Project report on

Time Study of engine assembly line and Productivity

improvement through line balancing

Submitted to: Mr. Pravin Tripathi

Submitted by: Mr. Jaydev Pandey
Enrollment no.:0701ME191025
Department: Mechanical engineering
Institute: Ujjain engineering college, Ujjain
Duration: 2 months
Date of submission: 20-07-2022

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The project work “Time Study of engine assembly line and Productivity
improvement through line balancing at VECV” is hereby approved as a
creditable study of an engineering subject carried out and presented in a manner
satisfactory to warrant its acceptanceas prerequisite for the Degree for which it
has been submitted. It is to be understood that by this approval the undersigned
do not endorse or approved any statement made, opinion expressed, or
conclusion drawn there in; but approve the “Project Report” only for the purpose
for which it has been submitted.

Internal Examiner
Name:
Designation:

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The document contains the insights of work done during summer internship at Engine Line
Quality Department of Volvo Eicher Commercial Vehicles Limited, Pithampur under the
supervision of Mr. Pravin Tripathi. I hereby declare that the Summer Internship Report is an
authentic record of my own work of Summer Internship during the period from June 1, 2022
to Aug 1, 2022 in partial fulfilment for the award of B.Tech. in Mechanical engineering from
Ujjain engineering college, Ujjain during the academic year 2022-23. I further declare that
where others' words have been included, I have adequately cited and referenced the original
sources.

Jaydev Pandey
0701ME191025
Date:

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I feel immense pleasure in showing my gratitude to all people who have made this work
possible, by offering help and guidance whenever required. The people whom I list below are
deeply acknowledged for their contribution and support.
I am very grateful to Mr. Praveen Tripathi – Deputy General manager, for mentoring me
during my time at Engine Line.
I would also like to express my sincerest gratitude to
Mr. Dinesh Nandwal- Deputy manager for guiding me through many new learning
experiences.
Special thanks to Mr. Nikhilesh singh– HR, for providing me with this opportunity to workat
VECV. Finally, I thank all the people of VECV, for making me a part of their family. The
values of dedication, discipline, work ethics and patience that I imbibe here will remain the
guiding force throughout my life. I thank them all for helping me become a technically adapt
and practically wiser person.

Jaydev Pandey
Department of Mechanical engineering
Ujjain engineering college, Ujjain

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The pulse of any manufacturing industry is to clutch more profits with optimized low
possible inputs. The proper utilization of available resources and appropriate time to
complete a task play a crucial role to define the productivity of a line-based manufacturing
industry.
The main difficulties faced by the industries nowadays are disturbances in the assembly line
due to lack of material within reach, possibilities of 3M in the process, lack of established
standard time for activities carried by the operators, imbalanced product flow. Lean
manufacturing system (LMS) is characterized by reduced product development and
manufacturing lead-time, team based work organizations, low setup/changeover times,
multifunctional workers and JIT deliveries from a few reliable suppliers.
This project aims to improve the production capacity by balancing the assembly line and
continuously improving assembly line for better working area. These challenges are perennial
that encapsulates the journey of questioning, “How can we do better than yesterday to help
both the organization and people?”.
Lean techniques like Work Measurement, line balancing, Toyota’s 3M model
implementation, non-value-added activities (NVA) analysis, and De-bottlenecking are
integrated with the existing assembly process to eliminate waste in each step of the workflow,
which will lead to improving productivity, production capacity, efficiency, and prevention of
failures. M.O.S.T (Maynard Operation and Sequence Technique) analysis conducted to
identify non-value-added activities to improve productivity, line balancing and reduce the
cycle time.
Keywords: Lean manufacturing, Line balancing, Continuous improvement, M.O.S.T
analysis, Industrial management, Toyota’s 3M model, non-value-added activities
(NVA).

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S. no. Page
No.
1 Report Approval ii

2 Declaration iii

3 Acknowledgement iv

4 Abstract v

5 Abbreviations viii

6 Chapter 1 Introduction 1-10

7 1.1 Organizational information 1

8 1.2 Engine assembly line 3

9 Chapter 2 Project 11-14

10 2.1 Overview 11
2.2 Productivity 11
11
17
2.3 Work study 11

18 2.4 Balancing of assembly line 12

2.5 NVA 12
19
2.6 M.O.S.T. 12
20
2.7 TMU 13
21
2.8 Toyota’s 3M Model 13
22
23
Chapter 3 Problem formulation 15
24 3.1 Scope of improvement 15

25 3.2 Proposed methodology 15

Chapter 4 Process flow study of engine assembly 16-17
26
line
4.1 Importance 16
27
4.2 Standard Operation Procedure (SOP) 16
28
29 4.3 Data History card and engine 17
build card
4.4 Observations 17
30
Chapter 5 M.O.S.T. Analysis of Engine 18-22
31
Assembly line
5.1 Types of Sequences in M.O.S.T. 18
32
33
5.2 NVA Identification 20

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34 5.3 NVA reduction 22

Chapter 6 3M Model Analysis at Engine 23-35

35
Assembly Line
6.1 8 types of wastes (MUDA) 23
36
6.1.1 Practical implementation of detection 27
37
MUDA
38 6.2 MURA 29

6.2.1 Time Study of Engine Assembly Line 29

39
40 6.3 MURI 34

6.3.1 Proposed changes to overcome Muri at 34

41
different stations.
42 Chapter 7 Calculations 36

43 7.1 M.O.S.T. Calculations 36

Chapter 8 Result and Conclusion 37
44
45 8.1 M.O.S.T. 37
8.2 3M Model 37
46
8.2.1 MUDA 37
47
8.2.2 MURA 37
48
49
8.2.3 MURI 37
Chapter 9 Scope of further enhancement 38
50

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 NVA Non-Value-Added
SOP Standard Operation Procedure
TMU Time Measurement Unit
PRB Powerised Roller Bed
AGV-I Automated Guided Vehicle-I
AGV-II Automated Guided Vehicle-II
3M Muda, Mura, Muri
M.O.S.T. Maynard Operation Sequence Technique
DOWNTIME Defects, Overproduction, Waiting time, Non-used talent, Transportation,
Inventory, Motion, Excess processing.
LH Left Hand
RH Right Hand
FIP Fuel Injector Pump
EGR Exhaust Gas Recirculation
DCNR DC Nut Runner
P Problem
S Solution

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1.1 Organizational Information
1.1.1 Company Overview:
VE Commercial Vehicles Limited (VECV) is a joint venture between the Volvo Group and
Eicher Motors Limited. In operation since July 2008, VECV is multi-brand, multi-division
company comprising of a complete range of Eicher Trucks and Buses, Volvo Buses, exclusive
distribution of Volvo Trucks in India, engine manufacturing and export hub for Volvo Group,
non-automotive engines and Eicher component business. VECV is also constantly introducing
innovative technologies & services, through 9 manufacturing facilities spread across India,
supported by a strong dealership network of over 500 outlets. The company is exporting to over
34 countries and is being recognized as an industry leader in driving modernization in
commercial transportation in India and the developing world.

