| Project On Industrial Engineering | | Industrial Engineering | Dhrubak BanerjeeSontu MalMonojit ShawBibhas SatpatiArunangshu PatiSandip Kumar JhaManasi Roy Chowdhury | |
Under the guidance of
Prof. S.K.Chakrabarti
Mechanical Department,
Future Institute Of Engineering And Management

|

ACKNOWLEDGEMENTS:

* To the management & staff at Mondal Enterprises for allowing us into their shop & for their benevolent sharing of information. * To Prof. S. K. Chakrabarti, for giving us a new perspective to engineering by introducing us to such a fascinating topic

CONTENTS:
No. TOPIC PAGE NO. 1. INTRODUCTION 4 2. OBJECTIVE 5 3. THEORY 5 4. PROJECT DETAILS 10 5. WORK DETAILS 11 6. PROCESSES AND OPERATIONS 12 7. PROCESS CHART 14 8. CALCULATION OF ALLOWANCES 15 9. ALLOWANCE CHART 16 10. CALCULATION OF STANDARD TIME 28 11. FINAL DATA SHEET 30 12. MATERIAL TRANSPORTATION 31 13. LAYOUT PROPOSITION 32 14. CONCLUSION 36 15. BIBLIOGRAPHY 37

INTRODUCTION:
Micro, small and medium enterprises (MSME) sector has been recognized as an engine of growth all over the world. The sector is characterized by low investment requirement, operational flexibility, location wise mobility, and import substitution – the perfect conditions for India. Hence, we have vibrant micro and small enterprise sector that plays an important role in sustaining the economic growth, by contributing around 39% to the manufacturing output and 34% to the exports (2004-05). It is also the second largest employer of human resources after agriculture, providing employment to around 29.5 million people (2005-06) in the rural and urban areas of the country. Moreover, MSME sector has been growing rapidly over the years – from an estimated 0.87 million units (1980-81) to over 3 million (2000). Presently, MSMEs in India account for more than 80% of the total number of industrial enterprises and produce over 8000 value-added products. Clearly, it is evident that the MSMEs are very crucial to fuel the Indian growth story.
Despite its importance, the MSME sector is plagued with various problems. The problems root from mismanagement & lack of organization in the sector. This leads to sub-optimal scale of operation, technological obsolescence, supply chain inefficiencies, increasing domestic and global competition, fund shortages, change in manufacturing strategies and turbulent and uncertain market scenario. However, Government of India has been taking some heartening steps by enacting the Micro, Small and Medium Enterprises Development (MSMED) Act, 2006 and planning to increase financial assistance for micro, small and medium enterprises (MSMEs) to 80 per cent of their capital requirements in the 11th Five Year Plan (2007-2012). Yet more is needed to be done.
As budding engineers, we can help solve this problem and bring order in this sector. We had the good fortune to come across the small-scale enterprises in Rajpur and through our project on Industrial Engineering we hope to give one such enterprise Mondal Enterprise, a more efficient and profitable production system. We hope that the expertise gathered through this project will help us, the future engineers, in contributing to the growth MSME sector and subsequently to the growth of the Indian economy.

OBJECTIVE:

To increase productivity of M/S Mondal Enterprise using the tools of Industrial Engineering viz. Work Study, Plant Layout, Material Handling, Production Planning & Control etc.

THEORY:

Productivity:

Productivity is a measure of output from a production process, per unit of input i.e.
Total productivity = Output quantity / Input quantity
For example, labor productivity is typically measured as a ratio of output per labor-hour, an input.

It may be conceived as engineering efficiency of production. Hence, if the input is reduced for the same output or output increased for the same input, productivity and hence, efficiency of the production system increases.

Work Study:
It is the analysis of a job for the purpose of finding the preferred method of doing it and also determining the standard time to perform it by the preferred (or given) method. Work study, therefore, comprises two areas of study: 1. Method Study 2. Work Measurement

Role of Work Study in Improving Productivity

Role of Work Study can be understood by separately analyzing its constituents:

