5S recommendations and Reduction in

Metal Wastage At
Sunny Hand-Tools Industries Ltd

By
Tejasvee Bhagat (11113082)
Saurabh Patodi (11113080)
Sandeep Ghosh (11113071)
Prateek Gambhir (11113055)
Piyush (11113054)
Harjit Singh(11113027)
Haneet Kapoor(11113025)
Gagan Goyal(11113021)
Abhinav Gupta(11113001)
Utkarsh Sharma(10113070)

Under the guidance of

Prof. Rajeev Trehan
Professor
Industrial and Production

In partial fulfillment for the award of the degree

Bachelor of Technology

DEPARTMENT OF INDUSTRIAL & PRODUCTION ENGINEERING

DR. B. R. AMBEDKAR NATIONAL INSTITUTE OF TECHNOLOGY
JALANDHAR

1
 Candidates’ Declaration

We hereby declare that the work which is being presented in this Major Project Report titled
“5S Recommendations & Reduction in Metal Wastage at Sunny Hand-Tool Industries Ltd” in
partial fulfillment of the requirements for the award of Bachelors of Technology in Industrial
& Production Engineering submitted to Department of Industrial & Production Engineering,
Dr. B. R. Ambedkar National Institute of Technology, Jalandhar, is an authentic record of our
own work carried out during the period August 2014 to May 2015 under the guidance of
Prof. Rajeev Trehan, Professor, Department of Industrial & Production Engineering , NIT
Jalandhar.

We have not submitted the matter embodied in this dissertation to any other university or
institute for the award of any degree or for any other purpose what so ever. This is to certify
that the above statement made by us is true to the best of our knowledge and belief.

Tejasvee Bhagat (11113082)

Saurabh Patodi (11113080)
Sandeep Ghosh (11113071)
Prateek Gambhir (11113055)
Piyush (11113054)
Harjit Singh(11113027)
Haneet Kapoor(11113025)
Gagan Goyal(11113021)
Abhinav Gupta(11113001)
Utkarsh Sharma(10113070)

2
 Bonafide Certificate

Certified that this project report titled “5S Recommendations & Reduction in Metal Wastage
at Sunny Hand-Tool Industries Ltd” is a bona fide work of Tejasvee Bhagat (11113082),
Saurabh Patodi (11113080) ,Sandeep Ghosh (11113071) ,Prateek Gambhir (11113055)
,Piyush (11113054) ,Harjit Singh(11113027) , Haneet Kapoor(11113025) ,Gagan
Goyal(11113021) ,Abhinav Gupta(11113001) ,Utkarsh Sharma(10113070)
who together carried out the project work under my supervision.

Signature
Prof. Rajeev Trehan
Professor
Department of Industrial & Production Engineering
Dr. B. R. Ambedkar National Institute of Technology
Jalandhar, Punjab-144011

Counter signed
Signature
Prof. R.K Bansal
Associate Professor & Head

3
 Acknowledgement

This project work has been carried out at Sunny Hand-Tool Industry Limited., Jalandhar. It
has been a great experience for our team of Industrial & Production Engineers. We would like
to gratefully acknowledge the following people who have guided us through the successful
completion of our project.

Prof. Rajeev Trehan, our project guide, for his constant support and guidance during the
project phases. His suggestions and insight has helped to successfully complete this project
and made the experience a fruitful and learning one for all of us.

Mr. Davinder Singh (Owner) Sunny Hand-Tool Industry ltd for giving us the opportunity to
be associated with his organization and completing our project at his organization. He has
been a great help taking time out to answer our every query and giving us the freedom to
freely move about his shop floor even during his peak production hours.

Mr. Daljit Singh( Production manager) Sunny Hand-Tool Industry ltd for taking time out to
make us familier with the production process and the problems encountered during the
processes.

Prof. R.K. Bansal, Head of Department, Industrial & Production Engineering, for his support
throughout the project phases.

4
 Abstract

The project titled “5S Recommendations & Reduction in Metal Wastage at Sunny Hand-Tool
Industries Ltd” was undertaken in order to reduce the metal wastage due to rejections in
various processes in production line.
Over the years we have observed that the companies are focusing on the increase in the
productivity through the methodology of waste reduction.
The present study has been conducted at one of Hand Tool manufacturing industry namely
SUNNY HAND-TOOL INDUSTRY, Jalandhar in reference to the critical Casting defects of
the parts of the bench vice and other metal defects, which were caused due to inadequacies in
the process.
Firstly we understood the process of Tools manufacturing by visiting the various departments
of Sunny Hand-Tool Industry ltd. We visited the Shearing section, Progressive Presses
section, Power Presses section, Finishing Section and the Casting section. We have observed
that there was a lot of wastage of sheet metal due to the rejections at various departments.
We, then, collected the data of rejections from all departments. We analysed the data by doing
the extensive pareto study to find out the major areas of rejection which was followed by
finding the causes through the Fishbone diagram (Cause and Effect diagram).After the
application of the quality control tools, we did the Failure mode analysis which leads to the
proper solutions of the process.
After Brainstorming, we proposed the process that will lead to reduction in defects in Casting
section. With the application of low cost automation, we improved the method of the process
which led to the better and the application of the failure mode and effect analysis made us
determine the critical failure modes which need to be eliminated.