Volvo Group comes with global expertise, leadership in product technology, well-defined
processes and a brand that is respected all over the world. Eicher Motors is a leader in the Light
and Medium Vehicle segment and brings to the table frugal engineering, considerable after
operations. Together they complement each other and combine their strengths to deliver
effective solutions that favourably impact the eco-system. This partnership has helped
modernized and evolve the industry in India and many other countries with emerging markets.
A multi-brand, multi-division company, backed by innovative products & services, VECV
today, is recognized as an industry leader in CV industry. VECV offers a range of ultra-modern
trucks across 4.9-55T, along with a wide range of safe and efficient buses with seating capacity
of 12- 72 across light, medium and heavy-duty applications.

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The world of commercial vehicles is always on the move, be it new emerging markets, state-of
the-art infrastructure, new policies and the aspirations of customer. And VECV is always ahead
with a continuous transformation of a holistic ecosystem which is based on progressive
thinking, advanced technology and unshakable values.
This keeps VECV miles ahead from the rest.

1.1.2 Pithampur plant:

The plant is located in Pithampur which happens to be the second largest industrial area of the
country followed by Chennai, Tamil Nadu. The plant carries facilities to manufacture Eicher
Trucks and UD Trucks (Japanese truck manufacturing company) along with Research and
Development department where upcoming products are being developed. Apart from these,
Pithampur plant also provides facility for testing manufactured trucks that are ready to be sold.
Following are listed all the department facilities currently operating in the plant:
• Cab trim line.
• Engine line.
• Human resource department.
• Quality department.
• Testing department.
• Maintenance department.
• Storage department.
• Research and development.
• Engine test beds.
• Engine development centre.
• Electric vehicle department.
• Machine Shop.
• Paint shop.
Work culture at VECV Pithampur: “Company culture is the backbone of any successful
organization.” – Gary Vaynerchuck. The above statement seems to accurately fit when one
talks about the work culture at VECV. The employees are immensely talented and have all the
traits to make company reach its maximum potential. The company takes well care of the

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employees and provides more than necessary facilities and perks to their employees. Figure
4.1- Logo of EICHER MOTORS 11 The welcoming nature of each and every individual
employee from a worker to any of the top officials make a better place to learn and thrive.

1.2 Engine assembly line:

Engine assembly line also known as engine line deals with the assembly of various parts of an
engine. Need of an engine assembly line: Engine is considered to be heart of any IC engine
vehicle. Just like any human heart, if any problem arises in engine the vehicle does not function
well and sometimes gets seized. Any kind of defect be it even a defect of extra bore is definitely
not acceptable when it comes to assembling an engine. This is the reason why a dedicated
engine line department is needed at any vehicle manufacturing plant.
Engine assembly line at VECV, Pithampur:
Just like any other engine assembly line, VECV as well has multiple assembly stations which
have their dedicated Standard Operation Procedures to work accordingly. For every type of

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engine in the company portfolio, every station has some specific work content that has to be
completed in a specified time to maintain the production flow.
Life of an engine starts from the machine shop and not on the engine line. The machine shop
produces the engine block, checks for any defect in the block and then sends it to the engine
line. The finished engine block is brought to the assembly line from the machine shop and the
rest of the components are assembled here.

List of Engines assembled at the plant (Engine Variant Matrix)

Here, BS stands for Bharat Stage which is emission norms for road vehicles.
CEV stands for Construction Equipment Vehicles which a norm for vehicles which are
employed in construction and travel off road.
CEV Stage II – These standards are based on the EU Stage I requirements, but also cover
smaller engines that were not regulated under the EU Stage I.
CEV Stage III – These standards are based on US Tier 2/3 requirements. CPCB stands for
Central Pollution Control Board. A CPCB emission norm applies on Non-Auto Genset
(Generator – set).
Auto stands represents that the engine is running on road, while non-Auto implies that it is
running somewhere other than road.

• Engine Serial Number: -

Meaning of serial number terms:

I. E – Eicher
II. 4 – Number of cylinder (6 represents 6 cylinders)
III. 1 – Number of Inlet or Outlet Valves (1 implies 2v/cylinder, 2 implies 4v)
IV. 4 – Emission norm BS4 (3 represents BS3, similarly 6 => BS6)
V. C – Turbocharger with Intercooler present (N => Naturally Aspirated)
VI. D – Diesel Engine

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VII. N – Year code
2010 - A
2011 – B
2012 - C and so on
Letters O and I are excluded because they may cause confusion with numbers 0 and 1.

VIII. A – Month code

January – A
February – B
March – C and so on
Letters O and I are excluded because they may cause confusion with numbers 0 and 1.

IX. 140265 – Engine series

X. E – For Construction Equipment Vehicles
XI. G – For Gensets.

• The engine line was divided into 3 parts/lines:

1. PRB line
2. AGV1
3. AGV2

• PRB line
PRB stands for Powered roller bed. The engine components are placed on rollers which are
driven electrically. The assembly of the engine starts from the cylinder block. It comes from
the supplier.

• Benefits of using a powered roller bed/conveyor.

• The Components is moved by powered rollers, so there is no need of manually moving the
component. Hence human effort is saved.
• Can be split up into zones meaning that each zone can be individually controlled which allows
each zone to only run when an item is present helping in reducing cost and improving
efficiency.
• Can handle heavier loads.

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• Reduces the risk when a motor breaks or the power supply to one zone has stopped, only that
zone will stop and the remainder of the system can carry on.

• Number of stations in PRB line = 10

• Number of sub-assemblies = 13
• Machines = 25
• Quality Gate = 1
• Check Man = 1 (At Quality Gate)
• Line leader = 1

Block comes from Machine shop loaded on belt then different parts are assembled and machine
operation takes place.
1) Engine Identity Number punched by punching machine and Engine Build Card Prepared
also dowel pin fitted (as per model) and Idler Shaft inserted. Engine Build card

2) Inverting the block then loading & unloading it to belt. Thrust plate (Screen spring), coolant
drain plug, taper plug, side Screw, heater plug (cooling jet), oil pressure sensor fitted.
3) Now shell bearing, crank shaft fitted (cell bearing is of cast iron for avoiding friction) &
screw are fitted with a specified torque
4) GT housing (gear timing), rear plate, front cover, oil seal, fan shaft fitted.
5) Now Cam shaft fitted by spraying oil before.
6) Crank Gear, Idler gear fitted.
7) Water pump, water pump housing, TG case (timing gear), fly wheel housing and fly wheel
(over oil seal which rotates propeller shaft) fitted.
8) Now damper pulley, fan pulley, auto tensioner, idler pulley, AC pulley (for AC engine only)
all fitted.
9) Now DCNR (Direct Current Nut Runner) gives a specified torque to fly wheel and damper
pulley nut.

