A project report onSINGLE MINUTE EXCHANGE OF DIESwas carried out atGodrej & boyce co. ltd.

Submitted in partial fulfillment of the requirementsfor award of the degree of

Bachelor of PRODUCTION EngineeringByaKSHAY SHAHunder the guidance ofProf. v. b. rAO

DEPARTMENT OF PRODUCTION ENGINEERINGFR. CONCEICAO RODRIGUES COLLEGE OF ENGINEERING UNIVERSITY OF MUMBAI(2014-2015)

A project reportonSINGLE MINUTE EXCHANGE OF DIESAtGODREJ & BOYCE LTD.

ByaKSHAY SHAH

project guideProf. v. B. RAO

DEPARTMENT OF PRODUCTION ENGINEERINGFR. CONCEICAO RODRIGUES COLLEGE OF ENGINEERINGUNIVERSITY OF MUMBAI.2014-15

CERTIFICATEThis is to certify that Mr. AKSHAY SHAH has successfully carried out the project entitled SINGLE MINUTE EXCHANGE OF DIES during semester VIII in partial fulfillment of the Bachelor of Engineering in Production Engineering degree awarded by the University of Mumbai in the academic year 2014-15.

PROF. V. B. RAO Mr. KINJAL ARYAPROJECT GUIDEFr. Conciecao Rodrigues College of Engineering.

COMPANY GUIDE Engineering Cell Department Security Solutions Divisions Godrej

PROF. D.S.S. SUDHAKAR Dr. SRIJA UNNIKRISHNANH.O.D PRINCIPAL

NO OBJECTION CERTIFICATE

This is to certify that, Mr. AKSHAY SHAH, student of Fr. Conceicao Rodrigues College of Engineering, Bandra, undergoing his Bachelors in Production Engineering course; Semester VIII has successfully completed his In plant training at Godrej & Boyce Mfg. Co. Ltd. from November 10, 2014 to April 11, 2015.His report does not contain anything that can endanger the secrecy and the working of the company. This is to state that we have NO OBJECTION to the printed matter and drawings contained in the report.

Mr. Kinjal AryaEngineering Cell

Project Report Approval for B. E.This project report entitled Single Minute Exchange of DiesBy Akshay Shah Is approved for the degree of B.E. Production.

Examiners

1. __________________________

2. __________________________

Date:Place:

DECLARATION

I declare that this written submission represents my ideas in my own words and where others' ideas or words have been included, I have adequately cited and referenced the original sources. I also declare that I have adhered to all principles of academic honesty and integrity and have not misrepresented or fabricated or falsified any idea/data/fact/source in my submission. I understand that any violation of the above will be cause for disciplinary action by the Institute and can also evoke penal action from the sources which have thus not been properly cited or from whom proper permission has not been taken when needed.

_________________

Akshay Shah (6324)

Date:

ACKNOWLEDGEMENT

It is a great pleasure to present this report, a written testimony of real fruitful & invaluable training. I take this opportunity to express my feeling of appreciation to the management of GODREJ & BOYCE MFG. CO. LTD. for providing me to take In-plant training in their SECURITY SOLUTIONS Division in the ENGINEERING CELL department.I would like to express my immense gratitude to Mr. KINJAL ARYA who guided me at every step during my time at Godrej and Boyce Manufacturing Co. Ltd., and made sure that all my queries were always answered. I am also grateful to Mr. PRASHANT KHAWARE for his support and help.I would also like to express my sincere thanks to Prof. V. B. RAO for providing his guidance and support.Last but not the least, I would like to thank all the operators of the firm & my fellow trainees with whom I was able to learn and enjoy my in-plant training period.

ABSTRACT

Given the compelling need for the companies to become more efficient in delivering their products, setup time reduction becomes a critical step. Setup, or changeover, is often one of the most time-consuming, no-value added activities in a manufacturing operation. The purpose of this projecct is to illustrate the application of setup time reduction techniques in a manufacturing plant for reducing the overall process lead time. The project, which focused on the application of Shigeo Shingos Single Minute Exchange of Die (SMED) methodology for setup reduction, was carried out during the in-plant training at Godrej & Boyce. The scientific approach to problem solving as the basis of Demings Plan-Do-Check-Act (PDCA) cycle was used to generate and implement ideas for improvement. As a result, the process setup time was significantly lowered (from 35 to 18 minutes) and further opportunities for improvement were identified.

KeywordsLean Manufacturing, Setup Reduction, Single Minute Exchange of Die (SMED).

TABLE OF CONTENTS

CHAPTER 11INTRODUCTION TO GODREJ11.1 COMPANY PROFILE21.1.1 IMPRESSIVE HISTORY31.2 GODREJ & BOYCE MFG. CO. LTD.41.2.1 PRODUCT RANGE AT VIKHROLI51.3 SECURITY SOLUTIONS DIVISION91.3.1 INTRODUCTION91.3.2 INTRODUCTION TO ENGINEERING CELL121.3.3 INTRODUCTION TO PRESS SHOP14CHAPTER 2192.1 INTRODUCTION202.2 NEED FOR PROJECT21CHAPTER 3223.1 LITERATURE SURVEY233.1.1 DEFINITION OF SETUP TIME243.2 HISTORICAL BACKGROUND OF SMED243.3 TECHNIQUES OF SMED IMPLEMENTATIONS253.4 ADVANTAGES & DISADVANTAGES273.5 LEAN TOOLS FOR SETUP REDUCTION28CHAPTER 4304.1 ANALYSIS OF SETUP OPERATION ON THE SHOP FLOOR314.2 EXISTING PROCESS324.3 TIME STUDY33CHAPTER 5375.1 BRAINSTORMING37

5.2 DESIGN385.2.1 LOADING/UNLOADING OF DIES395.2.2 LOCATING OF DIES405.2.2 CLAMPING OF DIES44CHAPTER 6476.1 RESULTS486.2 COMPARISON51CHAPTER 7527.1 INTRODUCTION53CHAPTER 8548.1 LITERATURE SURVEY558.2 TYPES OF FIXTURES568.3 WORK-PIECE CONTROL58CHAPTER 9609.1 MAKING OF A SAFE619.2 CENSAFE62CHAPTER 1071DESIGN7110.1 DESIGN72CHAPTER 1176RESULT7611.1 RESULT7711.2 COSTING78CONCLUSION79REFERENCES80

