A PROJECT ON

DESIGN & IMPLEMENTATION OF PRODUCTIVITY MEASUREMENT STSTEM IN FABRICATION DEPARTMENT

At Godrej & Boyce Mfg. Co. Ltd.
DIVISION- PRECISION ENGINEERING SYSTEMS, PLANT 19

BY KAUSTUBH VINAY KOKANE (B.E. PRODUCTION ENGINEERING)

UNDER THE GUIDANCE OF Prof. V. K. Gajare (College guide) & Mr. S. S. Agarkar (Company guide)

DEPARTMENT OF PRODUCTION ENGINEERING KONKAN GYANPEETH COLLEGE OF ENGINEERING KARJAT, RAIGAD (2011-2012)

KONKAN GYANPEETH COLLEGE OF ENGINEERING, KARJAT

CERTIFICATE

This is to certify that the Mr. KAUSTUBH VINAY KOKANE has successfully carried out the project entitled IMPLEMENTATION OF PRODUCTIVITY MEASUREMENT SYSTEM IN FABRICATION DEPARTMENT during semester VII in partial fulfillment of Bachelor of Engineering in Production Engineering degree awarded by the Mumbai University in the academic year 2011-2012.

Prof. V. K. Gajare (College Guide)

Mr. Vasuki P. H. (HOD, Fabrication-19)

Mr. S. S. Agarkar (Company Guide & GM- Manufacturing)

NO OBJECTION CERTIFICATE

This is to certify that Mr. KAUSTUBH VINAY KOKANE, a Production Engineering student of Konkan Gyanpeeth College of Engineering, Karjat; has successfully completed the industrial in plant training at GODREJ & BOYCE MFG. CO. LTD., VIKHROLI from 7th JULY 2011 to 6th JANUARY 2012 and this is a bonafide record of the work done by him personally. This report is not confidential and hence, not objectionable.

Mr. Vasuki P. H. (HOD, Fabrication-19)

Mr. S. S. Agarkar (GM- Manufacturing)

SYNOPSIS

NAME OF COLLEGE

: Konkan Gyanpeeth College of Engineering, Karjat : B.E. (PRODUCTION) : VII (REVISED) : 2011-2012 : DESIGN & IMPLEMENTATION OF PRODUCTIVITY MEASUREMENT SYSTEM IN FABRICATION DEPARTMENT

CLASS SEMESTER ACADEMIC YEAR PROJECT TITLE

ACKNOWLEDGEMENT On successful completion of my 7th semester in-plant training at Godrej & Boyce Mfg. Co. Ltd., I take this opportunity to convey my profound gratitude to all concerned people who have helped me. It is only befitting, that I first thank our college management and respected Principal Mr. M. B. Lele, our H.O.D. Mr. A. G. Nagpure, Training & Placement in-charge Mr. S. R. Shastri & my project guide Mr. V. K. Gajare for arranging this in-plant training. I thank Mr. Uday Deshmane (Training & placement officer, Godrej) for giving me an opportunity to work in the PES division at Godrej Vikhroli establishment. I am indebted to my company guide Mr. S. S. Agarkar, Mr. Vasuki P. H. and Mr. S. B. Nuchu for their valuable guidance and support throughout my training period. I would also like to express my heartfelt gratitude to Mr.Biswadeep S Biswas, Mr. Amit R. Panchal, Mr. Navaj A. Sattar, Mr. Alam Khan and Mr. Prashant Warudkar for their full encouragement & guidance throughout my training period. It would be inequitable if I disregard the co-operation of Quality Assurance, Design, M.P.C., Machine Shop, Maintenance, Paint Shop and Assembly departments for showing me how teamwork is done in our PES plant. Finally, though not the last, I would like to thank all the workmen for their constant co-operation, support and generous information regarding all the operations that are carried out at shop floor-level. They were a source of real-life knowledge for me, which I couldn't have grasped from any textbook.

KAUSTUBH V. KOKANE

ABSTRACT

The in-plant training at Godrej & Boyce Mfg. Co. Ltd. (Precision Engineering Systems) was a very informative period in my academic career. During the period, I was lucky to get a glimpse of how things are done in a real industry. No textbook could have given me such in-depth information of many technical aspects of my field.

During my training, I got a chance to learn a lot about different types of fabrication processes. First-hand experience of plasma cutting and welding techniques provided me with an opportunity to really understand the implementation of the welding-related theory I had learned in our textbooks. I also learned more about different QA & NDT techniques. I got to work on sophisticated ABB robot for the most accurate plasma cutting of Calandria nozzles.

Other than technical knowledge, more importantly, I learned a lot about human relations and how team work is done. Exposure provided to me by my tenure at Godrej will surely be important as I launch my career journey with six months of training experience.

INDEX

CHAPTER NO.
1 2 3 PROJECT Company Profile

DESCRIPTION

PAGE NO.
8-12 13-20 21-24 25

Introduction to PES Division Introduction to Fabrication Department DESIGN & IMPLEMENTATION OF PRODUCTIVITY MEASUREMENT SYSTEM IN FABRICATION DEPARTMENT Literature Survey 5.1 Definitions of Productivity 5.2 Partial Productivity 5.3 Welding Productivity 5.4 Factors Affecting Welding Productivity 5.5 Difficulties in Measuring Productivity Workstation Productivity Measurement 6.1 Productivity Analysis of Workstations 6.4 Workstation-wise Analysis & Justification Productivity Measurement by VA-NVA Analysis 7.1 VA-NVA Analysis 7.2 Standardisation of VA-NVA Activities 7.3 Time Study 7.4 Job-specific VA NVA Analysis by Time Study 7.6 Summary Analysis 7.7 Important Improvements Loss Analysis 8.1 Sixteen Major Losses 8.2 Job-specific Loss Analysis Calandria Stage I Welding Productivity Measurement 9.1 Methodology 9.2 Test to Determine Weld Deposition 9.3 Welder Efficiency & Productivity 9.4 Parameter Monitoring 9.5 Theoretical vs. Actual Parameter Comparison 9.6 Consistency Trend Analysis DESIGN & IMPLEMENTATION OF WATER COOLING ARRANGEMENT FOR CALANDRIA STAGE I NOZZLES

26-31

32-41

42-54

55-60

61-70

ASSIGNMENT

71-74

COMPANY PROFILE

Godrej Industrial Township- Pirojshanagar, Vikhroli

From high tech engineering solutions to daily-use products like locks, Godrej has touched lives of millions of Indians since it was found in 1897 by an ambitious visionary, Mr. Ardeshir Burjojee Godrej. After 115 years, Godrej has turned into a conglomerate worth US$ 2.6 billion spreading its arms globally. Recent change in brand identity further helped grow the brand. Enriching the Quality of Life..Everyday, Everywhere is the mission of Godrej group, which signifies the involvement and importance of Godrej products in Indian peoples lives. Today Godrej employee over 15,000 people and has grown into one of the most trusted brands in Indian industry with far reaching service and distribution network. The companys corporate head office and a huge industrial township is located at Pirojshanagar, Vikhroli, The brainchild of Ardeshir Godrej has turned into a pioneer for Indian private industries. As it strides ahead confidently, it gives direction to others.