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10) Now the engine is tested at Quality Gate-1.
After Quality gate 1, the engines are lifted and transferred to AGV1 line.

• AGV1

AGV stands for Automatic Guided Vehicles. The idea is to use AGVs instead of typical
physical structures such as floor chain, moving mat, conveyors, and overhead cranes. AGVs
carry the initial product to be produced or assembled along the production line and the operators
or robots will step by step modify, add, transform, thus will add value from the basic product
until the finished product.

• Why AGVs?
AGV1 is used for applications where the engine is required to be rotated to install the parts.
The engine can be easily rotated through AGV1.

• Benefits of AGVs
o Flexibility
► Path flexibility
► New workstations can be added to allow scalability
► Allows line relocation
o AGVs are ready for Industry 4.0, 5.0, 6.o
o Possible to integrate AGV line with other logistics flow
o Improve operator ergonomics and safety

• Stations in AGV1 = 10
• Number of AGVs = 18
• Number of sub-assemblies = 9
• Machines = 27
• Quality Gate = 1

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• Check Man = 1
• Line leader = 1

1) Engine comes from PRB line & unloaded, mounted on a AGV and scanned. A trolley is
attached with the AGV which contains some components to be fitted in the engine.
2) First piston inserted (oil is sprayed before) with an installer. (Piston consists of two setting
rings, one oil ring, connecting rod & its cap. All these parts are assembled at a sub-assembly
station)
3) Now oil pump and oil strainer fitted.
4) FIP (Fuel Injector Pump), crank & cam sensor (with the help of soap solution), engine
number plate, oil cooler (oil filter is fitted along with at sub-assembly) all fitted.
5) Engine comes at Quality Gate-2 and a DCNR tightens screw.
6) After testing oil pan, bracket (for oil pan safety), and feed pump (only for BS3 & BS2) fitted.
7) Now head gasket & tappet fitted and cylinder head dropped.
8) Rocker shaft, lifting bracket (for engine lifting), coolant drain pipe fitted.
9) Now push rod is installed.
10) The engine is now sent to AGV2 line by unloading it from the AGV.

After AGV1 line, the engine is removed from AGV kept on trolley and moved to AGV2line.
Then the engine is lifted and mounted on AGV2.

• Engine Head Assembly (Sub-Assembly)

Head block comes from Machine shop loaded on belt then different parts are assembled and
machine operation takes place.

1. Stem seal press machine (for BS6)

2. Inverting the block then & spring is fitted with valve.
3. Then quarter pin for locking the spring.
4. Now block goes at Oscillation station for testing valve.
5. Next stud, exhaust manifold & injector is fitted (gasket & grease is applied before).
6. Now cover is fitted.
7. Next injector is fitted (only for diesel engines).
8. Checking the injector for leakage.
9. After leakage testing Turbo Charger if fitted.

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10. Now cylinder head is sent to AGV-1 engine head dropping station.
• AGV2
• Stations in AGV2 = 22
• Number of AGVs = 18
• Number of sub-assemblies = 10
• Machines = 10
• Quality Gate = 4
• Check Man = 4
• Line leader = 2

In AGV2 line, the kitting trolley which contains required parts for assembly is attached to
AGVs.

11)After coming to AGV-2 line engine is unloaded and mounted on AGV & tappet setting is
done, cushion rubber & mountings installed. 12) Now alternator, its mounting bracket & its
support bracket fitted.
13) Spark plug (only for CNG), injector sensor (for diesel), coolant head adapter, EGR bracket
& dozing unit installed.
14) Now engine comes at Quality Gate-3. Here inlet manifold & thermostat fitted.
15) Now air compressor & rocker cover (rocker cover rubber seal is installed at the station
simultaneously) fitted, also AC bracket (only for engines with AC)
16) Next power steering, pulley belt, CCV unit (close crank ventilation only for CNG) fitted.
17) Now clutch disk/plate, Dip stick guide, Bosch pressure sensor & clutch cover, common rail
(for pressure pipe) fitted.
18) Next oil separator (for CNG), EGR (Exhaust Gas Recirculation) & its cover, turbo mist
coolant outlet, FIP pipes, Ignition coil (for CNG), pressure pipes fitted.
19) Now turbo coolant inlet, vent line radiator (DAT pipe for coolant supply), Now ESS
(Emergency Signal System), fuel filter (oil filter for diesel),
20) Next compressor inlet & outlet pipe, oil separator, fuel return pipe. 21) Now air compressor,
coolant pipe, oil pipe fitted.
22) Next breather hose pipe, starter motor & its cover fitted.
23) Now harness, alternator power cable & other connections done. 24)Next bracket & O2
sensor (for CNG) fitted.

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25) Now turbo head cover, its oil pipe & O2 sensor for turbo fitted. 26)Next tightening all the
screw left with a specified torque.
27)Now Turbo bend pipe/ TG pipe (for diesel) & its bracket fitted. 28)DAT pipe, NRV (for
CNG) fitted. 29) Heat cover support bracket, turbo hose, tail pipe bracket, hood cover (only for
CNG) all fitted and then engine goes at Quality Gate-4.
After the engine is ready & checked at Quality Gate-4 engine oil is filled. Next rework is done
(if required). Now the engine is sent for engine testing shop. After the engine is tested it comes
again in the engine assembly line for the peripheral assembly.

Engine Peripheral Line

After coming from engine testing, the engine is unloaded and comes in peripheral line.
1. First the fan, spacer, ring for fan (only for fix fan), shroud ring (for export engines only)
fitted.
2. Next the upper & lower hose pipe, then tail pipe (for exhaust), gear bracket, grease nipple,
battery cable, power steering elbow all fitted.
Now the engine is completely assembled and is ready to be assembled in a vehicle/mounted in
a vehicle.
The complete engine is sent to Chassis Assembly Line.

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2.1 Overview
This project was conducted in Volvo Eicher Commercial Vehicles Ltd. situated in Pithampur,
Madhya Pradesh. This project focuses on productivity improvement and work measurement.
Work-study is simple, but one of the most powerful tools to improve the method of work and
establishing the standard times for measuring work performance. Productivity in manufacturing
industry play a vital role in keeping the company alive in this competitive world. VECV is one
of the leading companies which is focusing on the development and implementing new work
methods to make the company lean. Productivity is the maximum vehicles delivered
concerning specific time with maximum utilization of available resources. M.O.S.T (Maynard
Operation and Sequence Technique) study, is a work measurement technique, concentrates on
the manual movements of the objects. M.O.S.T analysis is to find the NVA (Non-Value Added)
activities in the assembly line. Suitable measures like Toyota’s 3M analysis help in
identification of wastes and further prevention of failures. VECV group has been focusing on
and has already evolved to the concepts and trends of Industry 4.0 since long time by
revolutionizing the way company manufactures, improves and distributes their products.
Manufacturers are integrating new technologies, including Internet of Things (IoT), cloud
computing and analytics, and AI and machine learning into their production facilities and
throughout their operations. According to Industry 4.0 factories are equipped with advanced
sensors, embedded software like MES, ERP and robotics that collect and analyse data and allow
for better decision making and efficient production solutions.