LIST OF FIGURES

Figure1.1 Godrej at a Glance2 Figure1.2 Company Layout 8Figure1.3 Layout Security Solutions Division (Plant 17) 9Figure1.4 Pneumatic Trolley 13Figure 1.5 Spot Welding Robot 14Figure1.6 Schroder Folding Machine 16Figure1.7 Turret Punch Press 17Figure1.8 Laser Cutting Machine 18Figure1.9 LVD Bending Machine 18Figure3.1 Actual Vs Traditional Changeover 24Figure3.2 3-Stage Approach 25Figure3.3 PDCA Cycle 29Figure4.1 160 Ton Power Press 31Figure4.2 Time Distribution of Operations for Die Setting 35Figure 5.1 Pneumatic Trolley 38Figure5.2 Proposed Trolley Design 39Figure5.3 Proposed Trolley Design with different Orientation 39Figure5.4 Fabricated Die with the proposed Solution 41Figure5.5 Reference Plate Design 41Figure5.6 Die Design of Extension and Reference Plate 42Figure5.7 Reference and extension plate 42Figure5.8 Clamping before Implementing the Solution 43Figure5.9 Clamping Block Design 44

Figure5.10 Die with clamping block and extension plate 45Figure5.11 Pneumatic Wrench 45Figure6.1 Time Distribution after Implementation48Figure6.2 Time Distribution after Implementation of Proposed solutions 49Figure6.3Before Implementation 50Figure6.4After Implementation 50Figure8.1 General Purpose Fixtures55Figure8.2 Permanent/ Dedicated Fixtures 56Figure8.3 Flexible Fixtures 56Figure8.4 Work Piece Control 57Figure9.1 Cen safe 61Figure9.2 Process Flow of Cen safe Department 63Figure9.3 Defects 68Figure9.4 Rework Flow process 69Figure10.1 Design of De-bulging Fixture 71Figure10.2 Detail Drawing72Figure10.3 Toggle Clamps 73Figure10.4 Fabricated Fixture 74Figure11.1After using the De-bulging Fixture 76

LIST OF TABLES

Table4.1 List of Dies 32Table4.2 Die Setting Time Study 33Table5.1 Calculation for Extensions 40Table6.1After Implementation Time Study 47Table6.2 Time Study after implementation of Proposed Solution 49Table9.1 Grades of Cen safe 66

Fr. Conceicao Rodrigues College of Engineering ______________________________________________________________________________

78

CHAPTER 1INTRODUCTION TO GODREJ

1.1 COMPANY PROFILE

Figure1.10 Godrej at a Glance

In the year 1897, Ardeshir Godrej founder of Godrej Group Of Industries, hired a tiny shed at Rs. 20 Besides the Bombay Gas Works at Lalbaug.This dynamic organization has progressed tremendously since its inception and has been gaining strength consistently. Quality is the hallmark of the all the Godrej products and any product with the 'Godrej' mark represent quality, dependability & satisfaction to its customers. What now is a gainful industrial organization was a brainchild of Mr.Ardeshir Godrej which through the help dedicated men with tremendous foresight and finely honed engineering and marketing skills, has become one of the biggest houses in India.

1.1.1 IMPRESSIVE HISTORY1897: Seth ArdeshirBurjorjee Godrej at the age of 29 years switched from Law to lock making and founded the company at Lalbaug.1902: Safes / Security Equipment Mfg. started.1918: Soaps was separated.1923: Office systems, storewell cupboard, and filing cabinet mfg. started.1942: Mechanical press and press brakes manufacturing started.1948: Vikhroli land acquired.1951: Cupboard and Office systems manufacturing shifted to Vikhroli.1955: Manual typewriter Mfg. Started; Pragati Kendra and Udyachal School inaugurated.1958: Refrigerator Manufacturing started.1961: Forklift truck mfg. started.1962: Service Division started.1965: Steel foundry stared.1976: Process Equipment Division started.1985: Electronic Typewriter mfg. started.

1.2 GODREJ & BOYCE MFG. CO. LTD.

Godrej & Boyce Mfg. Co. Ltd. is headed by Mr. Jamshyd Godrej. It is the flagship company of the Godrej group.It is truly a mullet-faceted company. This is the major collaboration of Godrej with Boyce Company. The maximum of the business of Godrej is known by this name. At present all the divisions mentioned below come under this company. This diversified group has a turnover of about 1056 million US $. Godrej & Boyce Mfg. Co. Ltd. Is the holding company of this group which itself has a turnover of about 181 million US $ that is about 20% of the total turnover. It is made up of 8 major divisions, manufacturing and marketing a wide range of consumer durable and industrial products. Its all India network is of 27 branches, 33 company owned showrooms, over 1000 dealers and over 9000 employees including Sales & Service. The company, is committed to satisfy the changing expectations of its customers worldwide, by offering quality products and services, along with giving the customer maximum value for his money. As Mr. P.D. Lam, President - Office Equipment Division, says in the Quality Policy of the O.E. Division, it aims in achieving this objective by continuously improving its products and processes through teamwork involving its employees, customers, dealers, suppliers and business associates.

Divisions - Godrej & Boyce Mfg. Co. Ltd. Godrej Security Solutions Godrej Appliances Godrej Constructions Godrej Electrical & Electronics Godrej Interio Godrej Locks Godrej Material Handling Godrej Precision Engineering Godrej Precision Systems Godrej Prima Godrej Process Equipments

1.2.1 PRODUCT RANGE AT VIKHROLI

PRODUCT RANGE AT VIKHROLI

PRODUCT RANGE AT VIKHROLI

1.2.2 COMPANY LAYOUT Figure1.11 Company Layout

1.3 SECURITY SOLUTIONS DIVISION

1.3.1 INTRODUCTION:-

Figure1.12 Layout Security Solutions Division (Plant 17) V.D.C Vendor development cellR.P.E Record-protecting equipmentF.G - Finished goods

SECURITY SOLUTIONS DIVISION 1902 Godrej makes the first Indian safe. 1995 Introduces electronic security products. 1997 Obtains ISO 9001 certification. 1999 Introduces fire doors / Avanti doors. 1999 Obtains ISO 14001 certification. 2001 Introduces banking automation products. 2003 First high pressure nuclear reactor doors for NPCIL 2003 Manufactures ATM safes for world's leading ATM manufacturers. 2004 Introduced Entrains doors The original Masonite collection. 2005 Introduced premises security solutions. 2005 Introduced special pressure doors for Marine Applications. 2006 Obtains OHSAS 18001certification. 2007 Introduced Godrej Marine solutions. 2008 Won the smart living Award for the best brand in security system category. 2009 Won the most coveted Super brand status. 2010 Launched Defender z+ range of sales.

Plant No. 17 is one of the plants of the O.E. Division (Office Equipment Division). O.E. Division is biggest division in GODREJ & BOYCE MFG. CD. LTD. Under the O.E. Division falls business like: - OFFICE FURNITURE BUSINESS. SECURITY EQUIPMENT BUSINESS. STOREWEL. STRONG SOLUTIONS GROUP. STEEL PROCUREMENT PLANT. The viewed from a board perspective plant-17 consists of mainly two divisions Manufacturing and Marketing. The manufacturing line mainly consists of the assemblies. They are: - ASSEMBLY - I (RPE GROUP) ASSEMBLY - II (SDLC GROUP) ASSEMBLY - III (SAFE GROUP) ASSEMBLY - IV (STRONG DOOR)

VARIOUS PRODUCTS WHICH ARE MANUFACTURED IN PLANT ARE: Defender Safes & Electronic Safes Strong Door Safe Deposit Locker Cabinet Fire Resisting Record Cabinet and Filling Cabinet Avanti Home Security Doors (Recently introduced in market).