5
 Table of Contents
Title Page 01

Candidates’ Declaration 02

Certificate 03

Acknowledgement 04

Abstract 05

Table of Contents 06

List of Figures 08

List of Tables 09

1. INTRODUCTION 10

1.1 About the Company 11

1.2 Plant Layout 12

1.3 About the tools 13

2. LITERATURE REVIEW 15

2.1. Quality Control Tools 16

2.2. FMEA 17

2.3. Ergonomic Study 19

2.4. 5S(The Base of TPM) 22

2.5. Cash Flow Analysis 22

3. METHODOLOGY ADOPTED 24

4. DATA COLLECTION AND ANALYSIS 27

4.1 Total Metal Rejections at Sunny Hand-Tool Industry 28

4.2 Interpretation of the Data for total rejections 29

4.3 Departmental Rejections 30

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 4.4 Pareto Analysis For Departmental Rejections 31

4.5 Data collection for rejection in CASTING 31

4.6 Analysis of rejection in CASTING Section 34

5. IMPROVEMENTS IN CASTING SECTION 44

5.1 Proposed Method for metal pouring 45

5.1.1 Automatic pouring ladle 47

5.1.2 AUTO POUR LADLE auto pour ladle 47

6. FINANCIAL ANALYSIS OF THE PROPOSAL 48

7. 5 S RECOMMENDATIONS MADE IN INDUSTRY 55

8. CONCLUSIONS 63

REFERENCES 65

7
 List of Figures

1.2 (a) Plant Layout 12

1.2(b) Casting Process Layout 13

1.3(a) Types of Spanners Made in the industry 14

2.3 (a) REBA employee assessment worksheet 20

2.3 (b) RULA employee assessment worksheet 21

2.4 (a) Parts of 5 S 22

3.0 (a) Methodology adopted 26

4.1 (a) Histogram for total rejections 29

4.3 (a) Pie Chart for departmental rejections 30

4.4 (a) Pareto chart for departmental rejections 31

4.6 (a) Pie Chart for rejections in CASTING 35

4.6 (b) Pareto chart for rejections in CASTING 36

4.6 (c) Fishbone Diagram for rejections in CASTING 37

4.6 (d) RULA score sheet for operator 41

8
4.6 (e) REBA score sheet for operator 42

5.1 (a) Comparison between previous and current method 45

5.1 (b) Metal pouring by robotic arm 46

7.1(a) Some of the recommendations made 56

7.1(b) Showing the area where cleanliness is applied 57
7.1(c) Application of Rack system and Proper naming them 57

List of Tables

2.2(a) Severity Rating Description 19

2.2(b) Occurrence Rating Description 19
2.2(c) Detection Rating Description 20
4.1 Total sheet rejection at Sunny Hand-Tool Industry 28

4.3 Data for departmental rejections 30

4.5(a) Data for CASTING rejections 32

4.6(a) Summary of casting Rejection Data 35

4.6.3(a) FMEA of Poor Fill 38

4.6.3(b) FMEA of Porosity 38
6.1 Discounted cash flow sheet 51
9
 1.

CHAPTER 1:
10
 INTRODUCTION
1.1 About the Company
With a driving force to the crest in the sector of hand tools, Sunny Hand-Tool Industry is a
small to medium scale industry in manufacturing & supplying hand tools like different bench
vices,saws and spanners etc. Sunny Hand-Tool Industry has grown all the more taller with
competitive edge in the domestic as well as in the national market. A firm with a strong
endurance, Sunny Hand-Tool Industry operates from Jalandhar with an eco- friendly unit.
Each of the unit is fully equipped with the upgraded technology & sufficient manpower to
carry out the detailed & precision production.

Progressing to the foreseen pinnacle, Sunny Hand-Tool Industry merchandise is at par with
the big manufacturers of bench vices, spanners & saws.

With the committed commitments to the quality orientation, cost effectiveness & timely
deliveries, Sunny Hand-Tool Industry en-cashes the skin-deep appreciations bestowed by the
clientele that exhibits the success experienced

Mission:

"We aim to produce truly world-class and reliable products, benchmarking our standards
against the best available in the international market. We will constantly strive for up
gradation of technology, and intellectual property, to always ensure `customer`s delight`."

Values:
Customer-centric focus
Constant investment in latest technology
Excellent work atmosphere
Ensuring quicker turn around times

1.2 Plant Layout

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The layout comprises of two sections with one section containing Power Presses while the
other section containing Progressive Presses for punching and blanking of laminations.
Section A( shown in green in Fig. 1.2(a) ) comprises of storage space for Raw Materials,
Press Machine Shop, Rotor Assembly and Tool Room. Section B( shown in red in Fig
1.2(a) ) comprises of Progressive Presses, Heat Treatment, Quality Section, Store and
Dispatch.

Fig 1.2(a) Plant Layout

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 Melting, Finishing Assembly
Heating

To Material
Casting Deburring Packing
Section

1.2(b) Process Breakdown for Casting

1.3 About the tools:

1.3.1 Bench vice:

A vise or vice is a mechanical apparatus used to secure an object to allow work to be

performed on it. Vises have two parallel jaws, one fixed and the other movable, threaded in
and out by a screw and lever. In Sunny Hand tools industry there are mainly 2 types of vice
made. One is all steel fixed base bench vice which is made by Fabrication process and second
type is Fixed base cast iron which is made by casting process

13
1.3.2 Spanners:

A spanner is a tool used to provide grip and mechanical advantage in applying torque to turn
objects usually rotary fasteners, such as nut and bolts or keep them from turning.

There are numerous types of spanners and wrenches for a variety of different uses. Spanners
are known as wrenches in North America – we will use UK English when describing
spanners and wrenches in this project on the whole.

A spanner or wrench is used for turning a nut, bolt or similar fixing that is turned to tighten.
The spanner is used to grip the given fixing (whether it is a nut, bolt, concrete screw etc....)
and turn it, allowing you to apply torque and tighten the nut onto the bolt.

They are generally made from drop forged steel and coated in chrome to stop corrosion.

Fig.1.3(a) Types of Spanners Made in the industry

1.3.3 Saws:

A saw is a tool consisting of a hard blade, wire, or chain with a toothed edge. It is used
to cut through relatively hard material, most often wood. The cut is made by placing the
toothed edge against the material and moving it forcefully back and forth. This force may be

14
applied by hand, or powered by steam, water, electricity or other power source. An abrasive
saw has a powered circular blade designed to cut through metal.

2.

CHAPTER 2:
LITERATURE REVIEW

15
2.1 Quality Control Tools

Following are the seven Quality Control tools used to solve the problem:

1) Check Sheet:- The function of a check sheet is to present information in an efficient

graphical format.This may be accomplished with a simple listing of items. However, the
Utility of the check sheet may be significantly enhanced in some instances by incorporating a
depiction of the system under analysis into form.

