By

Muhammad Umer Khalid 2015-IM-108

Umer Fayyaz 2015-IM-109
Muhammad Muneeb Ahmed 2015-IM-116
Muhammad Uzair 2015-IM-132

Project Supervisor
Engr. Ahmed Sheraz Cheema

Department of Industrial and Manufacturing Engineering

University of Engineering and Technology Lahore.
(RCET Campus)
Installation of New Assembly Line for Nowa Deep Well Pumps at
Golden Dynamics (Pvt.) Ltd.
A thesis submitted to University of Engineering & Technology in partial fulfillment of the
requirements for the award of the degree of Industrial and Manufacturing Engineering

Approved by

Project Advisor Sign: ______________

External Examiner Sign: ______________

Head of Department Sign: ______________

Department of Industrial and Manufacturing Engineering

University of Engineering and Technology Lahore.
(RCET Campus)
 Author’s Declaration

We all group member declare that the Final Year Project Thesis all work done by us.
There is no any content from any other research proposal. However, some research work that
taken from any other proposal or any web we put references of that research proposal or web
or any author book. We also get another small help from others is mentions as
acknowledgements.
Moreover, we take responsibility that the work which we have done and make a thesis
is not a part of any other proposals. It’s our own design and analysis work that makes by
ourselves for solving a small industry problem.
Further we also understand the policy of UET for plagiarism. Therefore, as researchers
we declare that there is no portion of any other researcher or proposal and we make sure that
our research content is not plagiarized.

Muhammad Umer Khalid 2015-IM-108 _________________

Umer Fayyaz 2015-IM-109 _________________
Muhammad Muneeb Ahmed 2015-IM-116 _________________
Muhammad Uzair 2015-IM-132 _________________

Project Advisor: __________________

Head of Department

Department of Industrial & Manufacturing Engineering

Contents
By ........................................................................................................................................... 1
 Muhammad Umer Khalid 2015-IM-108 .......................................................................... 1
Umer Fayyaz 2015-IM-109 ............................................................................................ 1
Muhammad Muneeb Ahmed 2015-IM-116 ..................................................................... 1
Muhammad Uzair 2015-IM-132 ..................................................................................... 1
Project Supervisor .................................................................................................................. 1
Engr. Ahmed Sheraz Cheema ................................................................................................ 1
Department of Industrial and Manufacturing Engineering .................................................... 1
University of Engineering and Technology Lahore. .............................................................. 1
(RCET Campus) ..................................................................................................................... 1
Installation of New Assembly Line for Nowa Deep Well Pumps at Golden Dynamics (Pvt.)
Ltd. ............................................................................................................................................. 2
Approved by ............................................................................................................................... 2
Project Advisor....................................................................................................................... 2
External Examiner .................................................................................................................. 2
Head of Department ............................................................................................................... 2
Department of Industrial and Manufacturing Engineering .................................................... 2
University of Engineering and Technology Lahore. .............................................................. 2
(RCET Campus) ..................................................................................................................... 2
Author’s Declaration .................................................................................................................. 3
Muhammad Umer Khalid 2015-IM-108 _________________ ........................................ 3
Umer Fayyaz 2015-IM-109 _________________ .......................................................... 3
Muhammad Muneeb Ahmed 2015-IM-116 _________________ ................................... 3
Muhammad Uzair 2015-IM-132 _________________ ................................................... 3
Project Advisor: __________________..................................................................................... 3
Head of Department ................................................................................................................... 3
Department of Industrial & Manufacturing Engineering ........................................................... 3
Acknowledgements .................................................................................................................... 8
Abstract .................................................................................................................................... 10
Chapter 1: Introduction ............................................................................................................ 10
1.1 NOWA Deep-Well Injector Pumps: .......................................................................... 11
1.1.1 Function:...................................................................................................................... 12
1.1.2 Application: ................................................................................................................. 12
1.1.3 Pump Construction: ..................................................................................................... 12
1.1.4 Pump Performance Data: ............................................................................................ 12
1.1.5 Motor: .......................................................................................................................... 13
1.1.6 Installation: .................................................................................................................. 13
1.2 Manual Assembly Line: ................................................................................................. 13
1.2.1 Classification of Manufacturing Systems: .................................................................. 13
Type I Single Station: ........................................................................................................... 13
Type II Multiple Stations with Variable Routing: ............................................................... 13
Type III Multiple Stations with Fixed Routing: ................................................................... 14
 1.2.2 Factors Favoring the Use of Manual Assembly Lines: ............................................... 14
1.2.3 Why are these assembly lines so Productive? ............................................................. 14
Specialization of Labor: ....................................................................................................... 14
Interchangeable Parts: .......................................................................................................... 14
Work Principle: .................................................................................................................... 14
Line Pacing:.......................................................................................................................... 14
Chapter 2: Literature Review ................................................................................................... 16
2.1. Method Time Motion: ................................................................................................... 16
2.2 Time and Motion Study: ................................................................................................ 17
2.3. 5S:.................................................................................................................................. 18
Sort: ...................................................................................................................................... 19
Set in Order: ......................................................................................................................... 19
Shine:.................................................................................................................................... 20
Standardize: .......................................................................................................................... 20
Sustain: ................................................................................................................................. 20
Chapter 4: Methodology........................................................................................................... 21
4.1. Case Study: .................................................................................................................... 21
4.1.1. Case Description: ........................................................................................................ 21
4.2. Data Collection: ............................................................................................................. 21
4.3. Primary Data: ................................................................................................................. 21
4.3.1. Observations: .............................................................................................................. 21
4.3.2. Measurements: ............................................................................................................ 21
4.3.2. Interviews: .................................................................................................................. 21
4.4. Secondary Data: ............................................................................................................. 22
4.4.1 Measurements: ............................................................................................................. 22
4.5 Research Validity: .......................................................................................................... 22
4.6 5S Technique: ................................................................................................................. 22
4.6.1 Sort: ............................................................................................................................. 22
4.6.2 Set in Order: ................................................................................................................ 22
4.6.3 Shine ............................................................................................................................ 25
4.6.4 Standardize .................................................................................................................. 25
4.6.5 Sustain ......................................................................................................................... 25
4.7 Time and Motion Study.................................................................................................. 28
Chapter 5: Results .................................................................................................................... 33
5.1 Before Installation of Assembly Line: ........................................................................... 34
5.2 After Installation of Assembly Line: .............................................................................. 34
5.3 Before Removing Bottle-Neck: ...................................................................................... 34
5.4 Improvement: ................................................................................................................. 35
5.5 After Removing Bottle-Neck: ........................................................................................ 35
6.2 Future Recommendations:.............................................................................................. 37
List of Visits to Industry........................................................................................................... 39
Acknowledgements
 In the Name of Allah, the Most Gracious, the Most Merciful. First, we are grateful to
Allah Almighty, the Lord of the universe and to His Messenger Prophet Muhammad
(SAWW), Who is a source of knowledge and guidance for mankind, to enable us to complete
this project as a fulfillment of the requirements for the degree.
Then very thankful to Engr. Ahmad Sheraz Cheema Lecturer, Department of
Industrial & Manufacturing Engineering, RCET Gujranwala, the supervisor of the project for
guidance, continuously encouragement, valuable suggestion, enthusiastic support during the
project. Furthermore, our appreciation also goes to Dr. Qasim Ali Ranjha Head of
Department of Industrial & Manufacturing Engineering, RCET Gujranwala who guides us
with his great industrial experience. We are thankful to respected Director Khurram Rauf
Mughal (Golden Dynamics (PVT) LTD.) who allowed us to enter in his esteemed
organization and gave us the opportunity to take industrial exposure of industry.
 Abstract