VIKHROLI ESTABLISHMENTAfter acquiring vast land of 3200 acres in Vikhroli in 1948, Godrej group has developed it seamlessly turning it into a benchmark company campus. Godrej & Boyce is truly a multi-faceted private enterprise housing the following manufacturing plants in its Vikhroli campus.

PLANT

DIVISION & PRODUCTS/SERVICES

1 Steel & Other products manufacturing plant-Architectural fabrications, ERW Tubes, feeder of cut steel to other plants.

2,3,5 Godrej Appliances

-Production of Refrigerators, Washing Machines, Microwaves, DVD players and Air Conditioners

4 Office Equipment Division, Furniture Manufacturing Division

- Production of Office Furniture, Seating and Desk Systems, Computer Furniture and Home Furniture, Home Storewels, Filing Cabinets and Filing Systems, Sliding/Tambour Door Units, Personal/Industrial Lockers, Customized storage Systems, Roll-formed Slides and Components for Furniture

7,8 Tool Room Division

- Production of Precision Tooling (Press Tools / Plastic Injection Moulds / Vacuum Forming Moulds / Pressure Die-Casting Dies), Special Purpose Machines, High Precision Components / Equipment for Engineering and allied industries, Sheet Metal Working

PLANT

DIVISION & PRODUCTS/SERVICES

9,19 Precision Engineering System

- Production of critical custom-built precision engineering equipments for multiple applications, windmill products, customized equipment, nuclear products and defence products.

10 Central Service Department 11 Marketing, Purchase Accounts & Service Offices 13, 14 Office Equipment Division, Storwel & Storage System Manufacturing Division 15,19 Process Equipment Division
- Manufacturing of a range of custom made sophisticated equipment for the chemical, petrochemical & fertilizer industries. This plant produces heat exchangers, reactors, vessels, columns, refineries etc.

16 Material Handling Equipment Division

- Manufacturing of forklifts with lifting capacities up to 40 MT in electric powered versions, Container Handling Trucks, Warehousing and Personnel Access Equipment, Spare Parts, Services and Maintenance Contracts.

17 Security Equipment Division

- Manufacturing of safe deposit lockers, cash boxes, safes, fireproof doors, fire resisting filing cabinets and record cabinets, etc.

18 Locks DivisionManufacturing of sophisticated door locks, safety latches and other security-related equipments

10

Godrej & Boyce Group Structure

11

INTRODUCTION TO PES DIVISION

Godrej Precision Engineering System Division delivers customized solutions to customers demanding quality products in high technology engineering and manufacturing domain. We serve our esteemed customers who are pioneers in their area of business. It serves to an ever-growing manufacturing industry with highest achievable precision and accuracy. The prestigious organisation serves equally esteemed customers that include Government of India initiatives including Power Corporation India Ltd. (NPCIL), Bhabha Atomic Research Centre (BARC), Bharatiya Nabhikiya Vidyut Nigam Ltd (BHAVINI), BrahMos, ISRO as well as private sector companies like Enercon India Ltd. and Concast India Ltd. Broadly, Godrej PES business can be divided into four verticals-

Comparison among verticals- based on projects undertaken

12

MAJOR PROJECTS UNDERTAKEN AT PES, PL-19

F/M Bridge & Carriage-

Bridge & Carriage Assembly Project overviewThis assembly acts as the drive mechanism for TAPP and KAPP nuclear power plants operated by NPCIL. These mechanisms are used in Level 1 safety area of reactor to raise and lower the shut off rods in reaction chamber. Important characteristics Material SA 515 Size- 9600 x 1100 x 12500 (height) mm Weight- 70 tons 300 components per assembly Flatness requirement of 50 microns over 1600 x 8000 mm surface Challenging task of alignment 10 meter long columns

13

Wind Turbine Parts for Enercon India Ltd-

Enercon project components Project overviewEnercon India is aiming to create a nation-wide network of wind-energy operated power plants. These windmills are located in deep seas or on land where average wind speed is high. The three components of a windmills manufactured at Godrej PES are extremely vital to its function.

Important Characteristics 3 Components of CS of 4m diameter, each weighing about 3 tons Fabrication of a combination of prismatic and cylindrical sections to accuracies of +/- 1mm over 4m length Fabrication of equipment i.e. prone to heavy distortion during welding Special fixtures- pneumatic and mechanical fixtures to avoid distortion Extensive use of automatic welding processes- FCAW and SAW

14

Calandria-

Position 1 Project overview-

Position 2

Calandria is the heart of a nuclear reactor. It is the chamber which holds the radioactive fuel rods when nuclear fission is occurring. Fuel handling mechanism is also commissioned along with Calandria to handle new or spent fuel rods. This particular unit of Calandria is being manufactured for the NPCIL-operated Kota Atomic Power Plant (KAPP), Rajasthan. Important characteristics Requires a separate enclosure for fabrication to avoid contamination and any contact with CS material Total 122 nozzles to be welded in 5 stages. Automation of plasma cutting process to achieve maximum accuracy Involves GTAW welding in 6G position Transportation to site (KAPP, Rajasthan) by road is a challenging task.

15

ReGen PowerTech-

Supporting Structure

Rotor

Brake Disc

Project overview Windmill power generator project 8 sets delivered Stress on using semi-automated FCAW welding by BhaGo machines

16

Departments in PES

PERSONNEL:
Personnel department is the HR-arm of PES division. It handles all manpower related issues and handles all contractors on behalf of the manufacturing units. Plant Manager and Time Keeper are the two persons representing Personnel department in every plant. Apart from all HR related activities, the personnel department also handles the attendance related issues of all employees, workmen, trainees and apprentices.

MARKETING:
Marketing department is one of the most important departments involved in the cycle of a product. Even though it is not directly involved in manufacturing activities in any way, it is the reason why manufacturing units receive the order in the first place. Marketing department seeks orders from suitable sectors by participating in bids from different companies. Further, important strategic decisions like choosing the most appropriate project to bid for are all taken by marketing department after consulting with respective manufacturing departments.

DESIGN:
At Godrej, stress is on using internal drawings for uniformity and ease of understanding. This is where the Design department plays its role. A team of experienced designers with individual CAD stations works closely with customers to understand their requirements and make uniform-standard drawings available for manufacturing. The team uses the most advanced software in the industry including Inventor, AutoCAD and Ansys. 3D models of intricate components are also made available for precise manufacturing.

PLANNING:
Planning department is the think-tank behind all routing, sourcing and logistics activities. All important activities from deciding the raw material supplier to transporting medium are done by planning department. Project planner decides the sequences of operations and supplies job cards along with project drawings to the respective manufacturing teams. Planning department employees are involved in the manufacturing cycle of all projects right through marketing activities to final dispatch of the manufactured job.

