Amc manufactures cnc turret punch press machine days
One of the major problems an organization has to face during its establishment and growth period as well is to establish an effective time management model which ensures maximum output from employee keeping in mind his satisfaction level which will provide mutual benefit. The project fits well in Mechanical fields, as this is the basic concern of industrial engineering and manufacturing power can’t be increased until each and every employee works with full dedication.
My project is to analyze the workers involved in the manufacturing of CNC turret punch press machine. From the very beginning of the machine manufacturing I have been assigned a worker to inspect on. I have to track him right from he arrives in the company, whatever he do during production time and to record every 5 minute analysis on a data sheet (attached).
We are assigned our project on the study of worker during the manufacturing of CNC Turret Punch Press machine.
On an average, AMC manufactures a CNC turret punch press machine in 22-25 days, depending upon the demand of company.
Essentials of time study: -
An accurate specification of where the job begins and where it ends, and of the method by which it is to be carried out including detail of material ,equipment, condition, etc.
A system of recording the observed time taken by worker to do the job while under observation.
Standard time: -
under the specified method and machinery’s
by an operator, able to do the work in proper manner
Basic time is the time required to perform a task by a normal operator working at a standard pace with no allowance or personal delay unavoidable delays or fatigue .
Table showing Data sheets results
Pie Diagram
The above plot shows the variation in productive time with the days passing. It was expected and indeed we were told in the beginning that the productive time reaches its top values during the halfway of manufacturing period. It is also clear from diagram. Also as the machine comes to finish line, theirs is less human work left on it, so the graph is decreasing at the end.
This cumulative graph summarizes all the data. In the middle, at high productivity time, the manageable and waste time curves are at their lowest positions.
| Time in min. | ||||||
| Day no. | Store | Sup. Office | Design | M/c shop | Fab shop | Gate |
| 1 | 85 | 15 | 0 | 10 | 0 | 0 |
| 2 | 65 | 40 | 0 | 0 | 0 | 10 |
| 3 | 35 | 15 | 70 | 0 | 0 | 25 |
| 4 | 45 | 10 | 30 | 0 | 5 | 25 |
| 5 | 105 | 0 | 50 | 0 | 0 | 40 |
| 6 | 55 | 25 | 0 | 10 | 0 | 10 |
| 7 | 20 | 165 | 0 | 40 | 0 | 20 |
| 8 | 45 | 20 | 0 | 5 | 0 | 15 |
| 9 | 20 | 25 | 0 | 25 | 0 | 35 |
| 10 | 55 | 0 | 0 | 0 | 0 | 0 |
| 11 | 45 | 5 | 5 | 0 | 0 | 0 |
| 12 | 30 | 45 | 0 | 0 | 0 | 0 |
| 13 | 60 | 40 | 0 | 25 | 0 | 10 |
| 14 | 0 | 30 | 65 | 0 | 0 | 45 |
| 15 | 55 | 15 | 10 | 15 | 0 | 5 |
| 16 | 70 | 10 | 0 | 0 | 0 | 15 |
| 17 | 15 | 10 | 45 | 20 | 20 | 0 |
| 18 | 55 | 25 | 0 | 25 | 0 | 0 |
| 19 | 0 | 50 | 45 | 25 | 45 | 0 |
| 20 | 45 | 35 | 0 | 20 | 0 | 10 |
| 21 | 40 | 0 | 10 | 0 | 0 | 0 |
| 22 | 70 | 20 | 130 | 40 | 0 | 0 |
| Average time (Min.) | 46.13636364 | 27.27273 | 20.90909 | 11.81818 | 3.181818 | 12.04545 |
By connecting the manufacturing site with the store using internal phones.
By installing a transport system like a conveyer belt system.
After managing the manageable time, we get
The Pie diagram converts as
= 52.71 %
Efficiency, if managed = 285 x 100/464
Keeping in mind the observational sheets, I suggest:
It was observed that when manager or supervisor passes through, the worker quits talking or resting and start doing his work. So an invigilator is must to keep workers on their jobs and to check the waste.