Method study aims to find better methods of doing the jobs that: * are economical and safe. * require less human effort * need shorter make-ready / put-away time. * involve the optimum use of best materials * involve use of appropriate manpower.
Hence, work is performed in well organized manner leading to increased resource utilization, better quality and lower costs.
Time study provides the standard time (the time needed by worker to complete a job by the standard method) which is necessary for proper estimation of: * manpower, machinery and equipment requirements * daily, weekly or monthly requirement of materials * production cost per unit as an input to better make or buy decision * labor budgets * Worker’s efficiency and make incentive wage payments.
By the application of method study and time study in any organization, we can thus achieve greater output at less cost and of better quality, and hence achieve higher productivity.
Method Study
Method study is the procedure for systematic recording, analysis and critical examination of existing or proposed method of doing work for the purpose of development and application of easier and more effective method.
The following general steps describe the procedure for making a method study. 1. Select the job – on which method study is to be applied. 2. Obtain information and record. 3. Examine the information critically. 4. Develop the most practical, economical and effective method by considering real limitations of the situation. 5. Install the new method as standard practice. 6. Maintain the standard practice by regular follow up.

There are three main types of information recording techniques which are as follows: 1. Process Charts 2. Diagrams 3. Templates
A Process Chart is a graphic means of representing the activities that occur during a manufacturing or servicing job. The different types of process charts can be divided into two groups:
1. Those which are used to record a process sequence (i.e. series of events in the order in which they occur) but do not depict the events to time scale. Charts falling in this group are: * Operation process chart * Flow process chart * Operator chart:
2. Those which record events in the sequence in which they occur on a time scale so that the interaction of related events can be more easily studied. Charts falling in this group are: * Multiple activity chart * SIMO chart
Motion Study
Motion study is a technique of analyzing the body motions employed in doing a task in order to eliminate or reduce ineffective movements and facilitates effective movements.
Motion study can be performed using the information recorded by the SIMO chart, Cycle graph or Chrono-cycle graph etc. The basic objective of Motion Study is job simplification so that it is less fatiguing and less time consuming. The deciding factors are: * Use of the human body. * Workplace arrangement. * Design of tools and equipment.
Work Measurement
It refers to the estimation of standard time for an activity that is the time allowed for completing one piece of job by using the prescribed method.
Standard time is the time taken by an average experienced worker for the job with provisions for delays beyond the worker's control.
There are several techniques used for estimation of standard time in industry. These include Time Study, Work Sampling, Standard Data, and Predetermined Motion Time System.
Applications of Standard Time:
• Estimating material, machinery, and equipment requirements.
• Estimating production cost per unit as an input to prepare budgets/ determine selling price/Make or buy decision.
• Estimating manpower requirements.
• Estimating delivery schedules and planning the work
• Balancing the work of operators working in a group.
• Estimating performance of workers and using that as the basis for incentive payment to those direct and indirect or labor who show greater productivity.
Time Study
It is a work measurement technique to estimate the time to be allowed to a qualified and well-trained worker working at a normal pace to complete a specified task by using specified method.
Following are the steps involved: 1. Define objective of the study. This involves statement of the use of the result, the precision desired, and the required level of confidence in the estimated time standards. 2. Verify that the standard method and conditions exist for the operation and the operator is properly trained. If need is felt for method study or further training of operator, the same may be completed before starting the time study. 3. Record information about the standard method, operation, operator, product, equipment, and conditions on the Time Study observation sheet. 4. Divide the operation into reasonably small elements, and record them on the Time Study observation sheet. 5. Time the operator for each of the elements. Record the data for a few numbers of cycles on the Time Study observation sheet. 6. Multiply it by the rating factor to get normal time.
Normal time = Observed time x Rating factor 7. Determine allowances for fatigue and various delays. 8. Determine standard time of operation.
Standard time = Normal time + allowances

Performance Rating:
The performance of the operator seldom conforms to the exact definition of normal or standard during the time study. Therefore, it becomes necessary to apply some 'adjustment' to the mean observed time to arrive at the time that the normal operator would have taken to do that job when working at an average pace. This 'adjustment' is called Performance Rating.
It is an important step in the work measurement and yet it is based entirely on the experience, training, and judgment of the work-study engineer. It is the step most subjective and therefore is subject to criticism. There are, of course, some universally accepted benchmark examples of normal performance, like dealing 52 cards in four piles in 0.5 minute, and walking at 3 miles per hour (4.83 km/hr). But comparing the benchmarks with the situation is question is again very subjective.
Allowances
The readings of any time study are taken over a relatively short period of time. The normal time arrived at, therefore, does not include unavoidable delay and other legitimate lost time viz. waiting for materials, tools or equipment; periodic inspection of parts; interruptions due to legitimate personal needs, etc. Hence some adjustment or allowances, are applied to compensate for such losses so that fair time standard is established for the given job.
Most companies allow the following allowances to their employees: * Delay Allowance: For the numerous unavoidable delays and interruptions viz. interruptions from the supervisor, inspector, planners etc. the operator experiences during the course of his work. * Fatigue Allowance: To compensate for the energy expended for carrying out the work and to alleviate monotony. * Personal Allowance: To compensate for the time spent by worker in meeting the physical needs, for instance a periodic break in the production routine. * Special Allowance: These given under certain special circumstances viz. Policy allowances,
Training allowances, Rework Allowance etc.

