Dr. B.

R Ambedkar national institute of technology, Jalandhar

5S recommendations & Reduction in Metal

Wastage In Hand Tool Industry

Submitted To:- Submitted By:-

Tejasvee Bhagat (11113082)
Prof. Rajeev Trehan
Saurabh Patodi (11113080)
Sandeep Ghosh (11113071)
Prateek Gambhir (11113055)
Piyush (11113054)
Harjit Singh(11113027)
Haneet Kapoor(11113025)
Gagan Goyal(11113021)
Abhinav Gupta(11113001)
Utkarsh Sharma(10113070)
About The Company
 With a driving force to the crest in the sector of hand tools, Sunny Hand-Tool
Industry is a small to medium scale industry in manufacturing & supplying hand
tools like different bench vices, saws and spanners etc.
 Sunny Hand-Tool Industry has grown all the more taller with competitive edge in
the domestic as well as in the national market. A firm with a strong endurance,
Sunny Hand-Tool Industry operates from Jalandhar with an eco- friendly unit. Each
of the unit is fully equipped with the upgraded technology & sufficient manpower
to carry out the detailed & precision production.
 With the committed commitments to the quality orientation, cost effectiveness &
timely deliveries, Sunny Hand-Tool Industry en-cashes the skin-deep appreciations
bestowed by the clientele that exhibits the success experienced
 PROJECT

Reduction of Metal Rejection

In the Plant
Process Adopted
Identification of the
problem

Data Collection and Analysis

Brainstorming

Propose solutions

Recommend most feasible

solution

Results/ Conclusions
 METAL REJECTION IN RESPECTIVE DEPARTMENTS
Production % age metal
Date Progressive Power Shearing Finishing sheet issued in Total wastage for
Sr. No. Presses(kg) Presses(kg) shop(kg) shop(kg) Casting (kg) kg Rejection(Kg) the day

1 02/03/2015 13.7 5 7 18 24 36039 67.7 0.188

2 03/03/2015 4.7 5.6 7 88 2 21558 107.3 0.498
3 04/03/2015 4.8 5 7 16 19 38259 51.8 0.135
4 05/03/2015 1.6 3.1 5 7 13 5670 29.7 0.524
5 06/03/2015 4.9 4.8 8 26 2.8 12978 46.5 0.358
6 07/03/2015 4.6 3.1 9 19 8 28794 43.7 0.152
7 08/03/2015 1.9 4.7 8 32 4 29525 50.6 0.171
8 09/03/2015 1.3 4.2 9 25 7.5 37359 47 0.126
9 10/03/2015 2.8 3.8 9 22 68.3 33258 105.9 0.318
10 11/03/2015 2.9 1.4 7 13 4 33636 28.3 0.084
11 13/03/2015 3.3 4.9 7 6 16.5 36873 37.7 0.102
12 14/03/2015 2.1 10.4 5 4 6 37992 27.5 0.072
13 15/03/2015 3.2 3.6 6 19 2 35904 33.8 0.094
14 16/03/2015 3.9 4.3 7 11 4.33 25026 30.53 0.122
15 17/03/2015 3.55 2.2 9 17 136 20334 167.75 0.825
16 18/03/2015 4 3 9 9 4 24674 29 0.118
17 20/03/2015 4 2.8 7 15 3 27300 31.8 0.116
18 21/03/2015 3.7 3.1 8 2.3 12 23217 29.1 0.125
19 22/03/2015 2.3 4.9 7 5 5 31620 24.2 0.077
20 23/03/2015 3.7 3.8 9 3 109.28 20381 128.78 0.632
21 24/03/2015 3.8 4 7 9.1 5.5 19950 29.4 0.147
22 25/03/2015 2.2 4.6 8 10 17.75 21243 42.55 0.200
23 27/03/2015 2.7 4.6 8 13 8.66 36174 36.96 0.102
24 28/03/2015 3.3 3.8 9 8.5 13 28566 37.6 0.132
25 29/03/2015 4.7 3.7 9 14 11 28018 42.4 0.151
26 30/03/2015 4.2 5.9 9 15.3 11 30702 45.4 0.148
27 31/03/2015 5.5 3.3 9 51.3 15 32436 84.1 0.259
103.35 113.6 209 478.5 532.62 757486 1437.07 5.978
 PERCENTAGE METAL REJECTION PER DAY FOR THE MONTH
0.900 OF MARCH 2015