Golden Dynamics (Pvt.) Ltd. is committed to produce ‘top of the range’ products in
its three units in Gujranwala. An assembly line is a manufacturing process in which parts are
added to a product in a sequential manner. The first assembly line developed by Ford Motor
Company between 1908 and 1915. To fulfill the demands, the company is focused to develop
the new assembly line. Before installation of Assembly line, workers were working on the
floor. Workstations were on different portions of Industry. There were ten workstations for
assembling the pump at different floors. They had no concept of time and motion study.
Workers were using manual tools. For this, the layout of assembly line has been designed.
The assembly line is divided into six workstations. By conducting time and motion study,
each worker has been assigned specific tasks. Once the assembly line is installed, the
bottleneck problem has been observed which then be removed by time and motion study and
redesigning the equipment. The assembly operations were performed five times to check the
effectiveness of the workflow. Before installation of assembly line, thirty six (36) pumps were
assembled daily. After installation, three times production enhanced.

Chapter 1: Introduction
Haji Ghulam Rasool Mughal laid foundation of Golden Pumps in 1950. Since its
inception, the company set its goal of supplying durable and reliable pumping systems to its
customers. Late Haji Ghulam Rasool Mughal believed in hard work, innovation and unique
customer experience. He handed-over the baton to Mr. Abdul Rauf Mughal (Chief
Executive), who carried the company with his exceptional skills while keeping the founder’s
goals and beliefs in sight at all times and placed the company at the top among the locals in
Pakistan.

In 2018, the company changed its name from Golden Pumps to GOLDEN
DYNAMICS (PVT) LTD. GOLDEN DYNAMICS continues to offer the unbeatable quality
products and great service that customers have cherished over the past 68 years. Our offerings
are the result of years of research and sheer hard work of a well-experienced team comprised
of high skilled, talented and dedicated engineers and worker who are always in pursuit of
maintaining the high standards of production and are relentlessly searching the best solutions
to enhance products quality.

Figure 1 Partners of Industry

1.1 NOWA Deep-Well Injector Pumps:

 Figure 2 Nowa Deep Well Pump

1.1.1 Function:
This series of pumps are closed coupled self-priming pump are particularly suitable
for pumping water from deep wells. The deep-well self-priming pumps have the capability of
lifting water to maximum of 38 m.
The pump id placed on the surface with an injector immersed onto the well. The
delivery of water generates by the impeller is conveyed to the outlet, the delivery is sucked,
by means of a piping through the ‘venture system’ connected to the suction chamber, which
gives the necessary depression to the suction of the fluid where the injector is immersed in.
the fluid sucked by the injector gets mixed in the venture diffuser with the recycling fluid,
coming from the injector body, consequently the fluid pressure increases and it is sucked by
the pump through a piping.

1.1.2 Application:
Water supply to remote dwelling i.e. farm houses, general water supply, pressurized
water using pressure vessels, irrigation and industrial applications, garden watering and
general water transfer applications.

1.1.3 Pump Construction:

Pump Body and pump support in Cast Iron, Stainless Steel Impeller, Diffuser in
Thermoplastic resin, Mechanical Seal (Carbon + Ceramic). Rotor Shaft in Steel Fitted and the
world’s finest Pre-greased Ball Bearings, coupled with Fan Cooled Motor, the Capacitor is
permanently in circuit (in single phase motor

1.1.4 Pump Performance Data:

Capacity: 2.2mᵌ/h (max.)
Head: 90 m (max.)
Suction: 42 m (max.)
Liquid Temperature: -15˚C ̴ +160 ˚C
Ambient Temperature: +60 ˚C (max.)
Working Pressure: 10 bar (max.)
Liquid should be clean and free from solid abrasive substances and non-aggressive.

