RELAX Reduce Lead time at company X ISE 250 Course Project Sponsor: Executive Director, Diesel Fuel Injection pumps Dept Owner: Assistant Manager, Plunger Dept Coach: Dr. Baruch I. Saeed Team Members:Nazia Farooqi, Karpaga Sundari Revathy, Neelima Maganti, Sweta V Chegu

Background Company X produces various automobile parts : Fuel Injection Pumps Spark Plugs Auto Electricals Fuel Injection pump -- 81% of the market share Plunger is an important part of the fuel injection pump Plunger & Barrel - Element Different types of Plungers: Type A, B, K & Q Type A plungers – 85% of total production. Project concentration – Type A Plungers

DEFINE

Problem Statement Plunger Dept. unable to meet the demand of Element assembly Goal Study various factors affecting lead time & hence eliminate wastes in production Business Case Bottleneck in the production of Fuel Injection Pump Lost sales Charter

Scope Beginning of Hard stage production till the product is delivered to the Element assembly Identification of bottlenecks and the wait times between processes Data including lead times, cycle times and inventory needs to be collected Deliverables Target Date – May 16, 2006 Customer – Element Assembly Service – Reduced Lead time Product – Plunger What defines Success Meeting Demand placed by element assembly in time Reduced Lead Time

Is & Is-Not Analysis

Involvement Matrix

Involvement Matrix (Cont’d)

CAP Chart

CAP CHART (CONTD.....

Gantt Chart of Project schedule

Steps in Plunger Production Plunger Production Soft Stage Heat Treatment Stage Hard Stage

Process Steps for Hard Stage Pre-Dia Grinding Top Surface Grinding Final Dia grinding Throttle groove grinding Throttle groove grinding Vane grinding Stop Groove grinding Brushing Alkedox cleaning Inspection Repair

Process Flow Diagram

CTQ Tree

Kano Model Plunger Department Must be needsMore is betterDelighters Deliver products at the right time (adhere to schedule) Deliver products at the right place (identify bins) Conforms to specifications No further repair or rework No back flow of products Knowledgeable employees (answer questions) Short waits for service Rapid removal of defects

MEASURE

Balance Score Card GoalsMeasures Responsive SupplyNo. of late deliveries of Plungers to element assembly Good Service and performance % of defects at element assembly GoalsMeasures Production excellence Cycle time, Yield Increased productivity Workers/engineers utilization Meeting Production schedules Actual vs planned GoalsMeasures Increase ProductionNumber of plungers produced per day More training to workers about product and operations No. of trainings taken per month Customer Perspective Internal Business perspective Innovation & Learning GoalsMeasures Increase production Quaterly sales Cost reductionExpense calculation for the hard stage Reduce Rework# of parts rejected at inspection Financial Perspective

Data collection summary Parameter In SecondsIn Days Manufacturing lead time /plunger Cycle time/plunger Work-In-Process (units) 101, Bottleneck Utilization 10.07%

PARETO CHART(CONT)

ANALYZE

Cause and Effect Diagram

Cause and Effect ( contd..)

IMPROVE

FMEA Chart Project: RELAX Team: Karpaga, Nazia, Neelima, Sweta Date:3/7/2006 (original)

FMEA Chart (Cont’d) Stop Groove

FMEA Chart (Cont’d)

Affinity Diagram

Affinity Diagram (cont’d)

CONTROL

Prioritization Matrix

Prioritization Matrix (Cont’d)

Plan –Do-????

Implementation Gantt Chart

Program and Project Success factors

Line balancing Operatio n Machine# of M/cs Output /machine # of operators Pre-dia Grinding HMT29001 Top Surface grinding Supfina Final dia grinding HMT29001 Throttle groove Studer G

OperationDescr iption # of M/cs Output/m achine # of operators Vane grinding CNC SPM Stop groove grinding SPM BrushingBench11 CleaningBench11 InspectionBench11 RepairBench11 Line Balancing (Cont’d)

Summary OperationMachineLine 1Line 2Line 3Line 4 Pre-dia Grinding HMT Top Surface grinding Supfina Final dia grinding HMT Parishud Fortuna Throttle groove Studer G

OperationMachineLine 1Line 2Line 3Line 4 Vane grinding CNC SPM (other plant) Stop groove grinding SPM Junker Jung (other plant) BrushingBench1111 CleaningBench1111 InspectionBench1111 RepairBench1111 Summary (Cont’d)

Summary LineOutput per shift Output per day No. of shifts Total output per day = 14500

Conclusion A thorough investigation of the problem indicates that some of the important factors that contribute to a high lead time are:  Imbalanced Line  Improper binning & storage  Bad maintenance programs  High set up times  Workers – being casual labor/regular labor Our recommendations include:  Balance the line identify four separate lines  Employ kanban systems  Schedule maintenance programs  Reduce setup times by planning the production schedule  Increase the number of regular employees  Use control charts to ensure the manufacturing process is in control

Appendix

PARETO CHART

Time Study chart

Calculation Of Lead time:

Benchmarking & Inventory Turns Benchmarking is the process of determining who is the best? How good are they? And how do we get that good? Since Plunger is not a FINAL product, we cannot do benchmarking. We cannot get data for intermediate stages of production costs. However, we can benchmark the Final product (Fuel injection pump). This is beyond the scope of the project. We do not have access to data from other departments. Inventory Turns: Similarly, we cannot calculate inventory turns since, Plunger is not the final product. We cannot calculate the cost of goods sold for Plunger. The selling price of Fuel injection pump may be obtained, but is beyond the scope of our project. We do not have access to this data.

House of Quality The team tried to implement House of Quality, but the tool was not really applicable to the project. Responsiveness : Final dia Grinding Surface finish Throttle groove angle Stop groove angle Vane grinding On-time delivery -2 Right place????? Quality:????? Less defectives????? Precision+2 Conforms to specification ????? Customer Support: ????? Rapid removal of defects ????? Conforms to specification +2