0.800

0.700

0.600
PERCENTAGE REJECTION

0.500

0.400

0.300

0.200

0.100

0.000
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27
Series1 0.18 0.49 0.13 0.52 0.35 0.15 0.17 0.12 0.31 0.08 0.10 0.07 0.09 0.12 0.82 0.11 0.11 0.12 0.07 0.63 0.14 0.20 0.10 0.13 0.15 0.14 0.25
ANALYSIS OF THE DEPARTMENTAL REJECTIONS

DEPARTMENT Rejection( Kg) Individual %age Cumulative Amount Cumulative %age

Casting 532.62 37% 532.62 37%

Finishing Shop 478.5 33% 1011.12 70%

Shearing Shop 209 15% 1220.12 85%

Power Presses 113.6 8% 1333.72 93%

Progressive Presses 103.35 7% 1437.07 100%

 PIE CHART FOR DEPARTMENTAL REJECTIONS

15%
37% 8% 1 SHEARING SHOP

7% 2 POWER PRESSES
3 PROGRESSIVE PRESSES
4 FINISHING SHOP
5 CASTING
33%

We can analyze that the maximum area of the chart is covered by

Casting and Finishing Shop
PARETO ANALYSIS FOR TOTAL REJECTIONS
600 120%

500 100%

400 80%
Rejection( Kg)

300 60% Cumulative

%age

200 40%

100 20%

0 0%
Casting Area Finishing Shop Shearing Shop Power Presses Progressive Presses

We get a clear Pareto Effect with almost 80% of the rejections

caused by Casting and Finishing section. The rest others contribute
only about 20%.
Hence we chose the casting section for further analysis.
Process Breakdown for CASTING
Melting, Finishing Assembly
Heating

To Material
Casting Deburring Packing
Section
 DATA FOR REJECTIONS IN CASTING SECTION
S. No. Mould Type Size Conforming Qty Rejected Pieces Porosity Shrinkage Cracks Poor fill Cold Shuts Inclusion Others
1 S100 Rd 127 282 8 2 1 4 1 0 0
2 DKN 90/2 55 72 3 1 2
3 BBL 132/2 180 56 2 1 1
4 BBL 132/4 150 45 2 1 1
5 M2BA 132/2 77 90 3 1 1 1
6 L 56 90 103 6 2 2 2
7 H 80/4 65 240 7 1 2 2 2
8 64068( 4E/8) 70 74 3 1 1 1
9 71022(6F/4) 36 55 6 2 2 1 1
10 819/6 82 46 2 1 1
11 S 100 Sq 100 154 4 0 1 2 1
12 Pru 100/2 110 134 3 1 1 1
13 pru 80/2 66 93 3 1 2
14 pru 80/2 50 184 4 2 2
15 PRU 132/2 105 60 2 1 1
16 S100 Rd 127 267 10 3 1 5 1
17 BBL 90/4 90 52 2 1 1
18 64062 (4F/2) 70 40 1 1
19 804/6 80 127 6 1 1 3 1
20 PRU 100/4 140 30 2 1 1
21 AL 180/2 100 229 1 1
22 PRU 112/4 135 72 16 6 2 1 5 2
23 84084 115 61 3 1 2
24 BBL 132/4 EFF 1 150 23 1 1
25 B 30 25.5 267 11 4 1 1 4 1
26 S 100 Sq 108 45 2 1 1
27 H 80/4 90 149 5 2 2 1
28 AL 90/2 105 81 3 1 1 1
29 HX 90/4 80 91 4 2 2
30 H 80/4 65 284 9 3 1 1 3 1
TOTAL 153 45 10 15 63 8 7 7
FREQUENCY OF SPECIFIC DEFECTS