1.1.5 Motor:
Totally Enclosed Fan Cooled (IC411), IP-54 Ins.

Class: F, S.F.: 1.1, 220 V/400 V, 50 Hz, 2900 RPM

1.1.6 Installation:
Upon installation, always prime the pump body first before starting. The pump must
be installed with motor shaft in horizontal position.

1.2 Manual Assembly Line:

A manual assembly line is a production line that consists of a sequence of
workstations where assembly tasks are performed by human workers. Products are assembled
as they move along the line. At each station, a portion of the total work is performed on each
unit.
The common practice is to "launch" base parts onto the beginning of the line at regular
intervals. Each base part travels through successive stations and workers add components that
progressively build the product. A mechanized material transport system is typically used to
move the base part along the line as it is gradually transformed into the final product.
However, in some manual lines, the product is simply moved manually from station-to-
station.
The production rate of an assembly line is determined by its slowest station. Stations
capable of working faster are ultimately limited by the slowest station.
Most manufactured consumer products are assembled. Each product consists of
multiple components joined together by various assembly processes.

1.2.1 Classification of Manufacturing Systems:

Manufacturing systems are classified into different categories. This classification
scheme is applicable to manufacturing systems that perform either processing or assembly
operations.
Although these operations are different, the manufacturing systems to perform the
manufacturing possesses of similar configurations. According to number of stations and the
layout of the stations, our classification scheme has three levels:

Type I Single Station:

This is the simplest case, consisting of one workstation (n=I), usually including a
production machine that can be manually operated, semi-automated, or fully automated.

Type II Multiple Stations with Variable Routing:

 This manufacturing system consists of two or more stations (n > 1) that are designed
and arranged to accommodate the processing or assembly of different part or product styles.

Type III Multiple Stations with Fixed Routing:

This system has two or more workstations (n> 1), which are laid out as a production
line. [Chapter 13 from book]
Mostly consumer products are usually made on a manual assembly line, which is a
type III Manufacturing system.

1.2.2 Factors Favoring the Use of Manual Assembly Lines:

 Demand for the product is high or medium.

 The products made on the line are Identical or similar.
 The total work required to assemble the product can he divided into small work
elements.
 It is technologically impossible or economically infeasible to automate the assembly
operations.
Products characterized by these factors that are usually made on a manual assembly line
are listed in table 1.1.

1.2.3 Why are these assembly lines so Productive?

Several reasons can be given to explain why manual assembly lines are so productive
compared with alternative methods in which multiple workers each perform all of the tasks to
assemble the products:

Specialization of Labor:
Called "division of labor" by Adam Smith. If.1 this principle asserts that when a large
j,

job is divided into small tasks and each task is assigned to one worker, the worker becomes
highly proficient at performing the single task. Each worker becomes a specialist.

Interchangeable Parts:
In which each component is manufactured to sufficiently close tolerances that any part
of a certain type can be selected for assembly with its mating component. Without
interchangeable parts, assembly would require filing and fitting of mating components,
rendering assembly line methods impractical.

Work Principle:
It means that each work unit flows smoothly through the production line, traveling
minimum distances between stations.

Line Pacing:
Workers on an assembly line are usually required to complete their assigned tasks on
each product unit within a certain cycle time. This paces the line to maintain a specified
production rate. Pacing is generally implemented by means of a mechanized conveyor.
 15. Refrigerators
1. Audio equipment 8. Lamps
16. Stoves
2. Automobiles 9. Luggage
17. Telephones
3. Cameras 10. Microwave ovens
18. Toasters
4. Cooking ranges 11. Personal computers
19. Toaster ovens
5. Dishwasher’s 12. Peripherals
20. Trucks, light and
6. Dryers (laundry) 13. Pumps
heavy
7. Electric motors 14. Power tools (drills,
21. Videocassette
saws etc.)
players

Table 1 Products Usually Made on Manual Assembly Lines

 Chapter 2: Literature Review

Assembly line is the heart of any production plant. Ransom E.Olds was the first to
introduce the concept of modern assembly line [4]. Further Henry Ford used assembly line for
mass production of automobiles and in his autobiography in 1922 he mentioned advantages of
assembly line [5]. The knowledge of productive of assembly line is very essential. Where
productivity is a tool to measure the efficiency of an assembly line. It is about doing the right
things. This concept is important to enhance productivity at micro or organizational level. A
Statistics Bureau of Australia said, “In a very general sense, the best way to think about
productivity is by thinking of production. You can have increased production from an
increase in inputs, you can have increased production due to a more efficient use of those
inputs or a combination of both of those things. In a growth accounting framework, simply
productivity can be measured by taking the ratio of output to one or multiple inputs. When
you decompose it, in a sense, productivity is actually the residual of that calculation [6].” To
secure market share every industry wants to enhance its productivity.
Lean manufacturing is a widely accepted philosophy in this regard which is about
getting more output with less input. This is achieved by time and motion study, the work
stations of assembly line, the way labour is distributed at those stations etc. This system
improving approach is called methods engineering [7]. Also by decreasing the input or just
increasing the output productivity is increased. In assembly lines mostly, all operations do not
take equal time. Operations which take longer time than others define the bottleneck of
assembly line. After identifying those some operations in must be installed in parallel.
“Parallel stations allow the reduction of the global cycle time of the system if certain task
have task times longer than the desired cycle time [8].” When applying all these
improvements ergonomics should be kept in mind. More comfortable job more is the
productivity. The aim of this project is to apply all this to enhance productivity of engine
assembly line.