2) Pareto Charts:- Pareto charts are extremely useful because they can be used to identify
those factors that have the greatest cumulative effect on the system and thus screen out the
less significant factors in an analysis. Ideally, this allows the user to focus attention on a few
important factors in a process.

3) Flow Chart:- Flowcharts are the pictorial representations of a process. By breaking the
process down,into its constituent steps, the flowcharts can be useful in identifying where
errors are likely to be found in the system. The flowcharts are particularly useful for
displaying how process currently functions.

4) Cause and Effect Diagram: This diagram, also called an Ishikawa diagram (or Fishbone
Diagram) is used to associate multiple possible causes with a single effect. The causes in a
Cause & Effect diagram are frequently arranged into four major’s categories. While these
categories can be anything:
Manpower, Methods, Materials and Machinery.

5) Histogram:- A Histogram is a specialized type of bar chart. Individual data points are
grouped together in classes, so that you can get an idea of how frequently data in each class
occur in the data-set. Histograms provide a graphical view of accumulated data.
6) Scatter Diagram:- Scatter diagrams are graphical tools that attempt to depict the influence
that one variable has on another. A common diagram of this type usually displays points
representing the observed value of one variable corresponding to the value of another
variable.

16
7) Control Chart:- Control chart is fundamental tool of statistical process control. The
control chart indicates the range of variability built into a system. Therefore, it helps to
determine whether a process is operating consistently or not. Thus, it helps to determine if
any special cause has occurred to change the process mean or the process variance or not.

2.2 FMEA
Failure Modes and Effects Analysis (FMEA) is a systematic, proactive methodfor evaluating
a process to identify where and how it might fail and to assessthe relative impact of different
failures, in order to identify the parts of theprocess that are most in need of change. FMEA
includes review of the following:
􀂃Steps in the process
􀂃Failure modes (What could go wrong?)
􀂃Failure causes (Why would the failure happen?)
􀂃Failure effects (What would be the consequences of each failure?)
Teams use FMEA to evaluate processes for possible failures and to preventthem by correcting
the processes proactively rather than reacting to adverseevents after failures have occurred.
This emphasis on prevention may reducerisk of harm to both patients and staff. FMEA is
particularly useful in evaluatinga new process prior to implementation and in assessing the
impact of aproposed change to an existing process.

2.2.1 Types of FMEA

Design FMEA
Analyzes product design before release to production, with a focus on product function.
Analyzes systems and subsystems in early concept and design stages

Process FMEA
Used to analyze manufacturing and assembly processes after they are implemented

Steps in FMEA
1. For each process input (start with high value inputs), determine the ways in which the input
can go wrong (failure mode)
2 For each failure mode, determine effects
Select a severity level for each effect
17
3. Identify potential causes of each failure mode
Select an occurrence level for each cause
4. List current controls for each cause
Select a detection level for each
5. Calculate the Risk Priority Number (RPN)
6. Develop recommended actions, assign responsible persons, and take actions Give priority
to high RPNs MUST look at severities rated a 10
7. Assign the predicted severity, occurrence, and detection levels and compare RPNs

Table 2.2(a)Severity Rating Description

Severity Rating Description
1-2 Failure is of such minor nature that the customer (internal or
external) will probably not detect the failure.
3-5 Failure will result in slight customer annoyance
and/or slight deterioration of part or system performance
6-7 Failure will result in customer dissatisfaction and annoyance
and/or deterioration of part or system performance.
8-9 Failure will result in high degree of customer
dissatisfaction and cause non-functionality of system
10 Failure will result in major customer dissatisfaction and cause
non-system operation or non-compliance with regulations

Table 2.2(b)Occurrence Rating Description

Occurrence Rating Description
1 Failure eliminated or no know occurrence
2-3 Low or very few
4-6 Moderate or few occasional
7-8 High or repeated failure occurrence
9-10 Very high rate of failure or inevitable failures

Table 2.(c)Detection Rating Description

Detection Rating Description
1 Very certain that the failure will be detected
2-4 High probability that the defect will be detected
5-6 Moderate probability that the failure will be detected
7-8 Low probability that the failure will be detected
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9 Very Low probability that the defect will be detected.
10 Fault will be passed to customer undetected

Calculation of Risk Priority Number

The risk priority number (RPN) is simply calculated by multiplying the severityranking times
the occurrence ranking times the detection ranking for each item.
Risk Priority Number = Severity × Occurrence × Detection

2.4 Ergonomic Study( RULA and REBA)

RULA ( Rapid Upper Limb Assessment) and REBA( Rapid Entire Body Assessment) are
used to study the posture of the worker and find out if the worker is experiencing fatigue with
the job or not. The fatigue of the worker is indicated by a score that is made up by adding
scores of various parts of the body.

19
Fig 2.3(a)

20
Fig. 2.3(b)

21
2.4 5 S (The base of TPM)

5S is the name of a workplace organization method that uses a list of five Japanese
words: seiri, seiton, seiso, seiketsu, and shitsuke .Transliterated or translated into English,
they all start with the letter "S". The list describes how to organize a work space for
efficiency and effectiveness by identifying and storing the items used, maintaining the area
and items, and sustaining the new order. The decision-making process usually comes from a
dialogue about standardization, which builds understanding among employees of how they
should do the work.

Fig 2.4(a)-Parts of 5 S(English and Japanese name)

2.5 Discounted Cash Flow Analysis

2.5.1 Discount factor

It is a factor by which the future cash flow is discounted to get the present value of money. It
is based on the fact that a rupee today is more valuable that a rupee one year later. It is
denoted by 1/(1+k), where k is the discount rate.

22
2.5.2 Payback Period
It is a period of time requires to recoup the funds expended in an investment or to reach the
breakeven point. It intuitively measures how long something takes to “pay for itself”.

2.5.3 Net present value

It is defined as the sum of present values of the individual cash flows of the same entity.

23
 3.

