IDLE TIME REDUCTION IN

MACHINING PROCESSES AT
“EIMCO ELECON LTD.”
WORKSHOP
(STATUS REPORT)

• Abstract:
In order to obtain a complete and accurate idea of the
productive time & idle time of machines in “EIMCO ELECON” work
shop we adopt one of the methods of work measurement called Work
Sampling or Activity Sampling. By making tours of factory at random
intervals noting which machines are working & which are stopped,
noting the cause of each stoppage. By using Work Sampling or Activity
Sampling we will find the percentage occurrence of certain activity by
Statistical Sampling & Random observations. This sampling is mainly
based on probability.
• Key words:
Work Measurement
Idle time
Activity sampling
Probability
Productivity
• Table of Content:

1 Introduction
1.1 Industrial Background
1.2 Problems/Issues Identified
1.3 Objective of Project
1.4 Parameters to be calculated

2 Theoretical Backgrounds
2.1 Work study
2.1.1 Definition
2.1.2 Objectives
2.1.3 Activity Sampling
2.1.4 Method Study
2.2 Work Measurement
2.2.1 Definition
2.2.2 Purpose
2.2.3 Methods

3 Methodology
3.1 Activity Sampling.
3.1.1 Definition
3.1.2 Fixed & Random Interval Sampling.

3.1.3 Confidence Levels.

3.1.4 Number of Observations.
3.2 Cause & Root Analysis.
3.3 Productivity.
 4. Work Done
4.1 Problem Identification.
4.2 Capacity & Capability Tables of M/Cs.
4.3 Plant Layout
4.4 Observations of “Activity Sampling”.

5. Work to be Done
5.1 Remaining Observations of “Activity Sampling”
5.2 Cause & Root analysis.
5.3 Suggestion for IDLE TIME reduction.
5.4 Productivity Change Analysis.

6. Results And Discussions.

7. Conclusions.

8. References.

9. Appendix.

1. INTRODUCTION

1.1 INDUSTRIAL BACKGROUND:

EIMCO ELECON (India) LTD mainly in business of making of
Mining Machinery including manufacturing various parts & assembling
those different parts in the workshop. It is a leading supplier of drilling and
loading equipments for hard rock applications.

The workshop is divided in four sheds. Out of four two sheds are for
machining work; one is for assembling & testing; other one is for storage.
Plant Layout is based on process layout.
 Workshop contains 17 different machines. Out of them 7 are
Horizontal machining centers, 2 Vertical machining centers, 4 NC Turning
centers, 2 honing M/Cs & one Grinding M/C.

1.2 PROBLEMS/ISSUES IDENTIFIED:

BASED ON DISCUSSION BASED ON OBSERVATION

• Machines remain ideal • Improper utilization of

beyond the expected ideal machine capacity & other
time. facilities available regarding
• Worker’s ideal time on the loading & unloading the
machine apart from the work piece.
allowances given to them is • Improper guidance given for
more. the machining in some
• Tools & tackles clashing drawings.
problems are there.

1.3 OBJECTIVES OF PROJECT:

1. To minimize the idle time of CNC M/C centers given below.
2. To estimate optimum machining time of CNC, NC centers given
below.

MACHINE NO.
• Horizontal machining center - 3
• NC turn mill center - 1
• Vertical machining center - 1

1.4 PARAMETERS TO BE STUDIED::

1. Setting time.
2. Time for which operator is not available on the machine
3. Time for tool setting & changeovers.
4. Waiting time for helper & supervisor.

2. THEORITICAL BACKGROUND

2.1 WORK STUDY

2.1.1 Work Study Definition
A generic term for those techniques, particularly method study and
work measurement, which are used in the examination of human work in all
its contexts, and which lead systematically to the investigation of all the
factors which affect the efficiency and economy of the situation being
reviewed, in order to effect improvement'

Work Study is the systematic study of an operation or process to

ensure the best possible use of the human and material resources available.
The prime aim is to improve productivity.

The application of Work Study to a department or company is made to

improve the existing method of operation, as a result change will occur
which will affect all personnel - irrespective of status.