2.1. Method Time Motion:

MTM (Method Time Motion Study) has a long history and it is established in
industries. The basic principle of MTM is on dividing manual operations of a worker into
basic motions such as "reach", "grasp", "move", "position", or "release ". Based on
experimental studies, a standard time is needed for these basic motions. Then standard time
could be utilized to calculate mean cost of a manual operations. MTM aligns with philosophy
of lean production as described in TPS i.e. Toyota Production System [9].
Time measurement is an important tool which tells the performance of an industry.
The measurement of the product or service successful would be known by time study and
time standard by work sampling and worker's complaint [10]. Time is money, if we are taking
more time, it means that our progress is slow, so especially in an industry we have to take care
of all the time taken by each process. In Time and Motion Study or MTM our basic goal is to
reduce time of each process as possible because our production rate is much dependent on
time. Basically, time and motion are related to each other. If there are extra motions in
material handling and worker movement it will take excess time, hence performance will be
disturbed. Manual operations in production system greatly affect the productivity. Therefore,
they should be carefully calculated and account into considerations. This has become more
challenging as the product changes the whole path process is changed.
So, we cannot put our all intentions just only on machines. We have to also divert our
intentions on other parameters such as cell level, shop floor lever even factory level while
evaluating manual efficiency. Manual efficiency is dependent on time so here the key factor is
time. Time is the huge thing in religion, philosophy and science, but it is defining in a
situation without controversy, that could be avoid consistently because it suits all kind of
fields [11]. In time measurement, we use the term 'Cycle Time'. It is the total time taken by
the process to complete a job. So, the total cycle time is the combined effect of all the cycle
time in all business process from the time needed until reach satisfaction. Time and motion
study is a technique to analyse body movements in performing a task in order to provide
effective movements and reduce idle movements which increases manpower efficiency. By
the time study and Motion Economy principles we redesign a task to make it less time
consuming and more effective.
Productivity of an industry is defined as the ratio of the output to the input in a given
time period. Simply it is the quantitative relationship between the output (product) and the
input (resources) we use [12].
Therefore, to increase the productivity, the wasteful motions and activities should be
eliminated. These extra activities put burden on the industry. For example, a worker travels 50
feet to complete a task e. g transferring blanks from one station to the other station, if there is
no proper time and motion study between these two stations, then then the worker is travelling
extra distance (let me say 1ofeet), so that will take extra time and the fatigue rate of the
worker will also be high, therefore his performance will decrease with the passage of time.
Second condition in this example we can consider that suppose the machine is cutting the
blanks and throwing them on the ground. The worker has to lean to pick up each blank and
then put it on the carriage. Here time can be saved by arranging the carriage in such a way
that the blanks are directly falling into the carriage, so the worker has not to load the blanks,
also he has not to lean down. So here we are properly applying time and motion study and
saving our time and excessive motions.
Time and Motion Study is divided into three stages; first stage is data collection;
second stage is data analysis and third stage is study the results. If the data collection and data
analysis is carried out properly any problem and action that is not productive can be
identified. After that results are tested and if they not meet the requirements then data
collection and data analysis should be completed properly.

2.2 Time and Motion Study:

Time and motion study is a technique for business efficiency. It is the combination of
the Time Study work by Frederick Winslow Tylor and Motion Study work by Frank and
Lillian Gilbreth. This couple is best known through the biographical film 1950 and book
cheaper by Dozen [13]. Frederick Winslow Tylor is generally the founder of Modern Time
Study. However, Time Studies were conducted in Europe before Tylor's time. In 1760, Jean
Rodolphe Perronet a French engineer made extensive Time Studies in manufacturing, while
60years latter an English economist Charles W. Babbage conducted Time Studies in
manufacturing [14]. Time Study is a direct and continuous observation of a task using a time
keeping device (e. g. Decimal minute stopwatch, computer-assisted electronic stopwatch, and
video tape camera) which can record time taken to finish a task and is often used

 For repetitive work cycles of different duration.

 When a variety of dissimilar is performed, or
 When process control elements complete a part of cycle [15].

Taylor in 1881 started Time Study at Midvale Steel Company, Philadelphia. At the
Saratoga meeting in June 1903 Tylor presented his paper, 'Shop Management’ before ASME
i.e. the American Society of Mechanical Engineering. It included scientific management
elements: time study, to standardize tools and tasks, planning department, slide rules,
implements for time saving, use of instruction cards, and giving bonuses for successful
performance, differential rates, and classifying products by mnemonic systems, routing
systems, and modern cost system.
 The founder of Modern Motion Study Techniques were Lilian Gilbreth and Frank.
They improve the operation by eliminating unnecessary motions, simplifying the necessary
motions and purposed ideal motion to accomplish the task tor maximum efficiency. They also
developed the technique of filming motions to study them in a technique known as Micro
Motion Study.
Carl G. Barth developed production slide rule to determine efficient combinations
feeds for hard metal cutting and feeds, considering the depth of cut, size of tool, and life of
tool. Harrington Emersion applied scientific methods to Work on the Santa F Railroad and
wrote a book "Twelve Principles of Efficiency" in which he tried to inform management of
procedures for efficient operation. His effort resulted more than $1. 5 million. Henry L.Gantt
developed Gantt Charts that would measure performance while visually showing projected
schedules. He worked on a Wage Payment system that eliminated any chance for failure,
rewarded workers for above-standard performance, and offered a bonus for every worker
performing above the standard [16].

2.3. 5S:
5S is a system and way of organizing and managing workspaces to improve efficiency
by eliminating waste, improving flow and reducing process. 5S systems are common in
manufacturing, warehouses, offices and hospitals but 5S principles can be applied to any
workplace [17]. 5S is a system for organizing spaces so work can be performed efficiently,
effectively, and safely. This system focuses on putting everything where it belongs and
keeping the workplace clean, which makes it easier for people to do their jobs without
wasting time or risking injury.
The term 5S comes from five Japanese words:

 Seiri
 Seiton
 Seiso
 Seiketsu
 Shitsuke

In English, these words are often translated to:

 Sort
 Set in Order
 Shine
 Standardize
 Sustain

5S began as part of the Toyota Production System (TPS), the manufacturing method
begun by leaders at the Toyota Motor Company in the early and mid-20th century. This
system, often referred to as Lean manufacturing in the West, aims to increase the value of
products or services for customers. This is often accomplished by finding and eliminating
waste from production processes the 5S concept might sound a little abstract at this point, but
in reality it's a very practical, hands-on tool that everyone in the workplace can be a part of.
The 5S system is a lean manufacturing tool that improves workplace efficiency and
eliminates waste. There are five steps in the system, each starting with the letter S [18]. 5S
involves assessing everything present in a space, removing what's unnecessary, organizing
things logically, performing housekeeping tasks, and keeping this cycle going. Organize,
clean, repeat. Let's take a closer look at each of the parts of 5S.