CHAPTER 3:
METHODOLOGY ADOPTED

We formulated a methodology on how we would redce the rejections, which defined the
series of steps, we would follow. The methodology adopted is shown in the figure below:
24
 Identification of the
problem

Data Collection and Analysis

Brainstorming

Propose solutions

Recommend most feasible

solution
Fig. 3.(a) Methodology Adopted

Results /Conclusions

3.1 Identification of the Problem: A large quantity of sheet metal was being wasted
due to rejections occuring in various sections. These rejections were due defects occuring in
various processes.

3.2 Data Collection and Analysis: We collected the data from various departments and
then analysed the data using the quality control tools such as pareto charts and fishbone
diagram. We then found out the major areas of work and the major reasons for rejections.

3.3 Brainstorming: We thought about the various solutions to counter the rejections. We
had to be creative as well as logical.

3.4 Propose Solution: After Brainstorming we get solutions only few of which are
feasible to the given situation.

25
3.5 Identify the most feasible solution: We identify the most feasible solution using
the cost analysis .

3.6 Recommendations/Conclusions: We recommend the most feasible solution to the

company and find out what impact they will have.

26
 4.
CHAPTER 4:
DATA COLLECTION AND ANALYSIS
The data for sheet metal rejections was collected from the various departments i.e.
progressive presses, power presses, shearing shop, fininshing shop and rotor die Casting
machine, in the industry, which was then recorded in the tabular form as shown below in
Table 4.1

4.1 Total metal rejection at Sunny Hand-Tool Industry

27
 %
Production sheet
Progressiv Power CASTI Total
Sr. Shearing Finishing sheet issued wast
Date e Presses Presses NG Rejection
No. shop (kg) shop (kg) in kg - 40% e for
(kg) (kg) (kg) (Kg)
(Wastage) the
day
1 02/03/2015 13.7 5 7 18 24 36039 67.7 0.188
2 03/03/2015 4.7 5.6 7 88 2 21558 107.3 0.498
3 04/03/2015 4.8 5 7 16 19 38259 51.8 0.135
4 05/03/2015 1.6 3.1 5 7 13 5670 29.7 0.524
5 06/03/2015 4.9 4.8 8 26 2.8 12978 46.5 0.358
6 07/03/2015 4.6 3.1 9 19 8 28794 43.7 0.152
7 08/03/2015 1.9 4.7 8 32 4 29525 50.6 0.171
8 09/03/2015 1.3 4.2 9 25 7.5 37359 47 0.126
9 10/03/2015 2.8 3.8 9 22 68.3 33258 105.9 0.318
10 11/03/2015 2.9 1.4 7 13 4 33636 28.3 0.084
11 13/03/2015 3.3 4.9 7 6 16.5 36873 37.7 0.102
12 14/03/2015 2.1 10.4 5 4 6 37992 27.5 0.072
13 15/03/2015 3.2 3.6 6 19 2 35904 33.8 0.094
14 16/03/2015 3.9 4.3 7 11 4.33 25026 30.53 0.122
15 17/03/2015 3.55 2.2 9 17 136 20334 167.75 0.825
16 18/03/2015 4 3 9 9 4 24674 29 0.118
17 20/03/2015 4 2.8 7 15 3 27300 31.8 0.116
18 21/03/2015 3.7 3.1 8 2.3 12 23217 29.1 0.125
19 22/03/2015 2.3 4.9 7 5 5 31620 24.2 0.077
20 23/03/2015 3.7 3.8 9 3 109.28 20381 128.78 0.632
21 24/03/2015 3.8 4 7 9.1 5.5 19950 29.4 0.147
22 25/03/2015 2.2 4.6 8 10 17.75 21243 42.55 0.2
23 27/03/2015 2.7 4.6 8 13 8.66 36174 36.96 0.102
24 28/03/2015 3.3 3.8 9 8.5 13 28566 37.6 0.132
25 29/03/2015 4.7 3.7 9 14 11 28018 42.4 0.151
26 30/03/2015 4.2 5.9 9 15.3 11 30702 45.4 0.148
27 31/03/2015 5.5 3.3 9 51.3 15 32436 84.1 0.259
TOTAL 103.35 113.6 209 478.5 532.62 757486 1437.07 5.978

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 PERCENTAGE METAL REJECTION PER DAY FOR THE MONTH OF MARCH 2015
0.900

0.800

0.700

0.600
PERCENTAGE REJECTION

0.500

0.400

0.300

0.200

0.100

0.000
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

Fig 4.1(a) Histogram for total rejections

4.2 Interpretation of the data for total rejection

The above charts show the data collection for the rejections in January 2015 in which all the
data has been demarcated .The data included in the sheet is for the following departments that
are :-
1.Progressive presses
2.Power presses
3.Shearing shop
4.Finishing shop
5.Rotor Die Casting
It can be seen that a large percentage of the sheet was wasted due to rejections. Also there
was a lot of variation in wastages which indicated that there were assignable causes for
rejections.

29
4.3 Data for Departmental Rejections

DEPARTMENT Rejection Individual Cumulative Cumulative

( Kg) %age Amount %age
CASTING 532.62 37% 532.62 37%
Finishing Shop 478.5 33% 1011.12 70%
Shearing Shop 209 15% 1220.12 85%
Power Presses 113.6 8% 1333.72 93%
Progressive Presses 103.35 7% 1437.07 100%

When the data is accumalated for all the departments , we observe that the rotor die section
has the maximum rejection and if we accumalate the data given it is shown that the
CASTING rejections account for around 37 % of the whole rejections for the month which
are followed by the finishing section which accounts for the 33% of the total rejections which
is followed by the shearing and the power presses.

PIE CHART FOR DEPARTMENTAL REJECTIONS

14.54%

37.06% 7.90%

1
2
3
4 7.19%
5

33.30%

Fig 4.3(a) Pie Chart for departmental rejections

After constructing the pie chart for the different departments we can proceed towards the
pareto construction for the departments so that we can scrutinize the area of our interest and
can finally work towards the implementation of the solutions at each and every step by the
application of the industrial techniques and the industrial concepts .