INDIVIDUAL CUMULATIVE CUMULATIVE

S.NO. DEFECT FREQUENCY %AGE AMOUNT %AGE
1 Poor Fill 63 41% 63 41%
2 Porosity 45 28% 92.00 69%
3 Cracks 13 8% 103.00 77%
4 Shrinkage 10 7% 112.00 84%
5 Inclusion 8 6% 121.00 90%
6 Cold Shut 7 5% 129.00 95%
7 Others 7 5% 134.00 100%
 Pie
Pie Chart
Chart for
for Defects
Defects
Cold Shut Others
Cold Shut Others
5%
5% 5%
Inclusion 5%
Inclusion
7%
7%
Shrinkage Poor
Shrinkage PoorFill
Fill
6% 41%
6% 41%
Cracks
Cracks
8%8%

Porosity
28%
Porosity
28%

We can analyze that the maximum area is covered by

Porosity and Poor Fill.
 Pareto Chart for Defects
60 120%

50 100%

40 80%

30 60% FREQUENCY
CUMULATIVE %AGE

20 40%

10 20%

0 0%
Poor Fill Porosity Cracks Shrinkage Inclusion Cold Shut Others

We can analyze that almost 80% defects are for Poor

fill and Porosity and 20% defects are of other type.
 ANALYSING THE CAUSES- THE FISHBONE DIAGRAM
FOR DEFECTS
Shrinkage Cracks and
Porosity Defects Hot tear
Improper composition
Inadequate venting Wrong shot weight of Al alloy
during casting cycle Setting on ladle
Long solidification
Bad Gating and Metal is too hot or cold range
runner design

Improper metal Contaminated metal

Inadequate metal
injection rate
temperature
Hot and Cold spots on
die Defects in
Casting
Insufficient shot
Aluminium volume
Ladle not insulated
contamination with
iron
Slow injection rate
Low fluidity of the
pouring metal Poor metal melting
Low metal pouring and handling
temperature
Low metal pouring
temperature
Poor fluidity of
alloy

Cold Shut Poor Inclusions

fill(Unfilled
sections)
ANALYSIS OF THE POOR FILL
Since Poor Fill is the cause of 39% defects, we analyze the major
reasons for poor fill which include the following:

Insufficient
shot volume

Slow metal
injection rate

Low metal
pouring
temperature

Poor fluidity
of molten
metal

WE IDENTIFY THAT THE MAJOR PROBLEMS ARE ARISING DUE TO

THE INEFFICIENT METAL POURING SYSTEM BEING USED.
 FMEA (Failure Mode and Effect Analysis )of
Poor Filling

Failure Failure S Failure O Current D RP Recommendati S 0 D RPN

Mode Effect causes Detection N on
/ control

Insufficie Improper 9 Small Ladle 10 Object 2 180 Large Ladle Size 9 3 2 54

nt shot shape Size improper
volume edges

Slow Unfilled Edges 7 Manual 6 In process 8 336 Easy to hold 7 2 8 112

Metal Handing inspection ladle Size
Injection
Rate
Low Crack In the 8 Improper 4 Check At 8 256 Maintain 8 2 5 80
metal Object Melting of melting Molten Metal
pouring Metal Temperat Temperature
temperatu ure
re
Poor Improper 5 Improper 6 In process 2 60 Maintain molten 5 3 2 30
Fluidity of shape melting inspection metal
Molten Temperatue
Metal
 FMEA (Failure Mode and Effect Analysis )of
Porosity

Failure Failure Failure Current

S O D RPN Recommendation S O D RPN
Mode Effect causes controls

Surface and Poor Proper design of

Flow In Process
Porosity
internal 7 pressure 6
Detection
5 210 runners and gates to 7 4 5 140
Defects metal flow avoid turbulence

Trapped Add metallic

Gas Internal In Process
Porosity defects
7 various kind 5
Detection
5 175 elements to react 7 3 5 105
of gases with gases

Change in
volume as
metal
Shrink Reduced In Process Design flow so no
8 changes 6 2 96 8 5 2 80
Porosity Size Detection part freezes early
states from
liquid to
solid
Rula Analysis of Worker (For Poor Fill)

3 2
3 - 5
1

2
5
3 3 2

1
Reba Analysis of Worker (For Poor Fill)
4 2

1 3 4 1

1 2
2 2

5 6

9
Conclusions from Ergonomics study of
operator
 RULA and REBA score shows that the worker is getting
fatigued at the time of metal pouring.
 This has resulted in variations in time taken for Casting.
 This is also a cause of slow metal pouring rate and different
types of defects arising due to operator inefficiency.
 Sometimes the worker is not able to pour sufficient metal into
the mould.
METAL POURING SYSTEM