Sort:
The first step of 5S, Sort, involves going through all the tools, furniture, materials,
equipment, etc. in a work area to determine what needs to be present and what can be
removed. Some questions to ask during this phase include:

 What is the purpose of this item?

 When was this item last used?
 How frequently is it used?
 Who uses it?
 Does it really need to be here?

These questions help determine the value of each item. A workspace might be better
off without unnecessary items or items used infrequently. These things can get in the way or
take up space. Keep in mind the best people to assess the items in a space are the people who
work in that space. They are the ones who can answer the above questions. When a group has
determined that some items aren't necessary, consider the following options:

 Give the items to a different department

 Recycle/throw away/sell the items
 Put items into storage

For cases when an item's value is uncertain—for example, a tool hasn't been used
recently, but someone thinks it might be needed in the future—use the red tag method. Red
tags are usually cardboard tags or stickers that can be attached to the items in question. Users
fill out information about the item such as:

 Location
 Description
 Name of person applying the tag
 Date of application

Then the item is placed in a “red tag area” with other questionable items. If after a designated
amount of time (perhaps a month or two) the item hasn't been used, it's time to remove it from
the workspace. It's not worth hanging onto things that never get used since they just take up
space.

Set in Order:
Once the extra clutter is gone, it's easier to see what's what. Now work groups can
come up with their own strategies for sorting through the remaining items. Things to consider:

 Which people (or workstations) use which items?

 When are items used?
 Which items are used most frequently?
  Should items be grouped by type?
 Where would it be most logical to place items?
 Would some placements be more ergonomic for workers than others?
 Would some placements cut down on unnecessary motion?
 Are more storage containers necessary to keep things organized?

During this phase, everyone should determine what arrangements are most logical. That
will require thinking through tasks, the frequency of those tasks, the paths people take through
the space, etc. Businesses may want to stop and think about the relationship between
organization and larger Lean efforts. What arrangement will cause the least amount of waste?

Shine:
Everyone thinks they know what housekeeping is, but it's one of the easiest things to
overlook, especially when work gets busy. The Shine stage of 5S focuses on cleaning up the
work area, which means sweeping, mopping, dusting, wiping down surfaces, putting tools and
materials away, etc. In addition to basic cleaning, Shine also involves performing regular
maintenance on equipment and machinery. Planning for maintenance ahead of time means
businesses can catch problems and prevent breakdowns. That means less wasted time and no
loss of profits related to work stoppages.
Shining the workplace might not sound exciting, but it's important. And it shouldn't
just be left up to the janitorial staff. In 5S, everyone takes responsibility for cleaning up their
workspace, ideally on a daily basis. Doing so makes people take ownership of the space,
which in the long run means people will be more invested in their work and in the company

Standardize:
Once the first three steps of 5S are completed, things should look pretty good. All the
extra stuff is gone, everything is organized, spaces are cleaned, and equipment is in good
working order. The problem is, when 5S is new at a company, it's easy to clean and get
organized…and then slowly let things slide back to the way they were. Standardize makes 5S
different from the typical spring-cleaning project. Standardize systematizes everything that
just happened and turns one-time efforts into habits. Standardize assigns regular tasks, creates
schedules, and posts instructions so these activities become routines. It makes standard
operating procedures for 5S so that orderliness doesn't fall by the wayside.
Depending on the workspace, a daily 5S checklist or a chart might be useful. A posted
schedule indicating how frequently certain cleaning tasks must occur and who is responsible
for them is another helpful tool. Initially, people will probably need reminders about 5S.
Small amounts of time may need to be set aside daily for 5S tasks. But over time, tasks will
become routine and 5S organizing and cleaning will become a part of regular work

Sustain:
Once standard procedures for 5S are in place, businesses must perform the ongoing
work of maintaining those procedures and updating them as necessary. Sustain refers to the
process of keeping 5S running smoothly, but also of keeping everyone in the organization
involved. Managers need to participate, as do employees out on the manufacturing floor, in
the warehouse, or in the office. Sustain is about making 5S a long-term program, not just an
event or short-term project. Ideally, 5S becomes a part of an organization's culture. And when
5S is sustained over time, that's when businesses will start to notice continuous positive
results.
To help sustain 5S practices, make sure all new employees (or employees who switch
departments) receive training about their area's 5S procedures. Keep things interesting. Look
at what other companies are doing with 5S. New ideas for organization can keep things
improving and keep employees engaged [19]. The 5S System requires proper labelling and
signage to help workers find tools and supplies, ensure standards are followed, and
communicate changes in workflow and procedures [20].

Chapter 4: Methodology
In this chapter present case of the industry is described and details of all methods and
techniques applied during project work are discussed.

4.1. Case Study:

According to Williamson the methodology to understand a scientific phenomenon is
the case study [17]. By case study we get a starting point to identify problems occurring in the
process. When applying this method only the observer is responsible for collection of
information and further analysis of the information. By repeating observations and help
from experienced persons, results obtained become more reliable.