30
4.4 Pareto Analysis For Departmental Rejections
Defects rise in following stages of manufacturing of different hand tools-
1. Casting stage
2. Finishing stage
3. Shearing stage
4. Power Presses
5. Progressive presses

We get a clear Pareto Effect with almost 80% of the rejections caused by CASTING and
Finishing section. The rest others contribute only about 20%. Hence the 80-20 rule is
applicable.Hence we chose the CASTING section for further analysis.

600 120%

500 100%

400 80%
Rejection
( Kg)
300 60%
Cumulati
ve %age

200 40%

100 20%

0 0%
Casting Area Finishing Shop Shearing Shop Power Presses Progressive Presses
Fig 4.4(a) Pareto Chart for Departmental Rejections

4.5 Data Collection For Rejections In Casting Section

The data for rejection in Casting section was collected and tabulated in the following format.
The table indicates the number of rejections each day with the quantity rejected due to each
reason.

31
 Table 4.5(a)

The various defects in the CASTING section can be classified as follows:

Shrinkage Defects: Shrinkage defects occur when standard feed metal is not available to
compensate for shrinkage as the thick metal solidifies. Shrinkage defects can be split into two
different types: open shrinkage defects and closed shrinkage defects. Open shrinkage defects
are open to the atmosphere, therefore as the shrinkage cavity forms air compensates. There
are two types of open air defects: pipes and caved surfaces. Pipes form at the surface of the
Casting and burrow into the Casting, while caved surfaces are shallow cavities that form
across the surface of the Casting.

32
Closed shrinkage defects, also known as shrinkage porosity, are defects that form within the
Casting. Isolated pools of liquid form inside solidified metal, which are called hot spots. The
shrinkage defect usually forms at the top of the hot spots. They require a nucleation point, so
impurities and dissolved gas can induce closed shrinkage defects. The defects are broken up
into macro-porosity and micro-porosity (or micro-shrinkage), where macro-porosity can be
seen by the naked eye and micro-porosity cannot.

Gas porosity: Gas porosity is the formation of bubbles within the Casting after it has cooled.
This occurs because most liquid materials can hold a large amount of dissolved gas, but the
solid form of the same material cannot, so the gas forms bubbles within the material as it
cools. Gas porosity may present itself on the surface of the Casting as porosity or the pore
may be trapped inside the metal, which reduces strength in that vicinity. Nitrogen, Oxygen
and Hydrogen are the most encountered gases in cases of gas porosity. In aluminium
Castings, hydrogen is the only gas that dissolves in significant quantity, which can result in
hydrogen gas porosity. For Casting there are a few kilograms in weight the pores are usually
0.01 to 0.5 mm (0.00039 to 0.01969 in) in size. In larger Casting they can be up to a
millimetre (0.040 in) in diameter.

Tiny gas bubbles are called porosities, but larger gas bubbles are called a blowholes
or blisters. Such defects can be caused by air entrained in the melt, steam or smoke from the
Casting sand or other gasses from the melt or mould. (Vacuum holes caused by metal
shrinkage (see above) may also be loosely referred to as 'blowholes'). Proper foundry
practices, including melt preparation and mould design, can reduce the occurrence of these
defects. Because they are often surrounded by a skin of sound metal, blowholes may be
difficult to detect, requiring harmonic, ultrasonic, magnetic, or X-Ray (i.e., industrial CT
scanning) analysis.

Pouring metal defects: These include misruns, cold shuts, poor fill and inclusions. A
misrun occurs when the liquid metal does not completely fill the mould cavity, leaving an
unfilled portion. Cold shuts occur when two fronts of liquid metal do not fuse properly in the
mould cavity, leaving a weak spot. Both are caused by either a lack of fluidity in the molten
metal or cross-sections that are too narrow. The fluidity can be increased by changing the
chemical composition of the metal or by increasing the pouring temperature. Another
possible cause is back pressure from improperly vented mold cavities.

33
Misruns and cold shuts are closely related and both involve the material freezing before it
completely fills the mold cavity. These types of defects are serious because the area
surrounding the defect is significantly weaker than intended.

An inclusion is a metal contamination of dross, if solid, or slag, if liquid. These usually are
metal oxides, nitrides, carbides, calcides, or sulfides; they can come from material that is
eroded from furnace or ladle linings, or contaminates from the mold. In the specific case of
aluminium alloys, it is important to control the concentration of inclusions by measuring
them in the liquid aluminium and taking actions to keep them to the required level.

Hot Tears: There are two defects in this category: hot tears and hot spots. Hot tears, also
known as hot cracking, are failures in the Casting that occur as the Casting cools. This
happens because the metal is weak when it is hot and the residual stresses in the material can
cause the Casting to fail as it cools. Proper mold design prevents this type of defect.

Hot spots are areas on the surface of Casting that become very hard because they cooled more
quickly than the surrounding material. This type of defect can be avoided by proper cooling
practices or by changing the chemical composition of the metal.

Other Defects: The other defects refer to the flashes that come out due to the too low
clamping force or too high plunging pressure. Also inclusions are there which means the
addition of the dross that may come due to the external environment while pouring the
molten metal inside the plunger.

4.6 Analysis of Rejections in CASTING section

To find out the major causes of rejections in CASTING we applied the Pareto Chart,
Fishbone Diagram, Time Study and Ergonomic study of the operator. We covered every
aspect to find out the root causes for problems in the process. Finding out the root causes is
important so that we can suggest ways in which we can improve the processes.

4.6.1 Pareto Analysis for rejections in CASTING.

We compiled the data to find out the rejections occurring due to individual causes. The table
below indicates rejection due to each defect:

34
S.NO. DEFECT FREQUENCY INDIVIDUAL CUMULATIVE AMOUNT CUMULATIVE
%AGE %AGE
1 Poor Fill 63 41% 63 41%
2 Porosity 45 28% 92.00 69%

3 Cracks 13 8% 103.00 77%

4 Shrinkage 10 7% 112.00 84%

5 Inclusion 8 6% 121.00 90%

6 Cold Shut 7 5% 129.00 95%

7 Others 7 5% 134.00 100%

Table-4.6(a) Defects in Casting section

We formulated a pie chart to find out the major defects in Casting. The chart shown in
following:

Pie Chart for Defects

Cold Shut; 5.97% Others; 3.73%

Inclusion; 6.72% Poor Fill; 38.81%
Shrinkage; 6.72%

Cracks; 8.21%

Porosity; 29.85%

Fig 4.6(a) Pie Chart for rejections in CASTING

35
The above pie chart shows the percentage defects in the pressure die Casting. It shows that
the maximum defects lie under the section of the poor fill and porosity, and rest others may
be considered negligible in front of these defects.