FURNACE(Melts the metal)

EQUIPMENT
METAL
LADLE(carries the metal)
POURING
SYSTEM LABOUR
Pours the metal into the mould
with the ladle
FURNACE
Crucible furnaces are one of the oldest and simplest
types of melting unit used in the foundry. The furnaces
uses a refractory crucible which contains the metal
charge. The charge is heated via conduction of heat
through the walls of the crucible. The heating fuel is
typically coke, oil, gas or electricity.
 Under fired crucible furnaces are available with capacities that
range from just a few pounds to 1500 pounds.
 A single furnace for melting and holding also complicates the
fluxing of the melt for cleaning the metal.
 The use of a refractory crucible such as silicon carbide or clay
graphite is recommended as iron pickup can result from the
use of cast iron crucibles.
 Where cast iron crucibles are employed, they must be kept
coated with a refractory pot wash to minimize iron pickup since
iron is readily soluble in molten aluminum and reduces the
Specs for Gas Fired Crucible
Furnace
Sr. No. Properties Specification
1. Melting Efficiency 0.385 kg of Al to 700°C
2. Holding Energy Requirement 8kWh/metric ton
3. Nature Clean, quite, environment friendly
4. Molten metal holding capacity 1.0 to 1.5 metric ton
Role of Ladle
 The role of a ladle device is to supply the material to
the casting processing. The features are as follows.
(1) Since the material to supply is liquid, there are
many difficulties in its handling and the metering
accuracy is also a problem.
(2) Since the material is at a high temperature, 650 to
710 deg C for aluminum alloys, and will heat up
whatever come in contact, while its temperature itself
will come down, excessive temperature drop and/or
fluctuation needs to be prevented.
(3) Since the material comes in contact with air and
oxidizes, it needs to be suppressed to a minimum and
at the same time mixing of foreign substances needs
Bottom Pour Ladle - Manual Operation

 This unique bottom pour system is designed for the foundry

that wants to take advantage of the benefits of bottom filling
and pouring without having to install a robot. This system is
designed to accommodate pour weights from 10-140 pounds
(4.5–63.5 kg). This large capacity can eliminate the need for
molds to be poured by more than one person.
 System features
 Full controls on the handles to allow control by one operator
 Self aligning system for ladles and rod
 Adjustable handle angle to allow for ergonomic positioning of the
equipment during operation
 Ladle stand to allow easy access to the lade and rod for cleaning and
maintenance
 All controls are pneumatic
 System includes air hoist
AUTOMATIC POURING LADLE
ADVANTAGES OF USING AUTOMATIC LADLE
MACHINES
1. Gives stable and precise volume of molten Metal; It's easy to operate.

2. While the arm is moving, the speed can be adjusted by turning the speed adjustment
knob.

3. The ladle can stop at a very precise position for pouring. In single arm model, the
molten metal volume is stable, thereby reducing the rejection rate.

4. The ladle arm forward / return and pouring / scooping are controlled separately by
inverters, thereby increasing the ladling speed, improve production efficiency and
lower rejection rate
.
5. The electrical components are controlled by PLC, with build-in error code display
for easier maintenance.

6. The movement is smooth, avoiding spillage of molten aluminum

 ADVANTAGES OF USING
AUTOMATIC LADLES

• Light weight material

• No pre-heating required
• Low thermal heat sink
• Excellent mechanical properties
• Excellent resistance to erosion
• Excellent scull release
• Non-wetted by molten aluminium
• No iron contamination
• Low maintenance
• Reduced holding temperatures
Cost Analysis
 Cost of the automatic ladle = Cost of robotic Arm + cost of ladle
=3,25,000 + 8000
= 3, 33, 000