2.2 Productivity:
Productivity is a common measure of how well resources are being used or a measure of the
effective use of resources usually expressed as the ratio of output to input. The input elements
in productivity are men, machines, materials, land, capital, energy, etc. and output should be
goods and services. Total productive efficiency is the point at which two conditions are
satisfied: • For any mixture of inputs that will produce a given output, no more of any one input
is used than necessary to produce the output. • Given the mixes that satisfy the first condition,
the least costly mix is chosen.

2.3 Work Study:

This is an important management tool to achieve higher productivity. It is related to human
work, method of doing work and standard of performance. To improve efficiency of
production, an organization needs effective utilization of plant, equipment and labour. This can
be achieved by using work study which studies method and evaluate the performance. It divides
work into smaller elements, studies it, and rearranges it to get same or greater efficiency. Main
objectives of Work study are listed below:
• To suggest a new improved method to reduce the cycle time of the same.
• To improve the relationship between the worker and machine by using proper ergonomic
consideration.

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• Explain the meaning of productive efficiency, and describe the difference between technical
and allocative efficiency.
Discuss the role of productivity measurement in assessing activity improvement.

2.4 Balancing of an Assembly Line:

• Assembly Lines are the manual lines where the performance of each station is determined by
the performance of worker allocated to that station. Since no two workers are alike; therefore,
the production also has to be different. Apart from performance, the allocation of tasks to the
stations are not uniformly distributed maybe because of certain constraints. These imbalances
lead to a loss in the line efficiency of the exiting line at each station so-that, the task allocation
and the precedence are reviewed systematically. The problem is solved by reconfiguring the
line by the way of reallocation of tasks including merging of the functions to create altogether
new stations which may be less than the existing stations.
• Under ideal conditions, the elemental time at each station has to be same. Traditionally, the
products with similar description are processed with different models, providing distinct
options. The aim of line balancing is cost minimization or profit maximization with minimum
resources. In this project, the problem of redesigning the line, which may include retention of
the workers, sweeping changes in layout design or reallocating space for storage. By
reconfiguration the line, it is assumed that line efficiency is to be enhanced either by reducing
the no of stations or by regrouping the cycle times which will maximize the utilization and
minimize blocking starvation problem as far as possible.

2.5 Non-Value-Added activities:

A non-value-added activity is an action taken that does not increase the worth of what is
delivered to the customer. A process improvement study looks for and tries to eliminate these
activities. By doing so, a business can reduce its costs while at the same time increasing the
speed of its processes. For example, a process might include a review or approval step that does
not add value to the end product; if this step can be redesigned or eliminated, the efficiency of
the organization is enhanced. Non-value-added activities can comprise a significant proportion
of the work processes of an organization.

2.6 Maynard Operation Sequence Technique (M.O.S.T.):

MOST is evolved by H.B. Maynard and Co. Inc., Pittsburgh, U.S. in 1970. It is based on
Method Time Measurement and is simplified greatly so as to be understood with a little bit of
training and applied more easily for any job estimation. This new system was brought into
practice in the U.S. in 1975. MOST was designed to be much faster than other work
measurement techniques.

2.6.1 The advantages of M.O.S.T. over other work measurement techniques are:
• Easy to learn and understand.
• Can be applied directly from memory.
• Covered only under 3 sequence models – General Move, Controlled Move & Tool Use.
• Leads to Non-Value-Added activities identification.
• Time can be calculated in advance and rating factor is not required.
• Reduced paperwork and staff for the application; hence economical.
Thus, MOST will help to reduce cost and improve productivity.

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2.6.2 MOST Systems Family:
• Maxi MOST: At the highest level, Maxi MOST is used to analyse operations that are likely
to be performed fewer than 150 times per week. An operation in this category ranges from less
than 2 minutes to more than several hours.
• Basic MOST: At the intermediate level, operations that are likely to be performed more than
150 but less than 1500 times per week should be analysed with Basic MOST. An operation in
this category ranges from a few seconds to 10 minutes.
• Mini MOST: At the lowest level, Mini MOST provides the most detailed analysis. Operations
that are likely to be performed more than 1500 times per week should be analysed with Mini
MOST. An operation in this category may have cycle time 10 seconds or less.

2.7 Time Measurement Units (TMU):

The time measurement unit (TMU) is used as a time unit for MOST analysis.
1 TMU = 0.00001hour = 0.0006 minutes = 0.036 seconds. A typical MOST work sequence
code would look like this: A10 B6 G3 A6 P3 A0.
• Step – 1:
Adds up all the subscript numbers 10+6+3+6+3+0= 28 (the subscript is the MOST index value).
• Step – 2:
Multiple the sum of the index by 10. This answer gives the TMU equivalent
28 x 10 = 280 TMU.
• Step – 3:
Convert to time in seconds,
• 280U *0.036 seconds = 10.08 seconds.

2.8 Toyota’s 3M Model:

What is waste? In relation to Lean Manufacturing, waste is often described as Muda - an
activity, which does not add value to the product. Under Toyota theory, waste is recognized as
all factors, which prevent a company from achieving a perfectly efficient production system.
Toyota recognizes three main types of waste - Mura (engineering unevenness), Muri
(engineering overburden) and already mentioned Muda (engineering waste).

The system was developed by Toyota, for eliminating three production system enemies of Lean
Manufacturing namely, Muda, Mura, & Muri. 3M Model is one of the most important tools in
lean manufacturing used for eliminating waste.

• MUDA:
Waste, can be defined in eight types, 7 defined by Toyota and ‘non utilized skills.’ These are:
Defects, Overproduction, Waiting, Non-used Talent, Transport, Inventories, Motion and
Excess processing. As Mnemonic device, the first letters of these wastes form the acronym
DOWNTIME. There are numerous tools available to identify and remove waste from your
process, which include Poke Yoke, Kanban, Takt Time, SMED and One-Piece flow.

• MURA:
Unevenness, can be found in fluctuation in customer demand, process times per product or
variation of cycle times for different operators. In production environments with low volume,
high product variation, flexibility is more important than in highvolume, low-product variation
environments. When Mura is not reduced, one increases the possibility for Muri and therefore

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Muda. Mura can be reduced by creating openness in the supply chain, change product design
and create standard work for all operators.