4.1.1. Case Description:

The project has been carried out at Golden Dynamics (Pvt.) Ltd. The company
manufactures different pumps which are used in domestic and industrial applications.
These pumps have variety of applications like public or industrial water supply,
construction sites, hotels, fresh water handing and irrigation. The Director of Golden
Dynamics (Pvt.) Ltd. asked us to find problems in the production and demanded us to
design and installation of new assembly line for Nowa Deep Well Pumps. So,
We Started studying the procedures for installation of new assembly line.

4.2. Data Collection:

The qualitative and quantitative analysis is the first step in project. There are two types
of data, “primary and secondary”.The data collected in first attempt is primary and the data
recorded for further analysis is the secondary data.

4.3. Primary Data:

4.3.1. Observations:
Observation incorporates the examination of procedures for quite a while and
furthermore the behavior. It is the essential source to distinguish the problems.

4.3.2. Measurements:
It is about measuring time and motion study. Time of each operation was measured
before the installation of assembly line. Bar graph was created against these measurements
and further analyzed it.

4.3.2. Interviews:
Operation supervisors, operators and experienced were interviewed and asked
about their perspective about the installation of the assembly line. All the data was
recorded before the installation of the assembly line. Opinions of production manager and
design engineer were also collected.
4.4. Secondary Data:
Data obtained from different sources in an organization is called secondary data.
The secondary data represents the information obtained about the assembly line. The
results collected using all above methods are interpreted in this step [18].
4.4.1 Measurements:
Company only provided us the layout and we had no record about the time span.
However, in layout exact distances helped us to model the assembly line.

4.5 Research Validity:

Validity is of two types i.e. external and internal. Quality work is an internal validity
and it depends upon the approach we used during the project work. For external validity
research methods from other fields like SSM is used. We gave different suggestions for
assembly line via CAD work we shown the validity of our work.

4.6 5S Technique:
5S technique is used to organize workspace which results in efficient, effective and
safe work. There are five 5S phases as followed:

4.6.1 Sort:
Keep the necessary items and all the unnecessary items have been removed from the
workspace. Cleaned up the workspace and the proper layout is designed for the assembly line.
The purpose is to reduce time loss looking for an item by removing unnecessary items. Keep
the working area clear of materials except for those that are in use to production. Check all the
items in location and evaluate whether or not their presence at the location is useful or
necessary. The following accessories used for the assembly line at Golden Dynamics (Pvt.)
Ltd.:

 Pneumatic Guns
 Test Board
 Press
 Boxes
 Racks

4.6.2 Set in Order:

All the operations and accessories are arranged in sequence to prevent from wasting
time. In this regard, all the racks are arranged according to workstations and operations. All
the items have been easily accessed. All the parts related to deep well pumps are arranged in
racks so that they can easily be picked and selected for use. Make it easy to find and pick up
necessary items. Assign fixed locations for items. The purpose is putting all necessary items
in the optimal place for fulfilling their function in the workplace. Make the workflow smooth
and easy. Labels , marks or hints are used so that items are easily to return to the correct
location

The following parts are arranged in racks:

Sr. # Part # Part Name Material Quantity Rack #

1 D1-12 Motor Body Aluminum 416 1&2
 Si. Elec. S.S
2 D1-09 Rotors 486 2
+ Aluminum
3 D1-30 Stool C.I 384 3&4
Casing+
4 D1-37 C.I 384 5&6
Regulator

The Following Parts are arranged in boxes:

 Front Cup
 Back Cup
 Screw & Bolts
 Impellers
 Smoker
 Mechanical Seal
 Gasket-B
 Adapter
 Rubber Bush

Figure 1 Boxes for Storage

The boxes are used for temporary storage, sometimes it is placed on the assembly
table and sometimes it is placed on the racks according to requirements. It holds the smallest
parts and tools.
Figure 2 Rack for Boxes storage
(AutoCAD Model)

Figure 3 Inventory Storage

4.6.3 Shine
Shine is sweeping or cleaning and inspecting the workplace, tools and machinery on a
regular basis. Work area should be cleaned up. The main purpose is to arrange everything in
sequence because whenever someone needs something then he can easily pick it. Cleaning
work area is important to access equipment, materials and tools.
The purpose of Shine is:

 Prevent deterioration.
 Keep the workplace safe and easy to work in.
 Keep the workplace clean and pleasing to work in.

4.6.4 Standardize
All the required items should be according to standards. The stacking should be
available in racks and maintain the standards of all the parts. It tells about the condition of the
work place. It tells how we can correct abnormal conditions. There should be ease to
communicate and understanding. Standards must be set by management, but should be
changed according to environment. Companies can achieve great improvement as reviewing
the standards periodically, collecting and analyzing data on defects, and encouraging teams to
conduct problem solving activities. To ensure the repetition of the first three “S” practices,
Establish the procedures and schedules and everyone must know their responsibilities.

4.6.5 Sustain
Sustain is defined as on-going training and maintaining the established 5S standards.
The organization issues are removed by the implementation of solutions. Workers must be
properly trained. They must have the concept of preventive maintenance. All the parts in
racks should be properly inspected to prevent from time consuming. This step is critically
important one, without which 5S will eventually fail.