For the application to be successful, due regard must be paid to the

reactions of all concerned.
2.1.2 Objectives of Work Study (Improve Productivity)
The object of applying Work Study is to obtain the optimum use of the
human and material resources, which are available to it. The benefits may
stem from improvements in one or more of the following:

1. Increased production and productivity

2. Reduced costs - labour, material, overheads

3. Improvement of conditions, which involve an element of

excessive fatigue or danger

4. Improved quality

5. Better control of costs

6. The Benefits of Work Study

Work Study can considerably increase productivity. People can

benefit from, less tiring work, better working conditions and, because an
efficient company can meet competition successfully, better employment
prospects.

Work Study raises efficiency by RE-ORGANISATION OF WORK. It

therefore need involve little or no capital expenditure. Yet, where such an
outlay is desirable, Work Study can ensure that it is spent to the best
advantage.

Work Study is systematic; its procedures are designed to ensure that

no factors affecting the situation are overlooked.

It is the best means available for setting STANDARDS OF

PERFORMANCE, and although often seen as the basis for incentives, the
real value lies in the information provided for work scheduling, estimating
deliveries and for accurate costing.
 Work Study produces savings very quickly and these gains continue
as long as the improved methods evolved are maintained.

Work Study is a UNIVERSAL TOOL, it is not confined to the

workshops but can be equally effective in the office, warehouse, and in
distribution, etc.

Work Study is the most searching technique available because it takes

every fact into account. It reveals weaknesses often overlooked in the day to
day working.

2.1.3 Activity Sampling

Activity sampling is the name given to the process of collecting
information about machine or human activities by making a large number of
instantaneous observations of the subject instead of by continuous timing, as
in the case of time study. This technique provides a rapid and effective
means of studying the pattern of almost any type of activity and its
usefulness increases as the number of subjects to be observed becomes
greater.

The degree of confidence and accuracy in the results can be varied at

will to known levels by varying the number of observations in accordance
with a statistical formula.

If the stage of activity or inactivity only is recorded, the process is called

‘Activity Sampling’ and this may be used to obtain estimates of:
 • The utilization of plant or labour and the reasons for losses in
utilization

• The proportion of a given period that machines or persons are

occupied by specific activities.

If, in addition to the state of activity, an estimate of the working pace of the
operators is recorded, the technique becomes known as ‘Rated Activity
Sampling’ and this may be used for:

• Setting standard times for work in which several people are engaged
as a team

• Checking the overall validity of existing time standards for a number

of products or activities.

2.1.4 Method study

This is defined as:
The systematic recording and critical examination of existing and
proposed analysis of doing work, as a means of developing and applying
easier and more effective methods and reducing costs.

The basic approach of method study is to follow a simple six step procedure:
1. SELECT The work to be studied
2. RECORD All the relevant facts
3. EXAMINE The facts critically
4. DEVELOP The most effective method
5. INSTALL That method
6. MAINTAIN By regular checks

2.2 WORK MEASUREMENT

2.2.1 Definition
 Work Measurement is a term which covers several different ways
of finding out how long a job or part of a job should take to complete. It can
be defined as the systematic determination, through the use of various
techniques, of the amount of effective physical and mental work in terms of
work units in a specified task. The work units usually are given in standard
minutes or standard hours.

2.2.2 USED TO DETERMINE

The fundamental purpose of work measurement is to set time standards for a

job. Such standards are necessary for four reasons:
1 1. To schedule work and allocate capacity
All scheduling approaches require some estimate of how much time it
takes to do the work being scheduled.
1 2. To motivate the workforce and measuring workers’ performance
Measured standards are particularly critical where output based
incentive plans are employed.
1 3. To evaluate existing performance and bid for new contracts
Question such as “Can we do it?” and “how are we doing?” presume
the existence of standards.
1 4. To use for benchmarking
Benchmarking teams regularly compare work standards in their
company with those of similar jobs in other organizations.
Work measurement and its resulting work standards have been
controversial since Taylor’s time. Much of this criticism has come from
unions, which argue that management often sets standards that cannot be
 regularly achieved. There is also the argument that workers who find a
better way of doing the job get penalized by having a revised rate set.
Despite criticisms, work measurement and standards have proved
effective.