PROJECT DETAILS

WORK DETAILS: * Name of the organization: Mondal Enterprise
13 Tiore Para Road
Gazipur, Rajpur, 24 PGS(S) * Name of the component: Ceiling Fan Shaft * Specification of the product: Material - Mild Steel
Dimension - Length - 120 mm
Diameter - 19 mm * Work-Force: 10 workers, 5 helpers (mostly unskilled) * Daily production: Peak Season: 1500 shafts.
Off Season: 750 shafts. * Work Hours: 12 hours daily. * Floor Space: Approximately 400 sq.ft. * No. of machines: Nearly 20, comprising drilling, lathe & grinding machines. * Picture of the Work-Piece:

PROCESSES AND OPERATIONS: 1. Back turning & back centering: * Carried out on a lathe m/c * Centering of both the ends & turning of rear end of shaft completed in this step. 2. Front & Back Drill * Performed on a drill m/c. * Bore of 67 and 20 mm is done on Front and Back drill respectively. 3. Front facing (rough) * Performed on a Lathe machine. * A rough facing of the front end of the shaft is done. 4. Grooving, Stepping, Middle Cutting & Knurling * Performed on Lathe machine. * Grooving, stepping, and middle cutting are completed by a single tool setting. * Knurling requires a different tool which is replaced after the 1st set of operations are completed. 5. Drill * Different drilling machine have been used for drilling operations. * 1/8”: This hole is tapped at a later stage. 6. Drill Finish * Performed to remove sharp edges at the drilled holes. 7. Lathe Finish & Chamfering * Performed on a Lathe machine. * A rough finish of the work-piece & chamfering of the bores at the front & rear end. 8. Surface finish * Performed on a lathe m/c * Final surface finish given to the work-piece. 9. Tapping * Performed on an improvised drilling m/c. * An internal thread is made through this step on the 1/8” drilled hole.

10. Slotting * Performed in a lathe m/c with milling cutters. * A slot is cut on the shaft in this step. 11. Deburring * It is performed on the grinding m/c. * It is a finishing operation by which unwanted material removed work-piece. The processes were further sub-divided into Loading, Operation and Unloading processes. A set of 10 readings for the time required for Loading (time taken to pick up and fix the work-piece), Operation (time taken to complete the specific operation) and Unloading (time taken to remove the work-piece and place it in the unloading bin) were taken for each operation. The average of the readings served as our selected time for that sub-process.

PROCESS CHART: A flow process chart was prepared for the existing production sequence stating the exact sequence of storage, inspection, operation and delays.

CALCULATION OF ALLOWANCES: The allowances are calculated next according to the norms of International Labour Organization (ILO). Each sub-process & subsequently process is analyzed for Physical and Mental Strain as well as Working Conditions. The sub-processes are rated as Low, Medium or High for the different heads according to the instructions laid down by ILO. According to the level a range of points are provided which are assigned subjectively. Finally, the cumulative points are calculated and based on its value allowance is assigned as laid down by ILO. Directions for rating all aspects are clearly laid down by ILO instructions. The only additional calculation is required for determining Average Force. Given: Average force (in lb.) = (Force applied*Duration of application)/ Total duration of operation. We have considered the Force applied as weight of the work-piece, which at an average has been considered 0.2 kg = (0.2*2.2) lb = 0.44 lb. The Duration of application and Total duration of operation varies with each sub-process and process. Hence, the Average Force varies too. Based on the above considerations, the allowances of the processes are calculated as given below:

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.549lb) | Operation(3lb) | Unloading | | | Stress | Point | Stress | Point | Stress | point | Turning | A. Physical Strain | | Average Force(lb) | L | 0 | L | 3 | L | 0 | | Posture | L | 4 | M | 6 | L | 4 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | - | - | M | 6 | M | 5 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | - | - | L | 4 | - | - | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | - | - | L | 0 | - | - | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | L | 0 | L | 0 | L | 0 | | Total Points | - | 19 | - | 34 | - | 24 | | Relaxation Allowance (%) | - | 12 | - | 17 | - | 14 | | | | | | | | | Name of the operation | Types of strain | Jobs | | | Fixing of the job(1.95lb) | Operation (2lb) | Unloading | | | Stress | Point | Stress | Point | Stress | point | Back Drill | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | - | - | | Posture | L | 4 | L | 4 | - | - | | Vibration | - | - | L | 4 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | - | - | L | 2 | - | - | | Monotony | M | 5 | M | 5 | - | - | | Eye Strain | L | 0 | L | 0 | - | - | | Noise | L | 2 | L | 2 | - | - | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | - | - | | Ventilation | L | 1 | L | 1 | - | - | | Fumes | - | - | - | - | - | - | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 25 | - | - | | Relaxation Allowance (%) | - | 12 | - | 14 | - | - |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.068lb) | Operation(3lb) | Unloading(0.16lb) | | | Stress | Point | Stress | Point | Stress | point | Front side drill 1 (dia=14.5mm) | A. Physical Strain | | Average Force(lb) | L | 0 | L | 3 | L | 0 | | Posture | L | 4 | L | 4 | L | 4 | | Vibration | - | - | L | 4 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | - | - | L | 2 | - | - | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | - | - | L | 0 | - | - | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | - | - | L | 0 | - | - | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 28 | - | 19 | | Relaxation Allowance (%) | - | 12 | - | 15 | - | 12 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(.15lb) | Operation(2lb) | Unloading(0.75lb) | | | Stress | Point | Stress | Point | Stress | point | Front side drill 2 (dia=8mm) | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 4 | L | 4 | L | 4 | | Vibration | - | - | L | 2 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | - | - | L | 2 | - | - | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | - | - | L | 0 | - | - | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | - | - | L | 0 | - | - | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 25 | - | 19 | | Relaxation Allowance (%) | - | 12 | - | 13 | - | 12 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.15lb) | Operation(2lb) | Unloading(0.24lb) | | | Stress | Point | Stress | Point | Stress | point | Front facing | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 4 | M | 6 | L | 4 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | M | 6 | M | 5 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 0 | L | 4 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | L | 0 | L | 0 | L | 0 | | Dirt | L | 0 | L | 0 | L | 0 | | Wet | L | 0 | L | 0 | L | 0 | | Total Points | - | 19 | - | 27 | - | 28 | | Relaxation Allowance (%) | - | 12 | - | 14 | - | 15 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.0925lb) | Operation(1lb) | Unloading(0.105lb) | | | Stress | Point | Stress | Point | Stress | point | Knurling | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 4 | L | 4 | L | 4 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | M | 6 | M | 5 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 0 | L | 4 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 25 | - | 28 | | Relaxation Allowance (%) | - | 12 | - | 14 | - | 15 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.18lb) | Operation(1lb) | Unloading(0.15lb) | | | Stress | Point | Stress | Point | Stress | point | Threading tapping hole | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 0 | L | 0 | L | 0 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | L | 0 | L | 0 | L | 0 | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | M | 6 | L | 0 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 0 | L | 0 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 15 | - | 21 | - | 15 | | Relaxation Allowance (%) | - | 12 | - | 13 | - | 12 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.25lb) | Operation(3lb) | Unloading(0.12lb) | | | Stress | Point | Stress | Point | Stress | point | Slotting | A. Physical Strain | | Average Force(lb) | L | 0 | L | 3 | L | 0 | | Posture | L | 4 | L | 4 | L | 4 | | Vibration | - | - | L | 2 | - | - | | Short Cycle | L | 0 | L | 0 | L | 0 | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | M | 6 | L | 0 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 2 | L | 0 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 32 | - | 19 | | Relaxation Allowance (%) | - | 12 | - | 16 | - | 12 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.0604lb) | Operation(1lb) | Unloading(0.127lb) | | | Stress | Point | Stress | Point | Stress | point | Chamfer | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 4 | L | 4 | L | 4 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | L | 0 | L | 0 | L | 0 | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | L | 0 | L | 0 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 0 | L | 0 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 19 | - | 19 | | Relaxation Allowance (%) | - | 12 | - | 12 | - | 12 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.222lb) | Operation(3lb) | Unloading(0.1lb) | | | Stress | Point | Stress | Point | Stress | point | Lathe finish (top & back) | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 4 | M | 6 | L | 4 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | - | - | - | - | - | - | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | M | 6 | L | 0 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | M | 4 | L | 0 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 19 | - | 31 | - | 19 | | Relaxation Allowance (%) | - | 12 | - | 16 | - | 12 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.07lb) | Operation(2lb) | Unloading(0.12lb) | | | Stress | Point | Stress | Point | Stress | point | Milling | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 2 | M | 6 | L | 2 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | L | 0 | L | 0 | L | 0 | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | L | 0 | M | 5 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 2 | L | 0 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 17 | - | 25 | - | 22 | | Relaxation Allowance (%) | - | 12 | - | 14 | - | 13 |