Pareto Chart for Defects

60 120%

50 100%

40 80%
FREQUENCY
CUMULATIVE %AGE
30 60%

20 40%

10 20%

0 0%
Poor Fill Porosity Cracks ShrinkageInclusionCold Shut Others

Fig 4.6(b) Pareto chart for rejections in CASTING

In the above pareto analysis it is self explanatory that almost 80% of the defects lie under
poor fill and porosity and 20% are of other types.

4.6.2 Fishbone Diagram for rejections in CASTING

Fishbone diagrams are made to find out the root causes of effect. In this case the effect is the
rejections in CASTING section. These rejections are caused due to major defects such as
shrinkage, porosity, poor fill, inclusions, hot tear and cracks. Then each of the defects are
caused by many reasons which may be due to ineffieciency by man, material, machine,
method or measurement. Figure below represents the fishbone diagram of the defects:

36

Gas Porosity
Inadequate venting
during casting cycle
Bad Gating and runner design
Cracks and Hot tear
Shrinkage Defects
Improper composition of Al alloy
Wrong shot weight
Setting on ladle
Long solidification range
Metal is too hot or cold

Improper metal injection rate Contaminated metal

Inadequate metal temperature

Hot and Cold spots Defects in Casting

Insufficient shot volume

Injection pressure too high
Ladle not insulated

Slow injection rate

Poor metal melting and handling

Clamp force too low Low metal pouring temperature

Poor fluidity of alloy

Flash Poor fill (Unfilled sections)

Inclusions

Fig 4.6(c) Fishbone diagram for rejections in CASTING

Analysis of the Poor Fill

37
 Since Poor Fill is the cause of 39% defects, we analyze the major reasons
for poor fill which include the following:

Insufficient
shot volume

Slow metal
injection rate

Low metal
pouring
temperature

Poor fluidity
of molten
metal

Fig 4.6(d) Causes of poor fill

We identify that the major problems are arising due to the inefficient metal pouring system
being used.

4.6.3 FMEA ANALYSIS OF MAIN PROBLEMS IN CASTING

Table 4.6.3(a) FMEA of Poor Fill

Failure Failure S Failure O Curre D R Recommen S 0 D RPN
Mode Effect causes nt P dation
Detect N
ion/
contro
l
Insuffi Imprope 9 Small 1 Object 2 18 Large Ladle 9 3 2 54
Size
cient r shape Ladle 0 improp 0
shot Size er
volume edges
Slow Unfilled 7 Manual 6 In 8 33 Easy to 7 2 8 112
Edges
Metal Handing proces 6 hold ladle
Injecti s Size
on inspect
Rate ion
Low Crack In 8 Imprope 4 Check 8 25 Maintain 8 2 5 80
metal the r At 6 Molten
pourin Object Melting meltin Metal
g of Metal g Temperatur
temper Tempe e
ature rature
Poor Imprope 5 Imprope 6 In 2 60 Maintain 5 3 2 30
Fluidit r shape r proces molten
y of melting s metal

38
Molten inspect Temperatue
Metal ion

Table 4.6.3(b) FMEA For Porosity

Failure Failure S Failure O Current RP Recommendatio RP
D S O D
Mode Effect causes controls N n N
Surface Poor Proper design
Flow In
and pressure of runners and
Porosit 7 6 Process 5 210 7 4 5 140
internal metal gates to avoid
y Detection
Defects flow turbulence
Trapped Add metallic
Gas In
Internal various elements to
Porosit 7 5 Process 5 175 7 3 5 105
defects kind of react with
y Detection
gases gases
Change
in
volume
Shrink as metal In Design flow so
Reduced
Porosit
Size
8 changes 6 Process 2 96 no part freezes 8 5 2 80
y states Detection early
from
liquid to
solid

4.6.4 CASTING Time Study

We carried out a time study of the process to find out if the time taken for operation was
sufficient or not and to find out whether there were variation in time taken for operation at
different intervals

Specifications of the machine

Process: Casting of Bench Vice
Head Operator Name: Sukhvir Singh
Product Name: S100BV
Date: 15 march, 2015

S.NO. ACTION PERFORMED OBSERVED

TIME(sec)
1 Making Of Sand mould (Cope) 143

2 Making of Sand Mould (drag) 117

3 Assembly 25

39
4 Metal Pouring 10
5 Casting time 348
6 Breaking the mould 42

The above table shows the detailed process study of the process which includes each and
every part of the process starting from the making of sand mould for Casting of the work
piece .Further we will be doing the time study of the process to note down the observed time
of the process , which would be done for six continous days.
Different Observed time noted on Day 1
 Just after the start of the shift
685 seconds

 After 3hrs of working

712 seconds

 Just before the lunch break

718 seconds

 Just after the lunch break

693 seconds

 At the other milestones in the day

703 seconds

 Just before leaving the work

718 seconds

 AVERAGE TIME
SECONDS= 705.8

similarly on days 2-6

 Just after the start of the shift
691 sec , 685 sec , 683 sec , 692 sec , 690 sec , 688 sec

 After 3hrs of working

716 sec , 709 sec , 704 sec , 711 sec , 723 sec , 706sec

40
  Just before the lunch break
726 sec , 718 sec , 711 sec , 711 sec , 729sec , 721sec

 Just after the lunch break

691 sec , 694 sec , 689 sec , 697 sec , 698 sec , 685 sec

 At the other milestones in the day

717 sec , 712 sec , 713 sec , 719 sec , 716 sec , 721sec
Since the time taken for the process is not constant and is varying with worker effeciency
during different times of the day. hence we can conclude that worker is getting fatigued by
the process.
When we do the analysis of the current process we conclude that the worker is getting
fatigued at each and every time of the day due to which there is a lot of variation in the time
study of the process.The conclusions will be further based on the RULA AND REBA analysis
of the process which is done in the following section.

