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Performance Measurment of Ramp Door Manufacturing of M113 Armoured Personel Carrier

A case study report on performace measurement of ramp door manufacturing of M113 Armoured Personel Carrier at Heavey Industries Taxila.

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Nisar Ahmed Rana
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320 views8 pages

Performance Measurment of Ramp Door Manufacturing of M113 Armoured Personel Carrier

A case study report on performace measurement of ramp door manufacturing of M113 Armoured Personel Carrier at Heavey Industries Taxila.

Uploaded by

Nisar Ahmed Rana
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PDF, TXT or read online on Scribd
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HITEC University Taxila

Department of Electrical Engineering

Heavy Industries Taxila


Armored Personnel Carrier Factory
Taxila Cantt

Performance Measurement of
Ramp Door

Nisar Ahmed Rana


[email protected]
1/1/2008
Introduction and Background
This case study was conducted at RAMP DOOR one of the products produced in APC
Factory for M113 APC in year 2008. Ramp door is used in Special Vehicles. The purpose
of the study was to improve manufacturing performance and enhancement of
productivity. At the time of the study FAB shop employed 100 employees. The APC
Factory had turnover around 90 million rupees per year. In the case study different
defects were also discussed which are the barrier in the productivity of the Ramp Door.
During study a survey was carried out in which a structured interview of the supervisor
and worker was carried out. Direct observation of manufacturing plant was also carried
out in a visit of one day.

Objective and Methods


This case study was initiated to study the manufacturing process of ramp door of M113.
Our goal was to increase the performance and thus enhance the productivity. The
company has specified three major objectives to be reached.
 Productivity: Increase the output from production process.
 Efficiency: Increase the effectiveness of the product.
 Quality: Deliver product to the right quality and high degree of excellence
This case study involved some interviews of employees. Also some documents were also
studied. In this case study Overall Equipment Effectiveness is used as tool to measure its
performance and productivity. The reason behind the use of this tool was that we are
dealing with internal business process only. We haven't external customers. So it is most
effective and reliable tool for this case study.
Internal Business Process
Manufacturing Process:
Plates and blocks for Ramp door came from CRD shop and manufacturing process starts
in Fabrication shop. The main manufacturing process of this product is done in this shop.
The process of ramp door manufacturing consists on different steps. The whole process
is given in flow chart below.
In the fabrication shop different plates are fixed in a fixture and welding starts. Ramp
door consists on 1 inner plate 2 side plate and two hinges. 2 spacers are made to
support the outer plate. 2 housing are also made to lock with APC. First of all different
hinges, housings, spacer and two side plates are welded with inner plate. After welding
and cooling it is sent to Press Machine to straighten it and remove any defect.

After this outer plate is fitted in fixture and welded. First of all hinges and spacers of
inner plate are welded with outer plate. On the outer plate one seal ledge is fitted. Then
the outer plate is welded with inner plate. After completing welding process the ramp
door is again sent to press machine for pressing. Then it is sent in CRD shop for drilling.
After that different minor assemblies are fitted and it is sent to door matching which is
also completed in this shop.
Parts of internal door also came from CRD shop and welding process starts in FAB shop.
First the inner plate of the door is fitted in fixture with minor assemblies and welding
starts. Then it is sent to pressing machine. Outer plate is fixed and welded on inner plate
after pressing. After door matching inner door is fitted in Ramp door. After pressing it is
sent for hull matching. If hull matching is successfully completed, Different assemblies
are fitted and welded. Finally it is fixed in hull after final inspection. Stage inspection is
also made by expert quality control staff.
Overall Equipment Effectiveness

Item Data
Shift Length 8 hours = 480 min.
Short Breaks 0 @ 0 min. = 0 min.
Meal Break 1 @ 30 min. = 30 min.
Down Time 15 minutes
Ideal Run Rate 0.0013793
In one day 0.6% of a Ramp Door should be completed. So ideal run
rate per minute should be 0.0013793.
Total Pieces 0.5 pieces
Reject Pieces 0.05 pieces

Planned Production Time


= [Shift Length - Breaks]
= [480 minutes – 30 minutes]
= 450 minutes

Operating Time
= [Planned Production Time - Down Time]
= [450 minutes – 15 minutes]
= 435 minutes

Good Pieces
= [Total Pieces - Reject Pieces]
10% pieces are rejected
= [0.5 – 0.05]
= 0.45 good pieces

Availability = Operating Time / Planned Production Time


= 435 minutes / 450 minutes
= 0.9667 (96.67%)

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


= (0.5 pieces / 435 minutes) / 0.0013793
= 0.8333 (83.33%)

Quality = Good Pieces / Total Pieces


= 0.45 / 0.5 Fuel Cell
= 0.9000 (90.00%)

OEE = Availability x Performance x Quality


= 0.9667 x 0.8383 x 0.9000
= 0.7250 (72.50%)

Comparison with world class OEE:


OEE Factors World Class OEE OEE of Ramp Door

Availability 90.00% 96.67%


Performance 95.00% 83.33%
Quality 99.90% 90.00%

OEE 85.00% 72.50%

Process Improvement
Firstly ramp door was completed in fabrication shop. Outer portion is first completed
then the internal door is completed. After completing they should be sent to pressing.
Then door matching is carried out. After fitment of internal door in Ramp door it is sent
to assembly shop for hull matching and finally fitted in hull.
Results
In this case study performances as well as quality are at low level as compared to
international OEE factors. Performance is at very low level. During study following
factors were identified to have major drawbacks on performance issues.
 High Delay Time: High delay time exists between the requirement and supply of
one shop from other and it is not delivered according to schedule.
 Low Labor Productivity: The value adding time of the operators in the assembly
was at an unacceptable level compared to total time.
 There are some other minor performance losses in the factory which also be
finished.
 The factors which were affecting quality are:-
 Unskillful Workers: When a worker is not properly trained to do a specific job and
he is assigned to do it. He will pay his role in declined quality.

 Negligence of Workers: When a worker is assigned a task or a wrong job and forced
to do it in time. He will not care for quality. Only right job should be for right person.
Conclusion
In our calculated OEE availability is at a good rate in comparison with world class OEE.
Performance and quality are less then the world class OEE. Need is to improve
performance and quality. No manufacturing organization can afford such a big lose in
quality. Performance is also affected by quality.

Quality can only be improved by strict quality control at each stage. If quality is
controlled the performance can automatically increase. Financial losses also occur due
to declined quality. Also skilled worker should be incorporated to do job. Only right
person should do right job. If a person can’t do a job better he should be assigned
another job. One of the reasons in reduction of quality is to increase availability.
Availability is not a big factor as quality is. When a worker is assigned a task and
imposed to do it in time he will not care for quality.

Performance is reasonably affected by quality. When quality is decreased the rate of


work also decreases. The reason behind it is that worker has to spend extra time in its
repair. Also the working process is very slow in the FAB shop. After welding workers
have to wait for a long time for cool down process. Also there is a delay time in each
process. After welding of Ramp door some time they wait for internal door. So there
should be strong co-operation in different shops so delay time can be reduced.

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