Name of the operation | Types of strain | Jobs | | | Fixing of the job(0.16lb) | Operation(2lb) | Unloading(0.02lb) | | | Stress | Point | Stress | Point | Stress | point | Front turning | A. Physical Strain | | Average Force(lb) | L | 0 | L | 0 | L | 0 | | Posture | L | 2 | M | 6 | L | 2 | | Vibration | - | - | L | 0 | - | - | | Short Cycle | L | 0 | L | 0 | L | 0 | | Restrictive Clothing | - | - | - | - | - | - | | B. Mental Strain | | Concentration | L | 0 | L | 0 | M | 5 | | Monotony | M | 5 | M | 5 | M | 5 | | Eye Strain | L | 0 | L | 2 | L | 0 | | Noise | L | 2 | L | 2 | L | 2 | | C. Working Condition | | Temp/Humidity | M | 7 | M | 7 | M | 7 | | Ventilation | L | 1 | L | 1 | L | 1 | | Fumes | L | 0 | L | 0 | L | 0 | | Dust | - | - | - | - | - | - | | Dirt | - | - | - | - | - | - | | Wet | - | - | - | - | - | - | | Total Points | - | 17 | - | 25 | - | 22 | | Relaxation Allowance (%) | - | 12 | - | 14 | - | 13 |

CALCULATION OF STANDARD TIME:
The average value of the observed times is taken as the Selected Time. Considering the rate of work of the operators, we considered the Performance Rating of 115%. Using this PR, we find the Normal Time. The average value of the allowance calculated for the sub-processes is considered for calculating Standard Time for each operation.

Below is the table giving the Selected Time, Normal Time, Standard Time for all the operations.

Name of the operation | Selected time (Sec) | Normal time for 115% rating (Sec) | Standard time (Sec) | Turning (L) | 11.97 | 13.76 | 15.73 | Back Drill (D) | 3.33 | 3.83 | 4.34 | Front facing (L) | 9.44 | 10.85 | 12.33 | Knurling (L) | 5.67 | 6.52 | 7.41 | Chamfering (L) | 5.50 | 6.30 | 7.05 | Lathe finish top & back (L) | 9.62 | 11.06 | 12.53 | Front side drill (dia=14.5mm) | 55.93 | 64.32 | 72.68 | Front side drill (dia=8mm) | 4.24 | 4.87 | 5.46 | Threading tapping hole (L) | 3.94 | 4.53 | 5.08 | Slotting (M) | 8.65 | 9.95 | 11.27 | Milling | 11.67 | 13.42 | 15.16 | Front turning (L) | 20.64 | 23.74 | 26.83 | Deburring | 1.50 | 1.725 | 1.983 | Total | 152.10 | 174.875 | 197.853 |

Since, the effective working time is 1 shift, therefore, we have taken Total Machine Hours as 8 hours. Based on our observations, we have noted that the average daily Machine downtime is 2% of the total working time.
Total machine hours = 480 minutes.
Machine downtime = 2% of 480 minutes = 9.6 minutes.
Net machine hours = Total machine hours- Machine downtime = 480 minutes - 9.6 minutes = 470.4 minutes
The calculated Standard Time is used in to balance the production line to remove any bottle-necks as well as to fix the number of machines required to maximize production using the available resources.

