Productivity Improvement I N Mm540 Steering Box ..docx

PRODUCTIVITY IMPROVEMENT IN MM540 STEERING BOX A PROJECT REPORT Submitted by

SELVACINTHAMANI I SHANTHAKUMAR H VIJAYAMURALIKRISHNA J IBRAHIM KHAN K In partial fulfillment of for the award of the degree Of

BACHELOR OF ENGINEERING IN MECHANICAL ENGINEERING INDIRA INSTITUTE OF ENGINEERING AND TECHNOLOGY,THIRUVALLUR

ANNA UNIVERSITY:600025 APRIL 2015

ANNA UNIVERSITY : CHENNAI 600025 BONAFIDE CERTIFICATE Certified that this project report “PRODUCTIVITY IMPROVEMENT IN MM 540 STEERING BOX” is the bonafide work of “SELVACINTHAMANI.I, SHANTHAKUMAR.H, VIJAYAMURALIKRISHNA.J, IBRAHIM KHAN.K.”

who carried out the project work under my

supervision.

SIGNATURE

SIGNATURE

Mr.M.PARIVALLAL

Mr.E.GUNASEKARAN

HEAD OF THE DEPARTMENT

ASSISTANT PROFESSOR

MECHANICAL DEPARTMENT

MECHANICAL DEPARTMENT

INDIRA INSTITUTE OF

INDIRA INSTITUTE

ENGINEERING AND TECHNOLOGY

ENGINEERING AND

TECHNOLOGY

ACKNOWLEDGEMENT

At the outset ,we would like to express our gratitude to our beloved and respected Chairman ,Mr.V.G.Raajendran,for his consistence guidance and support. We would like to express our thanks to our managing director Mrs.Indira raajendran for her encouragement and blessing. We thank our principal Dr.N.Sengottaiyan,M.E.,Ph.d,(P.D.F) for his support during the course of the project. We wish to express our sincere thanks and gratitude to Er.M.Parivallal,M.TECH.,MBA.,Ph.d., Head of the department of mechanical engineering who has been a guiding force and constant source of inspiration to us. Our sincere gratitude and thanks to our beloved project coordinator, Mr.Ramasamy.M.E., for having extended his fullest support and guidance without which this would not have been a success. We would finally express our sincere thanks to our project guide Mr.E.Gunasekaran.M.E.,for his excellent guidance throughout the work progress of our project. We wish to express our heartiest thanks to our guide Mr.S.Gokulraj from RANE (MADRAS),VELACHERY, For their inspiring encouragement provided during the course project work. Finally, we thank all of those who helped us directly or indirectly in every aspect for successful completion of our project

TABLE OF CONTENTS CHAPTER NO

TITLE

1.

ABSTRACT LIST OF TABLES

2. Introduction 3. Company profile 4. Functions of steering Gear 5. Department in Rane (Madras) velachery 6. Information system 7. Function of steering gear 8. Function of steering box 9. Steering box Operation details Cover face drilling Dowel hole drilling CNC 10.Problem identified 11.Expected benefits 12.Process flow chart 13.CNC 14.Box Counter measure 15.Milling operation

PAGE NO.

16.Horizontal Milling Machine 17.Ram type milling machine 18.Boring 19.Drilling 20.Fixture 21.Theme and target 22.Criteria to select this cell 23.PP analysis 24.Elemental analysis on cycle time in boring operation 25.Kaizen 26. Waste identification 27.Machine data collection- before 28.Boring machine fixture-before 29.Line balancing chart- before 30.Man machine chart- before 31.Layout before 32.Approach and action 33.Lps overview 34.Push strategy 35.Pull strategy 36.ECRS 37.Takt time 38.Takt time calculation 39.New proposal 40.Existing vs. proposed fixture 41.Placing box in fixture 42.Benefits

43.Machine data collection after 44.Man machine chart after 45.Layout – after 46.Line balancing chart-after 47.Report 48.Line balancing chart- after 49.Final result /benefits 50.conclusion

ABSTRACT

This project work is carried over at Rane(madras)Ltd, velachery, chennai. To improve the productivity rate in mm540 box cell. The box comprises of various operations such as boring , drilling ,and bush burnishing washing, etc.,. In the MM540 BOX. We found the bottleneck and mainly concentrate on the BORING OPERATION and FIXTURE.As the rate of demand is higher than the present production rate per shift, The company does not meet the regular demand. After detailed study on the process, concluded to design a new type of fixture and also have done waste minimization by ECRS method.