SECURITY SOLUTIONS- DEPARTMENTSBesides the assemblies, there are departments, which provide support services to manufacture the products. These departments are as follows: DESIGN ENGINEERING CELL PRESS SHOP DRILL AND MACHINE SHOP PRE-TREATMENT DEPARTMENT PAINT SHOP FINAL FITTING AND PACKING DEPARTMENT QUALITY ASSURANCE DEPARTMENT VENDOR DEVELOPMENT CELL STORES PURCHASE MAINTENANCE DEPARTMENT

1.3.2 INTRODUCTION TO ENGINEERING CELLEngineering Cell deals with the following: New Product Development Process Optimization and Improvement AutomationNew Product Development (NPD):NPD is the complete process of bringing a newproductto market. New product development is described in the literature as the transformation of a market opportunity into a product available for sale.It concerns with the process engineering of the product. When a New Product is initiated by the Design Department or the Marketing Department according to the requirement in the market, processes involved in manufacturing the new product and how to go with it falls under the Engineering Cell. Trials are run by the Process Engineer and then accordingly processes involved in it are decided for mass production for the long run.The development process basically has three main phases:1. Fuzzy front-end(FFE) is the set of activities employed before the formal and well defined NPD or stage-gate process2. Product designstarts with the development of the new product and it ends at pre-commercialization analysis stage.3. Fuzzy back-endor commercialization phase represent the action steps where the production and market launch occur.

Process Optimization and Improvement:Jigs and fixtures for the products, Process Change in Current processes, or changing manual labour with machines- all are responsibility of Engineering Cell Department. Jigs and fixtures are designed by the engineers in this department for various processes to cut short the time and make the process easy and convenient.

Figure1.13 Pneumatic Trolley Automation:Industrial automation deals primarily with the automation of manufacturing, quality control and material handling processes. General purpose controllers for industrial processes include Programmable logic controllers and computers. One trend is increased use of Machine vision to provide automatic inspection and robot guidance functions, another is a continuing increase in the use of robots.

Engineering Cell has incorporated two six axes articulated robots for spot welding and plug welding. Eot cranes, jib cranes and various pneumatic/hydraulic machines have been incorporated by the Engineering Cell. It has been working since its established toward reducing man power by machine power to increase efficiency.

Figure 1.14 Spot Welding Robot

1.3.3 INTRODUCTION TO PRESS SHOPThe press shop in the most important department in the SSD plant, since it supplies processed material to all 6 production lines which are,1) Defender Safes. 2) Cen safes.3) Defender Strong Doors.4) Safe depositary locker cabinets.(SDLC)5) Record protecting equipments.(RPE)6) Nonstandard projects.The press shop follows two management techniques for effective, economic and quality production, which are as follows-1) Theory of constrains (TOC)2) Integrated management system (IMS) 3) Total productive maintenance

Under press shop there are 27 machines of different varieties expanded in 3 working bays, which are Mechanical press machines. Hydraulic press brake machines. Hydro-pneumatic folding machines.Various mechanical presses ranging from 40 ton to 190 ton, and ram sizes from 300mm to 4000mm. Similarly hydraulic presses ranging from 100 ton to 200 ton, all hydraulic machines are CNC. The machines are in-house as well as imported.Different makes of machines are as followsOperations performed in press shop Cutting operations1) Punching(piercing)2) Notching3) End notching.4) Slitting5) Shearing Non cutting operations1) Bending (single edge/multi edge)2) Folding3) Grooving4) Embossing Hybrid operation1) Lancing. Laser cutting

Latest technology available at press shop Hydro-pneumatic folding machine of German make 'Schroder', consists of following features:1) Full roller table.2) Single folding beam for both up and down folds.3) Completely CNC operated.4) Can bend acute angles easily up to 45.5) User friendly operating system.6) Work pieces from 50mm to 3000mm can be folded easily.7) Can process sheets up to 5mm thickness without any difficulty.8) Change over time for punches and dies is moderately less (15~18mins).9) Different lengths of punches are provided, for easy building of long length punch.10) A pick and place system for material loading is installed.

Figure1.15 Schroder Folding Machine

Turret punching machine of Belgium make 'LVD', consists of following features:1) 30 turret stations, among which 4 are automatic indexing.2) Full roller table.3) Cutting force capacity of 20 ton.4) For effective clamping 3 pneumatic cylinders are provided, with fulcrum based clamping plates which are easily adjustable.

5) 3 servo motors and ball screws are provided for precision motions, one for rotating turret and two for table motion.6) Standard set of punches and dies are incorporated for effective production. (LVD & MATE)7) Extremely robust construction.8) Can process sheets up to 5mm thickness without any difficulty.9) Quick change system for punches and dies.10) A separate machine is provided for re sharpening (grinding) of punches and dies.Figure1.16 Turret Punch Press

Laser cutting machine of Belgium make 'LVD', consists of following features:1) Two working tables, when one is used for cutting other are used for loading and unloading.2) Accurate laser head with replaceable copper nozzle of different opening diameters ranging from 0.8mm to 1.5mm.3) Fanuc controlling system.4) Can process sheet size of 3000mm x 1500mm.5) Wide range of thicknesses can be processed (0.8mm to 16mm).6) Highly complex 2D profiles can be machined easily.7) Cutting speed ranges from 200mm/min to 1500mm/min.

8) Engraving can also be done.9) High potential sensors for ensuring a safe working condition.10) A pick and place system for material loading installed.Figure1.17 Laser Cutting Machine

CNC Bending machine of Belgium make LVD, consists of following features:1) High tonnage capacity of 170 ton.2) 4 meter of ram length.3) Standard punches and dies of LVD make.4) Quick change system for ounces and dies.5) Different lengths of punches are provided, for easy building of long length punch.6) Two supporters are provided for supporting sheet while bending.7) Wide range of dies can be installed on the same system, ranging from 'V-6 to V-80'8) Material can be bended in different modes like ' air bending, bottoming, and easy forming'.9) Easy form is the most important feature of this machine; it provides a complete laser assisted scanning of component and edits parameters accordingly.

