Improving Productivity in Drum Brake Assembly Line Using Lean and DMAIC methodology

Vivek Pavithran1, K.M Sharath Kumar2, G. Saravanan3 1- M.Sc. (Engg.) Student, 2-Asst.Professor and Coordinator Incubation cell, M. S. Ramaiah School of Advanced Studies, Bangalore 560054, 3-Deputy Manager PPC , Brakes India Pvt. Ltd.

Abstract
In todays competitive world dealing with declining profit margins and satisfying customers with high quality product present major challenges to manufacturing industries. Due to steady growth of automobiles, demand for auto components is increasing subsequently. In particular, productivity improvement is becoming everyday watch word across auto component sector. This study focuses to improve the productivity of Carousal brake assembly line by reducing cycle time and rejections. In this work, improving the productivity by 22% in the selected assembly line has been considered as target. Planned and actual production data has been collected from July 2012 to September 2012. In the next step, reasons for limited productivity have been identified using Ishikawa diagram and Pareto analysis. Further, operation cycle time has been calculated using time and motion study. Accordingly factors contributing to high cycle time have been eliminated by differentiating value added and non value added activities through work measurement study. In parallel, defects in wheel cylinder assembly line have been reduced using DMAIC methodology. In addition, Shainin tools like product/process search, paired comparison and multi-vary analysis has been used for further analysis. As a result, key process inputs and critical responses have been identified, analysed and validated. From the secured results, overall cycle time reduced from 64 seconds to 47seconds. Consequently hourly production increased from 46 to 62 numbers. In addition the defect rate in wheel cylinder assembly line reduced significantly. By this study, productivity of the line increased by 26%. Lastly, suggestion for introducing returnable plastic bin in logistics and layout change to reduce the travel time of the back plate has been recommended. 1.1 The Company Brakes India Limited is the leading manufacturer of Automotive and Non-Automotive Braking Systems and Ferrous Castings in India Established in year 1962 Joint venture between TVS Group and Lucas Industries Plc, UK (now integrated with TRW) In 1981, Brakes India established a Foundry Division at Sholinghur to manufacture Permanent Mould Grey Iron castings. Both Divisions are quality and environment systems certified. Brakes Divisions of Padi, Sholinghur and Foundry Division Sholinghur were conferred with TPM Special Award. Foundry Division has been conferred with Deming award for TQM 1.2 The Products Brake Actuation Clutch Actuation Foundation brakes Hoses Brake Fluids 1.3 Problem The problem formulated in the thesis originates from the practical problem that the company faced in Carousal line. Carousal line falls short in meeting the demands. The major models run on the line fall short in meeting the customer demands. EML 90 has 68% completion, EML 110 has 72%, SML 110 has 69% and SML 90 has 71% completion of the demand. Thus productivity improvement is the only solution to meet the demand. The causes of poor production should be identified and removed. Productivity improvement increases the customer satisfaction, helps in improving the process, helps in identifying the reductions and variations if any, helps to reduce production cost. Improvements can be in the form of waste elimination, reducing the variation, maximizing throughput etc. This brings sustainability to the industries.

1. INTRODUCTION
Due to the improved quality products in recent years, developed countries has been now ordering components from Indian manufacturers. As a result of globalisation, the Indian auto component sector has been competing not only with domestic firms, but companies all over the world. Thus, the organization has to produce better quality products along with better service at a lower price in given time. Customer demands have been very high in todays competitive world. Organization has been focusing more on delivering product/services which satisfies the customer demand (in terms of quality, performance, and timeliness) at the lowest cost has been the challenge that the business world facing. The productivity improvement has been of greater significance for Indian manufacturers and has been the core strategy of manufacturing industries. High productivity enhances customer satisfaction, reduces time and cost to deliver products and services. Improvements can be in the form of waste elimination, reducing the variation, maximizing throughput etc. The primary aim of the project has been to meet the planned demand in Carousal Brake Assembly line and improve the throughput. The project mainly focuses at the operational level for waste removal and eliminating the defects on the line. The project utilizes many tools and techniques that have been used for process improvement Quality Control tools and DOE (Design of Experiments), work measurement study the tools which have been applied to the project for identifying the waste and variations respectively. Data for the Carousal line are collected, studied and analyzed, the defect with the highest frequency have been given main focus.