• MURI:
Overburden can result from Mura, and from removing too much Muda (waste) from the
process. When operators or machines are utilized for more than 100% to finish their task, they
are overburdened. This means breakdowns when it comes to machines and absenteeism when
it comes to employees. To optimize the use of machines and make sure they function properly,
preventative and autonomous maintenance can be implemented. To prevent overworked
employees, safety should be the focus of all process designs and all standard work initiatives.

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 3.1 Scope for improvement
During the project visit on observation, we found that there can be some modification in the
existing manufacturing processes which may (indirectly) result in increased productivity:
• It was observed that, the engine assembly line was partially unbalanced.
• The engine assembly line had high cycle time.
• Many NVAs were visible.
• Minor problems in the layout were observed.
• There was some scope of manpower reduction.
• There were some visible ‘DOWNTIME’ wastes.

3.2 Proposed methodology:

Get Identification Analyse Balancing Proposal for

acquainted of problem MOST data the line with reducing
with all the and finding for the help of cycle
processes and scope of eliminating 3M model time/manpo
workstations improvements NVA’s and and time wer.
at theassembly (Data knowing idle
line. observation). time.

15 | P a g e
4.1 Importance:
Before moving ahead with the project, being familiar with the Engine Line is necessary. To
execute the project with minimum obstacles, knowing the work content of all the stations in
and out is one of the most important steps. This helps in developing a memory of the activities
being carried out on each station which helps further in identifying wastes. An experience on
the work floor is highly recommended. Thus, before moving ahead with the project each and
every station was carefully observed, notes were made in a proper format with all necessary
points keeping in consideration.

Observing the stations at such a professional environment was not enough. To be more clear,
Standard Operation Procedure (SOP) for the engine E483 BS-III Diesel was prepared. The
outcome of preparing this SOP was helpful in getting familiarized with the assembly line as
well as being able to identify wastes.

4.2 Standard Operation Procedure:

A standard operating procedure is a set of written instructions that describes the step-by-step
process that must be taken to properly perform a routine activity.

SOPs should be followed the exact same way every time to guarantee that the organization
remains consistent and in compliance with industry regulations and business standards.

4.2.1 Benefits of SOP

• To provide people with all the safety, health, environmental and operational information
necessary to perform a job properly. Placing value only on production while ignoring safety,
health and the environment is costly in the long run. It is better to train employees in all aspects
of doing a job than to face accidents, fines, and litigation later.
• To ensure that production operations are performed consistently to maintain quality control
of processes and products. Consumers, from individuals to companies, want products of
consistent quality and specifications. SOPs specify job steps that help standardize products and,
therefore, quality.

16 | P a g e
• To ensure that processes continue uninterrupted and are completed on a prescribed schedule.
By following SOPs, you assist in avoiding process shut-downs caused by equipment failure or
other facility damage.
• To ensure that no failures occur in manufacturing and other processes that would harm anyone
in the surrounding community. Following health and environmental steps in SOPs ensures
against spills and emissions that threaten plant neighbours and create community outrage.

4.2 Data History card and engine build card:

While the engine is in the process of construction a collection of sheets goes along every engine
which carries information about the engine from the components to be installed with their ID
and the nuts, washers, bolts with their part IDs to the engine number and its details. Following
has been shown part of history card (yellow coloured) and the part ID sheet (white coloured).
The ID sheet mentions the location as well of the part, nut, bolt, or washer. they also show some
special instructions for the required engine and it also specifies which part should be fixed in
which workstation clearly.

In the first photo Engine code is mentioned their model, their power, date of manufacture etc.
& in the second picture it is the listing of all parts and bolts going to be assembled on that
particular engine block.
First column shows the main assembly parts ID and in the second column is their respective
parts with the exact quantities then third column shows special instructions for that particular
station. If available and the fourth column specifies the exact quantities of bolts required.

4.4 Observations:
• Lack of sequencing in reality if compared to SOP.
• Few operations were not according to the work distribution.
• The line is highly unbalanced.

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5.1 Types of Sequences in MOST:
M.O.S.T. is a system to measure work, therefore concentrates on the movement of objects. It
has been observed that the movements of objects follow certain consistent repeating patterns;
such as reach, grasp, move, position object etc. In general, the objects can be moved in two
ways, either they are picked up and moved freely through space or they are moved while
maintaining contact with another surface.
For example, a transmission case can be picked up and carried from one end of a workbench
to another or it can be pushed across the top of the workbench.
For each type of move, a different sequence of events a separate M.O.S.T. sequence model is
used. Consequently, three M.O.S.T. sequences are needed for describing manual work:
• The General Move Sequence.
• The Controlled Move Sequence.
• The Tool Use Sequence.

5.1.1 General Move:

The free movement of a studied object in air are explained and categorized under the General
Move Sequence Model. In brief, the General Move model follows the Sequence of GET,
PUT, and RETURN i.e., ABG ABP A.
Each of these parameter A, B, G, and P has its own index value which is determined from the
MOST Data Card.
Parameters:
• Action Distance (A): Movement or actions of the fingers, hands, and/or feet.
• Body Motion (B): Vertical motions of the body or the actions necessary to overcome an
obstruction or impairment to body movement.
• Gain Control (G): All manual motions employed to obtain complete manual control of
objects and to subsequently release that control.
• Placement (P): Actions at the final stage of an objects displacement to align, orient, and/or
engage the object with another object(s) before control of the object is released.

5.1.2 Control Move:

Control Move: The movement of a studied element while it is in contact with surface or
attached with other objects are explained and categorized under the Control Move Sequence
Model. The control 21 move model has sequence of GET, MOVE or ACTUATE, and
RETURN phases i.e., ABG MXI A. Each of these parameter A, B, G, M, X and I has its own
index value which are determined from the MOST Data Card. Parameters:
• A: Action Distance, B: Body, G: Motion Gain Control, M: Move Controlled, X: Process
Time, and I: Alignment.

5.1.3 The Tool Use:

During the assembly or production, the operations of hand tools are explained and
categorized under the Tool Use Sequence. The Tool Use model consists of a Sequence of

18 | P a g e
GET TOOL, PLACE TOOL, TOOL ACTION, PLACE TOOL, and RETURN phases i.e., |A
B G|, |A B P|, |U|, |A B P|, and |A|. For the GET TOOL phase, and the PUT TOOL phase, the
index values are assigned in the same manner as the GET phase in General Move sequence
model. TOOL ACTION PHASE is considered when the operators perform the necessary tool
actions. This phase includes F - Fasten, L- Loosen, C - Cut, S – Surface Treat, M - Measure,
R- Record, and T - Think.