Figure1.18 LVD Bending Machine

CHAPTER 2SINGLE MINUTE EXCHANGE OF DIES

2.1 INTRODUCTIONThe SMED (Single Minute Exchange of Die) methodology, developed by Shingo (1985), was developed in order to reduce and simplify the setup time during change-over. SMED, which is also a Japanese process-based innovation, makes it possible to respond to fluctuations in demand and results in lead time reductions, while also eliminating wastefulness during change-over and diminishing lot sizes.Traditionally firms regarded setup times as one of the most expensive costs they had to face and opted for both the minimization of the number setups implemented and for very large production lots .This method contributed to an excessive inventory because they produced more than they needed to satisfy customers needs. Nowadays the general understanding is that mass production has become obsolete as production costs have increased and efficiency has decreased steadily. Today firms are forced to compete, simultaneously, in terms of price, product quality, and product differentiation and delivery time. To improve production processes it is necessary to analyse the value added by each activity and eliminate all those that do not add value to the product, which makes the SMED methodology extraordinarily important. Firms that produce a large diversity of products have to implement production processes that are capable of satisfying all of the customers needs. Frequently, the time necessary for the company to implement its setup operations limits the firms capacity to satisfy its customers needs. Nowadays, with the large diversity of products necessary for the same demand, firms are forced to produce smaller lots without harming their global productivity. Thus, firms must be capable of producing a large diversity of products in small quantities and, consequently, must provide for much more frequent tool changes. In order to compete, firms have to find ways to reduce setup times, eliminate wastefulness and non-added value activities and convert idle setup time into regular production time, which means that a strong focus on process innovation is needed. To survive in cutthroat competition, industries need to reduce production time and costs in order to improve operating performance and flexibility. Single Minute Exchange of Dies (SMED) mainly focuses on recognition of internal and external activities. Flexibility and responsiveness are main pillars of manufacturing, which is operated by demands of greater product variety and improved quality. Single Minute Exchange of Dies helps in reducing the setup time/change over time of dies which in turn helps to increase productivity.

2.2 NEED FOR PROJECTTime is of the essence at Godrej & Boyce. Any possibility of reducing slightest of process time of any component will have a large impact on productivity of not only one component but various components. Die Setup time/ Changeover time will not only reduce the process time for one component but will also give way to increase in No of Setups if required by the company. The basic need of the project is to increase production in available resources. Increase time for Bottlenecks Reduction in Lot Sizes. Increase in No of setups if & as required.

Problem Statement: Productivity of a job in a press shop depends upon various processes and operations. Time taken by operations is standard and varies from machine to machine. To increase productivity, we need to cut short time taken by each process. Processes that affect jobs in press shop are: Drawing management Die Setting Gauge Setting Programming of a CNC machine Material Handling Inspection( First piece and while in process)

Analyzing and observing the work flow in press shop concluded that Die setting consumes a lot of time than it should.

CHAPTER 3LITERATURE SURVEY

3.1 LITERATURE SURVEY:SMED (Single Minute Exchange of Dies) is a system for reducing the time that it takes to complete die changeovers. The essence of SMED is to convert as many changeover steps to external( performed while the machine is in use) and to simplify and streamline the remaining steps. The name Single Minute Exchange of Dies implies that the changeover time should be reduced to single digits i.e. under 10 minutes. There are two types of setup operation involved in SMED:

Internal setup setup operations that can be performed only when the machine is stopped, such as mounting and removing dies. External setup setup operations that can be completed while the machine is running, such as transporting dies to or from storage (Shingo 1989).

A SMED program will have the following benefits: Lower Manufacturing Cost(Less downtime) Smaller lot sizes Improved responsiveness to the customer Lower inventory levels Smoother startups (Standardization of processes improve quality)

3.1.1 DEFINITION OF SETUP TIME:Setup time, or changeover time, is defined as the time from completion of the last good part of one lot to completion of the first good part in the next lot. Traditionally, when somebody referred to changeover, they used to refer to mere tooling attachment and detachment operations. Actual changeover, on the other hand, is longer, and comprises all activities required to have the machine ready to produce the new lot. Figure shows a process of depicting traditional and actual changeover times within the process.

Figure 3.1 Actual Vs Traditional Changeover

3.2 HISTORICAL BACKGROUND OF SMED Shigeo shingo along with Taiichi Ohno at Toyota developed SMED in 1950.Basic idea was to develop a system that could exchange dies in a more speedy way. By the late 1950s they were able to reduce the time that was required to change dies from a day to three minutes. The basic idea of SMED is to reduce the setup time on a machine. There are two types of setup: Internal and External. Internal setup activities are those that can be done while the machine is running. The basic idea is to make as many activities as possible from internal to external and also concluded that setup reduction is a tool which is universally applicable. There has been lot of work done in detail for the SMED methodology in a textile processing and also suggest that the effective implementation of SMED necessitates a number of fundamental requirements, these are team work, visual factory control, performance measurement & Kaizen.

3.3 TECHNIQUES OF SMED IMPLEMENTATIONSShigeo Shingo builds the foundations for SMED implementation. He recognizes eight techniques for implementing SMED (Shingo 1985): To analyse the actual procedure; To classify the several operations performed as internal or external ones; To convert the internal operations into external ones; To develop solutions that allow to reduce the time of the internal operations; To develop solutions that allow to decrease the time delays in the external operations; To create rigorous procedures in order to reduce flaws during the setup; To return to the beginning of the process and to repeat the whole procedure to reduce the setup time, continuously. He also suggests that these techniques be implemented in a progressive, three stage approach:Figure 3.2 3-Stage Approach

Stage 1: Separate internal and external setup. The first step is to identify and distinguish between internal and external setup activities. As in Figure 1, initially internal and external activities are not distinguished and are performed by the operator in a random order. Experience shows that many tasks that can easily be done externally, are usually done internally. For example, preparation of materials and tools for next job can be done before machine is stopped -while the previous job is still running. Similarly, tools and components repositioning can take place after the setup is complete and while the new job is running. Separating these tasks and performing them externally rather than internally can cut setup time as much as 30 to 50 percent (The Productivity Press Development Team 1996). Stage 2: Convert internal setup to external setup. To convert internal activities into external activities, one should look at setup as if it was the first time, questioning the true function and purpose of each operation. Advance preparation of operating conditions, function standardization and intermediary jigs can be used to convert internal activities to external ones. Stage 3: Streamline all aspects of the setup operations. All setup operations, internal and external, are finally improved. External setup operations can be improved reviewing parts and tools storage and transportation. To this extent, 5S activities (see Paragraph 2.4) can be useful in reorganizing the way tools are stored and make it easier for operator to find them. Also, tools conditions should be constantly checked to minimize disruption caused by repairs or job rescheduling. Internal setup streamlining, on the other hand, can be achieved by implementing parallel operations or eliminating unnecessary adjustments. Adjustments can account for up to 50 % of the overall setup time in a traditional setup (The Productivity Press Development Team 1996), creating opportunity for great savings. Finally, mechanization should only be considered after the possibility for other techniques has been analysed.