17

MANUFACTURING: FABRICATION:
After receiving raw material from Material Preparation Cell (M.P.C.), Fabrication department and its 130-strong force of experienced workmen consisting of welders, grinders and fitters that team up to carry out actual value-added manufacturing activities. Welding methods used in Fabrication department include FCAW, SMAW, GTAW and SAW. Welding automation is also encouraged by fabrication supervisors wherever possible, as it reduces the cycle time considerably and improves the quality of weld produced. Special enclosure is also available in Plant-19 for SS fabrication when contact with CS material is to be avoided.

MACHINE SHOP:
After being released by Fabrication department, Machine Shop takes over the job and precision machining is carried out with state-of-art machines. AC enclosure is also available for precision machining of small components. CNC machining with up to 1 micron accuracy can be achieved at PES Machine Shop.

ASSEMBLY:
Assembly department takes over the job in final stages of its manufacturing cycle at Godrej PES division. Plant-19 houses a shot blasting booth and two paint booths which are operated by Assembly department. Highly precise assemblies are made with help of special fixtures and an experienced & skilled workforce. Currently, a 2.5m deep crater is being dug in Plant-19 for the final assembly of Bridge & Carriage job before dispatch.

QUALITY ASSURANCE & INSPECTION:

Although the QA department doesnt carry out any manufactur ing activities, it ensures that the job stays within required tolerance limits and accuracy expectations are met at all times. Engineers are trained in different NDT techniques such as LPT, UT, MPI and RT.

MAINTENANCE:
This department takes care of all the machines in the plant. It looks after the daily maintenance like checking the lubrication etc. It also undertakes preventive maintenance foe increasing the efficiency of the plant.

18

PES- MANUFACTURING SHOPS Two manufacturing shops- 14500 m2 Heavy manufacturing is carried out in plant-19. Main characteristics areMainly CS jobs and a separate enclosure for SS fabrication. Mainly CS jobs and a separate enclosure for SS fabrication. Area of plant- 5720 m2 22m wide, 260m long, 14 meter under 100 ton crane hook Light manufacturing of both SS and MS is carried out in plant-9. Main characteristics are Area of plant- 8775 m2 6 bays, 15 m wide, 90 m long 8m under 25 ton crane hook

M/C shop side view. New 40T EOT crane installed in the upper bay

Fabrication side view. Calandria enclosure also visible

RESOURCES AVAILABLE WITH FABRICATION DEPARTMENT 20T EOT crane (lower bay) & 40T EOT crane (upper bay) ( 1 unit each) 3T forklift (1 unit) 10T welding positioner (1 unit) HF Grinding Machines (49 units) ESAB FCAW machines (14 units) Sigma FCAW machines (3 units) Kemppi GTAW machines (4 units) BhaGo machines (5 units) Plasma Cutting machines (1 unit)

19

INTRODUCTION OF FABRICATION DEPARTMENT

PES division is housed in both Plant-9 and Plant-19 with two separate fabrication shops. Carbon Steel jobs weighing more than 20 tons are fabricated in Plant-19 and smaller jobs where higher degree of precision is required are fabricated in Plant-9. There is a separate enclosure for stainless shell fabrication in Plant-19, where currently Calandria is housed. Three main pillars of fabrication department are as follows1) TrainingComprehensive training is given to all staff and workmen in order to provide them with operational knowledge related to their work. Different types of trainings provided to workers are as followsi. Apprentice TrainingLearning apprentices undergo trade-based training in order to provide them with in-depth knowledge of their respective trades and different operations related to their trades. ii.Trade TrainingPeriodic trade training is provided to all workmen to further improve their knowledge and share any new developments related to their trades. Also, in case any new machines are commissioned in Plant-19, Fabrication, all respective operators are provided extensive training on the functions of machine. iii. Safety TrainingRegular safety training and meetings are held in order to discuss the ways of improving safety scenario on shop floor and safe practices of operation. Multi-skillingIt is a creative new initiative undertaken by PES where workers are trained in trades other than their own. The main purpose of such training is to reduce the overall cycle time and labor cost.

iv.

20

2) Automationi. De-skillingMain purpose of implementing automation is de-skilling. Manual operations like SMAW welding which can not be automated unavoidably require skilled workforce. ii.Repeatability of quality Regular output of good quality products is possible with automation. In case of fabricationrelated processes, defect percentage drops considerably which results in overall improved picture of quality. . iii. SafetyObvious advantage of automation is safety. Due to limited exposure to hazardous work environments, safety scenario is improved considerably. Ergonomics & health Another important result of implementing automation is reduction in human efforts and handling activities. When working in an enclosure, if automation techniques are implemented, the risk of suffocation and other harmful effects of gases can be eliminated completely.

iv.

3) Improvement Initiativesi. KaizenAs part of Total Productive Maintenance implementation, Kobetsu Kaizen is an important pillar taken very seriously at Godrej PES division. All improvements suggested by workmen as well as staff members are documented and evaluated by their respective superiors.

4) SafetySafety is given the utmost importance in fabrication workshop where heavy jobs are handled all the time. Mock drills are held regularly to prepare workmen in case of emergency. Conceptual prioritisation 1. Safety 2. Quality 3. Delivery Above priorities are always followed in fabrication department where safety and quality have highest importance. Delivery may be sabotaged in certain cases, but safety and quality are always given utmost importance.

21

ORGANISATION STRUCTURE

PES Division Organisation Chart

Fabrication-19 Organisation Chart

22

JOB FLOWCHART IN FABRICATION

23

Project DESIGN & IMPLEMENTATION OF PRODUCTIVITY MEASUREMENT SYSTEM IN FABRICATION DEPARTMENT

24

LITERATURE SURVEYDEFINITIONS OF PRODUCTIVITYIt is difficult to define productivity in standard terms as the phenomenon varies with change in field of use. For example, the productivity norm used in manufacturing industry can not be used in construction industry. Thus, it is very important to focus on the factors that are quantifiable and can yield an interpretable and clear picture of the productivity scenario. Productivity signifies the measurement of how well an individual entity uses its resources to produce outputs from inputs. But, selection of factors to be measured is tricky. In general, productivity can be defined as 'rate of output'. Input and output may vary but at the end, productivity is always a 'rate' (ratio) of output and input quantities. The above definition can also be stated as a measure of efficiency of production. Productivity= Output Quantity Input Quantity When the work being done is not exactly quantifiable, it is difficult to measure its productivity in statistical terms as there is no empirical formula which can help us measure working productivity. In practice, quantitative and qualitative changes take place when relative quantities and relative prices of different input and output factors alter. In order to accentuate qualitative changes in output and input, the formula of total productivity shall be written as follows Productivity= Output quality and quantity Input quality and quantity In manufacturing industry though, the work done on shop floor is in quantifiable terms. Accurate monitoring of different parameters related to any processes in the shop will help us get a clear picture of productivity scenario. But, the same is not true for purely manual processes ( e. g. SMAW welding).