Figure 4 Assembly Line

Figure 3 Layout of Assembly Line
Figure 4 AutoCAD Model
4.7 Time and Motion Study
Time and Motion Study is based on long history and is established in
industry.The basic principle of Time and Motion Study based on dividing a worker’s
manual operations into basic motions such as “reach”, “grasp”, “move”, “position”, or
“release”. Based on the studies the basic purpose of “Time and Motion” is to analyze,
describe, predict, and design work process. It tells us the production performance of the
industry because time is money.
The successfulness of the product or service would be known by the
measurement of the time and motion study. In this technique we can also measure the
performance of the workers its basic goal is to reduce time of each process as possible.
If there are extra motions involved in material handling, then it should be removed.
Manual efficiency is dependent on time so here the key factor is time. Time is the most
important thing in productivity factor. In order to increase the productivity, the useless
activities and movements should be eliminated because these types of activities are
burden on industry. Motion and time analysis could be to help find a preferential way
of doing the work and could assist in effective managing and controlling the overall
activities of the workers. This approach has been applied to industries. To make sure
that the job being evaluated does not include any unnecessary motion by the worker.
Now today T&M studies can be effective for performance evaluations and it can be
used for planning purposes in order to predict the level of achieved. It can also be used
to uncover problems and create solutions and time cost analysis. Before installation of
assembly line at Golden dynamics (PVT) Ltd, there were no proper transportation
system and workers were working on different floors of industry. And they were using
the manual tools and trolley. Now we installed the new assembly line with latest
equipment’s and latest test bed for testing the motors after assembly.

Figure 5 Transportation (Two Wheel Trolley)

Figure 6 Transportation (Four Wheel Trolley)

Figure 7 Transportation (Crane & Hoist)

 Figure 8 Transportation (Lift)

We designed the assembly line, electric panel and test bed and its all parts to
enhance the company productivity. Before installing the assembly line, the production
of the company were 30-40 pumps per day after that we enhance the pumps production
from 40 to 120 pumps per day. In our first attempt of assembling the pumps , only 54
pumps were made. In second attempt 67 pumps were made, in third attempt 94 pumps
were made, in fourth attempt 110 pumps were made and finally in fifth attempt we
achieved our goal and 120 pumps were assembled per day. Before installation of
assembly line, there were ten (10) workstations and they worked at floors and at
different portions of industry. Through assembly line, workstations reduced from ten
(10) to six (6). In assembly, our bottleneck was at three workstations i.e, first (press),
second (electric panel) and sixth workstations (test bed). So we redesigned these
workstations and eliminated all the problems regarding the assembly.
Figure 9 Before Assembly Line (Electric Panel)

Figure 10 After Assembly Line (Electric Panel)

Figure 11 Electric Panel (AutoCAD Model)

Figure 12 Test Bed (Before Assembly Line)

Figure 13 Test Bed (After Assembly Line)
(AutoCAD Model)

Chapter 5: Results
 First of all we observed the complete process of assembly and their flow. We
conducted time and motion study and recorded individual time spans of all operations.
To achieve the high production, we observed assembly line is necessary.

5.1 Before Installation of Assembly Line:

Before installation of assembly line, assembles operations were performed at
different portions. So lot of time consume in transportation from one portion to
another. The overall time for all the operations is 1 hour and 20 minutes. The workers
performed assembly operations on ground, which was the major factor of time
consuming. The daily production of NOWA Deep Well Pump of Golden Dynamics is
36 product per day. A detail of time spans of all operations is given below.

Operations OP-10 OP-20 OP-30 OP-40 OP-50 OP-60 OP-70 OP-80 OP-90 OP-100

Time Span 10 10.50 6.74 8.5 7.3 9.45 10.78 6.45 5.67 6
(Minutes)

Table 2 Before Installation of Assembly Line

12
10.5 10.78

10 9.45
8.5
8 7.3
6.74 6.45
5.67 6
6
Time Span
4
2.88

0
OP-10 OP-20 OP-30 OP-40 OP-50 OP-60 OP-70 OP-80 OP-90 OP-100

5.2 After Installation of Assembly Line:

After installation of assembly line, we conducted time and motion study. We
recorded individual time spans of all operations. We divided the complete assembly
operation into six workstations and reduced the workers from ten workers to six
workers. A detail of time spans of all operations is given below. We increase the daily
production of NOWA Deep Well pump from 36 products per day to 48 product per
day. A detail of time spans of all operations is given below.

5.3 Before Removing Bottle-Neck:

By observation and calculation, we found bottle neck at 1st, 2nd and 6th
workstation. A detail of time spans of all operations is given below.
Operations OP-10 OP-20 OP-30 OP-40 OP-50 OP-60

Time Span 9 10.5 7.5 10.75 8.5 11

(min)

Table 3 Before Removing Bottle-Neck

12

10

6
Time Span

0
OP-10 OP-20 OP-30 OP-40 OP-50 OP-60

Figure 14 Before Removing Bottle-Neck

5.4 Improvement:
Our target is 120 products per day. To achieve our daily target, we removed
bottle neck from 1st, 2nd and 6th workstations. On first workstation we performed the
assembly of Pump Motor, Rotor, Rear Bearing Cup and Front Bearing Cup. We used
the pneumatic guns for tighten the screws and Tool Balancers for hanging the tools,
which reduced the operation time of 1st workstation. The old operation time of 1st
workstation is 9 minute. Which we reduced from 9 minute to 2.88 minute.
Our second workstation is Electric Motor Testing. We redesign the Electric
Panel and reduced the time from 10.5 minute to 2.23 minute. Six workstation is our
final workstation. We designed the modified test bed for final testing and reduced the
time of testing from 11 minute to 2.6 minute.

5.5 After Removing Bottle-Neck:

After removing the bottle neck, we observed a significant decrease in time. We
easily achieved the daily production target. We decreased the overall time span from 1
hour 20 minute to 15 minute. The daily production increased from 48 pumps per day to
120 pumps per day. By proper maintenance we can cross the selected target.