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Figure 1 Line Selection Thus Selected Carousal line. 1.4 Introduction to Project Thesis This project thesis describes the elaborated plan and execution of the project work. The step by step procedure of creating a suitable layout, process improvement ideas is explained in detail under various chapters. This thesis report starts from study on background theory, and literature review on related topics. The problem definition chapter deals with defining the problem. The cycle time study, differentiating the value added time and non value added time has been carried out using time and motion study, work measurement study respectively. Planned and actual production datas for Carousal brake assembly has been collected. Data collection and problem solving chapters involve colleting required data for analysis, and developing a solution. The results are discussed in results chapter, and conclusion is drawn in conclusions chapter.

To identify, standardise and reduce the variations in assembly To identify the bottleneck and wastes in the existing production line To analyze the possibilities of reducing the waste and variations, standardising the SOP To identify the reason for delay in production process and suggest suitable solutions 3.3 Methodology Literature review for application of Lean & DMAIC tools in brake manufacturing industries has been carried out by referring journals, books, manuals and case studies Identified the possible causes of rejection and SSVs using check sheet, cause & effect diagram and DOE tools like multi-vary analysis, product process search and paired comparison etc. A detailed study about the sequences of operations, cycle time, lead time & takt time of the existing production system has been carried out by TAKT time study chart, Work Measurement, brainstorming ,Pareto Analysis, line balancing etc. Solution obtained by using suitable problem solving tools to eliminate waste and to reduce the cycle time, carried out by critically analyzing all the factors that contributes for poor production Trial of the suggested system to be implemented in the new line and feedback to be taken from production

4. DATA COLLECTION & ANALYSIS

The initial procedure in any project is to collect relevant data on the work to be carried out. A good data collection always contributes positively to the success of the project. Upon keeping this fact in mind, all data collection in connection with the project has been carried out at Carousal Brake assembly line. 4.1 Process Flow The process flow of the Brake assembly line has been shown in Figure-1

2. Summary of Literature Review

Customer satisfaction through a profitable business has been what explained widely in whole literature. Organization focuses on operation level activities and eliminates waste which has been a non value adding activity. Basic as well as powerful tools have been used to solve the problem in Gamba and to achieve productivity as well as product quality. The case study example clearly showed the application of the tools in manufacturing industry, and the results desired were achieved with systematic approach. Lean has been aimed at reducing waste and adding value to production systems Successful quality improvement depends on ability to identify and solve problems; each problem has symptoms and causes and needs different diagnosis DMAIC with DOE Shainin tools has been the best tools and approach available and have been widely preferred and accepted by industries worldwide

3. PROJECT AIM
To Increase the productivity of the brake assembly line from current output of 45Nos/hour to 56Nos/hour Reducing the cycle time using lean methodology Reducing the rejection rate in wheel Cylinder using DMAIC concept 3.1 Project Objectives To review the literature- on lean and DMAIC concepts and for identifying wastes in manufacturing, equipment effectiveness etc.

Figure 2 Process Flow The above Figure-1 shows the process flow in manufacturing a brake drum, the process involved before final assembly has been pressing/blanking, welding and painting, with each of them having further more activities/operations has been listed above. There are a total of 4 stations involved in manufacturing of Brake. In first station pressing and blanking job is done. Products have been produced at a rate of 125products per hour. The stamping has a supermarket in between to welding; one day stock has been reserved and gets replenished accordance with Kanban cards. Second operation is Welding; Welding does not have any supermarket in between, made with a production rate of

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120 numbers per hour. Painting being the next operation involved, the product has been supplied to paint shop with Kanban card. Painting has been the real time consuming operation in the whole process, as of high waiting time, so 1 day stock has been maintained in the supermarket. The product has been send from painting on FIFO basis. Further the Back plate moves to assembly line. 4.2 Carousal Planned Vs Actual

available production time divided by customer demand gives Takt time.

