlled

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Solver Controls

Solver Type Program Controlled

Weak Springs Program Controlled

Large Deflection Off

Inertia Relief Off

Restart Controls

Generate Restart Points Program Controlled

Retain Files After Full Solve No

Nonlinear Controls

Newton-Raphson Option Program Controlled

Force Convergence Program Controlled

Moment Convergence Program Controlled

Displacement Convergence Program Controlled

Rotation Convergence Program Controlled

Line Search Program Controlled

Stabilization Off

Output Controls

Stress Yes

Strain Yes

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 2019

Nodal Forces No

Contact Miscellaneous No

General Miscellaneous No

Store Results At All Time Points

Analysis Data Management

Solver Files Directory C:\Users\Bo\Desktop\hi_files\dp0\SYS\MECH\

Future Analysis None

Scratch Solver Files Directory

Save MAPDL db No

Delete Unneeded Files Yes

Nonlinear Solution No

Solver Units Active System

Solver Unit System Nmm

Table 12: Model (A4) > Static Structural (A5) > Analysis Settings Step-Specific "Step
Controls"

Step Step End Time

1 1. s

2 2. s

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Table 13: Model (A4) > Static Structural (A5) > Loads

Object Name Die Temperature Haul of Pressure Fixed Support

State Fully Defined

Scope

Scoping Method Geometry Selection

Geometry 1 Body 1 Face

Definition

Type Die temperature Haul of Pressure Fixed Support

Magnitude Tabular Data -0.08 MPa (ramped)

Suppressed No

Define By Normal To

Tabular Data

Independent Variable Time

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Figure 7: Model (A4) > Static Structural (A5) > die temperature

Table 14: Model (A4) > Static Structural (A5) > Die temperature

Steps Time [s] Temperature [°C]

0.
1 23.
1.

2 2. 250.

Figure 8: Model (A4) > Static Structural (A5) > haul of Pressure

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Table 15: Model (A4) > Static Structural (A5) > Solution (A6) > Solution Information

Object Name Solution Information

State Solved

Solution Information

Solution Output Solver Output

Newton-Raphson Residuals 0

Update Interval 2.5 s

Display Points All

FE Connection Visibility

Activate Visibility Yes

Display All FE Connectors

Draw Connections Attached To All Nodes

Line Color Connection Type

Visible on Results No

Line Thickness Single

Display Type Lines

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Table 16: Model (A4) > Static Structural (A5) > Solution (A6) > Results

Object Name Directional Deformation Directional Deformation 2

State Solved

Scope

Scoping Method Geometry Selection

Geometry All Bodies

Definition

Type Directional Deformation

Orientation Y Axis

By Time

Display Time 2. s Last

Coordinate System Global Coordinate System

Calculate Time History Yes

Identifier

Suppressed No

Results

Minimum -0.21933 mm

Maximum 0.21893 mm

Information

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Time 2. s

Load Step 2

Sub step 1

Material Data

Plasticized Polyvinylchloride

Table 17: polyvinylchloride > Constants

Density 1.29e-006 kg mm^-3

Coefficient of Thermal Expansion 2.3e-004 C^-1

Specific Heat 2.96e+005 mJ kg^-1 C^-1

Thermal Conductivity 2.8e-004 W mm^-1 C^-1

Table 18: polyvinylchloride > Tensile Yield Strength

Tensile Yield Strength Mpa

1.3e-005

Table 19: polyvinylchloride > Isotropic Secant Coefficient of Thermal Expansion

Reference Temperature C

22

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 2019

Table 20: polyvinylchloride > Isotropic Elasticity

Temperature C Young's Modulus MPa Poisson's Ratio Bulk Modulus MPa Shear Modulus MPa

5.88e-006 0.47 3.2667e-005 2.e-006

6.2 Final pipe simulation deformational results

Figure 9: Final pipe simulation deformational result

In this experiment the final output of maximum and minimum deformation of Pipe is
0.21933and -0.21893mm respectively.

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6.2 Solution interpretation

Table 21: over all experiment results

Experiment Final pipe deformational simulation results in mm

18.94
1 -15.324

2 0.94 -0.94

3 0.83 -0.8.3

4 6.57 -6.53

5 0.57 -0.57

6 0.35 -0.35

7 0.623 -0.6.24

8 0.42 -0.43

9 0.21933 -0.21893

Therefore from the above all experiments the simulation findings show that the one with the
least deformational result were on experiment nine. It is that deformational value maximum
and minimum of 0.21933 mm and -0.21893 mm respectively.

Thus the optimum input process combinations are of haul off pressure 0.02mpa and die
temperature of 250 0 c that yields the least pipe deformational value of 0.21933mm and -
0.21893mmrespectively.