2.2.3 Work Measurement Methods

1 1.) Time Study
2 2.) Judgment or past experience of the engineer / production
manager
3 3.) Predetermined Time systems
4 4.) Standard Data
5 5.) Operator Reporting
6 6.) Work Sampling
1.) Time Study
A technique for determining the amount of time required for a
qualified, well trained person, working at a normal pace to perform a
specific operation.
The person conducting the study is a Time Study Analyst
But one thing needs to be remembered, and that is that in any
situation that requires one person to determine how much work is fair to
expect from another person, hard feelings may result. Hence a Time Study
Analyst has a task of great responsibility.
2.) Pre-determined Motion Time Systems (PMTS)
Production Standards are established for new styles before the style
goes into production The basis is historical data for hundreds of
replications of basic motions and elemental times that have been averaged
and converted to standard times for a specific motion. The rates are based
on the time taken to execute a method. The method of motion sequence is
established first, and the time value or rate is identified for the motion
specified. Operation specifications identify the specific method that an
operator is expected to follow.
3.) Judgment
7 • Time Study may be, time consuming and costly
1 • For small orders a style may not be in production long
enough for Time Study
2 • This can provide only approximate values
2
3 4.) Standard Data (Garment Synthetics)
Firms may also collect their own data for repetitive operations with
similar characteristics and develop their own standard data sets for specific
operations used in the same way as predetermined motion-time data except
that the data sets are specific to the firms quality standards, equipments and
procedures.
Standard data may be developed for:
1 • Operations,
2 • Components,
3 • Styles, and
4 • Used for preliminary costing and design decisions as well as cost
estimating.
5.) Operator Reporting
Relates to the volume completed during the time spent. There are no
specified methods or output expectation. The amount of work completed in a
specific time frame is often inconsistent and may be unreliable. This type of
work measurement provides very little information and little incentive for
increasing work efficiency.
6.) Work Sampling
It is a work measurement method that is not concerned with how fast
a unit is completed but rather which machines are used and activities
pursued the job over an established period of time. When production
standards are needed for operations that are not highly repetitive, work
sampling is a good choice.
5 � Determines the activities involved
6 � Amount of time spent on the various activities
7 � Equipments used.
4 Thus the managers can estimate the production of time a worker is
engaged in work activity. The proportion can then be used as a performance
standard.

3. METHODOLOGY

3.1 ACIVITY SAMPLING

3.1.1 Definition

Activity Sampling is a statistical technique that can be used as a

means for collecting data.

A technique in which a large number of observations are made over a

period of time of one group of machines, processes or workers. Each
observation records what is happening at that instant and the percentage of
observations recorded for a particular activity or delay is a measure of the
percentage of time during which that activity or delay occurs.

It is normally used for collecting information on the percentages of

time spent on activities, without the need to devote the time that would
otherwise be required for any continuous observation.

One of the great advantages of this technique is that it enables

lengthy activities or groups of activities to be studied economically and in a
way that produces statistically accurate data.

3.1.2 Fixed and Random Interval Sampling

Activity Sampling can be carried out at random intervals or fixed

intervals. Random activity sampling is where the intervals between
observations are selected at random e.g. from a table of random numbers.
Fixed interval activity sampling is where the same interval exists between
observations. A decision will need to be made on which of these two
approaches is to be chosen. A fixed interval is usually chosen where
activities are performed by a person or group of people who have a degree
of control over what they do and when they do it. Random intervals will
normally be used where there are a series of automated tasks or activities as
part of a process, that are have to be performed in a pre established regular
pattern. If fixed interval sampling were to be used in this situation there is a
danger that the sampling point would continue to occur at the same point in
the activity cycle.
3.1.3 Confidence Levels

Activity sampling is used for assessing the percentage of time spent

on activities.

Because activity sampling conforms to the binomial distribution it is

possible to use a calculation to determine how many observations will be
needed to operate within specified limits of accuracy.