25

PARTIAL PRODUCTIVITYPartial productivity is defined on the basis of the class of the input being considered. For example, partial productivity with respect to labor and energy can be calculated by considering output and input with respect to these aspects only. Typically, partial productivity can be found out in following five ways1) Value-added productivity 2) Efficiency ratios 3) Single-factor productivity

Explanations1) Value-added productivityWhen value added processes which directly contribute towards the completion of any task is considered as output, the method of measuring productivity is known as Value-added productivity. This is considered as the most effective method of measuring productivity in manufacturing.

2) Efficiency ratiosThese represent the ratio between the value produced for any given input. In manufacturing terms, if n numbers of workmen, specialized in the same trade are provided with the same input in terms of quality and quantity, the amount of time and resources utilized by them depict their efficiency. Standard time is also set by experienced engineers and workmens recorded time is compared with this standard time to get their efficiency ratio.

3) Single-factor productivityIt refers to the measurement of productivity that is a ratio of output and only one input factor. It may be labor, monetary resources or energy. Most common example of single-factor productivity measurement is the measure of output per work input, describing work productivity.

26

WELDING PRODUCTIVITYBenchmarks for welding productivity are not yet implemented properly in any frontline Indian manufacturing company. Benchmarks for welding productivity may differ from company to company based on availability of skilled workforce and hence, it is very difficult to compare the productivity standards of two organisations. On the other hand, the same productivity measurement systems are considerably clearer in the western countries like the U.S. According to a survey by the Department of Commerce, U.S., leading industries use the following eight general welding productivity measures1) 2) 3) 4) 5) Welding speed- (e.g. mm length welded per period of time) Welding process output (e.g. Joint completed per period of time) Welding deposition rate (e.g. kgs of weld metal deposited per period of time) Welding machine arc time (% of time welding machine is in operation) Welded product output- Standardized product- (e.g. welded components completed per period of time) 6) Welded product output- Customized product- (e.g. tons of steel joined per period of time) 7) Welding defect rate (e.g. defects per 100 welds completed) 8) Performance versus time standard (e.g. percentage of production completed within specified time standard) Use of multiple productivity measurement standards is recommended as gives more precise estimate of welder productivity. At PES, Plant-19, we use the following productivity measures1) 2) 3) 4) Welding speed Welding deposition rate Welding defect rate (defects in terms of % weld length) Performance versus time standard

27

FACTORS AFFECTING WELDING PRODUCTIVITY1) Welding Positions

It is known that efforts required while using different welding positions vary considerably. Hence, at Godrej PES, we have established a position factor for each welding position so that weld estimator can predict the welding time, consumption and deposition more accurately.

Welding Positions

28

Position Factor based on Welding PositionWelding position is a very important criterion to be managed during welding. Deposition rate, welding speed, current and voltage settings and other technical factors also differ with welding position. Position factor also represents the fatigue experienced by welders during welding. For example, a welder may not have as much difficulty in welding in 1G position as he would experience while welding in 6G. The following table represents the welding position factors taken into consideration in weld estimator-

Note- Higher value indicates ease in welding and vice versa.

2) Circumstantial FactorsCircumstantial factors may also be included in the calculations of weld deposition. For example, a welder may experience difficulty in welding in 1G position if the fixture design is creating a difficulty for movement of welder. This factor is not usually quantified, as it varies from welder to welder.

Welding a box section in 3G position with a fixture support clearly obstructing the welder

29

DIFFICULTIES IN MEASURING PRODUCTIVITY1) The most important problem in measuring productivity at any manufacturing shop is that there is no established productivity metric implemented on large scale in any Indian manufacturing company. The activities of welding and grinding can be brought under the perspective of productivity measurement, to some extent. But doing the same with fitting is a very arduous task as the work is not quantifiable. 2) The number of factors on which productivity for any operation depends is very large. Hence, it is not possible to monitor each factor accurately. Hence, only a limited number of essential factors are defined that can be economically monitored and interpreted. Different factors affecting labor productivity area. Physical, Geographical and technological factors b. Behavioral and cultural factors c. Managerial , organisational environment related factors d. Incentive schemes e. Level of innovativeness and efficiency on part of the owners and managers 3) It is not possible to measure the productivity of workmen in an unbiased way in case of creative activities that are involved in producing new and innovative technical products. 4) The relative efficiency gains resulting from different systems of management, organisation, coordination or engineering cannot be measured in physical terms as there is no benchmark available for it. 5) Accurate measurement of inputs is problematic, and in most cases, uneconomical. Variations in the rate of utilisation are pretty common in manufacturing where job-shop production is carried out. Worker efficiency and fatigue factor play important role in deciding the input required for each workman. This makes productivity measurement a very difficult task. 6) The most important prerequisite of accurately measuring productivity is the willingness of laborers actually working on-site to contribute. In some cases, workers are not willing to accommodate this change to their routine work profile. 7) Due to operator negligence or improper training, not all operators document loss of time and resources. This creates a problem in analyzing the data eventually as the readings provided are not clear or accurate. 8) Labor input, if measured by hours actually worked, is better suited to reflect the changing rate of manpower utilisation. But, it still remains an imperfect measure as their efficiency ratios may vary. 9) In most cases, the aspects used in measurement of productivity are quantitative, rather than qualitative. Therefore, quality of labor effort generated is left out of productivity norms.

30

WORKSTATION PRODUCTIVITY MEASUREMENTPRODUCTIVITY ANALYSIS OF WORKSTATIONSJob-shop production is carried out in PES Plant-19 fabrication shop. Depending upon the requirement of department and job specifications, workstations can be seen varying in fabrication shop. Thus, there is no fixed layout for fabrication shop floor where machines are positioned for any given period. Generally jobs which can be handled by EOT crane are brought to a common fabrication space where all necessary welding machines are positioned. In order to assess the overall productivity of the shop, I studied the productivity of individual workstations which are specific to jobs being fabricated in our shop. Following workstations were defined with their assigned projectsSr. No. 1 2 3 4 5 6 7 8 9 10 11 12 Workstation SS1 SS2 Plummer Block SS3 SS4 Column Calandria Enclosure Positioner Positioner Temp Rotor Fitup Rotor Fitup Temp Bridge Project ReGen ReGen ReGen ReGen ReGen B&C Calandria ReGen ReGen ReGen ReGen B&C

A detailed productivity study was conducted covering all above-mentioned workstations for seven days after which station-wise productivity was calculated. The report was presented to Mr. Shrinivasan, the TPM consultant to Godrej & Boyce Mfg. Co. Ltd. on 11th October, 2011. Along with station-wise productivity report, VA-NVA Analysis was also presented to Mr. Shrinivasan. Three stations productivity study is shown here. Similarly, all 12 stations were studied and data recorded was finally compiled together to get the overall picture.