. . . . . . Equation 1 Takt time of the operation has been calculated as 48 Sec 4.5 Bottleneck Identification

Figure 3 Carousal Planned Vs Actual The major models run on the line fall short in meeting the customer demands. EML 90 has 68% completion, EML 110 has 72%, SML 110 has 69% and SML 90 has 71% completion of the demand. Thus productivity improvement is the only solution to meet the demand. 4.3 Cause and Effect Analysis for low productivity in M74 Drive Shaft

Figure 6 Time Study From time study it has been understood that Pre-loading and Torque tightening of bolts has high cycle time. The bottleneck operation has been identified as Pre-loading operation. 4.6 Problem -1 High Cycle Time

Figure 7 Activity Break up study 4.6.1Why- Why Analysis

Figure 4 Cause and Effect for poor production The above causes have been validated and Pareto analysis has been carried out. The datas for validation has been collected from production check sheet.

Figure 5 Pareto Analysis From Pareto analysis it has been understood that High cycle time, material shortage, operator movement, SOP are the vital causes for poor production. 4.4 Takt Time calculation Takt Time has been defined as the time interval between consecutive items in a production system that should be achieved to meet customer demand. The

Figure 8 Why- Why Analysis After Why-why analysis it has been realized that No standardized SOP is the root cause of the problem. Next step is to standardise the SOP and attack the second cause identified. 4.7 Problem 2 Operator Movement It has been observed that after every 24 products line stops for 15 20 seconds for arranging the labels, which has been the main reason for unwanted operator movement. Precedence study has been carried out on the carousal assembly line to identify the possibilities to shift the labelling operation and reduce MURI on bottleneck operation, as labelling is a task in preloading.

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Figure 9 Precedence study on Carousal assembly 4.8 Problem -3 High Cycle time Torque tightening Activity break up study has been on Torque tightening as the bottleneck operation found to be shifted.

Figure 10 Activity Break up study Subsequently to the above study it has been found that 60% of the time has been consumed as non value added time on machine travel. Accordingly to reduce the machine travel is the only solution to reduce the non value added time. 4.9 Problem 4 Material Shortage Material shortage from wheel cylinder has been recognized as another problem from Pareto analysis. Wheel cylinder has only 2hours of stock maintained in super market; any small variation/defect in the process can affect the carousal line. After collecting datas on production Vs rejection from wheel cylinder unit, it has been established that wheel cylinder boring has 1.3% rejection rate. DMAIC with Shainin methodology has been applied to reduce the defect on the wheel cylinder.

Figure 12 Project charter 4.9.2 Measurement Phase The purpose of the measure phase has been to establish techniques for collecting data about existing performance that highlights the project opportunities and provide a structure for monitoring subsequent improvements. 4.9.2.1 Listing of SSVs Generally known as Suspected Source of Variation, to start with, the listing down SSVs first level source of variation has been identified by inspecting the last process response. Input material Parameters which can technically create the problem has also been listed down. Figure 14 shows the First level and second level SSVs on wheel cylinder body and machine related accordingly.

Figure 13 Listing down of SSVs 4.9.2.2 Data Collection Data has been collected as per the listed SSVs (First level), Body Pre Bore Machining stock, Fine Boring process, rolling process and tool adjustment datas have been collected. The range has been checked and found that Fine boring operation have the highest number of variations within the specification.

Figure 11 Production Vs Rejection 4.9.1 Define phase Define phase has been applied in defining the problem or improvement opportunities. Defining problems brings clarity in the scope of project. During this phase activities like project detailing, team formulation, project charter etc has been made. So the target of the team has been to reduce the rejection from 1.3% to Zero defects and thus streamlining the flow to the main assembly line. Figure 13 shows the project charter defined in Define phase.

Figure 14 Process study on SSVs Figure 15, shows the line chart of the three operations with Lower count and upper count marked in red colour; it has been observed more variation has been on fine-boring i.e. Fine Boring over Size is the problem. 4.9.3 Analysis Phase Analysis phase has been intended to target further improvement opportunities by focusing on distinct

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project issues and opportunities; this phase of the project has been considered for identifying the major root causes by data and process analysis.

