One Credit Course on:

Tools for Manufacturing

& Assembly
N.SRINIVASAN
D.VASANTH KUMAR

Importance of Lean Tools

Quality performance, fewer defects and rework (in
house and at customer).
Fewer Machine and Process Breakdowns.
Lower levels of Inventory.
Higher efficiencies, more output per man hour.
Improved delivery performance.
Greater Customer Satisfaction.
Improved Supplier Relations.
Higher profits!
Increased business!

Course Objective
Lean tools - Manufacturing
5S
OEE (Overall equipment effectiveness)
Time study

Line Balancing Assembly

PERT - (Program Evaluation and Review Technique )
CPM (Critical Path Method)

Course Outcome
Should be proficient in implementing the lean techniques in your
business spot.
Should be functional for doing final year projects.
Should be capable of designing cost effective experiments and
performing data analysis using basic statistical tools and models
Able to adopt the production systems from any type of industries as the
systems are applicable for all kind of industries i.e., IT / Manufacturing /
Service.
4

Course Delivery Plan

5S / OEE

: 5 Hrs

Time Study : 5 Hrs

PERT /CPM

: 5 Hrs

5S

5S
What is 5S and why do we want to do it?
Sort - All unneeded tools, parts and supplies are removed from the area
Set in Order - A place for everything and everything is in its place
Shine - The area is cleaned as the work is performed
Standardize - Cleaning and identification methods are consistently applied
Sustain -

5S is a habit and is continually improved

Some Examples of 5S

5S

Check This out-

Kaizen
Continuous Improvement
Sustainability of better changes

10

Lean Manufacturing

11

OEE OVERALL EQUIPMENT

EFFECTIVENESS

OEE
OEE (Overall Equipment Effectiveness) is a best practices metricthat
identifies the percentage of planned production time that is truly productive
OEE = Availability x Performance x Quality

S.NO

OEE Factor

World Class

Availability

90.0%

Performance

95.0%

Quality

99.9%

Overall OEE

85.0%

OEE Calculation
Availability
Availabilitytakes into accountDown Time Loss, and is calculated as:
Availability= Operating Time / Planned Production Time

Performance
Performancetakes into accountSpeed Loss, and is calculated as:
Performance= Ideal Cycle Time / (Operating Time / Total Pieces)
Performance= (Total Pieces / Operating Time) / Ideal Run Rate

Quality
Qualitytakes into accountQuality Loss, and is calculated as:
Quality= Good Pieces / Total Pieces

Example for OEE Calculation

Item

Data

Shift Length 8 hours = 480

min.
Short Breaks 2 @ 15 min. =
30 min.

Planned Production Time= Shift Length Breaks

= 480 - 60
= 420 minutes
Operating Time
Production
- Down Time

= Planned

Meal Break

1 @ 30 min. =
30 min.

Down Time

47 minutes

= 420 - 47

Ideal Run
Rate

60 pieces per
minute

= 373 minutes

Total Pieces

19,271 pieces

Reject
Pieces

423 pieces

Good Pieces
Reject
Pieces

Time

= Total Pieces = 19,271 - 423

= 18,848 pieces

Example for OEE Calculation- Contd.,

Availability = Operating Time / Planned Production Time
= 373 minutes / 420 minutes
= 0.8881 or 88.81%
Performance

= (Total Pieces / Operating Time) / Ideal Run Rate

= (19,271 pieces / 373 minutes) / 60 pieces per minute

= 0.8611 or 86.11%
Quality

= Good Pieces / Total Pieces

= 18,848 / 19,271 pieces

= 0.9780 or 97.80%
OEE = Availability x Performance x Quality
= 0.8881 x 0.8611 x 0.9780
= 0.7479 or 74.79%

Now your Turn- Are U Ready?

Item

Data

Item

Shift Length

8 hours = 480
min.

Shift Length

Short Breaks

2 @ 15 min. = 30
min.

Short Breaks

Meal Break

1 @ 30 min. = 30
min.

Meal Break

Down Time

47 minutes

Down Time

Ideal Run Rate

60 pieces per
minute

Ideal Run Rate

Total Pieces

19,271 pieces

Total Pieces

Reject Pieces

423 pieces

Reject Pieces

Data

TIME STUDY

Time study
Time study is the one element in scientific management
beyond all others making possible the transfer of skill from
management to men.. Frederick W. Taylor

Time Study measures how long it takes for an average worker

to complete a task at a normal pace

Time study Methods:

Estimating
Performance records
Stopwatch time study
Standard data
Time study formulas
Work sampling schedules

Stop Watch Time study

1. Define the task to be studied
2. Divide the task into precise elements
3. Decide how many times to measure the task
4. Time and record element times and rating of performance
5. Compute average observed time
Average
observed time

Sum of the times recorded to perform

each element
Number of observations

6. Compute required allowances for your job

7. Add the allowances for each element to develop the total normal time for
the task
8. Compute the standard time

Allowances

Constant allowance

Personal allowance

Basic fatigue allowance

Variable allowances:

Standing allowance

Abnormal position

Special allowances

Allowances
Relaxation Allowance: 5% for male workers and 7% for women.
Basic fatigue allowance: 5% to 7% of observed time
Contingency Allowances or Delay allowance : 5 % of Observed Time

Task

Establish Standard time

Turning operation preformed in lathe machine

Milling operation in Milling machine
Taper Turning using compound rest method
Tapping operation

PERT- (PROGRAM EVALUATION AND

REVIEW TECHNIQUE )/
CPM- CRITICAL PATH METHOD

PERT/CPM
PERT
Program Evaluation and Review Technique
Developed by U.S. Navy for Polaris missile project
Developed to handle uncertain activity times

CPM
Critical Path Method
Developed by Du Pont & Remington Rand
Developed for industrial projects for which activity times are known

PERT/ CPM
PERT and CPM have been used to plan, schedule, and control a wide variety
of projects:
R&D of new products and processes
Construction of buildings and highways
Maintenance of large and complex equipment
Design and installation of management systems
Organizing transportation projects
Deployment and/or relocation of forces
Design of computer systems

Why? Needed.,
Project managers rely on PERT/CPM to help them answer questions such as:
What is the total time to complete the project?
What are the scheduled start and finish dates for each specific activity?
Which activities are critical and must be completed exactly as scheduled to keep the project on
schedule?
How long can noncritical activities be delayed before they cause an increase in the project
completion time?
If activity times are uncertain (i.e., they are random variables), what is the probability that the
project will be finished in any given time-frame?
If there is a cost associated with crashing each activity, what is the extra cost of completing
the project at a time earlier than the normal time?

Let calculate
CPM/PERT

N.Srinivasan
D.Vasanth Kumar