FINAL DATA SHEET FOR NO. OF MACHINES AND OPTIMAL PRODUCTION: Operation | Types of Machine | No. of machine | Unit produced/ machine shift | Time taken (min) | Idle time (min) | Remarks | Back Turning | Lathe | 1 | 1700 | 445.68 | 24.7 | Adequate idle time | Back Turning+ front turning | Lathe | 2 | 180+1880 | 47.19+840.6 | 52.94 | Adequate idle time | Knurling+chamfering | Lathe | 1 | 1880+1880 | 450.08 | 17.32 | Inadequate idle time | Threading+front facing+ lathe finish top and back | Lathe | 2 | 1880+1880+ 1880 | 938.12 | 2.6 | Inadequate idle time | Front side drill(dia=14.5 mm) | Drill | 5 | 1880 | 2277.31 | 74.69 | Excess idle time | Back drill+front side drill (dia=8) | Drill | 1 | 1880 | 307.1 | 163.34 | Excess idle time | Slotting | Milling | 1 | 1880 | 353.13 | 117.23 | Excess idle time | Tool grinding+ job deburring | Grinder | 1 | 1880 | 47 | - | Negligible cycle time | Hole surface finish | Drill | 1 | 1880 | 15.7 | - | Negligible cycle time |

N: B- Inadequate idle time - 0 - 20 minutes
MATERIAL TRANSPORTATION:
Initially, some form of automatic mechanical transportation system (like belt drive, piping etc) was considered. But none of these seemed to be feasible owing to the low floor space and the low cost of operation of the enterprise.

We had also considered a portable shop table fitted with wheels. The work piece after each operation could be dropped into a container fixed to the table and it can easily be moved to other machine manually. Again, the lack of floor space proved to be a deterrent.

Hence, in our case the best possible way of material transportation is by manual operation. An extra person is assigned for this job, and the working hours should be for the whole shift.

LAYOUT PROPOSITION:
A new layout was made on the basis of the Load-Distance matrix of the existing layout. It was observed a Product Layout would best suit the requirement of this organization as is evident from the Total material transportation load value of the two layouts.

Existing layout:

Material transportation (100 pieces) | Weight of 100 pieces(kg) | Distance (feet) | Weight x Dist. (kg x feet) | Store - 1 | 27.0 | 17 | 459 | 1 - 2(a) | 23.0 | 5 | 115 | 2(a) - 2 | 23.0 | 8 | 184 | 2 - 3 | 22.0 | 8 | 176 | 3 - 4 | 21.0 | 18 | 378 | 4 - 5 | 19.5 | 3 | 58.5 | 5 - 6 | 17.5 | 3.5 | 61.25 | 6 - 7 | 16.5 | 16 | 264 | 7 - 8 | 16.2 | 8 | 129.6 | 8 - 9 | 15.5 | 6 | 93 | 9 - 10 | 15.5 | 12 | 186 | 10 - 11 | 15.0 | 23 | 345 | Total material transportation load = 2449.35 kg x feet |

Adequate idle time – 20- 60 minutes
Excess idle time - >60 minutes

Proposed layout:

Material transportation (100 pieces) | Weight of 100 pieces(kg) | Distance(feet) | Weight x Dist (kg x feet) | Store - 1 | 27 | 1 | 27 | 1 - 2,3,4,5,6 | 26 | 25 | 650 | 6 - 7 | 22 | 5 | 110 | 7 - 8 | 20 | 4.5 | 90 | 8 – 9 | 19 | 1 | 19 | 9 – 10 | 18 | 5 | 90 | 10 – 11 | 17 | 4 | 68 | 11 – 12 | 16.5 | 6.5 | 107.25 | 12 - 13 | 15 | 5 | 75 | Total material transportation load = 1236.25 kg x feet |

Adequate idle time – 20- 60 minutes
Excess idle time - >60 minutes

CONCLUSION:
As is evident from the Load-Distance matrix our proposed Shop layout will reduce material handling time and effort considerably. Moreover, after the job balancing and allotment of workload, the organization can have a daily production of 1880 shafts. In comparison, the existing methods lead to a maximum daily production of 1500 shafts. Thus the results of our study would definitely benefit Mondal Enterprises in improving its productivity.
Moreover, our brush with Work Study has equipped as better engineers, but with our work we wish to do our bit to the apparently nondescript yet hugely important small-scale industry of Rajpur & present them with some beneficial results with which they can increase their profits.

BIBLIOGRAPHY:

Internet sites: business.gov.in dcmsme.gov.in msmementor.in nptel.iitm.ac.in

Books:
Introduction To Work Study, ILO
Motion & Time Study, Ralph M Barnes
Operation Management, Joseph G Monks