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CHAPTER SEVEN

CONCLUSION AND RECOMMENDATIONS

7.1 Conclusions
With regard to PVC manufacturing and optimum parameter implementation following
Important conclusions may be summarized as follows.
The ANSYS tool was used to define proper process parameter. This definition was led to
identify most critical parameters, which effect to the final quality of the uPVC pipe. By
analyzing process parameter work- in-process rejects under each process was reduced.
Internal customer satisfaction was achieved due to through monitoring of proper process
parameter from the incoming raw materials to finished pipe storage if they apply.
Accuracy of the testing methods and calibration of measuring equipment’s were got more
attention at each process step. The detail cause and effect analysis to the diameter variation
and thickness was revealed the exact situation of the pipe manufacturing. Since analysis
describes main causes for problems and there effects in each step, staff mana ged to
eliminate the effects by treating to the causes. Since it was served as an effective
troubleshooting aid. The knowledge was helped to proper input process parameter selection
for PVC formulations and matching them to the process equipment and blending techniques.
Finally all production staff managed to obtain the knowledge of unique properties and
problems of PVC from this analysis. Since the Die temperature and haul of pressure of PVC
most of the time created the problems and stabilization modification were got more
attention. More attention was paid to die temperature; haul of pressure and their effect on
Pipe quality. Since cause and effect analysis detail out the fundamental problems of PVC
processing and of conversion operations used to manufacture pipes this prove of great value
to all the staff at the production floor in their daily polymer and process work. Priority
analysis was done using Pareto principal. More attention was paid identified causes of pipe
rejects. Expected reduction of pipe rejects was achieved by adjusting machine input setup
parameter and work procedures according to the ANSYS software tool.

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A fair knowledge in uPVC and ANSYS software analysis techniques was required to have a
proper implementation of process parameter in the company. Using ANSYS software
analysis techniques improper combinations of process parameter situations were identified.
ANSYS software analysis techniques knowledge was used to analyze to do the fine tuning
of work procedures and proper machine process parameter adjustments.
By using ANSYS, reasons for pipe wall thickness and diameter variation were discovered.
This led to identify the exact causes then and there and managed to take prompt actions. By
doing so productive labor and time were saved.
Although ANSYS is, on the surface, an easy and simple technique, its implementation in a
company is a far more complex issue. The practical difficulties were faced when the
implementation was concentrated on the methodical aspects of ANSYS.

7.1.1 Critical factors for an effective ANSYS software tool best solution
implementation

After completing the project following critical success factors were identified for an
effective ANSYS software tool best solution implementation.
 Management commitment
 Team work
 Identification of critical quality characteristics
 Control Charts
 Documentation and update of knowledge of processes
 Measurement system evaluation
 Process prioritization and definition
 Cultural change
 ANSYS training and education
 Use of ANSYS soft ware

7.1.2 Generally Benefits gained for company if they apply this project

 Process improvement led to greater output

 Reduction in wasted efforts and costs
 Better consistency of process output
 Improved operator information: when to and when not to take action

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 A predictable process could be achieved

 Created common language on performance of process for different people
across departments
 Process and Product Variation reduction
 Created a well reputation for high quality products and thereby reduce
customer complaints
 Improved efficiency and effectiveness of the PVC production line 3
 Reduced quality costs
 Reduced need for checking, inspection, and testing efforts
 Better understanding of the process among the workers who involved in the
process
 Better communication with customers concerning the pipe's ability to meet
their specifications
 Decisions were made on data rather than assumptions
Maximum benefits from the study cannot obtain from itself alone. ANSYS tools (design for
experiment tool) have to apply for elements of a process to control the total variation.
• Man
• Material
• Machine
• Methods
• Measurements
Any variation in the five elements will cause variation in the process output.

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7.2 RECOMMENDATIONS
The study findings provide groundwork for developing an on- line process control strategy
for UPVC pipe production. This research project was conducted with some boundaries such
as chosen areas of UPVC pipe production, selected areas of line 3, limited number of
employees and finally limited time frame. The following are the suggestions for further
work.

I. A standard checklist can be used to make sure that the PAT (process action team) knows
what is expected. The PAT will check for completeness and if necessary a brief period of
training is organized to ensure that all operators are familiar with implemented ANSYS
point. A representative of the steering committee can audit the process. The audit includes
the activities on the production floor and a check on the following up activities by a PAT.
When the performance is approved a meeting is organized in which the PAT members will
receive a certificate as an official reward for their results.
II. The selection of product characteristics or process parameters is absolutely vital for the
successful company objectives. It is important to prioritize all processes according to their
importance with respect to the quality of the finished pipe. In complicated production
systems Analytic Hierarchy Process (AMP) can be used to select and prioritize the process
and parameters.
III. Safety, ergonomics, reduction of waste, and logistics also can be included in the work
place without limiting to process and product parameters.
V. The work here has focused on single production line in production department.
The extension of these results to other production lines as well as other departments should
be investigated.
VI. The results were generated using batch systems. Suitable hardware and software capable
of collecting and processing the data in real time will need to be developed. The effect of
temperature, pressure and temperature changes, and pressure changes requires further study.
An ASYS software package and measuring equipment’s (sensors) will also be required.

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