INTRODUCTION

Industries of today deploy many types of automations and build special purpose machines according to their requirement. In this current scenario it is a must to execute automations to enhance productivity, safety and to make easy the operators.

From the company’s project data bank we came to know many problems faced by the organization. We had chosen the above topic because the company struggles in meeting their regular demand requirement.

This report explains the details of improved and new Arbor design in the rack milling process and also the study of different tool materials. And also it throws out the benefits of increased productivity.

COMPANY PROFILE RANE (MADRAS) LTD –AN OVERVIEW.

Founded as Rane private Limited in 1929, incorporated in the year 1936, it started as a trading house, trading in automobiles and parts. It represented General Motors, Renault and American Motors etc…

In 1960 Rane (Madras) LTD, commenced manufacture of Steering Linkages (Tie rod ends). In 1975 Rane (Madras) LTD started manufacturing og steering gears. The company now manufactures steering gear products (SGP) and suspension and steering linkage products (SSLP). It has manpower of about 900 employees.

RML’s first plant is in velachery, Chennai and later on 4 more plants were added to it at Mysore, Pondicherry, varanavasi and pune. Later a new plant exclusively; for eports has been started. The company today is a market leader in india for manual steering gears, suspension and steering linkage products.

THE ORGANIZATION

Rane Madras is one of the leading organizations among the core industries of Indian economy and the largest steering gear and linkages manufacturer in india. Rane madras manufactures a wide range of steering gear products from 4 modules to 7 modules and linkages from 16 diameter to 40 diameter cater

to

various

customer

demands

with

sheer

engineering

excellence,technical innovation and commitment to the society with a highly dedicated work force.

Equipped with the latest manufacturing facilities, the company has quality management systems, which has already been certified for ISO/TS16949: 2002 & ISO 9001: 2002 standards. Being corporate citizen company emphasizes on occupational health and safety and environment. Company certified for ISO 14001 for EMS and OHSAS 18001 for compliance to environment requirements and safety and the company has won the DEMING PRIZE (Total Quality Management) in October 2007. Rane madras is a pioneer in introducing new concepts by continually improving.

VARIOUS DEPARTMENTS OF RANE MADRAS-VELACHERY

R&D: It involves in new product development support functions of manufacturing process variations.

MFG: This manufacturing department is sub divided into two parts: 1. MED – This takes care of tool room, tool stores, tool regrinding. 2. MESD- Which involves itself in layout designing & proving of new systems? 3. PRODUCTION- It ensure the production level and quality.

HRD: This takes care of companies human resources activities.

ACCOUNTS:

This department takes care of various forms of accounts in the company.

INFORMATION SYSTEMS: This department maintains data, designing formats for the company’s documents.

PLE: This department deals with plant engineering and does maintenance work whenever necessary.

QUALITY: This is sub divided into two categories: 1. Quality assurance- maintenance of a desired level of quality in a product.

2. Quality control- a system of maintaining standards in manufactured products by testing of output against the specification.

FUNCTION OF STEERING GEARS The function of steering system is to enable the driver to control accurately the direction of the automobile by means of two major components: the steering linkage which connects the gear box to the front wheels. The steering gears have two functions: to change the rotary motion of the steering wheel into straight line motion that will move the steering linkage and to provide a gear reduction that will make the automobile easier to steer. A small effort at the steering wheel is multiplied into a larger effort at the steering linkage. The amount of gear reduction is described as steering ratio. A typical ratio of 16:1 means that in order to turn the front wheels by one degree the steering wheel has to be rotated 16 degree.