Data Cards for all types of “Moves”

Index Data Card for General Move

Index Data Card for Control Move

19 | P a g e
 Index Data Card for Tool Use (C, S, and M)

Index data Card for Tool Use (F and L)

Index Data Card for Tool Use (R and T)

5.2 NVA identification:

The below table shows the NVA summary for engine assembly line. The steps of each station
of assembly line are mentioned in the table which are having NVAs according to the
M.O.S.T. algorithms.
Content of work is the time (in minutes) which is taken to perform the particular step, but the
main content of work is calculated by the M.O.S.T. software and the difference between both
the time are the losses which are further categorized according to the type of loss
(ABGPMTI). The data has been provided by an agency which visits the plant and records the
present data and observations which becomes an input for the M.O.S.T. analysis.

20 | P a g e
NVA Identification on AGV-II

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 The summation of all the losses is called total loss.
Total losses AGV-II line:
• AGV-II: 37.49 minutes.

5.3 NVA reduction:

LINE SR NO. IMPROVEMENT POINTS
Material Provided on Line Should Be
AGV2 LINE 1 Near to Fitment Location TO Avoid
Excess Walking.
Parts Quality Should Be Checked
2 Before Supply on Line TO AVOID
REWORK
Excess tightening is rework should be
3 Minimized.

Multiple times torquing should be

4 minimized.

Tightening of bolts should be

5 Done only once on line.

For quality purpose at

6 last station, we can check & do
excess
Torquing of all nut & bolts.
DCNR automatic machine for
7 tightening of all bolts which required
multiple checking.

The above table shows the suggested improvements which when applied can eliminate certain
amount of NVAs. These changes are proposed keeping the NVA Summary table in mind.
And these are just proposals.

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6.1 8 types of wastes (MUDA):
The acronym for the types of wastes is DOWNTIME as mentioned above. The wastes are:
• Defects: Defects occurs when the product is not fit for use. This typically results in
either reworking or scrapping the product. Both results are wasteful as they add additional
costs to

Defects
the operations without delivering any value to the customer. Here are four countermeasures
for defects. Firstly, look for the most frequent defect and focus on it. Secondly, design a
process to detect abnormalities and do not pass any defective items along the production
process. Thirdly, redesign the process so that does not lead to defects. Lastly, use standardize
work to ensure a consistent manufacturing process that is defect free.

• Overproduction: Overproduction occurs when manufacturing a product or an

element of the product before it is being asked for or required. It may be tempting to produce
as many products as possible when there is idle worker or equipment time. However, rather
than producing products just when they are needed under the ‘Just in Time’ philosophy, the
‘Just in Case’ way of working leads a host of problems including preventing smooth flow of
work, higher storage costs, hiding defects inside the WIP, requiring more capital expenditure
to fund the production process, and excessive lead-time. Additionally, over-producing a
product also leads to an increase in likelihood that the product or quantities of products

23 | P a g e
 Overproduction
produced are beyond the customer’s requirements.

• Waiting: The waste of waiting includes: people waiting on material or equipment and
idle equipment. Waiting time is often caused by unevenness in the production stations and
can result in excess inventory and overproduction. In the office, waiting waste can include
waiting for others to respond to an email, having files waiting for review, ineffective
meetings, and waiting for the computer to load a program. In the manufacturing facility,

Waiting
waiting waste can include waiting for materials to arrive, waiting for the proper instructions
to start manufacturing, and having equipment with insufficient capacity. Some
countermeasures for waiting include: designing processes to ensure continuous flow or single
piece flow, levelling out the workload by using standardized work instructions, and
developing flexible multi-skilled workers who can quickly adjust in the work demands.
• Non-used talent: Even though it was not part of the Toyota Production System
(TPS), many people are well aware of the waste - the waste of human potential. This waste is
also described as the waste of unused human talent and ingenuity. This waste occurs when
organizations separate the role of management from employees. In some organizations,

24 | P a g e
management’s responsibility is planning, organizing, controlling, and innovating the
production process. The employee’s role is to simply follow orders and execute the work as
planned. By not engaging the frontline worker’s knowledge and expertise, it is difficult to

Non used Talent

improve processes. This is due to the fact that the people doing the work are the ones who are
most capable of identifying problems and developing solutions for them. In the office, non-
utilized talent could include insufficient training, poor incentives, not asking for employee
feedback, and placing employees in positions below their skills and qualifications. In
manufacturing, this waste can be seen when employees are poorly trained, employees not
knowing how to effectively operate equipment, when employees are given the wrong tool for
the job, and when employees are not challenged to come up with ideas to improve the work.

• Transport: Waste in transportation includes movement of people, tools, inventory,

equipment, or products further than necessary. Excessive movement of materials can lead to

Transport
product damage and defects. Additionally, excessive movement of people and equipment can
lead to unnecessary work, greater wear and tear, and exhaustion. In the office, workers who

25 | P a g e
collaborate with each other often should be close together. In the factory, materials necessary
for production should be easily accessible at the production location and double or triple
handling of materials should be avoided. Some of the countermeasures to transportation waste
includes developing a U-shape production line, creating flow between processes, and not
over-producing work in process (WIP) items.

• Inventory: Often times it is difficult to think about excess inventory as waste. In

accounting, inventory is seen as an asset and oftentimes suppliers give discount for bulk
purchases. But having more inventory than necessary to sustain a steady flow of work can
lead to problems including: product defects or damage materials, greater lead time in the

Inventory
production process, an inefficient allocation of capital, and problems being hidden away in
the inventory. Excess inventory can be caused by over-purchasing, overproducing work in
process (WIP), or producing more products than the customer needs. Excess inventory
prevents detecting production-related problems since defects have time to accumulate before
it is discovered. As a result, more work will be needed to correct the defects. In-office
inventory waste could be files waiting to be worked on, customers waiting for service, unused
records in a database, or obsolete files. Manufacturing inventory waste could include broken
machines sitting around, more finished products than demanded, extra materials taking up
work space, and finished products that cannot be sold. Some countermeasures for inventory
include: purchasing raw materials only when needed and in the quantity needed, reducing
buffers between production steps, and creating a queue system to prevent overproduction.
• Motion: The waste in motion includes any unnecessary movement of people,
equipment, or machinery. This includes walking, lifting, reaching, bending, stretching, and
moving. Tasks that require excessive motion should be redesigned to enhance the work of
personnel and increase the health and safety levels. In the office, wasted motion can include
walking, reaching to get materials, searching for files, shifting through inventory to find what
is needed, excess mouse clicks, and double entry of data. Manufacturing motion waste can
include repetitive movements that do not add value to the customer, reaching for materials,
walking to get a tool or materials, and readjusting a component after it has been installed.

26 | P a g e
 Motion
Some countermeasures for motion include making sure the workspace is well organized,
placing equipment near the production location, and putting materials at an ergonomic
position to reduce stretching and straining.
• Excess-processing: Excess-processing refers to doing more work, adding more
components, or having more steps in a product or service than what is required by the
customer.