3.4 ADVANTAGES & DISADVANTAGES:

Advantages:Direct:1. Setup time reduction2. Reduction of time spent with fine tuning3. Fewer errors during change-overs4. Product quality improvement5. Increased safetyIndirect:1. Faster production cycles2. Increase of production flexibility3. Rationalization of tools

The seven wastes during Setup: Defects wasted products created due to unstandardized setup or during trial runs Overproduction The large lots forced by long setups create more product than is needed Transportation Excessive traveling when items needed for setup are not stored together Waiting Operators and downstream processes must wait while the machine is down Inventory Maintaining excessive inventories as a means of dealing with limited setups Motion Searching for missing items Processing Trial runs and adjustments

3.5 LEAN TOOLS FOR SETUP REDUCTION Besides SMED, industrial engineering literatures have identified other tools for companies who want to reduce their processes setup times. These tools are more general than the SMED methodology in that can be used by all companies that need to improve their processes, and not only for setup time reduction. Kaizen is at the basis of the continuous improvement philosophy that is at the foundations of lean manufacturing. Kaizen is a Japanese word made of Kai (to take apart) and Zen (to make good) and identifies the gradual approach through which lean manufacturing attempt at improving all business processes of an organization. In operative terms, kaizen can be defined as a short-term intensive effort to dramatically improve the performance of a limited scope process (Laraia et al. 1999) through a rapid, team based approach to problem solving. Because of its format, kaizen is often the tool chosen by firms to implement their setup reduction efforts. In terms of problem solving, one major principle of lean manufacturing is standardization. As Tahiichi Ohno, the father of the Toyota Production System said, Where there is no standard there can be no kaizen. Without a standard, there is no base for comparison between pre-kaizen and post-kaizen, and one cant tell what has improved and to what extent. Standards build the foundation for employee training and audit. Standardization is particularly important for setup reduction efforts because, more often than not, reducing setup times translated is defining a new procedure for performing setup operations. Standardization comes at the end of a well-defined process, as the Demings PDCA (Plan-Do-Check-Act) cycle for process improvement. Demings cycle is at the basis of scientific approach to problem solving. According to Deming, improvements cannot be achieved through a straightforward implementation of what apparently seems to be the solution of a stated problem. Root causes need first to be identified (Plan) and, only when roots causes are unveiled and analyzed, can effective countermeasures be developed (Do). Corrective actions are first implemented on a small scale, and their result assessed comparing the new and old scenarios. A gap analysis between the actual and expected scenarios is also performed (Check). It is only after having proved their effectiveness that corrective actions are eventually implemented on a large scale utilizing new, standardized operation procedures (Act). In this way it is assured that problems are solved at their root, and that future recurrences are avoided.

Figure 3.3 PDCA Cycle Another lean manufacturing tool that usually turns up being useful in setup reduction is 5S. 5S is an operative approach aiming at ensuring a clean, orderly, safe and productive workplace. The name 5S comes from the five Japanese words for continuous improvement: Seri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu (Standardize) and Shitsuki (Sustain). 5S is beneficial to setup reduction efforts in several ways. Dirt and dust removal contributes to a better maintenance of equipment and creates an environment where it is easier to detect machine malfunctioning. In the long run breakdowns are prevented, one of the most common causes of lengthy setups. Also, more reliable equipment means lower probabilities of having defective products, and thus lengthy first piece quality inspections. Safety is strengthened. Detection of abnormalities and dangers is maximized and removal of unnecessary tools contributes in maintaining the area risk-free. Finally, a cleaner workplace increases morale, which, more often than not, translates in augmented work productivity.

CHAPTER 4TIME AND PROCESS STUDY

4.1 ANALYSIS OF SETUP OPERATION ON THE SHOP FLOORAnalysis of the setup operation was done on 160 ton Power press machine of Press shop. It is a critical press machine of press shop for products: FRFC and Strong Doors.

Figure4.1 160 Ton Power Press The initial analysis was very important for obtaining a correct diagnosis to underpin the improvement of the negative aspects of the production system. The results obtained in this phase are also important for a subsequent assessment of the impact of the adopted solutions. Thus, the purpose of this analytic phase was to pick up all of the information possible regarding the setups, such as: The sequence of shop floor operations; The timings of the different tasks and operations; The organization of workers during the setup and the machine work rates; The identification of critical points that reduce the effectiveness of the production system, as well as its causes.

Part of the analysis included interviews/ asking for suggestions or advice with personnel involved in the SMED operations. Also a discussion with the machine supervisor and the department head helped in clearing out various doubts involved with the project and key points were brought to focus. These interviews targeted to the knowledge of the whole setup process, namely the sequence of the operations, the major difficulties faced, the type of training, the development of skills, the quality assessment, etc.

4.2 EXISTING PROCESS:The 160 ton power press machine deals with 7 different dies. Observations and analysis consisted of working data of all the dies. Table4.1 List of Dies160T_POWER PRESS

TYPE OF TOOLOPERATION

CLASS I/II BOTTOM FRAMEPUNCHING

CLASS I/II TOP FRAME3 HOLE PUNCHING

2 HR SEPERATOR FORMING F FORMING

SEPERATOR FORMING 2HRFORMING

CLASS B/C LH FRAME F6 HOLE PUNCHING

CLASS B/C RH FRAME F3 HOLE PUNCHING

CLASS B/C VERTICAL DOOR FLAT 3 HOLEPUNCHING

After the setup observations and analysis on 160 ton power press machine, it was possible to classify the whole procedure into five phases:

4.3 TIME STUDY:Table 4.2 Die Setting Time Study

Studying the existing process and the time taken by each operation in the process helped to focus on the required areas. The above time study shows that on an average setting of a die/changeover takes 35 minutes.

To reduce setting time of a die, data of a single die was considered for analysis. From the data, it was incurred that Die loading/unloading with the help of forklift, Locating of Dies, Clamping of dies and Forklift calling took majority of setup time. This can be seen in the chart below.

Figure4.2 Time Distribution of Operations for Die Setting

CHAPTER 5DESIGN

5.1 BRAINSTORMING:Problems: Forklift Locating ClampingProposed Solutions: Loading/Unloading1. Call Forklift while removing clamps of previous DIE set.2. Modification to an old loading trolley. Locating1. Center gauging by standardizing die base(fixed gauge)2. Fixing a reference plate for locating the die on the bolster plate Clamping1. Designing standard die clamp block for every Die block, this will align with bed T-slot.2. Pneumatic Wrench for fastening strap clamps.