The formula for the number of observations is as follows:

= 4 x p x (100 - p)

L2

Where p is the estimated % time spent on the activity

Where L is the limit of error, expressed as a %

Once the above calculation has been completed the observations can
begin and activities are recorded at the agreed time intervals. When they
have been completed a further calculation can be used to determine the
error rate, as follows:

Error Rate = ± 2 x √( p x (100 - p) )

3.1.4 Number of observations

This is very much an overview to the topic of activity sampling, with a

definition of what it is, its advantage over continuous observation and the
formulae that can be used to establish the confidence levels that can be
obtained.

3.2 CAUSE AND ROOT ANALYSIS

To analyze the reasons for Idle Time we are going for cause and root
analysis. Enlist the causes of the idle time and go to the root of each cause
and make out the solution of it.

3.3 PRODUCTIVITY

3.3.1 Definition.

Productivity measures capture the efficiency with which the

production process transforms inputs into outputs. Efficiencies can stem
from improvements in technology, increases in firm size that allow for cost
reductions arising from large-scale production, and other organizational
changes in the firm. In general, productivity is defined as the ratio of output
to all or part of the resources used to produce it. Output is the quantity of
goods and services produced. The resources used (i.e., the inputs utilized or
the factors of production) include labour, capital, energy, raw materials,
and
services.
Productivity = Output / Resources used
The measure of productivity can be expressed as a level or in the form
of an index that captures changes over time.
Productivity growth is measured by comparing the increase in output
relative to the increase in resources that are used in production, that is:
 Δ Productivity= Δ Output − Δ Resources used
Or equivalently:

%change in productivity=%change in output−% change in resources used

A positive value of productivity growth is associated with increases in
efficiency.

4. WORK DONE

4.1PROBLEM IDENTIFICATION
For identify the problem we had obtained the Flow process charts for
sample machines. Which are as described below :
Subject charted: Activity Present Proposed Saving
B-16 machine
Method ; Present Operation O
Transport =>
Location : Shed-2 Delay D
Inspection
Operation : Making bore
on gear casing Storage
Description Time (min) Symbol Remarks
O => D
Spindle idle 1.1 •
Checking of bore 4.36 •
Change of tool 5.00 •
Spindle idle 4.90 •
Checking of bore 4.53 •
Tool setting 1.22 •
Spindle running 2.0 •
Checking bore dia. 0.5 •
Tool setting 2.14 •
Spindle running 30.16 •
Spindle idle 3.33 •
Tool tip changing 6.30 •
Spindle running 6.83 •
Spindle idle 8.54 •
Spindle running 9.48 •
Tool change 1.24 •
Chamfering 11.25 •
Tool change 5.4 •

Subject charted: Activity Present Proposed Saving

B-14 machine
Method ; Present Operation O
Transport =>
Location : Shed-2 Delay D
Inspection
Operation :
Storage
Description Time (min) Symbol Remarks
O => D
Loading the job 14.0 •
Chamfering 2.0 •
Tool change 0.50 •
Center drilling 4.11 •
Tool change 0.50 •
Setting 1.0 •
Drilling 5.38 •
Tool change 0.50 •
Drilling 3.26 •
Tool change 0.50 •
Chamfering 6.40 •
Spindle idle 1.25 •
Tool change 0.50 •
Drilling 2.20 •
Tool change 0.50 •
Chamfering 1.15 •
Inspection 3.22 •
Unloading 10.0 •
Subject charted: Activity Present Proposed Saving
NC-2 machine
Method ; Present Operation O
Transport =>
Location : Shed-2 Delay D
Inspection
Operation :
Storage
Description Time (min) Symbol Remarks
O => D
Spindle idle 2.59 •
Job unloading & loading 0.94 •
Spindle running 9.0 •
Spindle idle 10.49 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 9.53 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 1.0 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 1.5 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 5.5 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 3.62 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 11.10 •
Job unloading & loading 1.0 •
Spindle running 6.0 •
Spindle idle 6.25 •
Job unloading & loading 1.0 •
Spindle running 6.0 •

PROBLEMS IDENTIFIED
• Machines remain ideal beyond the expected ideal time.
• Worker’s ideal time on the machine apart from the allowances given
to them is more.
• Tools & tackles clashing problems are there.
• Improper utilization of machine capacity & other facilities available
regarding loading & unloading the work piece.
• Improper guidance given for the machining in some drawings.