31

32

33

34

By considering all 12 work-stations, the following result was obtained-

Note that 64% idle time represents the cumulative idle time for all 12 workstations combined. The main reason for this huge figure is idle status of multiple workstations including Calandria, SS3, SS4, Positioner Temp & Rotor Fit-up Temp.

35

IDLE TIME ANALYSIS64% idle time recorded was further sorted by its root causes1) No job 2) No manpower (No workers) 3) Waiting for instructions 4) Machine breakdown 5) Start-up losses 6) Miscellaneous Losses

36

WORKSTATION-WISE VA-NVA ANALYSISSS1 VA NVANEC NVAREM 500 1565 1295 SS2 190 40 3130 PLUMMER BLOCK 945 35 2380 SS3 505 100 2755 SS4 0 0 3360 COLUMN 950 760 1650 CALANDRIA 0 0 3360 POSITIONER 35 2715 610 POSITIONER TEMP 0 75 3285 ROTOR FITUP 415 165 2780 ROTOR FITUP TEMP 365 205 2790 BRIDGE 210 1770 1380

Note: VA represents Value Adding Activity NVA-NEC represents Non-Value Adding Necessary Activity NVA-REM represents Non-Value Adding Removable Activity

37

WORKSTATION-WISE JUSTIFICATION OF VA-NVA ANALYSISSS1Setup activities of supporting structure are carried out at SS1. Hence the analysis shows that the workstation was occupied with NVA-Necessary activities like setup for the maximum time. Tackwelding after pan/fin setup is also carried out at SS1, adding to VA activities.

SS2During observation period, the workstation was completely idle for three days as SS job from previous workstation was not ready to be transferred to SS2 workstation. Hence, NVA-Removable activities are the highest.

PLUMMER BLOCKPB is used exclusively for gusset welding. Hence, the workstation is not even expected to have 100% runtime. As the analysis shows, duration of VA (welding) and NVA-Removable (Idle due to absence of job) are maximum.

SS3SS3 workstation is used as welding workstation for rotor. Welding activities to be carried out on rotor are spread out on many workstations, hence SS3 workstation is either occupied with VA (welding) activities or it remains idle (NVA-Removable). Primary activities of SS3 workstation are like yoke ring, wrapper and segment setup and welding.

SS4SS4 workstation is used for dimensional correction activities. During observation period, SS4 workstation was idle as there was no job assigned to it.

COLUMNColumn workstation is versatile in terms of types of activities carried out. All activities ranging from fit-up to welding and grinding to NDT are carried out at the workstation itself. Hence, the analysis shows similar weight distribution for VA, NVA-Necessary and NVA-Removable activities.

CALANDRIACalandria enclosure handles all activities related to the Calandria main shell during fabrication cycle. During observation time, the workstation was idle as the team was awaiting radiography testing clearance.

38

POSITIONERPositioner workstation handles all welding activities that needed rotary table. It is used for rotor job where the table of positioner was given rotary motion with adjustable speed for facilitating welding.

POSITIONER TEMPThis is a temporary workstation which was used only when Positioner and Rotor Fit-up station are preoccupied.

ROTOR FITUPThe workstation is used to carry out all major setup and fitting activities and got the job ready for welding.

ROTOR FITUP TEMPRotor fitup temp workstation is primarily used to handle the job after SR and carry out all grinding activities and subsequent NDTs, if any.

BRIDGEBridge structure is dedicated to Bridge structure and all activities related to Bridge structure like welding (VA), setup (NVA-Necessary) & grinding (NVA-Removable) are carried out at the workstation. As the cycle time of Bridge structure fabrication is considerably long, the workstation is rarely idle, which is reflected by low NVA-Removable time in the analysis.

39

VA-NVA ANALYSISBased on the theory of Value Adding and Non-Value Adding method of measuring productivity, a detailed study of Supporting Structure was conducted. The same is a part of ReGen PowerTech project, which also includes Rotor and brake disc. I studied the micro process plan of Supporting Structure and then actually measured the time required for any given process. Then by using the basic concepts of Value Adding and Non-Value Adding process, %VA time was calculated, which was the measure of how efficient the micro process plan was, in terms of operating time. Before beginning the study, the criteria of Value Adding and Non-Value Adding activities were selected and the two were defined clearly in a meeting with my seniors.

DEFINITIONS1) Value Adding activitiesThe activities that directly contribute towards the completion of a project are defined as Value Adding activities. For example, during welding, material deposition is expected from welder. Thus, tacking or welding can be categorized as Value Adding activities in the process of welding. In other terms, whatever the customer is paying for is a value adding activity.

2) Non-Value Adding activitiesThe activities that do not directly contribute towards the completion of a project are defined as Non-Value Adding activities. These may further be classified into Necessary and Removable Non-Value Adding activities. Non-Value Adding activities which are indirectly required for the completion of a process are categorized as Non-Value Adding necessary activities. Fitting is the best example for the same as it is succeeded by welding, a true value adding activity. Without proper fit-up, welding cannot be carried out; hence it is a necessary activity. The activities which are required for completing any process, but which do not contribute directly or indirectly towards the completion of project are known as Non-Value Adding removable activities. For example, after welding, it is imperative that the joint is ground. But grinding involves removal of material that has already been deposited. It surely does not contribute towards completion of a project. Hence, grinding is a Removable Non-Value Adding activity.

40

STANDARDISATION OF VA-NVA ACTIVITIESBefore carrying out a detailed analysis regarding VA-NVA activities in fabrication shop, it was important that standardisation of different VA and NVA activities be done. i.e. activities involved in the shop must be categorized in the following three criteria1) Value-Adding Activity 2) Non-Value Adding Necessary Activity 3) Non-Value Adding Removable Activity For a week, I gathered information about various activities carried out at Fabrication shop in PES, Plant-19. Then by analyzing their importance and contribution towards project completion, these activities were further differentiated between Value Adding and Non-Value Adding activities. The below chart was taken as standard for any further analysis regarding VA-NVA activities.

41

42

TIME STUDYTime Study is a work measurement technique for recording the working time for different processes in a products manufacturing cycle; carried out under specific conditions and for analyzing the data so as to know the time required for successful completion of a job. By comparing the time with theoretical time required, we can know the productivity of workstation and also make further improvements in the process plan by implementing time saving manufacturing practices.

Objectives of Time Study1. To analyze operations with a view that they must improve continuously in order to reduce the cycle time and minimize human efforts. 2. Monitoring labor and machine utilisation. 3. To standardize performance measurement parameters. 4. To reduce labor costs. 5. To improve overall efficiency of the workstation.

Various Techniques used in the Time Study:1. 2. 3. 4. 5. Stopwatch Method Work Electronic Timer Video Shooting the process Work Sampling PMTS

Selection of Time Study TechniqueStopwatch method and video analysis were two methods chosen for time study of activities in fabrication department.