FUNCTION OF STEERING BOX Steering box is used to hold the worm nut rocker. This is the house for the component of all steering gear components. OPERATION DETAILS COVER FACE MILLING (VHM 03) Company uses horizontal milling machine for cover face milling. This is the first operation on mm 540 box. DOWELL HOLE (DRILLING) This process is done by vertical drilling machine. So that we can go for further CNC machining operation. In order to fix this box on CNC machine fixture,

we have done dwell hole operation. Before putting dowel hole milling operation should be done on the surface, \

CNC-OPERATIONS 1. Oil seal milling 2. End face milling 3. Bracket milling 4. Bracket drilling 5. Bush bore rough 6. Bush bore final 7. Oil hole drilling 8. Column bore rough 9. Bearing bore rough 10.Bearing bore final 11.Column bore final 12.Column bore thread 13.Spigot milling

PROBLEMS IDENTIFIED IN GEAR BOX Due to this existing setup following problems are faced:

1. Productivity is low in box 2. Inflexibility in production 3. Work in progress is more 4. Cycle time get increases 5. The project focuses to overcome the above consequences.

EXPECTED BENEFITS: 1. Increase in productivity 2. Non value added time is eliminated 3. Operator fatigue will be reduced 4. Operator moral will improve

This project involves design and fabrication of arbors-a rack milling fixture. Also the assembly line must be balanced through line balancing techniques. Even man-power reduction is possible.

PROCESS FLOW CHART : PROCESS FLOW

MACHINE

PRE MACHINED BLANK

COVER FACE MILLING

DOWELL HOLE DRILLING

CNC OPERATIONS

BUSH PRESSING ANBUBURNISHING

VERTICAL MILLING MACHINE

RADIAL DRILLING MACHINE

CNC TAL

BUSH PRESSING MACHINE

BUSH BURNISHING

BUSH PRESSING MACHINE

WASHING

WASHING MACHINE

CNC OPERATIONS: OIL SEAL MILLING

END FACE MILLING

BRACKET MILLING

BRACKET DRILLING

BUSH BORE ROUGH & FINAL

OIL HOLE DRILLING

BEARING BORE ROUGH&FINAL

COLUMN BORE ROUGH &FINAL

COLUMN BORE THREAD

SPIGOT MILLING

BOX:

COUNTER MEASURE: In order to overcome the difficulties, the following are the brainstormed results 1. New hydraulic fixture 2. In which 2 boxes can be performed at the same

MILLING OPERATIONS Milling is the process of machining flat, curved, irregular surfaces by feeding the work piece against a rotating cutter containing a number of cutting edges.

TYPES: Milling machines are basically classified as vertical or horizontal. These machines are also classified as knee-type, bed type, and planer-type. Most milling machines have self-contained electric drive motors, coolant systems, variable spindle speeds, and power-operated table feeds.

UNIVERSAL HORIZONTAL MILLING MACHINE: The basic difference between a universal horizontal milling machine and a plain horizontal milling machine is the addition of table swivel housing between the table and the saddle of the universal machine. This permits the table to swing up to 45 degree in either direction for angular and helical milling operations. The universal machine can be fitted with various attachments such as the indexing fixture, rotary table, slotting and rack cutting attachments, and various special fixtures.

RAM-TYPE MILLING MACHINES: The ram-type milling machine is characterized by a spindle mounted to a movable housing on the column, permitting positioning the milling cutter forward or rearward in a horizontal plane. Two widely used ram-type milling machines are the floor-mounted universal milling machine and the swivel cutter head ram-type milling machine.

SWIVEL CUTTER HEAD RAM-TYPE MILLING MACHINE: A cutter head containing the milling machine spindle is attached to the ram. The cutter head can be swiveled from a vertical to a horizontal spindle position, or can be fixed at any desired angular position between the vertical and horizontal. The saddle and knee are driven for vertical and cross feed adjustment; the worktable can be either hand driven or power driven at the operator’s choice.

MAJOR COMPONENTS: The machinist must know the name and purpose of each of the main parts of a milling machine to understand to understand the operations.