4.2 CAPACITY AND CAPABILITY TABLES

SHED 1:
• NCL-5 TURNING CENTER (MAZAK)

MAKE: Yamazaki Machinery, JAPAN

TYPE : QT40 N
SWING OVER CARRIAGE : 510 mm.
CENTER DIATANCE : 1000 mm.
MACHINING DIA : 400 mm.
TRAVERSE X-AXIS : 280 mm.
TRAVERSE Z-AXIS : 1052 mm.
RAPID RATE X-AXIS : 12 m/min.
RAPID RATE Z-AXIS : 18 m/min.
 SPINDLE SPEED : 6-300 rpm.
CONTROLLER : Mazatrol PC Fusion control

• VMC-1 VERTICAL MACHINE CENTRE

MAKE : Yamazaki
X-AXIS TRAVEL : 1020 mm.
Y-AXIS TRAVEL : 510 mm.
Z-AXIS TRAVEL : 460 mm.
SPINDLE SPEED : 35- 12,000 rpm.
RAPID TRAVERSE : X&Y- 30 m/min
Z – 18 m/min.
NO OF TOOLS : 21 tools.
MAX. TOOL DIA. : 80 mm.
MAX. TOOL LENGTH : 300 mm.
CHIP TO CHIP TIME : 5.8 sec
SPINDLE TAPER : CAT 40.
ACCURACY : 0.0025 mm.
MACHINE CONSTRUCTION: Double Column.
LOAD ON TABLE : 800 kg.
TOTAL WEIGHT : 4100 kg.
CONTROLLER : Mazatrol.
TOOL WEIGHT : 10 kg.

• MAZAK VTC (VERTICAL TURNING)

MAX. SPINDLE SPEEED

TRAVERSE IN X-AXIS
TRAVERSE IN Y-AXIS
TRAVERSE IN Z-AXIS

PALLET
800 Tapped 1095 mm. 250 mm.
1000 Tapped 1045 mm. 300 mm.
Ø 1000 Plain table 1061 mm. 284 mm.
Ø 1000 Scroll 1001 mm. 344 mm.
 Ø 1000 Independent 1051 mm. 294 mm.
Ø 1000 Tapped 1095 mm. 250 mm.

• B-12 HORIZONTAL M/C CENTRE

MAKE : Yamazaki
MODEL : H – 1250
TABLE SIZE : 1250 x 1250
WEIGHT ON TABLE : 300 kg.
CROSS TRAVEL : 2000 mm.
SPINDLE DIA. : 130 mm.
SPINDLE NOSE : MAS 403/ BT50
SPINDLE TRAVEL : 455 mm.
VERTICAL TRAVEL – Y : 1560 mm.
COLUMN TRAVEL – W : 1200 mm.
TOOL MAGAZINE : 80 tools.
MAIN MOTOR Hp. : 30 KW.
SPEED : 2500 rpm
CNC CONTROL : Mazatrol PC Fusion.
MAX. TOOL DIA. : 130 mm.
MAX. TOOL LENGTH : 600 mm.
NO. OF PALLETS : 2.