Excess-processing
In manufacturing this could include using a higher precision equipment than necessary, using
components with capacities beyond what is required, running more analysis than needed,
over-engineering a solution, adjusting a component after it has already been installed, and
having more functionalities in a product than needed. In the office, over-processing can
include generating more detailed reports than needed, having unnecessary steps in the
purchasing process, requiring unnecessary signatures on a document, double entry of data,
requiring more forms than needed, and having an extra step in a workflow. One simple way
to counter over-processing is to understand the work requirements from the standpoint of the
customer. Always have a customer in mind before starting work, produce to the level of
quality and expectation that the customer desires, and make only the quantities needed.
6.1.1 Practical implementation of detection of Muda:
As discussed above, there are 8 types of wastes that comprise Muda. Not all the industries
have all those 8 wastes. The standard way of implementing 3M is by getting familiar with all
the operations and observing wastes. After observing the line, few wastes came out to be
existing on the work floor. Following table shows the wastes present on the Engine Assembly
Line.

27 | P a g e
 List of presence of DOWNTIME

Type of waste Problem and solution Photo

Overproduc P: Engines were overly

tion produced according to the
demand.
S: Production planning and
control should properly be
implemented.

Waiting P1: Glitch in AGV-II made

time the engine assembly line to
wait.

The vehicle was offcentered

from the guided path.
S1: Preventive Maintenance
should be properly carried
out.
P2: Due to unavailability of
dipstick in knitting trolley in
AGV-II made the engine
assembly line to wait.
S2: Supervision should be
properly carried out.

Transportati P: Because of an issue in the

on compressor assembly of a
particular batch of engines.
The whole series of AGV-II
had to carry the batch again
through the guided path to
resolve the issue.

S: Preventive Maintenance
of tools should be done
according to the demand
frequency.

28 | P a g e
Waiting P: Lack of common rail in
time the inventory.

S: Buffer inventory must be

stored.

Motion P: Unnecessary movement

of worker due to inefficient
layout of the station.

S: The changes should be

according to the pictures
which includes addition of a
new cubical raised stand in
LH and the hardware
storage should be shifted to
another spot near towards
the end of the station.

6.2 MURA:
6.2.1 Time Study of Engine Assembly line:
The following table shows the data for Time Study and process flow before and
after our proposal done during the assembly of model E494 which is BS-VI
compliant and runs on diesel. As discussed previously, assembling work on the
Engine Assembly line is carried out on both right-hand side as well as left-hand
side of the engine.

29 | P a g e
 CURRENT ACTIVITY

Station Work {LH} Time Taken(in min) Work {RH} Time Taken(in min) Man power
20 •Engine unloading 02:34 •Roker arm setting 02:33 2
•Attach kitting trolley •Damper pully rotation
•Barcode scan
•Cushion rubber

21 •Alt. mtg bkt C 02:40 •10 Rotation of damper pully 02:05 2

•Support bkt •Check valve lash (0.35mm)
•Alt. mtg bkt on (C)
•Alternator
22 •Apply locite 574 02:52 •Assy breath hose 03:15 2
•Bkt support coolant pipe •Injector wiring harness (tight 8nuts)
•Support Bkt •4 cable straps (on wiring harness)
•Quality check
23 •Thermostat temp. sensor (on Thermostat) 02:43 •2 studs tight 03:04 2
•Thermostat temp. sensor (on oil cooler assy) •Gasket inlet manifold
•Thermostat installation on cylinder head •Inlet manifold
•Thermostat hose and 2 clamps

24 •Gasket Rocker cover 02:40 •Gasket air compressor 01:31 2

•Rocker cover installation (tight bolts) •Air compressor bkt
•Air compressor installation

25 •V-Belt(by pulling auto tensioner 02:45 •Dipstick (with 2 O rings and oil) 04:19 2
anticlockwise) •2 tie clip on dipstick
•Tight both the clamp of thermostat hose •Coolant outlet pipe bkt
•EGR pipe 1 •Coolant outlet pipe
•Oil pressure sensor(on oil cooler) •Power steering pump
•EGR pipe 2
•Bended clip

30 | P a g e
 26 •Clutch plate 04:43 • Common rail with Common rail bkt 03:22 2
•Clutch cover (tight bolts) •5 High pressure pipes
•Bkt of cooler EGR (on exhaust manifold) •Rocker cover plate with 4 bolts
•EGR Cooler install on bkt •1 bolt to engage locking chip
•1 pipe EGR hot side (install with EGR cooler)
•Joining EGR pipe 1 with EGR Cooler
27 • Support bkt 02:47 •2+2 clamp clutch tube with HP 5(with 03:13 3
• tightening of all bolts of EGR pipes bolts)
• EGR side hose • Tightening of hpp
• Tightening of rocker cover plate
•Pull injector harness and installing locking
chip
28 •Banjo pipe assy 03:12 1
• EGR coolant pipe assy
•DAT EGR pipe bkt
•DAT EGR pipe
29 •Cushion rubber 00:34 •Air comp. inlet pipe 02:36 2
•Air comp. outlet pipe
•Fuel leak off pipe
30 • Tightening oil pressure sensor 03:03 •Coolant inlet pipe 01:05 2
•Harness bkt •Oil pipe
31 •Oil hose assembly 02:55 1
• Blow by hose
•Starting motor
32 (LH+RH) 03:28 2
• Electric harness
•Power cable
34 • Oil in adapter 03:32 1
• Oil in pipe
• Gasket
• Banjo bolt

35 •Clamp
•Exhaust band
•Support exhaust bkt
37 •TC inlet hose 02:58 •2 assembly bkt vent line mounting 03:03 2
•Tail pipe bkt •Vent line
•Tight DAT pipe on bkt •Join DAT pipe with vent line

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 PROPOSED ACTIVITY

Work {LH} Time Taken (in min) Work {RH} Time Taken (in min) Man power
20 •Engine unloading 02:34 •Roker arm setting 02:33 2
•Attach kitting trolley •Damper pully rotation
•Barcode scan
•Installing Cushion rubber
21 •Alt. mtg bkt C •10 Rotation of damper pully 02:05 1
•Support bkt •Check valve lash (0.35mm)
•Alt. mtg bkt on (C)
•Alternator
22 •Apply locite 574 02:52 •Assy breath hose 03:15 2
•Bkt support coolant pipe •Injector wiring harness (tight 8nuts)
•Support Bkt •4 cable straps (on wiring harness)
•Quality check
23 •Thermostat temp. sensor (on Thermostat) 02:43 •2 studs tight 03:04 2
•Thermostat temp. sensor (on oil cooler assy) •Gasket inlet manifold
•Thermostat installation on cylinder head •Inlet manifold
•Thermostat hose and 2 clamps
• Tight both the clamp of thermostat hose
24 •Gasket Rocker cover 02:40 •Gasket air compressor 02:55 2
•Rocker cover installation (tight bolts) •Air compressor bkt
•Air compressor installation
• Dipstick
•Coolant outlet pipe bkt
•Coolant outlet pipe