Operations OP-10 OP-20 OP-30 OP-40 OP-50 OP-60

Time Span 2.88 2.23 2.58 2.10 2.76 2.60
(min)

Table 4 After Removing Bottle-Neck

3.5

3 2.88
2.76
2.58 2.6
2.5 2.23
2.1
2

1.5 Time Span

0.5

0
OP-10 OP-20 OP-30 OP-40 OP-50 OP-60

Figure 15 After Removing Bottle-Neck

Chapter 6: Conclusion

Based on the findings and results, productivity has been increased three times.
The old production was 36 pumps which we increased 120 pumps per day. We
designed the layout of the assembly line. We made the assembly line flexible, which
can be used for complete serious of NOWA Deep Well Pumps. We improved the
transportation system and materials storage system of the industry.
To fulfil the demands, the company is focused to develop the new assembly
line. To show the validity of these results, a design of assembly line was presented to
director of industry before management.
6.2
[1] Future Recommendations:

 Golden Dynamics should prefer automation and do not rely on manual

[2]
techniques. Advance techniques are very productive and ergonomicallykkkkk.
 Quality improvement is more important for Industry that manufacturing pumps
[3] than quantity because it will yield less defective pumps.
 The organization should pay attention on daily wages or contractual labours. If
[4] they are satisfied with income, then they will give quality work.

[5]  Different machines playing out a similar task must be checked and their number
must be reduced.
[6]
 Rubber Sheet should be placed on the working table, which will protect the
body of pumps and reduce the sound.
[7]  Duty on assembly line should be assigned to the trained worker to achieve the
daily target of the production.
[8]
 During assembly operation no outside pump should be allowed, which will
disturbed the flow of the production.
 For assembly, the parts should be placed in rack after inspection.
[9]  Stocking should be more than the required target to achieve the daily
production.
[10]
 Parts machining and inspection should be correct.
 CCTV Camera should be available for checking the process.

[11] Trolley for transportation should be available while assembly to continue the
flow of the production.
 Stocking should not be allow on working table, which will disturbed the flow of
production.
[12]

REFERENCES
[13]
"Group History," Millat Group of Companies, [Online]. Available:
http://www.millatgroup.net/?page_id=754. [Accessed 7 March 2018].

"Group Management," Millat Group of Industries, [Online]. Available:

[14] http://www.millatgroup.net/?page_id=872. [Accessed 7 March 2018].

Millat Tractors, [Online]. Available:

https://www.forbes.com/companies/millat-tractors/. [Accessed 7 March 2018].

Michigan Yesterday & Today. Voyageur Press.

Ford & Crowther 1922, p. 45 (on line version), p. 80 (print version)

Mr J Russo, Australian Bureau of Statistics (ABS), Transcript, 23

October 2009, p. 21.

Zandin 2001, Section 4, Chapter 1, p.2

Buxey, (1993) "Production Planning and Scheduling for Seasonal

Demand", International Journal of Operations & Production Management, Vol.
13 Issue: 7, pp.4-21

Womack, J. P., Jones, D. T., Roos, D. The Machine that Changed

Lawrence S. Aft (2001)."Work Measurement and Method Improvement.

“John Wiley and Sons Inc., New York

C Rovelli: (2006)."The disappearance of Space and Time", in

philosophy and Foundations of Physics. The Ontology of Spacetime D.
Dieks (Editor) Elsevier B. V

Zeleny,M.: The Innovation Factory: On the Relationship Between

Management Systems

Time Motion Study in Determination of Time Standard in Manpower

Process by Abdul Talib Bon, Daiyanni Daim published April 14-16,
2010, Kuching, Sarawak, Malaysia

Jump up^ Groover 2007

38
[15]
Jump up^ Salvendy 2001, Section IV. C, Chapter 54
[16]
History of Time and Motion Study (IENG 301 Fundamental of Work
Study and Ergonomics
[17]
Williamson 2002, Research methods for students, academics and
students: information management and system. 2nd ed. Australia: Center
for Information Studies.

[18]
Barnes, T. Kaizen strategies for successful leadership-, 1996, Pitman
Publishing London

List of Visits to Industry

1st ……………………………………………………………… 3-9-2018

2nd ……………………………………………………………… 8-9-2018
3rd ……………………………………………………………… 9-9-2018
4th ……………………………………………………………… 15-9-2018
5th ……………………………………………………………… 16-9-2018
6th ……………………………………………………………… 22-9-2018

7th ……………………………………………………………… 23-9-2018

8th ……………………………………………………………… 6-10-2018
9th ……………………………………………………………… 7-10-2018
10th ……………………………………………………………… 13-10-2018

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11 ……………………………………………………………… 14-10-
2018
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12 ……………………………………………………………… 20-10-
2018
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2018
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14 ……………………………………………………………… 28-10-
2018
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15 ……………………………………………………………… 3-11-2018

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16 ……………………………………………………………… 4-11-2018

17th ……………………………………………………………… 10-11-

2018

18th ……………………………………………………………… 17-11-

2018

19th ……………………………………………………………… 18-11-

2018

20th ……………………………………………………………… 1-12-2018

21st ……………………………………………………………… 2-12-2018

22nd ……………………………………………………………… 8-12-2018

23rd ……………………………………………………………… 15-12-

2018

24th ………………………………………………………… 16-12-

2018

25th ……………………………………………………………… 5-1-2019

26th ……………………………………………………………… 6-1-2019

27th ……………………………………………………………… 12-1-2019

28th ……………………………………………………………… 13-1-2019

29th ……………………………………………………………… 19-1-2019

30th ……………………………………………………………… 20-1-2019

31st ……………………………………………………………… 26-1-2019

32nd ……………………………………………………………… 27-1-2019

33rd ……………………………………………………………… 2-2-2019

34th ……………………………………………………………… 3-2-2019

35th ……………………………………………………………… 9-2-2019

36th ……………………………………………………………… 10-2-2019

37th ……………………………………………………………… 16-2-2019

38th ……………………………………………………………… 17-2-2019

39th ……………………………………………………………… 2-3-2019

40th ……………………………………………………………… 3-3-2019

41st ……………………………………………………………… 9-3-2019

42nd ……………………………………………………………… 10-3-2019

43rd ……………………………………………………………… 14-3-2019