• B-15 MACHINE CENTRE

MAKE : JUARISTI, SPAIN

MODEL : TS-1
CROSS TRAVEL -X : 2000 mm.
VERTICAL TRAVEL –Y : 1450 mm.
SPINDLE AXIAL TRAVEL -Z : 600 mm.
LONGITUDINAL TRAVEL –W: 1500 mm.
TABLE SIZE : i) 1250 x 1250 mm.
ii) 1120 x 1120 mm.
SPINDLE DIA. : 120 mm.
SPINDLE TAPER : 130 50MAS BT60
MAIN MOTOR POWER : 37 KW
 MAX. WEIGHT ON TABLE : 5000 kg
CNC CONTROL : FANUC

SHED 2:

• NCL-2 TURNING CENTRE

MAKE : Yamazaki Machinery, JAPAN
TYPE : QT 35N
SR NO : 118745
SWING : 400 mm.
MAX. MACHINING DIA. : 320 mm.
MIN. SUPPORTING WEIGHT : 300 kg.
BASE PLATE LENGTH : 2710 mm.
DISTANCE BETWEEN CENTRES : 1000 mm.
TOTAL POWER : 58 KW.
SPINDLE NOSE : J 15

• B-14 MACHINE CENTRE

MAKE : Juaristi, SPAIN

MODEL : TS3
CROSS TRAVEL-X : 3000 mm.
CROSS TRAVEL-Y : 1816 mm.
SPINDLE AXIS TRAVEL-Z : 800 mm.
LONGITUDINAL TRAVEL-Z: 1825 mm.
TABLE BASE : 1700 x 2000 mm.
SPINDLE DIA. : 130 mm.
SPINDLE TAPER : 13060 MA SBT50

MAIN MOTOR POWER : 37 KW

MAX. WEIGHT ON TABLE : 20,000 kg.
 CNC CONTROL : FANUC 16 iMB.

• HN-1 VERTICAL HONNING MACHINE

MAKE : Arihant
TYPE : ari hone 300VA
STROKE : 1450 mm.
DIA. RANGE : up to 300 mm.
HYDRAULIC PUMP RECIPROCATING: 10 Hp.
HYDRAULIC PUMP ROTATING : 10 Hp.
COOLANT PUMP : 0.15 Hp.
FILTERING UNIT : 0.25 Hp.
MAGNETIC SEPRATOR : 0.25 Hp.

• HN-2 HORIZONTAL HONNING MACHINE

MODEL : HL - 3502
MAKE : SUNNEN, USA.
DIA. RANGE : 25.1 mm to 482.6 mm.
STROKE LENGTH : 102 mm. to 3658 mm.
MAX. W/P OUTER DIA.: 508 mm.
CONTROL : SIEMENS PLC.

• B-13 HORIZONTAL MACHINING CENTRE

MAKE : Juaristi.
MODEL : TS – 5 – MG20
MAIN SPINDLE DIA. : 150 mm.
TOOL FASTENING TAPER : 110 50 MASBT 50
MAIN SPINDLE ROTATION SPEED: 2000 rpm
MAIN MOTOR DRIVE : 37 KW / 50 Hp.
CROSS TRAVEL – X : 3000 mm.
VERTICAL TRAVEL – Y : 2150 mm.
AXIAL TRAVEL – Z : 800 mm.
LONGITUDINAL TRAVEL – W : 1450 mm.
ROTARY TABLE – R : 1700 x 2000 mm.
MAX. WEIGHT ON TABLE : 12,000 kg.
CNC CONTROL : FANUC- 16iMA.
• B-10 HORIZONTAL MACHINING CENTRE

MAKE : Juaristi.
MODEL : TS – 5 – MG20
MAIN SPINDLE DIA. : 150 mm.
TOOL FASTENING TAPER : 110 50 MASBT 50
MAIN SPINDLE ROTATION SPEED: 2000 rpm
MAIN MOTOR DRIVE : 37 KW / 50 Hp.
CROSS TRAVEL – X : 3000 mm.
VERTICAL TRAVEL – Y : 2150 mm.
AXIAL TRAVEL – Z : 800 mm.
LONGITUDINAL TRAVEL – W : 1450 mm.
ROTARY TABLE – R : 1700 x 2000 mm.
MAX. WEIGHT ON TABLE : 12,000 kg.
CNC CONTROL : SIEMENS, 840C