5.2 DESIGN:

5.2.1 LOADING/UNLOADING OF DIES:Currently, Forklifts are called for loading and unloading of Dies. Forklifts keep moving around throughout the plant. They are not assigned to a specific task. Either you assign a forklift for loading and unloading of dies or pre-call the forklift while removing the clamps There is a dedicated loading trolley for the dies. It is an automated trolley with a base plate fixed with roller balls. The current scenario of the trolley is that the roller balls are broken and inefficient for handling dies weighing a ton. Therefore its not being used anymore. Instead forklifts are used for Loading/Unloading of Dies. Usage of Forklift for loading and unloading of Dies adds to the increase in the setup time. Hence the loading trolley was proposed to be modified.

Figure 5.1 Pneumatic Trolley

The modified design of the trolley consists of a rotating top plate for changing the orientation of the Dies. Rotation of top plate is with the help of a cylindrical ball bearing attached to the top plate as well as the bottom plate of the trolley. Instead of roller balls, cylindrical rollers are used. They are stronger comparatively and displacement is smoother than the roller balls.

Figure5.2 Proposed Trolley Design

Figure5.3 Proposed Trolley Design with different Orientation

5.2.2 LOCATING OF DIES:The dies were adjusted by the operator manually without any reference. There was no system for locating it. So to make locating easy and hassle free, Die size was standardized, taking the largest die as reference. The difference in size between the reference die and the other dies were overcome by welding MS plates of the required size to the one edge of the die.Also a reference locating plate was fixed on to the bolster plate so that locating becomes easy. The material used was Mild Steel and was laser cut in house.

Table 5.3 Calculation for Extensions160T_POWER PRESS

TYPE OF TOOLOPERATIONFROM EDGEFROM REFERENCE

LENGTHWIDTHLENGTHWIDTH

CLASS I/II BOTTOM FRAMEPUNCHING2404500

CLASS I/II TOP FRAME3 HOLE PUNCHING2404500

2 HR SEPERATOR FORMING F FORMING345192.595140

SEPERATOR FORMING 2HRFORMING3231378392

CLASS B/C LH FRAME F6 HOLE PUNCHING2404500

CLASS B/C RH FRAME F3 HOLE PUNCHING2404500

CLASS B/C VERTICAL DOOR FLAT 3 HOLEPUNCHING275853540

NEW REFERENCE FROM EDGE

LENGTHWIDTH

24045

Figure5.4 Fabricated Die with the proposed Solution

Figure5.5 Reference Plate Design

Figure5.6 Die Design of Extension and Reference Plate

Figure 5.7 Reference and extension plate

5.2.2 CLAMPING OF DIES:

It is one of the most time consuming operation of the process. Existing clamping uses plates and bolts for clamping and fastened with the help of a spanner. Instead of plates, clamping blocks were fabricated which were then welded on to the Die. These blocks would align with the T-slots of the bolster plate.

Figure5.8 Clamping before Implementing the Solution

Figure5.9 Clamping Block Design

Figure5.10 Die with clamping block and extension plate

And instead of manually fastening the bolts, idea of using pneumatic wrench was proposed to reduce time.

Figure5.11 Pneumatic Wrench

CHAPTER 6RESULT

6.1 RESULTS

Time Study after Implementation:

Table6.1After Implementation Time Study

Figure 6.1 Time Distribution after Implementation

Total time saving is (35.25-18.1)/35.25 x 100 = 48.65 % ACHIEVED GOAL is 48.65% reduction in time, after implementing alignment and clamping solutions.Further proposed solutions are of die loading trolley and use of pneumatic wrench.

Estimated time study after using proposed solutions:Table 6.4 Time Study after implementation of Proposed Solution

Figure 6.2 Time Distribution after Implementation of Proposed solutionsHence total time saving is (35.25-11.35)/35.25 x 100 = 67.8 %

6.2 COMPARISON

Figure6.3Before Implementation

Figure6.4After Implementation Time saved = 35.25-18.1 =17.15 minutes per changeover = 17.15*4 = 68.6 minutes per shift This time will be utilized by following operation; hence the number of components processed will be more. Thus, the machine availability time was increased 68.6 minute per shift i.e. 137.2 minutes per day.

CHAPTER 7DE-BULGING FIXTURE FOR CENSAFE

7.1 INTRODUCTION:Fixtures are important in both traditional manufacturing and modern flexible manufacturing system (FMS), which directly affect machining quality, productivity and cost of products. The time spent on designing and fabrication fixtures contributes to the production cycle in improving current product and developing new products. Therefore, great attention has been paid to study fixtures in manufacturing. A fixture design used in machining, assembly, welding and other manufacturing operation to locate and hold a work piece firmly in position so that the required manufacturing process can be carried out corresponding to design specifications.Plant 17, Security solutions division of Godrej & Boyce deals in manufacturing of safes. Parameters pertaining to safes are critical and require to be within tolerances. Hence the need for De-Bulging fixture is required to keep the critical parameters within tolerances.

7.2 NEED FOR THE PROJECT: Manufacturing of safes requires all the critical parameters to be within the tolerances While manufacturing of safes, concrete is filled between the inner body and outer body of the safe Concrete on solidifying, expands. Due to the expansion, the critical parameters are affected and the sides of the safe bulges due to it. This Bulging of the safe wall is unwanted and leads to rejection of the product. To avoid Bulging, a De-Bulging fixture is required.

CHAPTER 8LITERATURE SURVEY

8.1 LITERATURE SURVEY:Afixtureis a work-holding or support device used in themanufacturingindustry. Fixtures are used to securely locate (position in a specific location or orientation) and support the work, ensuring that all parts produced using the fixture will maintain conformity and interchangeability. Using a fixture improves the economy of production by allowing smooth operation and quick transition from part to part, reducing the requirement for skilled labour by simplifying how work pieces are mounted, and increasing conformity across a production run.A fixture's primary purpose is to create a secure mounting point for a work piece, allowing for support during operation and increased accuracy, precision, reliability, and interchangeability in the finished parts. It also serves to reduce working time by allowing quick set-up, and by smoothing the transition from part to part. It frequently reduces the complexity of a process, allowing for unskilled workers to perform it and effectively transferring the skill of thetool makerto the unskilled worker. Fixtures also allow for a higher degree of operator safety by reducing the concentration and effort required to hold a piece steady.Primary functions of a fixture: Location: to accurately position and orient a part relative to the cutting tool Support: to increase the stiffness of compliant regions of a part Clamping: to rigidly clamp the workpiece in its desired location (relative to the cutting tool) Fixtures are routinely used in machining, welding, and manual/robotic assembly operations.

8.2 TYPES OF FIXTURES

General purpose: mechanical vice, lathe chucks Permanent/Dedicated: specially designed to hold one part for a limited number of operations; commonly used in high volume production. Flexible/Reconfigurable: can be used for more than one part and for multiple operations e.g. modular fixtures, pin array, phase change, etc.