Electricity Cost:-

Power Capacity of the ladle = 1kWh

No. of units consumed per day = 22 units
Taking into consideration,
M/c downtime =1/2 hour per shift
Heating furnace time = ½ hour per shift
Refreshment time =1 hour per shift
Cost of 1 unit electricity in Punjab for middle scale industries = Rs. 6.56per unit
Total electricity cost per year = 22 x 6.56 x 26 x 12 = 45, 028.
Total cost incurred for 1 year = 3,33, 000 + 45, 028
= 3, 78, 028
 Rejections Avoided after the application of automatic
ladle
= 75% of poor fill rejections
+ 35% of porosity rejections
+ 30% of all the other rejections
Poor filled rejections avoided = 163.78 kg
Porosity rejection avoided = 52.19 kg
Other rejections avoided = 7.98 kg
Total rejections avoided = 223.95 kg
Cost of sheet metal (CRNO sheet) = Rs. 70/kg
Cost of rejection avoided = 70 x 223.95 x 12 =
1,88, 118
Savings for year 1 = 1, 88, 118 - 3, 78, 028 = Rs. -1,
89, 910`
YEAR- 2 SAVINGS
 Cost incurred = 1, 89, 910 + 45,028
= 2, 34, 938
Revenue = 1,88, 118
Savings for year 2 = 1, 88, 118 – 2, 34, 938
= Rs. -46,820

YEAR- 3 SAVINGS
 Cost incurred =Rs.46,820+45,028
=Rs. 91848
Savings for year 3 = 1,88,118– 91,848
= Rs. 96,270

YEAR- 4 SAVINGS
 Saving For year 4 =Rs1,88,118-electricity cost
=Rs.1,43,090
Savings for years after year four will be same or more.
Net Present Value
 Consider for a period of 5 years the cash flows are as
follows:
PERIOD CASH FLOW (Ci) Discounted Cash Flow
0 -189910 -189910
1 -46820 -42563
2 96270 79561
3 143090 107505
4 143090 97732
5 143090 88847

∑ = 141172
.
By application of above formula on cash flows and
taking the discount factor as .1
We get the value of NPV= Rs. 1,41,72

Pay Back Period= 2.32 years.

Recommendations Made
The first pareto analysis made us conclude that which department has to the
1 chosen with respect to the data collected for rejection

The second pareto analysis made us select the failures which have to be
2
corrected first.

The metal pouring operation was automated after the application of low cost
3
automation i.e the robotic arm
The RULA and REBA score improved to a much lesser level of action as
4 compared to the previous level.

The previous process used the manual pouring system in conjugation with the
5 steel ladle which was replaced by the new process which adopted the
automatic pouring system with the AUTO POUR ladle.
The variation in the time study will be eliminated to a large extent due to the
6 automation of the operation of metal pouring which was previously done
manually
The cost analysis showed that the scope of the proposed solution would be
7 giving us a potential saving of INR 1,43,090 with a payback period of 2.32
years
Recommendations For 5S in the
Industry

5S
 ELEMENTS OF 5S
ENGLISH NAME JAPANESE NAME

STRAIGHTENI
SORTIN SEITO
NG SEIR
G N
I

5S SHININ
5S SEIS
SUSTAINING G SHITSUK O
E

STANDARDIZATI SEIKETS
ON U
5S
 Seiri – Sort

Sorting is required when

No division of zones

No separation of unnecessary materials

Proper bin are not used for trimmed waste

Used die are not placed to their place

Tools are not arranged in proper way

 Trimmed wastes
are not properly
placed in bin

Wastes are
not disposed-
off

5S
Used Tools are placed near work area

5S
 No alignment of tool parts

5S
After applying sorting
Benefits

• Space
occupied is
less
• Easy holding
• Safe
 IMPROVEMENTS
1
Divide work area into small zones

Separate unnecessary materials from the

2
necessary materials
Remove all the unnecessary material from
3
work area

4
Use red tag to separate unnecessary materials

5
Arrange tools near the work area

6
Tools must be arranged in tool kit

7
If in doubt,
Arrange
move
tools
it out
near the work area
 Red tag
criteria

1
Date:
If it is
If it is needed,
2
Description of item: needed, is it
Every Is this
is it required
person item
asks to all needed very
3 Location of items: needed
the items in this frequent
????
around his quantity ly???
4
Reason for red tagging: / her ???
workplace
 RED TAG HOLDING AREA

Red area should be near work area

Unnecessary materials are placed in red

tag area for one week

If workers used that material then ok

Or material are moved to central location
In central location material are placed for
one month
If the material not used then disposed
off the material
Waste must be disposed off
BEFORE AFTER

5S
 Vice parts placed in work area

BEFORE AFTER

5S
 DISPOSAL METHODS
Dispose of as scrap or incinerate items that are useless
Throw it away or unneeded for any purpose

Sell off to other companies items that are useless or

Sell unneeded for purpose

Return Return items to the supply company.