• CG-1 CYLINDRICAL GRINDING MACHINE

MAKE : TOS HOSTIVAR
MODEL : BUB - 321300
SR NO. : 0259825
SWING DIA. : 320 mm.
DISTANCE BETWEEN CENTRES : 3000 mm.
POWER DEMAND OF M/C : 22 KW
WORK HEAD MOTOR : 0.2 – 1.2 KW
WHEEL HEAD MOTOR : 9.5 KW
SPEED. : 1450 rpm.
COOLAN PUMP MOTOR. : 0.19 KW.
SPEED. : 2880 rpm.
MAGNET CLEANER MOTOR : 0.18 KW
SPEED : 2700 rpm.
HYDRAULIC MOTOR : 1.5 KW
SPEED : 1410 rpm.
WHEEL HEAD LUB. MOTOR : 0.1 KW
SPEED : 2810 rpm.
• B-17 PLANER TYPE BORING & MILLING MACHINE

MAKE : Juaristi, SPAIN

 MODEL : TX – 15 MG6
CROSS TRAVEL – X : 2000 mm.
VERTICAL TRAVEL : 1850 mm.
SPINDLE AXIS TRAVEL – Z : 600 mm.
LONGITUDINAL TRAVEL – W : 1500 mm.
TABLE SIZE : 1250 x 1600 mm.
SPINDLE TAPER : 150 50 MAS403 BY-50
MAIN MOTOR POWER : 56 KW.
MAX. WEIGHT ON TABLE : up to 4000 kg
CNC CONTROL : FANUC 16iMB

4.3 PLANT LAYOUT STUDY

The plant layout of “EIMCO ELECON” workshop is mainly

based on PROCESS LAYOUT. It means all operations of same nature
are grouped together. For example in our case; turning operations are
carried out in area & boring & milling operations are carried out in one
area. Plant layouts of shed 1 & shed 2 are shown respectively.
 B-16 TOOL STORE
vertical Drilling 1

B-11
B-14 Grinding NC- 2

B-15

HN-1
B-Uni.
13 Toll &
cutter grinder B-12

HN -2

VTC
MAZAK

B -12 CG -1
Vertical
NC - 4 drilling -2

MARKING
TABLE NC - 6 DRILLING-3
NC – 5
TURNING

B-17

Vertical V M C-1
drilling -3
 4.4 OBSERVATIONS OF “ACTIVITY SAMPLING”

N = 4 x p x (100 - p) = 4 x 70 x (100-70) = 84

L2 (10)2

Where , N= No. of observations

p = the estimated % time spent on the activity= (70%)

L =the limit of error, expressed as a % = (10%)

Observations =50 Total

Machine M/C Setting Idle Waiting Worker Running Idle
Running for not
helper availabl
e
D1 15 9 14 0 12 15 35
NC-5 32 7 5 0 6 32 18
NC-4 34 8 3 2 3 34 16
D-3 16 5 24 0 5 16 34
B-11 36 6 2 2 4 36 14
B-15 35 7 3 2 3 35 15
B-12 36 10 0 2 2 36 14
VTC 34 9 2 0 5 34 16
D-2 25 10 8 0 7 25 25
NC-6 38 8 2 0 2 38 12
VMC-1 30 5 7 2 6 30 20
B-16 32 11 5 0 2 32 18
B-14 33 9 4 2 2 33 17
B-13 29 12 3 4 2 29 21
B-12 26 10 8 3 3 26 24
NC-2 38 7 0 0 5 38 12
HN-1 5 2 0 0 43 5 45
HN-2 32 4 7 0 7 32 18
CG-1 25 7 10 1 7 25 25
 D-4 24 3 10 3 10 24 26
B-17 32 10 4 3 1 32 18
5. WORK TO BE DONE

REMAINING OBSERVATIONS OF “ACTIVITY

SAMPLING”
We will conduct the remaining observations of Activity
Sampling during next coming days.

CAUSE & ROOT ANALYSIS

After completion of all observations we will do CAUSE
& ROOT analysis to estimate the reasons for the IDLE TIME in work
shop.

MAKING SUGGESTIONS FOR IDLE TIME

CHANGE OF PRODUCTIVITY ANALYSIS

6. RESULTS & DISCUSSIONS

7. CONCLUSIONS

8. REFRENCES
• Introduction to WORK STUDY “ILO”
•