1. General Purpose Fixtures

Figure 8.1 General Purpose Fixtures

2. Permanent/Dedicated Fixtures

Figure 8.2 Permanent/ Dedicated Fixtures

3. Flexible Fixtures

Figure 8.3 Flexible Fixtures

8.3 WORK-PIECE CONTROLTo insure successful operation of a work holding device, thus insuring that the workpiece is produced within the tolerances specified on the part print, the workpiece must be accurately located to establish a definite relationship between the cutting tool and some points or surfaces of the work piece. This relationship is established by locators in the work holding device which position and restrict the work piece to prevent its moving from its pre-determined location.The work piece control is classified into 3 major types namely, 1. Geometric control2. Dimensional control3. Mechanical control

Figure 8.4 Work Piece Control

Geometric Control Only six locators are necessary to completely locate a rigid prismatic work piece. More locators are redundant and may give rise to uncertainty. Three locators define a plane. Only one direction of each degree of freedom is located. Each degree of freedom has one locator. The six locators are placed as widely as possible to provide maximum work piece stability and, Only five locators are required for locating cylindrical work piece.Dimensional Control To prevent tolerance stacks locators must be placed on one of the two surfaces which are related by the dimension on the work piece. When two surfaces are related by geometrical tolerance of Parallelism or Perpendicularity, the reference surface must be locatedby three locators. In case of conflict between geometric and dimensional control, precedence is given to dimensional control. To locate the centerline of the cylindrical surface the locators must straddle the centerline. Locators should be placed on machined surface for better dimensional control.Mechanical Control Place locators directly opposite to cutting forces to minimize deflection/deformation. Place locators directly opposite to clamping or holding forces to minimize deflection/deformation. If external forces cannot be reacted directly via the locators, limit the deflection and distortion by placing fixed supports opposite to applied force. Fixed supports should not contact the workpiece before the load is applied. Holding forces must force the components to contact the locators.

CHAPTER 9PROCESS STUDY

9.1 MAKING OF A SAFE:Security Solutions Division is all about manufacturing of physical security components. The manufacturing process starts from plant 1 which provides raw materials to plant 17. Raw materials are received by the press shop.Press shop then converts these raw materials into the required parts by performing various operations. After the parts are ready, they are sent to pickling department for treatment. After pre-treatment, parts are sent to the assembly line. Safes are manufactured in two pieces. Inner body and Outer body. In assembly line, these two parts are assembled according to the requirement. There is a cavity between Inner body and Outer body which is filled with concrete. This completes the assembling part of the safe. Then the safe is sent to paint shop and then to final fitting where final checking is done. After final fitting, the safe is packed and is ready for shipping.

9.2 CENSAFE

Figure 9.1 Cen safeDesigned and engineered to the very latest standards, the Cen Grade safes combine great looks with outstanding levels of security, reliable operation, modern day requirements and weather requirements. The fabrication of safes of Censafe Department involves a collection of technologies and methods used to define the product. The processes adopted to manufacture the safes include the assembly line processes and the final fitting processes followed by packing. Depending on the model, grade and other parameters, although there is a huge possibility of production of different types of safes, the manufacturing processes for assembly line and final fitting processes are more or less similar. TYPE OF MANUFACTURING SYSTEM FOLLOWED IN CENSAFE DEPT The production system (facility, equipment and operating methods) that a department uses depends upon the type of the product that is offered to the customer and the strategy that it employees to serve its customers. In Censafe department, the safes produced are under make to order production manufacturing systems.

Make to order production: In this type of manufacturing system, the companies make the products to order and manufacture the product after receiving the receipt of customer order. Here the lead time to deliver the item to the customer will be more as the production activity starts only after the receipt of firm order.Example: In Cen safe dept., when a customer orders a required quantity of safes, the planning department provides specification sheets to the supervisor and the production is initiated.

TYPE OF PRODUCTION FOLLOWED IN CENSAFE DEPT According to volume and standardization of the production of the products the manufacturing systems can be classified as job, batch or continuous or mass production. In Censafe department, the safes produced are under batch production type of production. Batch production: Batch production is characterized by manufacture of limited number of identical products produced at regular intervals and stocked at warehouses awaiting sales. Batch production is a technique used in manufacturing, in which the object in question is created stage by stage over a series of workstations.Characteristics of Batch production: Short production runs Flexible material handling system Large work-in-progress inventory Plant and machineries are flexible More number of setups As final product is somewhat standard and manufactured in batches, economy of scale can be availed to some extent. Machines are grouped on functional basis similar to the job shop manufacturing. Semi-automatic, special purpose automatic machines are generally used to take advantage of the similarity among the products. Labor should be skilled enough to work upon different product batches.

Normally production planning and control is difficult due to the odd size and non-repetitive nature of order.Example: In Censafe dept., when a customer orders a required quantity of safes, the planning department provides specification sheets to the supervisor and the production is initiated in batch quantity as per customers order.

Figure 9.2 Process Flow of Cen safe Department

The production of Cen safes involves two major processes, namely, assembly line processes followed by final fitting processes. Raw material is received from the Press shop, VDC and Purchase Departments. For the Outer body :The bend sheet metals either in U-shape and Bottom or two L-shapes are inputted from the Press Shop Department are fabricated to form a complete box structure. The inner body and the barrier (depending on the grade) is assembled and the bottom anchoring bush is joined to the same. The above sub-assembly is then assembled with the outer body frame and the back side plate is full welded. The body is then filled with Fire Resistant Compound (FRC) from its bottom surface and kept for 24 hours to dry. After which Body bottom welding and grinding is done while the back surface edges are grinded to remove weld residues.For Door: The door front is received from the Press shop Department and it is fabricated by assembling the sub-assembly of the barrier (depending on the grade) and the lock sole with the door front. The bottom side of the door front is then attached and send for FRC filling. After filling the door, the same is kept for 24 hours to dry. The door bottom welding as well as grinding is done and is followed by the door mechanism assembly. The door and body is aligned together at the next workstation followed by final pre-painting finishing process. The safes are then send to Paint shop. After painting the Final Fittings processes are carried out and the safes are examined and inspected by the Quality Assurance Department (QAD) for various parameters to ensure close tolerances and a quality product to the customer. Once the safes that are stamped and approved by the QAD, the safes are sent to the packing area where safes are packed in corrugated boxes.