Figure 16 Spindle to Spindle Variation 4.10.1.3 Summary of Multivari analysis

Figure 15 Analysis of process Figure 16, shows the result of the datas collected and their responses, stage 2 of the SSVs, Fine boring has almost 8 top count and 0 bottom count, so as per Paired Comparison rule, when the SSVs can be directly measured/ on Good and Bad components selected based on the response. In the above measurement Paired Comparison Rule has been applied. It says, if responses belong to the same category then, the conclusion can be THE SSV CAN NOT BE THE REASON FOR THE PROBLEM, but when the count has been greater than or equal to 6, than 90% of the problem has been due to the SSV. So the contribution of Fine boring stage has been suspected to be the source of variation, thus identifying that Fine Boring over Size Has Been Creating the Problem. 4.10 Problem 4 Fine Bore over Size After the analysis it has been concluded that the fine boring operation (number 60) have been the cause of variation. So need to find out the cause and root cause of the problem. 4.9.1Tool Selection Second tool selected to find out Fine Boring contribution for Bore Oversize has been Multi -Vary Analysis, used after knowing that the manufacturing process have been creating the problem. Three types of variations Part to part Time to time Stream to stream And the objective has been to find out which among has been highest. 4.10.1.1Observations Alfing Fine Boring Machine has Four Spindles & Eight Locators Product Diameter has been measured on both the axis, and hence product streams has been two Types of Streams 2 (Time to time and Stream to Stream) Number of Streams 8(4 Spindles and each spindle have 2 locators each) 4.10.1.2 Data Collection Data has been collected as per the Multi-vari analysis, stream to stream with 8 locators, part to part and time to time variation. Below figure 17, shows the spindle to spindle variation done under stream to stream.

Figure 17 Summary of Multivari analysis After the analysis phase, with Multivari analysis ot has been conclude that the spindle to spindle variation is high. Hence the problem is on stream.

5. PROBLEM SOLVING
With the completion of analysis phase, the next phase would involve finding practical solutions to the problem. This chapter demonstrates how to minimize / eliminate the non value added activities through implementing Lean techniques in the assembly and DMAIC in machining at wheel cylinder assembly. 5.1 Solution Methodology Selection of right methodology is critical to the success of any study or a project. Also it is essential to have a systematic procedure to approach the problem. In order to accomplish the aim of the project from the below Fig two key strategies Implementing Lean techniques and DMAIC methodology has been selected to reduce / eliminate the non value adding activities, reduce the variation and to improve productivity. 5.2 Solution for Problem 1 After the why-why analysis done on 4.6.1, it has been estimated that Improper SOP has been the problem. Thus SOP has been updated for excess bolting and changed Bolting to Guiding and in addition number of rotation has been specified to be 3 rotations. Identified the MURI thus need to eliminate it to reduce the NAV. 5.3 Solution for Problem -2 Following to precedence diagram Figure 9, it has been concluded that shifting labelling operation, Brainstorming session has been held to discuss the possibilities and 7 main points have been acknowledged. 5.3.1 Brainstorming Brainstorming session has been held to discuss and interrupt the possibilities of shifting the labelling operation and also to identify the best possible shift. Figure 6-1, shows the points discussed during brainstorming, those points marked with red flag has been the possible threats and with green flags have been identified as the opportunities to improve.

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stream. A cause and effect diagram has been drawn to identify the causes of the variation. 5.5.1.1 Ishikawa Diagram The Ishikawa Diagram, also known as the Fishbone Diagram or the Cause-and-Effect Diagram, has been applied as the tool used for systematically identifying and presenting all the possible causes of a particular problem in graphical format. A cause and effect diagram has been created from the data collected from the machine operators, brainstorming and Gemba observation.

Figure 18 Brainstorming session

Figure 19 Precedence after Improvement Succeeding this, bottleneck operation has been found to be shifted. 5.4 Solution for Problem 3 Following the activity break down study on 4.8, figure 10 it has been identified 60% of the cycle time as nonvalue addition is consumed machine travel. Solution is to reduce the non value added time. Trial and error method has been selected to directly apply on the line. Below Figure 20, shows the trial and error method carried out to reduce the travel of the machine.

Figure 21 Cause and effect Cause and effect diagram list down many causes for bore over size problem. The major cause has to be found out from this, some more QC tools have to be exercised. 5.5.1.2 Cause and effect - validation The above causes have been validated using check sheet and inspection of the causes. The below table shows the result of the 3M inspection of the causes discussed above in the cause and effect. Multi-vari analysis tool helped in finding the cause and location of the problem. Below figure shows the 3M inspection chart which inspects the causes discussed in Ishikawa diagram.