43

TIME STUDY METHODOLOGY1) The observer first takes some preliminary observations of the work (a pilot study) to be studied in order to identify suitable elements which can be clearly recognized on subsequent occasions and are convenient for measurement. 2) Further studies are then undertaken during which the operator times (records) the duration of the activities performed during the manufacturing process. 3) For the purpose of recording, the activities are broken up into small divisions known as elements which are then timed using a stop watch or other timing device. One of the main reasons for studying the activity in the form of elements, rather than the activity a whole is to exactly pinpoint the weak link in manufacturing sequence. By altering some activities, cycle time can be reduced considerably. 4) Number of cycles that should be observed depends on the nature of the work and also on the level of accuracy of observations desired. The accuracy of readings will improve with successive observations. There is no empirical formula to determine the number of observations to be taken for getting accurate results. VIDEO ANALYSIS METHODOLOGY1) All important activities defined in the micro process plan were recorded by video shooting them. 2) All the videos were then viewed in a production meeting held by PES Manufacturing divisional heads and respective supervisors. 3) Any changes required in operational procedure were discussed and standardized. The same modifications in operating procedure are then conveyed to respective workers and implemented with immediate effect. STOPWATCH MONITORING METHODOLOGY1) As activities related to fabrication are usually ongoing for hours, it was impractical to evaluate each and every second's work. Hence, time study was done in minutes and its details are shown on page 46. 2) Actual recorded time was then compared with theoretical time in micro process plan and bottleneck activities are identified and efforts are taken to decrease their cycle time.

44

JOB-SPECIFIC VA-NVA ANALYSIS BY TIME STUDYIn Fabrication shop of PES, Plant 19, projects are divided among workstations and job is moved from one workstation to another as it progresses. Supporting Structure is one of the four key components of ReGen PowerTech project, the other three being Rotor, Brake Disc and Reinforcing Cap. The windmill project was completed within my tenure at Godrej & Boyce Mfg. Co. Ltd. Supporting Structure occupies SS1, SS2, Plummer Block, SS3, SS4. While Supporting Structure was in Fabrication shop, detailed VA-NVA analysis was done.

SS job ready for machining

Completed SS ready for dispatch

45

46

47

EXPECTED VS. ACTUAL CYCLE TIMEProcess planning department is responsible for providing job cards stating detailed sequence of operations to be carried out in order to complete a project. The project manager is then supposed to chalk out a micro process plan with expected cycle time and manpower requirement which may need certain revisions as the project progresses.

48

SUMMARY ANALYSISThe supporting structure job was fabricated with three workstations- SS1 (setup station), SS2 (fin and pan welding) & PB (Plummer Block for gusset welding). The analysis presented the VA-NVA analysis for SS considering these three workstations only.

The summarized analysis shows that 77% of time when the Plummer Block station is being used, Value Adding activities like welding are carried out there, making it a critical workstation as far as Supporting Structure fabrication is concerned. On the other hand, SS2 station has 40% of Non-Value Adding Removable activities such as grinding. So, the scope for improvement is highest in case of SS2 workstation.

49

IMPORTANT IMPROVEMENTS SUGGESTED AFTER SS PRODUCTIVITY ANALYSIS1) While preheating long seams, workmen should provide a metal lid long enough to cover the whole WEP region so that maximum efficiency of preheating can be achieved.

#2 long seam welding 2) Magnetic rotary table should be provided for quicker pan/fin setup & welding. 3) Tolerance on #2 & #4 parts should be reduced in order to eliminate or reduce grinding that needs to be done while setup.

#4 setup 4) Two teams could be deployed for fin and pan setup and tack-welding so that total cycle time for the activity can be reduced considerably. 5) Dimension of gussets needs to be controlled more precisely. Heavy grinding effort is required for each gusset setup. Several tryouts may be required in some cases. 6) Welding automation is the key to productivity. BhaGo automated FCAW welding technique should be deployed as much as possible with long seams of supporting structure. Currently, hardly any welding automation is used for supporting structure.

50

7) Workers have difficulty while positioning all eight spacers correctly. This is caused by deterioration of top and bottom surfaces of the spacers.

Supporting Structure main fixture design drawing 8) Pan locking fixture design needs to be revised to reduce the amount of efforts required for carrying out setup of each pan. This can be done by reducing the number of bolts that must be screwed simultaneously in order to get the pan in correct position for tacking. Currently, there are nine bolts which must be screwed one by one which is very time consuming and laborious process.

Pan Locking Fixture

51

LOSS ANALYSYSSIXTEEN MAJOR LOSSES(1) Seven major losses that impede equipment efficiencyi. Failure lossesLoss due to breakdown of machines is categorized under failure losses. Detailed breakdown analysis of all machines will suffice the purpose of analyzing failure losses. Machine breakdown time is found out using the TPM records. Losses data filled by the operator at the end of shift is collected daily and at the end of month, collective breakdown data is calculated and analyzed. ii. Setup/adjustment lossesWhen any welding machine is set up at the start of shift, setup activities like earthing clamping and cleaning are to be done. Any intermediate stops during welding for current/voltage adjustments are also categorized under setup/adjustment losses. In case of semi-automatic FCAW welding, BhaGo machine is used extensively in Fabrication shop. Setup & adjustment time for BhaGo machine is the highest among all welding machines. iii. Tool change lossesTime required for changing the tool of any particular machine is considered as tool change loss. Changing wire spool of FCAW welding machine or replacing grinding wheel of grinding machine are categorized under tool change losses. iv. Start-up lossesTime required for getting back to work after scheduled suspension, lunch break or shift change is said to be start-up loss. Generally, start-up losses do not affect the productivity to such an extent that they can be considered as hindrance. Daily pep talks and filling up of CLIT checklist usually constitute of start-up losses. v. Minor stoppage/idling lossesLoss occurring due to minor breakdown of a machine or temporary functional stoppage is also important. vi. Speed lossesThe difference between the design speed of a machine and actual operating speed directly affects the cycle time of a process, accounting for speed loss. Similarly, we can also apply this concept to fabrication processes where micro process plan is made by experienced shop supervisor and the actual processes take longer than the estimated time in process plan.

52

vii. Defect/rework lossesIt is the most important loss occurring in fabrication department, which must be avoided as far as possible. Defect and rework are NVA-Removable acts and material and labor cost is added to process expenses.

LPT Defect Data

(2) Losses that can impede equipment operating ratei. Shutdown lossesProduction time lost due to machine being shut down for some reason is categorized under shutdown losses. Improper implementation of time reduction study, critical path and logical cycle-setting are main reasons for shutdown losses. (3) Five major losses that can impede human work efficiencyi. Management lossesLoss occurring due to improper management or resources, manpower, proceedings waiting for raw materials, workmen waiting for instructions and rework are categorized under management losses. Management losses must be avoided at all costs. To ensure this, loss data for major projects is maintained independently and presented to the Manufacturing Head during project review meetings. ii. Motion lossesUnnecessary movement of resources and materials, improper implementation of line flow are said to be motion losses.