BORING Boring is a process of producing circular internal profiles on a hole made by drilling or another process. It uses single point cutting tool called a boring bar. In boring, the boring bar can be rotated, or the work part can be rotated. Machine tools which rotate the boring bar against a stationary work piece are called boring machines (also boring mills). Boring can be accomplished on a turning machine with a stationary boring bar positioned in the tool post and rotating work piece held in the lathe chuck as illustrated in the figure. In this section, we will consider only boring on boring machines. Boring machines can be horizontal or vertical according to the orientation of the axis of rotation of the machine spindle. In horizontal boring operation , boring bar is mounted in a tool slide, which position is adjusted relative to the spindle face plate to machine different diameters. The boring bar must be supported on the other end when boring long and small-diameter holes.

A vertical boring mill is used for large, heavy work parts with diameters up to 12m. The typical boring mill can position and feed several cutting tools simultaneously. The work part is mounted on a rotating worktable.

CUTTING TOOL FOR BORING The typical boring bar is shown in the figure. When boring with a rotating tool, size is controlled by changing the radial position of the tool slide, which holds the boring bar, with respect to the spindle axis of rotation. For finishing machining, the boring bar is additionally mounted in an adjustable boring head for more precise control of the bar radial position.

DRILLING Drilling is a process of producing round holes in a solid material or enlarging existing holes with the use of multi tooth cutting tools called drills or drill bits. Various cutting tools are available for drilling, but the most common is the twist drill. Cutting velocity V in drilling is not a constant along the major cutting edge as opposed to the other machining operations. It is zero at the center of the twist drill, and has a maximum value at the drill corner. The maximum cutting speed is given by

V=ΠDN Where D is the drill diameter, and N is the rotational speed of the drill. As in the case of turning and milling, cutting speed V is first calculated or selected from appropriate reference sources, and then the rotational speed of the drill N, which is used to adjust drill press controls, is calculated.

Two types of feed in drilling can be identified: Feed per tooth fz: has the same meaning as in the other Multi-tooth cutting tools. Feeds per tooth are roughly proportional to drill diameter, higher feeds for larger diameter drills. Feed per minute fm: feed per minute is calculated taking into account the rotational Speed N Fm=2fzN

Feed per minute is used to adjust the feed change gears. In drilling, depth of cut d is equal to the half of drill diameter, d=1/2D

Where D is the drill diameter. In core drilling, a drilling operation used to enlarge an existing hole of diameter Dholes, depth of cut is given by

d=1/2(D drill –D hole) Where D drill is the drill diameter, and D hole is the diameter of the hole being enlarged.

FIXTURE 1. A fixture is a work-holding or support device used in the manufacturing industry. 2. Fixtures are used to securely locate (position in a specific location or orientation) and support the work, ensuring that all parts produced using the fixture will maintain conformity and interchange ability.

Basic principles The basic design of any fixture using manual or hydraulic Clamps are same. The structure of the fixture must be sufficiently rigid and heavy to avoid deformities and Vibrations due to machine movements and clamping forces. The unprocessed component must initially be positioned,

Supported and clamped only at three fixed points. Three functions Any work holding fixture must fulfill three basic functions: 1. Position the component accurately. 2. Support the component adequately. 3. Clamp the component securely for machining.

During positioning, the work piece is pressed onto fixed limit points and support surfaces. The work piece must then be clamped in this position so that the cutting forces cannot displace it during machining. The work piece may also need to be supported at other points to overcome distortion, vibration and torque. These forces can deform the work pieces and influence the accuracy of processing. To overcome these forces the work piece will be engaged by support cylinders with a light spring pressure (approx.9N15N.),after which they will be locked hydraulically. This will create support tailored to the work piece. All three basic functions can be achieved with Enerpac work holding products. The three functions must be carried out in the proper sequence. This means that the appropriate cylinders will have to be activated at the correct times(sequentially). Normally this is achieved with mechanical sequence valves or solenoid operated directional valves fitted into the hydraulic system. Hydraulic pressure may be provided by a variety of pumps, such as manual pumps, air-hydraulic pumps and electro-hydraulic pumps.