Figure 20 Trial and Error Method Bring down the cycle time below the TAKT time has been the strategy to; the solution has been identified as to reduce the NAV time of the machine by reducing the travel of the machine from 100mm to 60mm by trial and error method directly on to the line. Table shows the datas of the trial and error method, here 40mm reduction in travel reduced almost 12 seconds of the cycle time and hence arrived at solution. 5.5 Solution for problem 4 To solve Problem 4, DMAIC methodology has been selected. Define phase, measurement phase and analysis phase has been discussed in previous sessions. The action plan has been made to start with the analysis phase for identifying the spindle to spindle variation, followed by improvement and control phase. 5.5.1 Analysis Phase problem 4 From multi-vary analysis (Ref. Figure 17 ), it has been derived that stream to stream variation has been on the higher side which guides that the problem exists on the

Figure 22 3M Inspection chart After the 3M inspection it has been found that the Micro Bore Unit has the problem, in micro bore unit the insert locking screw has been worn out. Replaced the locking nut with new nut and the validation of the above changes have been done. 5.5.2 Improvement Phase In improvement phase the root cause needs to be resolved, and here the responses of the operations (fine boring) have been collected to analyse the improvements achieved. The insert locking screw damaged nut has been replaced with new hexagonal nut and one point kaizen lesson have been updated. Below figure shows the validated results of improvement phase.

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5.5.3 Control Phase The final step in DMAIC approach - control phase, in this phase it has been made sure that the same problem should not be repeated again, need to bring a control on the problem. The changes made in control phase has been listed below has been shown in Figure 23, shows the comparison of the before and after the implementation of improvements made in the process. Before it has been found that the moving range crosses the specification, after the improvements it there has been a progressive improvement in the process, it has been understood that the process falls under the specification.

Figure 23 Control Chart after improvement phase Changes which has been made after analysing the results has been given below, Work instructions has been updated for tool change The life of the bolt has been suggested to reduce by 30% from current 1000 cycles to 700 cycles Horizontal Deployment for all existing tools have been carried out Control plan and check sheet has been updated for 700 cycles 5.6 Conclusion The above implementations and improvements helped to improve the productivity in the Carousal brake assembly line. The non-value adding time in the entire process drastically reduced. The rejection rate reduced.

Figure 24 Result after improvement Reduction in Cycle Time, previously 31 seconds to 36 seconds has been taken for adjusting and hand tightening of bolts. After validating the solutions the cycle time has been reduced from 36 seconds to 28 seconds, a decrease of almost 22% in cycle time. 6.2 Result - Operator Movement After the brain storming session it has been decided to shift the labelling operation from manual pre-loading to visual inspection. Improvements made have been validated on the line directly; it has been sown in Figure 19 with new precedence diagram. Results od those improvements has been discussed below.

6. RESULTS AND DISCUSSION

The chapter 5 analysed the root causes of the problem and explained the improvements required to be made to increase the productivity of brake assembly line. This chapter finds out the outcome of those improvements. The chapter indicates the results and then concludes by estimating the changes in the productivity, rejection rate and performance of the brake assembly line 6.1 Result- Reduction in cycle time The non-value adding time in the entire process drastically reduced. This has been achieved by reducing the cycle time and variations. Why-why analysis on the problem of High cycle time and variation in Manual Pre-loading of bolts, the solution has been implemented After the implementation of the improvement plans, The operator have been trained to standardise the number of rotations to 3 Operator have also been trained to pick 2 pair of bolts instead of one pair New Updated Standard Operating Procedure has been formulated and operators trained with new modifications

Figure 25 Result Operator Movement Reduction in Cycle Time, previously 55 seconds were taken for Adjusting and hand tightening of bolts. After validating the solutions the cycle time reduced from 55 seconds to 47 seconds, almost a decrease of 15% reduction in cycle time. 6.3 High Cycle time Torque tightening As discussed above, Figure 20, showed the reduction in machine travel time by reducing the travel of the nut runner by trial and error method. The work measurement study has been done on 2 pair of bolts out of 4 pairs. By validating the solutions 6seconds of travel time has been reduced on a pair of bolts thus 12 seconds of travel time form overall cycle time reduced. Hence cycle time has been pulled below the TAKT time of the line.