4.6.4 Ergonomic study of the operator

Ergonomic study is carried out to find out if the worker is experencing fatigue with the
process or not. It evaluates the posture of the worker
 RULA: Rapid Upper Limb Assessment. A procedure to assess the exposure of people
to postures, forces and muscle activities known to contribute to upper limb disorders.

 REBA: Rapid Entire Body Assessment. A means to assess posture for risk of work
related muscular-skeletal disorders.

41
 2
2
3
1 3

- 2 5

2
3
1 3
5
2

Fig. 4.6(d) RULA score sheet for operator

RULA ACTION LEVEL

• Action level 1- a score of 1 or 2 indicates that posture is acceptable if it is not

maintained or repeated for long periods

• Action level 2- a score of 3 or 4 indicates that further investigation is needed and

changes may be required

• Action level 3- a score of 5 or 6 indicates that investigation and changes are required
soon
42
 • Action level 4- a score of 7 indicates that investigation and changes are required
immediately

ASSESMENT AT THE TIME OF METAL POURING

RULA SCORE - 6

A score of 7 indicates that investigation and changes are required immediately.

4 2
1 1
1 3 4
2

2 2

5 6

Fig 4.6(e) REBA Score sheet for operator

REBA ACTION LEVEL

Reba Score Risk Level Action Level Action

1 Neglegible 0 Not Necessary

2-3 Low 1 May Be Necessary

43
 4-7 Medium 2 Necessary

8-10 High 3 Necessary Soon

ASSESMENT AT THE TIME OF METAL POURING

 REBA SCORE- 9

A score of 9 indicates that the risk level is high and the action is to be implemented soon.

4.6.5 Conclusions from time study and Ergonomics study of operator

 RULA and REBA score shows that the worker is getting fatigued at the time of metal
pouring.

 This has resulted in variations in time taken for Casting.

 This is also a cause of slow metal pouring rate and different types of defects arising
due to operator inefficiency.

 Sometimes the worker is not able to pour sufficient metal into the mould.

44
 5.

CHAPTER 5:
IMPROVEMENTS IN THE CASTING SECTION

The analysis of the previous study leads us to certain conclusions which can be summed up as
follows :-

 The RULA and REBA analysis shows that the use of the low cost automation will
remove the worker fatigue to a large extent.

45
  The solution which can be suggested is the use of the automatic ladle instead of the
bottom pour manual ladle.

 The use of the automation will surely result in the elimination of the metal pouring
process by the worker and reduce the worker work content to a large extent.

5.1 Proposed method for metal pouring

The previous method was composed of the manual pouring system and the ladle for pouring
was composed of the steel.The current method has many discrepencies which will be solved
by the proposed method.
The proposed method will be summarised by the AUTO POUR LADLE laddle and the
automated robotic arm whose specification have been specified in the next section in detail.

Previous Proposed
Method Method

Automatic
Steel Ladle
LADLE

Manual Automated
pouring Robotic Arm

Fig. 5.1(a)Comparison b/w previous & current methods

5.1.1 Automatic Pouring Ladle

The figure below shows the proper working of the automatic pouring system which takes
the molten metal from the induction furnace to the sleeve of the pressure die Casting
machine. The process is followed by the injection of the metal into the die cavity by the
plunger rod.

46
 Fig. 5.1(b) Metal pouring by Robotic Arm
Source: Patent by John W. O’Brien, 607 S. Kelly St.,
Harrison, Ark.72601

Ladle available in the markets:

Some of the available ladles are checked in the market and given below are some of the
checked ladles. When the ladles were being compared with the required specifications, we
found JSLA1 model as the most suitable ladle for the replacement of the Steel Ladle.

Advantages Of The Automatic Ladle:

1. Gives stable and precise volume of molten aluminum; It's easy to operate.

47
 2. While the arm is moving, the speed can be adjusted by turning the speed adjustment
knob.
3. The ladle can stop at a very precise position for pouring. In single arm model, the
molten metal volume is stable, thereby reducing the rejection rate.
4. The ladle arm forward / return and pouring / scooping are controlled separately by
inverters, thereby increasing the ladling speed, improve production efficiency and
lower rejection rate.
5. The electrical components are controlled by PLC, with build-in error code display for
easier maintenance.
6. The movement is smooth, avoiding spillage of molten aluminum

5.1.2 Auto Pour Ladle

• Auto Pour Ladles are constructed from light-density refractory composite material.
Designed for use with high-pressure die-Casting, sand Casting and gravity die-
Casting.
• Auto Pour Ladle is a composite ceramic material that is both tough and tolerant of
mild mechanical abuse. The material allows the walls and base of the auto pour ladle
to be manufactured with much thinner sections than usually associated with refractory
parts. Robot mounting positions can be respected and engineered to suit most
customer requirements.
• The material is hard wearing and very insulating in comparison to many materials
often used in this application. With a material density of 1600 kg/m3 it offers
exceptional strength to density ratios. The Auto Pour Ladle comes complete with a
factory prepared finish of boron nitride. This coating offers exceptional non-wetting
characteristics to enhance the in-use performance of the Auto Pour Ladle.

48
 6.

CHAPTER 6:
FINANCIAL ANALYSIS OF THE PROPOSAL

Any solution is recommendable only after the benefits of the investments are
more than the investment itself. There is some period after which the initial cost
will be recovered, that period is called as the payback period.