TAKT TIME WHAT IS TAKT TIME? Takt is the German word for the baton that an orchestra conductor used to regulate the speed, beat or timing at which musician’s played. So takt time is

beat time? Rate time or heart beat lean production uses takt time as the rate or time that a completed product is finished. If we have a takt time of two minutes that means every two minutes a complete product, assembly or machine is produced off the line. Every two hours, two days or two weeks, whatever our sell rate is our takt time. How takt time is established? The customer’s buying rate establishes the takt time. It’s the rate at which the customer buys our product. So this means that over the course of the day, week, month or year the customers we sell to are buying at a rate of one every two minutes. Definitions: Takt time –the desired time between units of production output, synchronized to customer demand. TAKT TIME CALCULATION Dispatch/ month=17000 Allocating 10 shifts for this group/month Takt time =3600*8*10/17000 =416.9seconds Minimum no of workers=45/16.9 =3.66 i.e. 3 men Takt time= Avalilable time/Customer demand Takt time=1285200/6500 =417seconds

THEME & TARGET

(i.e.21*8*2*…….)

1. 2. 3. 4. 5.

Implement single piece flow manufacturing Increase the productivity from 52nos/shift to 70 nos. Man power reduced from 4 to 3. Controlling inventory stage 1.29 days to 0.5 days. Set-up time reduction from 45 mins to 9 mins.

CRITIERIA TO SELECT THIS CELL 1. 2. 3. 4. 5.

High lead time High inventory Zig zag material flow Less productivity High set –up time

ELEMENT ANALYSIS ON CYCLE TIME BORING OPERATION

Activities

Value added time (sec)

Non value added time (sec)

Loading

57

Unloading

37

Walking

12

Inspection

24

Indexing

26

Tool changing time

62

Cycle time

130

Cutting time 354 Total sec

354

442 218

572

KAIZEN:

S.no

Activities

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

Loading Indexing Tool Changing Column face milling Indexing Rocker bore face milling Indexing Number Milling Indexing Tool Changing Rocker bore Roughing Tool changing Oil Seal bore roughing Tool changing Rocker bore final Tool changing Oil Seal bore final Indexing Tool Changing Column bore roughing Tool Changing Column bore final Indexing Tool Changing Spigot bore Roughing Tool changing Spigot bore final Indexing

Cycle time (sec) 54 5 8 50 4 22 4 12 5 8 54 8 42 8 33 8 12 4 8 72 8 40 4 8 74 8 42 8

29

Tool changing

LAYOUT BEFORE:

10

LPS-OVER VIEW Lean is a production practice that considers the expenditure of resources for any goal other than the creation of value for the end customer to be wasteful, and thus a target for elimination. Lean principles are derived from the Japanese manufacturing industry. Also known as the flexible mass

production; the TPS has two pillar concepts: Just-in-time (JIT)or flow, and automation(smart automation)

Some commonly mentioned goals of lean are: 1. Improve quality: To stay competitive in today’s marketplace, a company must understand its customer’s wants and needs and design processes to meet their expectations and requirements. 2. Eliminate waste: Waste is any activity that consumes time, resources, or space but does not add any value to the product or service.

Continuous Improvement breaks down into three basic principles: Challenge: Having a long term vision of the challenges one needs to face to realize one’s ambition (what we need to learn rather than what we want to do and then having the spirit to face that challenge). To do so, we have to challenge ourselves every day to see if we are achieving our goals.

Kaizen: Good enough never is no process can ever be thought perfect, and so operations must be improved continuously, striving for innovation and evolution.

Genchi Genbutsu: Going to the source to see the facts for one and make the right decisions, create consensus, and make sure goals are attained at the best possible speed.

Respect for people is less known outside of Toyota, and essentially involves two defining principles: 1. Respect: Taking every stakeholder’s problems seriously, and making every effort to build mutual trust. Taking responsibility for other people reaching their objectives. 2. Team work: This is about developing individuals through team problem-solving. The idea is to develop and engage people through their contribution to team performance. Shop floor teams, the whole site as team, and team Toyota at the outset.