Figure 26 Result Torque tightening By applying lean methodology on the assembly line the cycle time of the line has been reduced from 64seconds to 47 seconds by identifying the hidden wastes in the

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operations and therefore the aim to reduce the cycle time and bring it below the TAKT has been completed. 6.4 Reduced rejection To reduce the reduction rate and bring it down to zero percentage using DMAIC, the results have been shown below figure 27 which shows the before and after responses of the fine boring operation after changing the locking screw. 7.3 Recommendation for future work Layout modification can be made to reduce the travel time of the Brake assembly (present layout ref figure 8-3) Supplier to be made capable to supply directly on to the line, from 2 suppliers to 5 supplier Supermarket inventory at finished goods storage to be reduced from 2 day stock to 1day and than further Returnable plastic bins to be introduced in logistics

REFERENCES
Figure 27 Result Reduced rejection During measurement phase it has been found that the fine boring have the problem, so the above result shows the comparison of the responses of the operation before and after rectifying the root cause. After taking the trails the operation has been found to be under the specification and thus the rejection rate reduced from 1.3 % to targeted zero. 6.5 Benefits From the Projects. This project has given benefit to the organisation. The organisation not only benefited in terms of productivity improvement, but also in various measures such as quality, cost. [1] A.N.Nankana."The seven magnificent: Simple Quick and Cost Effective Tools for Continuous Improvement" . New Delhi: New Age International (P) Ltd., Publishers, 2005. ISBN (13) : 9788122423242 [2] Aft, Lawrence S. "Work Measurement and Time Standards". [book auth.] Benjamin W. Niebei. "Motion and Time Study". Illions : Richard D. Irwin, Inc, 1958. [3] Basem El- Haik , Raid Al- Aomar, Simulationbased lean six-sigma and design for sixsigma, Wiley- Interscience publication, 2006 [4] Benjamin W Niebel, Motion and time study: An introduction to methods, time study, and wage payment , R.D. Irwin, 1958, SBN-10 B0007DZYKQ [5] Benjamin W Niebel. Motion and time study: An introduction to methods, time study, and wage payment , R.D. Irwin, 1958, SBN-10 B0007DZYKQ [6] Berger, Anders. "Continuous improvement and kaizen: standardization and organizational designs". No. 2, s.l.: MCB University Press, 1997, Vol. Vol. 8. ISSN 0957-6061. [7] Bicheno, Gopalan, Management Guide to Quality and Productivity (2nd Edition), New Delhi and USA, 2009 [8] David R, Bam ford. "The use of quality tools and techniques". No. 4, s.l.: Emerald Group Publishing Limited, 2005, Vol. Vol. 22 [9] James P. Womack, Daniel T. Jones and Daniel Roos. The Machine that Changed the World. London: The free press, 1990. [10] Kekri R Bhote, The Ultimate Six Sigma: Beyond Quality Excellence to Total business Excellence [11] Masaaki, Imai. "Gemba Kaizen: A Commonsense, Low cost approach to management". New York: McGraw-Hill, 1997. ISBN 0-07-031446-2 [12] Nicholas, John M. "Competitive Manufacturing Management". New York: Tata McGraw-Hill, 1998. ISBN 0-07-047415-X [13] Prof Dr M Shahid Khalil. LEAN SIX SIGMA A tool to Improve Productivity, Quality and Efficiency in Manufacturing and Industrial Sector, IAMOT2006 [14] Ron Moore."Selecting the Right Manufacturing Improvement Tools". s.l.: Elsevier Science & Technology Books, 2006. ISBN: 0750679166 [15] S.N.Chary. Production and Operations Management. New Delhi Tata McGraw Hill Education Pvt Ltd

7. SUMMARY & CONCLUSION

7.1 Summary Manufacturing and inventory costs were increased due to occurrence of (non-value added (NVA) activities in all the processes. Lean manufacturing tool & techniques were employed to execute the project. Whywhy analysis is used to identify the vital causes. Training was given to the employees to make them understand the implications of this project to the organization. Tool Lead Time for the critical components was reduced Productivity was increased by eliminating NVA in the process. DMAIC with Shainin tools helped to reduce the rejection happening in wheel cylinder assembly. 7.2 Conclusion After implementation of improvement measurements data's has been collected from production and following results have been achieved, Per hour production rate increased from 46Nos/ hour to 62Nos/hour(Ref Figure 7-7) Cycle time of the line reduced from 64seconds to 47seconds(Ref Figure 7-7) Productivity of the Brake assembly line increased by 26% 1.3 % to zero defect reduction in wheel cylinder assembly achieved

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