49
For cost analysis we have undertaken the various costs such as cost of
equipment

Cost Analysis:
Cost of the automatic ladle = Cost of robotic Arm + Cost of ladle
= Rs. 3,25,000 + 8, 000
= Rs. 3, 33,000

Electricity Cost:-

Power Capacity of the ladle = 1kWh

No. of units consumed per day = 22 units
Taking into consideration,
M/c downtime =1/2 hour per shift
Heating furnace time = ½ hour per shift
Refreshment time =1 hour per shift
Cost of 1 unit electricity in Punjab for small-middle scale industries = Rs. 6.56 per unit
Total electricity cost per year = 22 x 6.56 x 26 x 12 = Rs. 45028
Total cost incurred for 1 year = Rs. 3,33,000 + 45028
= Rs. 3,78,028

Rejections Avoided after the application of automatic ladle

= 75% of poor fill rejections
+ 35% of porosity rejections
+ 30% of all the other rejections
Poor filled rejections avoided = 163.78 kg
Porosity rejection avoided = 52.19 kg
Other rejections avoided = 7.98 kg
Total rejections avoided = 223.95 kg
Cost of metal (cast iron) = Rs. 70/kg
Cost of rejection avoided = 70 x 223.95 x 12 = Rs. 1,88,118
Savings for year 1 = 1,88,118 – 3,78,028 = Rs. -1,89,910
YEAR 2 SAVINGS:

50
Cost incurred = Rs. 1,89,910+ 45028
= Rs.234938

Revenue = Rs. 1,88,118

Savings for year 2 = Rs. 1,88,118 – 2,34,938
= Rs. -46820

YEAR 3 SAVINGS:
Cost incurred
Savings for year 3
=Rs.46,820+45,028
=Rs. 91848
= 1,88,118– 91,848
= Rs. 96,270.

YEAR 4 SAVINGS:
Saving For year 4 =Rs1,88,118-electricity cost
=Rs.1,43,090
Savings for years after year four will be same or more.

Consider for a period of 5 years the cash flows are as follows:

PERIOD CASH FLOW (Ci) Discounted Cash Flow

0 -189910 -189910
1 -46820 -42563
2 96270 79561
3 143090 107505
4 143090 97732
5 143090 88847
∑ = 141172
Table 6.1 Discounted cash flow sheet

51
 By application of above formula on cash
flows and taking the discount factor as 0.1
We get the value of NPV= Rs. 1,41,172

Pay Back Period= 2.32 years.

52
 7.

CHAPTER 7:
5 S RECOMMENDATIONS MADE
IN THE INDUSTRY
7.1 Recommendations
Sideways we tried to apply the 5 S in the organization. Even the 5 S is totally based on
common-sense but even then the industries don’t apply them in their organizations. But these
small changes can do wonders and make the industry a better work place. Also many f the
things help the organization workers to work safely. So applying 5 S, we first find the places
where we can apply the changes. The changes are like the cleanliness of plant or providing
them a clean place. So we worked on different areas and give some of the recommendations
and also made some of the changes as shown below

• Trimmed waste, punching wastes must be disposed off.

• Work area should be clean regularly.
• Clean the oil tanks so that leakage of oil identified easily.
• Used die must return to tool room.
• Arrange containers in a proper way.
• Proper training must be provide to workers.
• Signboards should be used to recognize different zones.
• Signboards, charts should be maintained properly
• Workers should use helmets, groves and ear plugs for safety

55 Arrange tools near the work area

66 Tools must be arranged in tool kit
77 If
Arrange
in doubt,
tools
move
near
it out
the work area
Fig-7.1(a) Some of the recommendations made
Fig 7.1(b) Showing the area where cleanliness is applied
Fig7.1(c) Application of Rack system and Proper naming them
8.

CHAPTER 8:
CONCLUSION
The following are the conclusions which are drawn after the proposed solutions have been
suggested :-
 The first pareto analysis made us conclude that which department has to the choosen
with respect to the data collected for rejection out of the listed departments.
 The second pareto analysis made us select the failures which have to be corrected
first.
 The metal pouring operation was automated after the application of low cost
automation i.e the robotic arm .
 The RULA and REBA score improved to a much lesser level of action as compared to
the previous level.
 The previous process used the manual pouring system in conjugation with the steel
ladle which was replaced by the new process which adopted the automatic pouring
system with the AUTO POUR ladle.
 The variation in the time study will be eliminated to a large extent due to the
automation of the operation of metal pouring which was previously done manually.
 The use of the AUTO POUR LADLE will bring a number of improvements in the die
Casting industry whose scope is still to be developed in the long run.
 The cost analysis showed that the scope of the proposed solution would be giving us a
potential saving of INR 1,43,090 with a payback period of 2.32 years.
 The application of FMEA will reduce the failure modes in the punching and blanking
operations when the appropriate action is taken at the correct time.

REFERENCES

1. Int. Journal of Applied Sciences and Engineering Research, Vol. 1, No. 2, 2012. Using
Failure Mode Effect Analysis in a Precision Sheet Metal Parts Manufacturing Company
R.S.Mhetre, 2 R.J.Dhake Industrial Engineering Department, Vishwakarma Institute of
Technology, Pune, Maharashtra.
2. International Journal of Engineering Research and Applications (IJERA).Vol. 3, Issue 4,
Jul-Aug 2013, pp. 511-515. Causes & Preventation of Defects (Burr) In Sheet Metal
Component Pawan Kumar Rai1, Dr. Aas Mohammad2, Hasan Zakir Jafri3

3. International Journal Of Industrial Engineering Research And Development Volume 4,

Issue 3, September - December (2013), pp. 01-12 J. Arun1, S. Pravin Kumar2, M.
Venkatesh3, A.S. Giridharan4

4. A Productivity Model Utilising a Work Study Approach for Performance

Measurement , K.H.HASANALI , The Journal of the Association of Professional
Engineers of T&T

5. Introduction to work study by Rodger Koppa, P.E., Ph.D.

6. Introduction to Manufacturing Processes. J.T. Black

7. Industrial Engineering Handbook by Maynard

8. Total Quality Management by Besterfied H. Dale

9. Industrial engineering by K.B. ZANDIN

10. ERGONOMICS:The study of work by U.S. Department of Labor Occupational Safety

and Health Administration.

11. Juran, J.M., Gryna Jr., F.M. and Bingham, R.S. (1951), “Quality Control Handbook,” 3rd
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