PUSH STRATEGY: Another meaning of the push strategy in marketing can be found in the communication between seller and buyer. Depending on the medium used, the communication can be either interactive or non-interactive. For example, if the seller makes his promotion by television or radio, it’s not possible for the buyer to interact. On the other hand, if the communication is made by phone or internet, the buyer has possibilities to interact with the seller. In the first case information is just “PUSHED” toward the buyer, while in the second case it is possible for the buyer to demand the needed information according to their requirements. 1. Applied to that portion of the supply chain where demand uncertainty is relatively small 2. Production and distortion decisions are based on long term forecasts 3. Based on past orders received from retailer’s warehouse (may lead to Bull whip effect) 4. Inability to meet changing demand patterns 5. Large and variable production batches 6. Unacceptable service levels 7. Excessive inventories due to the need for large safety stocks 8. Less expenditure on advertising than pull strategy.

PULL STRATEGY: In a marketing “pull” system, the consumer requests the product and “pulls” it through the delivery channel. An example of this is the car manufacturing company Ford Australia. Ford Australia only produces cars when they have been ordered by the customers. 1. Applied to that portion of the supply chain where demand uncertainty is high. 2. Production and distribution are demand driven. 3. No inventory, response to specific orders. 4. Point of scale (POS) data comes in handy when shared with supply chain partners. 5. Decrease is lead time 6. Difficult to implement

ECRS: In generating practical ideas for improvement, a common and practical framework I’ve used in the past is called ECRS, which stands for following:    

Eliminate Combine Rearrange Simplify

ELIMINATE In this step, it’s important to identify the steps that can be quickly eliminated. Where possible, eliminate the details of work. COMBINE

When work cannot be eliminate, then seek to combine them. In this step, the Combine phase addresses the Who, Where, and When. REARRANGE Work can also be rearranged. SIMPLIFY And, a good rule of thumb regardless of the situation is to simplify anyway. Of course, we want to eliminate first but, if not, then Combine, Rearrange, and Simplify will be helpful. The template below shows the following: 1. 2. 3. 4. 5.

Work Element Safety, Distance, Dimension, Quality, Ease. Why, What, Where, When, Who, How Improvement Ideas Eliminate, Combine, Rearrange, and Simplify

NEW PROPOSAL

BEFORE

REDUCING TOOL CHANGING TIME AND INDEXING TIME

AFTER

INTRODUCING TWIN BOX LOADING FIXTURE

REDUCING LOADING AND UNLOADING TIME

INTRODUCING HYDRAULIC FIXTURE

EXISTING vs. PROPOSED DESIGN BEFORE

AFTER

Before

After

 Manual clamping

 Hydro pneumatic clamping

 Cycle time=572

 Cycle time=360

 High fatigue

 Low fatigue

 Single fixture

 Double fixture

PLACING BOX IN FIXTURE     

In the cover face bore there will be four holes. That holes where done by radial drilling machine. By that help of hole box where placed in fixture. It will hold it and then in top of the box, clamp will hold it. That clamp will hold with the help of hydraulic.

BENEFITS  Due to this hydraulic fixture, cycle timing get reduce  Two boxes can be placed at the same time

MACHINE DATA COLLECTION- AFTER ACTIVITIES

VALUE ADDED TIME (SEC)

NON VALUE ADDED TIME (SEC)

LOADING

09

UNLOADING

07

WALKING

02

INSPECTION

24

INDEXING

08

TOOL CHANGING TIME

52

CUTTING TIME

280

TOTAL SEC

280

LAYOUT AFTER :

CYCLE TIME

42

102 360

Used space=520 sq. ft & travel distance =19mts

Benefits • Production rate increases • Man power has been reduce from 4 to 3 • Work area has been reduced from 960 to 520 sq.ft

Conclusion • The problem for the project has been successfully identified as per the production requirement. • Also, man power reduction is possible in the layout were productivity needs to be increased.