53

iii. Line organisation lossesLosses occurring due to improper manpower planning and management on line are said to be line organisation losses. iv. Losses resulting from failure to automateThese are losses due to non-implementation of automated systems like auto-CO2 welding although they could be implemented to reduce cycle time and improve overall process efficiency. v. Measuring and adjustment lossesMan-hours lost due to inspection and measurement activities by QA personnel are counted under measurement & adjustment losses. This loss accounts for quality defects and rework. (4) Three major losses that can impede effective use of production resources i. Yield lossesLosses occurring due to wastage of raw material are said to be yield losses. ii. Energy lossesInefficient management of energy resources like electricity, compressed air, PNG and water lead to energy losses. These losses should be minimized in order to improve overall process efficiency. iii. Die, jig, and tool lossesExpenses required for upkeep and maintenance of dies, jigs and other tools are also considered as losses. Preventive maintenance and careful use should minimize this loss.

54

JOB SPECIFIC LOSS ANALYSISAfter completion of ReGen order, fabrication shop had workload of only two major projectsBridge & Carriage and Calandria. Detailed Losses analysis was done for the period to know more about what are the causes of any losses or delays hampering the jobs progress.

55

Bridge Structure Losses Analysis Similar analysis was done for East Column & West Column also. Graph of East Column loss analysis is shown below.

East Column Losses Analysis

56

CALANDRIA STAGE I NOZZLE WELDING PRODUCTIVITY MEASUREMENTMETHODOLOGY Data regarding expected weld deposition and time required (SMAW only) to complete welding for each nozzle was collected from the weld estimator. Major factors considered while calculating weld data from weld estimator areo Type of joint (Single V, Double V, Fillet, Bevel+Fillet, Groove etc) o Shell thickness o Length of joint o Welding Position (1G, 2G etc) and subsequent position factor o Deposition rate (kg/shift) o Electrode consumption efficiency (60%) Filler wire used for GTAW welding was ER308 and E308L electrodes were to be used for SMAW SS to SS welding. There were 22 nozzles in all to be welded in stage I, after which the job was to be shifted to machine shop for machining. A master format was decided, common for all nozzles and put up on the Calandria enclosure notice board. Welders were briefed on how welding status is to be updated after each shift or after completing their work, whichever comes first. At the end of shift, welders were instructed to mention their electrode consumption details along with time taken and depth after each layer. After completing welding of a nozzle, all the data is gathered and final weld deposition and time taken are calculated. This information is then compared with theoretical data obtained from the weld estimator. As the weld estimator has already taken all possible factors in consideration, actual weld position should not be more than the theoretical. If it is the case, then it is assumed that the welders productivity is less than required. Length of stub end is a very important factor in calculating welder productivity. As per the weld estimator, theoretical electrode consumption efficiency is considered to be 60%. This means that out of 350mm of total electrode length (for E308 SMAW electrodes), 210mm (minimum) has to be burned and the remaining may be stub end.

57

TEST TO DETERMINE WELD DEPOSITION OF E308L ELECTRODES There was no established benchmark for weld deposition of E308 electrodes (SS to SS). Only available benchmark was for CS material (E-7018) Hence, a detailed test was conducted to set a standard for all future analysis of weld deposition for SS to SS weld joints.

TEST PROCEDURE1) Three E308L electrodes of diameters 3.15mm, 4mm and 5mm respectively were also weighed in the same way. End-to-end length was also measured using a tape. 2) An experienced welder was asked to burn the rods one by one on three different plates. Current setting was noted from the SMAW machines display and arcing time was measured accurately using a stopwatch. 3) After completing each run, slag was removed using chipping hammer and plates were cleaned by wire brushing & again weighed using an accurate digital scale. 4) Length and weight of all three stubs were also noted. 5) Weight of weld material deposited and weight of electrode consumed were calculated from the readings.

58

WELDER EFFICIENCY & PRODUCTIVITY IN CALANDRIA STAGE I NOZZLE WELDINGWELDER EFFICIENCYWith the detailed analysis of Calandria stage I welding, we can estimate the welder efficiency in terms of the percentage of actual weld deposition over theoretical weld deposition. It is not desirable to have any positive deviation from the theoretical weld deposition for any nozzle as all welding-related factors are already considered by the weld estimator. It is essential to make sure that minimum required weld deposition is always assured. Prerequisites for calculating weld deposition No. of electrodes consumed & their diameters Standard deposition of electrodes of different diameters Diameter of electrode (mm) 3.15 4 5 Weight deposition (gm) 20 30 50

WELDER PRODUCTIVITYSimilarly, we can also estimate the productivity by analyzing the actual time required for nozzle welding. Its percentage over theoretical time required gives us an estimate of productivity of welders. Any negative deviation is appreciated as it means that welding of a particular nozzle was welded before its expected completion. COMPARING PARAMETERS (weld deposition & welding time)Actual in terms of % theoretical = Actual value Theoretical value

59

PARAMETER MONITORING1) Quality control and traceability are two most important aims of implementing such productivity measurement norm with Calandria stage I nozzle welding. 2) When welding of a particular nozzle is completed, final weld LPT of inner and outer side of shell is taken to check if there are any repairs in the weld. Most probably causes of repairs revealed in LPT include slag, lack of fusion, undercut and pinholes. Corrective action has to be taken to rectify the defect and it is considered as rework loss which accounts for wastage of both manpower and time. 3) In order to trace the source of defect, grinding is done and the spot is then filled up and reoffered for LPT. Ultrasonic Testing (UT) of SS material is not possible; hence it is not an option. 4) The ultimate test for completed weld joint is Radiography Testing (RT); in which the weld joint is exposed to a radioactive source such as Iridium or Cobalt isotope. The projection is then captured on a film which is examined to find out minute defects which cannot be detected in other tests. 5) If any defect indications are found, subsequent repair-welding is done followed by re-RT. 6) Repair welding and subsequent grinding is extremely expensive in terms of time and material costs; which is why welding parameters are monitored carefully. 7) After knowing the depth of defect, we can come to know which welder was responsible for that particular pass/layer from the depth chart of the respective nozzle. 8) Comparing actual weld deposition with the deposition expected as per the weld estimator is another major reason behind maintaining the records. If the actual deposition is higher than the expected deposition, it can be concluded that welders are not using their electrodes properly and training is required to educate them.