25 • V-Belt (by pulling auto tensioner 03:17 •Dipstick (with 2 O rings and oil) 03:39 2
anticlockwise) •Coolant outlet pipe bkt
• Tight both the clamp of thermostat hose •Coolant outlet pipe
•EGR pipe 1 •Power steering pump
• Oil pressure sensor (on oil cooler) • EGR pipe 2
(preassembled) •Bended clip
• Alt. mtg bkt C •Starting motor
•Support bkt
•Alt. mtg bkt on (C)
•Alternator

32 | P a g e
26 •Clutch plate 03:46 • Common rail with Common rail bkt 03:22 2
•Clutch cover (tight bolts) •5 High pressure pipes
•Bkt of cooler EGR (on exhaust manifold) •Rocker cover plate with 4 bolts
•EGR Cooler install on bkt •1 bolt to engage locking chip
•1 pipe EGR hot side (install with EGR cooler)
•Joining EGR pipe 1 with EGR Cooler
27 • Support bkt 03:18 •2+2 clamp clutch tube with HP 5(with 03:13 2
• tightening of all bolts of EGR pipes bolts)
• EGR side hose • Tightening of hpp
•1 pipe EGR hot side (install with EGR • Tightening of rocker cover plate
cooler) •Pull injector harness and installing locking
•Joining EGR pipe 1 with EGR Cooler chip
• tightening of all bolts of EGR pipes
28 •Banjo pipe assy 03:32 1
• EGR coolant pipe assy
•DAT EGR pipe bkt
•DAT EGR pipe
• EGR side hose
29 • Cushion rubber (scanning and fitting) 00:46 •Air comp. inlet pipe 02:36 1
•Air comp. outlet pipe
•Fuel leak off pipe
30 • Tightening oil pressure sensor 03:03 •Coolant inlet pipe 02:46 2
•Harness bkt •Oil pipe
•Oil hose assembly
• Blow by hose
31 •Starting motor 0
•Oil hose assembly
• Blow by hose
32 (LH+RH) 03:28 2
• Electric harness •Power cable
34 •Oil in adapter 03:32 1
•Oil in pipe
•Gasket
•Banjo bolt
35 •Clamp
•Exhaust band
•Support exhaust bkt
37 •TC inlet hose 02:58 •2 assembly bkt vent line mounting 03:03 2
•Tail pipe bkt •Vent line
•Tight DAT pipe on bkt •Join DAT pipe with vent line

33 | P a g e
 ❖ Anticipated Impacts OF Our proposal

• Reduction of 1 manpower from 21(LH) AGV-2 station by shifting whole work of

21(LH) [alternator mountings] to 25(LH) station.
• Reduction of 1 manpower from 29(RH) AGV-2 station so that idle time of the workers
can be utilized.
• Reduction of 1 manpower from 31(RH) AGV-2 station by shifting work of starter
motor to 25(RH) and.
• Reduction of 1 manpower from 27(LH) AGV-2 station by balancing work from
26(LH)-28(LH)
• Unevenness can be balanced. Burden on the worker working on some stations will be
reduced. The some tasks are shifted. So, the cycle time of some stations will be reduced.

6.3 MURI:
Muri means beyond one’s power, excessiveness, impossible, or unreasonableness. Muri can
result from Mura and in some cases can be caused by excessive removal of Muda (waste)
from the process.
6.3.1 Proposed changes to overcome MURI at different stations:
After observing the engine assembly line few Muri came out to be existing on the work floor,
following table shows the Muri present on the engine assembly line.
Proposed Changes to Overcome MURI

S. MURI Proposed Photos

changes
no.

1. The operator finds Sitting facility should

difficulty in be provided to avoid
reaching to the such overburden.
engine to assemble
clutch assembly.

Before sitting facility

After sitting facility

34 | P a g e
2. Due to Unassembled
inefficientlayout and
of the station assembles
worker has to flywheel
move housing trolley
unnecessarily mustbe shifted
whilecarrying closer tothe sight
heavy loadof assembling
flywheel housing flywheel housing
which leads to atthe sub assembly.
rapidfatigue. Onobservation,
Thu flywheel
s,efficiency housing
decreases. was stored in
excessso we can
place the
unassembled
flywheel
housing
trolley in place of
extra
flywheel
trolley. And
the
assembled
trolley
should be placed to
the right side of
thework station.

3. Unnecessary A foldable chair

standing of can be attached to
workersduring the hardware stand,
idle time at soduring idle times
workstation. at the work station,
the workers will sit
and this will reduce
their unnecessary
fatigue.

35 | P a g e
7.1 M.O.S.T. Calculations:
Calculation of percent of VA and NVA:
AGV-II:
o Current work content: 113.55 minutes
o Lean work content: 75.8 minutes.
o Difference: 113.55 – 75.8 = 37.75 minutes
o Percent reduction of work content: (37.75/113.55)100 = 33.24 %
o VA % = 66.76%
o NVA % = 33.24 %

36 | P a g e
8.1 M.O.S.T.:
Total NVA came to be
• AGV-II: 33.24%

AGV II

NVA
33%

VA
67%

Pie chart for AGV-II

8.2 3M Model:
8.2.1 Muda:
The assembly line performance can be increased by implementing proposed changes
mentioned before.
8.2.2 Mura:
• Few visible unevenness on different work stations were eliminated as mentioned
before.
• Previous cycle time of station 25: 4 minutes 19 seconds.
• New cycle time of station 25 after proposed changes: 3 minutes 39 seconds.
• Previous cycle time of station 26: 4 minutes 43 seconds.
• New cycle time of station 26 after proposed changes: 3 minutes 46 seconds.
• Total manpower reduction = 4 (1 from 21(LH) ,1 from 27(LH), 1 from 29(RH), 1
from 31(RH))
8.2.3 Muri:
The overburden on assembly line can be reduced by applying the proposed changes
mentioned before.

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This project was done during 1.5 month of industrial training, 5 days a week, and 8hrs shift every

day. During the project analysis was done with the help of observation and approximations. Thus,

for the further enhancements: -

• The measures or solutions discussed above can be evaluated accurately after physical

implementation of proposed changes.

• Mathematical analysis can be further confirmed by simulation or help of computer

aidedtools and platforms.

• Depending upon the resources available, new methods can be developed for the

mainpurpose of enhancing productivity of the organization.

• Post operation maintenance practices as well as day to day hurdles in implementing

thesenew technologies can be analysed and tried to be reduced.

38 | P a g e