Lend items to other sections of the company that can

Lend out use them on a temporary basis

Distribute items to another part of the company on a

Distribute permanent basis

Central red tag Send items to the central red-tag holding area for
area redistribution, storage, or disposal.
 Seiton –
Organize
No sequence of containers

Containers are placed in pathways

No sign boards are used

Rack having forged pieces are not marked

Signboards should be visible to all and
maintained

5S
No proper arrangements of containers

5S
Naming should be done properly
BEFORE AFTER

5S
 Outline strategy is not
followed properly

5S
Tools should be arranged properly
in almirah

5S
Tools are placed randomly on tables

5S
Containers are placed in pathways

5S
 We can make shed of this
material so that containers
can placed under it.

5S
 IMPROVEMENT
METHOD
Sequencing of containers in proper
1
way

2 Use outline strategy

3 Use colour coding strategy

4 Use sign boards strategy

Seiso – Sweep/ Shine

 Work area is not cleaned properly.

5S
Unclean surrounding:
After applying SHINE:
 Oil tanks should be
cleaned properly

Almirah becoming
dirty due leakage of
oil from tank

5S
 Steps to do SHINE

Determine 1.Determine Determine

Determine
Determine Start to
Shine Shine Shine
Shine Prepare tools
Shine Targets Shine
Assignments Methods
Targets Methods

1.Divide job
1.Choose the
based on
right tools
area of Keep tools
Storage space,
Click the floating Select a step and click 2.Shining
Drag the yellow
action button to add or cleaning
action button to insert diamond handle to near Clean
Equipment or should takeand5
remove a step of the
2.Divide job
a step after it or delete change the gap
location of thoroughly
Empty Space
process. it. minutes
arrow size of the list.
based on shine
3.shine should
time of
be defined
cleaning
Work area should be clean properly and
regularly

5S
Steps to do SEIKETSU/STANDARDIZE

MakingShine
Determine it a
Targets Prevention
habit
1. Decide who is
responsible for 3 S 1. Prevent unneeded
activities items from
2. Integrate 3S duties accumulating
Click the floating action button to add 2.
SelectPrevent from
a step and click action button to
or into
remove regular work
a step of the process. insert a step after it or delete it.
duties having to put
3. Check on how well back things
3S conditions are
being maintained
 PREVENTION
In spite of all the instructions in place we find that the cleanliness keeps
deteriorating and requires regular reminders

Prevent things from having to be put back

Use 5 W and 1 H approach and eliminate the need to put back

There are two ways to do this

1. Make it difficult to put things in the wrong place

2. This relies heavily on discipline and visual controls

 5W + 1H
What?
Where?
• Is wrong When?
• Is the problem
• Is causing the • Does it happen
(Location)
problem

Why?
Who?
• Does it happen
• Does it
• Does he do it this
• Is responsible for it
way and

How?
• Else could it be done
• Do we improve the situation

5S
HOW to implement SHITSUKE/SUSTAIN

Awareness - All need to understand what 5S is about.

Time - Time has to be allocated to do the 5S.

Structure - A Structure has to be formulated on how and when 5S activities

will be done.

Support - Management support needed in acknowledgement, leadership and

resources. .

Rewards and recognition - Efforts need to be recognized

Satisfaction and Excitement - This needs to be shared in the entire

organization.

5S
Workers working without using safety precautions.

5S
SAFETY

5S
RECOMMENDAT PERSONAL PROTECTIVE
IONS EQUIPMENTS

5S
Recommendations
Trimmed waste, punching wastes must be disposed off.

Work area should be clean regularly.

Clean the oil tanks so that leakage of oil identified easily.

Used die must return to tool room.

Arrange containers in a proper way.

Proper training must be provide to workers.

Signboards should be used to recognize different zones.

Signboards, charts should be maintained properly

Workers should use helmets, groves and ear plugs for safety

5S