60

ACTUAL CALANDRIA STAGE I NOZZLE WELDING OBSERVATIONS-

61

THEORETICAL VS. ACTUAL PARAMETERS COMPARISON-

Criteria Total Weld Deposition (kg) Total Welding Time (hours)

Theoretical 119.14 259

Actual 120.95 296.75

62

63

ANALYSIS OF CONSISTENCY TREND IN WELDER PRODUCTIVITY During welder productivity monitoring, consistency in just as important as productivity itself is. It represents the ability of a welder to repeat his performance. The welder who is capable of producing quality output with high productivity consistently is considered as the most valuable resource. A highly productive welder may not always be consistent. For example, consider 3 kg as the benchmark deposition level for a shift for SMAW welding. Now, if a worker deposits nearly 7 kg in an eight hours shift for two days and does below-par work for rest of the week, his overall productivity for the week would still be par. But, he wouldn't be as consistent as required, which is equally important. A productivity consistency analysis was done on the same lines for Calandria Stage I nozzle welding. Benchmark weld deposition for SMAW welding in Fabrication shop is 2.7 kg/shift. (as per IMS manual, Fabrication-19)

64

65

From the analysis, it was found that Anand was the most consistent and productive welder of all and Nandesh was the poorest performer. The outcome was such even though Nandesh's total weld deposition was the highest of all, and nearly twice that of Anand.

66

ASSIGNMENT 1 DESIGN & IMPLEMENTATION OF WATER COOLING ARRANGEMENT FOR CALANDRIA STAGE I NOZZLES
Out of total 122 nozzles, a total of 22 radial were to be welded during stage I. Nozzles of four different sizes were to be welded. Hence, cooling arrangements were supposed to be different for all four sizes. Basically, external and internal water cooling systems were to be designed separately for each nozzle. NEED OF WATER COOLINGAs RM for Calandria Main Shell is stainless steel, it is necessary to maintain the heat input during welding below 2.0 kJ/mm. It is important to maintain the interpass temperature of 240 C.

Laser Gun being used to measure weld joint temperature after completing a pass

Air cooling will not suffice the purpose of maintaining the required temperature, as the amount of heat generated during welding is much more than what can be air cooled. Water cooling provides better rate of cooling which is essential in case of Calandria main shell.

67

PRIMARY DESIGN IDEAFor external cooling, a hollow tube of about 16 mm diameter is taken and then bent to circular shape by hammering. Small holes of 2-3mm diameters are drilled by pneumatic drilling machine at about 100mm pitch. It was reduced to 50mm to effect better cooling.

Visualisation of external water cooling system An internal cooling system was also designed which consisted of a wooden plug with Morse taper of about 2. After conducting trials of external cooling using circular tube with holes on its periphery, it was observed that the temperature of welding zone was well below the interpass temperature. Hence, it was decided that internal cooling was not required, although it would have certainly helped in further reducing the temperature of the nozzle side of the weld region. The thickness of shell was more than that of nozzles, which resulted in lesser heat input in the nozzle region, which supported the shelving of internal cooling system implementation. Recirculation of water was the most important part of the system, which meant that demineralized (DM) water would need to be stored in a tank only once a day. DM water would be changed daily in order to maintain the cleanliness of the tank and the job.

68

COMPONENTS REQUIRED FOR EXTERNAL COOLING SYSTEMDM WATERDe-mineralized water is used in water cooling system to prevent any corrosion and contamination issues that may arise when water comes in contact with the shell.

DM Water Storage Tank WATER TANKA medium-size water tub was identified and used a tank for storing the DM water.

Water Tank

69

WATER PIPEA flexible pipe of sufficient diameter was used to carry the water pumped by the motor from the water tank to the circular tube.

Water Pipe MOTOR (1/8 hp capacity)An electric motor of 1/8 hp capacity was deployed for the purpose of pumping water from the water tank to the lower surface of nozzle through the water pipe and tube arrangement.

1/8 hp motor

70

T OR L JOINTA joint was used to route the water coming from the water tank through the pipe and circulate it through circular tube.

T Joint

L Joint

CIRCULAR RINGA circular ring of M.S. with holes drilled on its periphery was used to shower water on the shell and nozzle OD surface with enough pressure.

(a) (b) (a) Two separate rings (b) Close-up of rings showing holes drilled on the top side at about 30mm pitch (c) Two rings joined with a T-joint and a hollow rubber tube

(c)

71

CLITSSmall SS clits were used to hold the circular tube in proper position with respect to the shell O.D. by tack welding.

Clit used to hold the circular ring in position HOLDING AREAThe holding area was made of four SS sheets, used as walls, attached to the base by using tack welding (TIG) and Epoxy sealant like M-sealant. The SS sheets were inclined before being tack welded in order to capture more water falling down from the shell.

Holding Area WATER RECOVERY SYSTEMA small SS plate was bent in a way to act as an open pipe, facilitating the recovery of warm water falling down from the weld zone, after cooling it. The recovery system was designed to send the water from the holding area back to the water tank for recirculation. The open-pipe arrangement was used particularly when the capacity of holding area was less to facilitate speedy water recovery. As an option to SS plate, a water pipe was also used sometimes to send spent water back to the water tank.

72

IMPROVEMENTS IN THE WATER COOLING SYSTEM6) COMMON BASE PLATEAfter analyzing loss data for Calandria, it was observed that high setup loss was taking its toll on the workstation productivity. After pondering on the issue, it was decided that a common base plate would be used as a base for I-series nozzle welding. INITIAL SCENARIOHolding area for each nozzle was separate. Even if two or more separate nozzles in the same line were to be welded, as many number of water holding arrangements were made. Setup & tack welding of SS plates to the base was a very time consuming activity and further water proofing the whole arrangement needed a lot of time as it could not be used before the curing time of the epoxy sealant is passed.

IMPROVED SCENARIOAfter using common base plate and SS plates (walls) for water holding area, the setup losses were considerably reduced as was observed by the Calandria loss data for the period of I-series nozzle welding. A bent SS plate was used as an open pipe for transferring spent water from the holding area to water tank for the purpose of re-circulation.

Common Base Plate

73

7) USE OF L JOINTSINITIAL SCENARIOT-joints (1 input, 2 outputs) were used at the junction of water pipe and circular tube. It was observed that the pressure of water jet was not enough when using T-joints as two water streams separated by the T-junction would collide with each other at the opposite end on the periphery of the circular tube, resulting in loss of overall pressure of water. IMPROVED SCENARIOBy using an L joint (1 input, 1 output), only single water stream would be generated and thus the arrangement would avert the collision of water streams, as observed with T-joint. This improved the pressure with which water comes out of the holes drilled. The end result of the improvement was improved cooling efficiency of water and overall better cooling rate.

IMPLEMENTATION & WORKING DM water is taken in water tank and PVC pipes arranged in the following manner1) Water Tank Motor T or L Joint 2) Water Recovery System Water Tank Water is pumped to the circular ring with pressure enough to spray water on the OD side of the weld joint. After taking away heat from the weld joint, warm water falls in the water recollection area which then flows back to the water tank to complete the cycle. Warm water falling from the weld joint surface is cooled in the recollection system as the area is open to air and its cooling is accelerated when it flows down from the water recollection area to the water tank through a PVC pipe.

74