FEATURES: Robust Range A range of sizes with varying storage capacities is available to meet virtually every storage need.The Strong Seamless Construction A fully-welded, multi corner bend construction without a single rivet makes the body an integral whole. All five sides of the safe body and the door are armoured with a specially formulated Godrej TDR Matrix that is encased between strong outer and inner steel bodies. This provides massive resistance to attacks of power drills, Electric Arc, Oxy-Acetylene Torch, Grinders, Sledgehammers, Thermic Lance etc. And also helps withstand the impact of a fall from higher levels. VDS Test Light Weight and Smart Looks Extensive research on the barrier technology and a state-of-art design ensures that fire and burglary resistance for the different grades is achieved without increasing overall body thickness and weight. Thus the overall body thickness is only 50 mm for grade I, 65 mm for grade II/III and 90 mm for grade V and is one of the lightest in their respective categories. Bolt-Work Mechanism Depending upon the size and grades, the Defender Pro range of safes have a varying number of retractable and fixed bolts as indicated in the table of specifications. Apart from the bolts on the sides, top and bottom shooting bolts in all the grades provide more power to the door. Automatic Relocking Devices An array of live relockers and glass plate relockers which are interlinked and connected to the locks as well as the bolt-work resists all attempts of forced entry into the safe through the door. This sensitive mechanism resists all forms of attack either by liquid explosives or by higher categories of tools and torches-like thermic lance, oxyacetylene torch or a high powered diamond core drill etc. Fire Resistance In addition to offering massive resistance against all forms of burglary attacks, the Defender Pro range of safes offers protection to its contents against raging fires. The Defender Pro range of safes has successfully withstood the fire endurance test carried out by SP laboratories, Sweden as per NT-07 Standards for document protection up to 90 minutes.

Choice of Locking Arrangements Grades I/II/III come with one factory fitted VDS approved mechanical key/combination/electronic lock. Built-in provision for alarm sensors (optional). Grade V safes come with two factory fitted VDS approved locks-mechanical key/combination/electronic lock. Built-in provision for alarm sensors (optional).Godrej security equipment division has also been accredited with prestigious IMS (integrated management system) certification by RWTUV systems GmbH, Germany which encompasses the following certification 1. ISO 9001: 20002. EN ISO 14001: 20043. OHSAS 18001: 1999

CLASSIFICATION:Classification of Cen safe depends upon different grades & models. GRADES: Grades of the Cen safe are decided on the basis of safety, security.Table 9.1 Grades of Cen safeGRADESMATERIAL DESCRIPTION

1Mild Steel barrier

2SS-Al barrier

3

Torch and Drill resistance slab

4

MODELS: 14/ 14S/ 14D/ 19/ 19W/ 19D/ 23/ 28/ 28W/ 35/ 35S/ 35W/ 43 / 43S/ 43W/ 51/ 51S/ 59 / 63/ NS23

COMPONENTS OF CENSAFE:Body:Inner bodyOuter bodyBody barrierAnchoring bushAnchoring bush plate

Door:Lock sole plateLocking arrangementDoor barrierShooting Bolt

9.3 ANALYSIS OF EXISTING PROCESS:Manufacturing of Cen safe was analyzed during this study. Different defects faced by the supervisors during the manufacturing were studied thoroughly.Defects that were observed were Dislocation Dents Bulging Components not within the specified tolerance Rusting Paint run downA batch of 10 safes were analysed and studied for different defects involved in manufacturing of safes. A graph was plotted with respect to no of repetition of defects.

Figure 9.3 Defects

From the above, It was found that bulging of Cen safe was consistent and was resulting in a lot of rework due to change in parameters along the inner body of Cen safe. Due to this, extra time and manpower is required for rework.

REWORK:Currently, Bulging of Cen safe is removed by hammering the safe. Hammering results into formation of dents onto surface of the inner body. And dents on the surface means additional efforts to be taken while surface finishing and polishing.Since reworking on the bulging issue of the safe only causes more defects to form and need extra measures to rectify it. Hence a need for De-bulging fixture.

Figure 9.4 Rework Flow process

CHAPTER 10DESIGN

10.1 DESIGN:On studying the processes, it was found that the inner body walls were affected due to bulging of the safe, hence to stop the bulging the following design was proposed and fabricated.

Figure 10.1 Design of De-bulging Fixture

Figure 10.2 Detail Drawing

Figure 10.3 Toggle Clamps

FABRICATION:The De-Bulging fixture was fabricated using the laser cutting machine and CO2 welding. MS square pipes were used for the structure and were stitch welded. Toggle clamps were mounted on the plate and were bolted to it. One end of the fixture is fixed and the other end is controlled by the toggle clamps.

Figure 10.4 Fabricated Fixture

CHAPTER 11RESULT

11.1 RESULT:After implementing the usage of the De-Bulging fixture, it was seen that the bulging issue was completely eliminated. And there was no bulging seen on the inner walls of Cen safe. Changes seen are shown in the graph below,

Figure 11.1After using the De-bulging Fixture

11.2 COSTING:

Labour cost Rs. 70/KgToggle clamp costs Rs. 300/pieceLaser cutting machine working cost Rs. 2000/hourTotal weight of the fixture 4.5 kgsCost/fixture = 70*4.5 + 600 + 170= Rs.1085Monthly production = 40 pieces in a month with batch size of 3Therefore required fixtures = 3+2(spare) = 5Cost for 5 fixtures = 5*1085 = Rs. 5425This is a onetime investment.

Rework Cost Saved/ Safe: Man hours required: 1.5 hoursNo of Men required: 2Labour cost: Rs. 800/dayTherefore, Rework Cost = 1.5*2*100 = Rs.300/safeProduction aim is 40 units per month with a batch size of 3.Thus, Rework cost saved on 40 safes is Rs. 12000In addition to rework, quality acquired by the safe while manufacturing has increased due to the usage of the De-Bulging fixture.

CONCLUSION:

Single Minute Exchange of Dies (SMED) involves separation of internal and external setups, converting internal setups to external and reducing the no of setups. The necessary changes in internal setups were made and the no of setups were reduced aptly. Total Die Setting time was reduced by 50%. The project was carried out on 160 ton power press machine. If the company works on the other machines available to them, they can increase their Machine availability time and thus increase productivity with ease and comfort. De-Bulging Fixture was fabricated and used for manufacturing of safes. Due to which, Bulging defect of the Cen safe was completely eliminated. On a large scale, the De-bulging fixture has solved a lot of problems for company and has made the manufacturing, hassle free.

REFERENCES:

1. SHINGO, S. (1985). A Revolution in Manufacturing: the SMED System. Productivity Press, Cambridge, MA.2. Shingo, Shigeo. 1989. A study of the Toyota production system from an industrial engineering viewpoint. Cambridge, Ma: Productivity Press Inc. 3. Liker, Jeffrey K. 2004. The Toyota way: 14 management principles from the world's greatest manufacturer. New York: McGraw-Hill. 4. McIntosh R. I, Culley. S.J, Mileham A.R, and Owen. G.W, A critical evaluation of Shingo's 'SMED' (Single Minute Exchange of Die) methodology, International Journal of Production Research, 2000; 38(11); 2377-23955. Journal of Technology, Management & Innovation6. International Journal of Lean Thinking7. www.google.com8. http://en.wikipedia.org/wiki/Single-Minute_Exchange_of_Die9. www.godrej.com