BANSILAL RAMNATH AGARWAL CHARITABLE TRUST’S

VISHWAKARMA INSTITUTE OF TECHNOLOGY

(DEPARTMENT OF MECHANICAL ENGINEERING)

AN INTERNSHIP PROJECT REPORT ON

“ISSUE RESOLVING ON COLD PILGER MACHINE LINE FOR

BETTER PRODUCTIVITY”

SUBMITTED BY

VEDANT PRASHANT POHARKAR

(G.R. NO. - 131096, B.TECH. (MECHANICAL), DIV- T, ROLL NO. – 46)

IN THE PARTIAL FULFILMENT OF THE DEGREE OF

‘BACHELOR OF TECHNOLOGY’
(MECHANICAL ENGINEERING)

OF

VISHWAKARMA INSTITUTE OF TECHNOLOGY, PUNE

(AN AUTONOMOUS INSTITUTE AFFILIATED TO THE UNIVERSITY OF PUNE)

UNDER THE GUIDANCE OF

PROF. Dr. S. R. BAHULIKAR, AND

SHAILESH JAGTAP
ACADEMIC YEAR 2018 – 2019 (SEMESTER II)
 Bansilal Ramnath Agarwal Charitable Trust’s

Vishwakarma Institute of Technology

(Department of Mechanical Engineering)

Certificate
This is to certify that the dissertation work entitled “ISSUE RESOLVING ON COLD
PILGER MACHINE LINE FOR BETTER PRODUCTIVITY” carried out by VEDANT
PRASHANT POHARKAR (G.R. Number - 131096, B.Tech. (Mech Engg) is an original
work done by the student in partial fulfilment of the requirements for the degree of Bachelor of
Technology in Mechanical Engineering, under my guidance and supervision during the
academic year 2018 – 19, semester I.

Place: VIT, PUNE Date: 15/05/2019

___________________ __________________

SHAILESH JAGTAP PROF. Dr. S. R. BAHULIKAR

Company Guide, College Guide

Mechanical Engineering Department Mechanical Engineering Department

___________________ __________________

Prof Dr M B Chaudhari

Examiner, Head,

Mechanical Engineering Department Mechanical Engineering Department

1
 ACKNOWLEDGEMENT

I will be failing my duty if I do not express sincere thanks to all those

who directly and indirectly helped me during project,

 SSP Technologies management who give me permission to do project

in their machining shop and SSP Technologies staff members for their

help and knowledge sharing during project.

 Prof. Dr. S.R. Bahulikar, my project guide for encouraging me to

practice the productivity methodology in related areas and their detailed

guidance.

 Dr. Mr. Shailesh Jagtap – MD, SSP Technologies India, Pune for their
help and suggestions for Productivity Improvement.

 Vishwakarma Institute Of Technology Pune, for allowing me to get an

industrial exposure for internship and for such Value Engineering

techniques in syllabus.

2
 ABSTRACT

Productivity can have achieved by minimizing the losses and change in input

material and modification in tooling. Productivity Improvement Techniques

were conducted to increase the productivity of the machine and the component

(tube size). Modification in tooling, input material, lubrication oil is done and

all down time parameters are studied and reduced.

By doing this, the productivity of the component (tube size) was increased.

Productivity improvement is for doing right things better and makes it a part of

a continuous process. Therefore, it is important to adopt efficient productivity

improvement technique so as to ensure individuals and organizations growth in

productivity. Concept productivity is the ratio between output and input. It is a

quantitative relationship between what we produce and we have spent to

produce. Productivity is nothing but the reduction in wastage of resources like

men, material, machine, time, space and capital, etc. It can be expressed as

human effort to produce more and more with less and less inputs of resources so

that there will be maximum distribution of benefits among maximum number of

people.

This project is based on Productivity Improvement Techniques exercise carried

out on cold pilger machine in tube manufacturing industries. This project is

3
carried out with the help of cross functional team from manufacturing, tool

room, maintenance, quality and the design team effectively. Identified various

elements affecting the growth of the productivity of the component (tube size)

and decide the action to reduce the same. On completion of this Productivity

Improvement Techniques, there is a increase in the productivity of the

component (tube size) from 30mt to 60mt on one machine.

4
 CONTENTS

Contents
ACKNOWLEDGEMENT ........................................................................................................................ 2
LIST OF FIGURE ........................................................................................................................................... 8
NOMENCLATURE........................................................................................................................................ 9
Following abbreviations are used during project, .................................................................................. 9
CHAPTER-1 PREAMBLE ................................................................................................... 10
INTRODUCTION ................................................................................................................................ 10
PROBLEM IN HAND: ......................................................................................................................... 11
IMPORTANCE OF THE PROBLEM : .................................................................................................... 11
SCOPE OF THE PROJECT: .................................................................................................................. 11
CHAPTER – 2............................................................................................................................................. 12
INTRODUCTION:-.............................................................................................................................. 12
THE ORGANIZATION ......................................................................................................................... 14
PROCESSES ....................................................................................................................................... 17
FACILITIES ......................................................................................................................................... 19
Patent for ‘Cold Pilegring’ technology: ............................................................................................ 19
Inspection and test facilities: ........................................................................................................... 20
In-house Calibration facility: ........................................................................................................... 20
In-house tool room: .......................................................................................................................... 20
Material handling and packing facility: ........................................................................................... 20
BUSINESS RELEVENT INFORMATION .................................................................................... 21
CONCLUSION ................................................................................................................................ 21
CHAPTER – 3 ......................................................................................................................................... 22
THE PROBLEM IN HAND .................................................................................................................... 22
INTRODUCTION: .......................................................................................................................... 22
DESCRIPTION OF THE PROBLEM: ............................................................................................ 24
DETAILS OF PROBLEM: .............................................................................................................. 24
HISTORICAL PERSPECTIVE ....................................................................................................... 28
CAUSE AND EFFECT RELATIONSHIPS .................................................................................... 28
CRITICALITY OF THE PROBLEM .............................................................................................. 28
CONCLUSION : .............................................................................................................................. 28

5
CHAPTER - 4 ......................................................................................................................................... 30
INTRODUCTION ........................................................................................................................... 30
PRODUCTIVITY ............................................................................................................................ 30
LITERATURE RESEARC .............................................................................................................. 31
CONCLUSION ................................................................................................................................ 34
TYPE OF DATA NEEDED............................................................................................................. 35
THE SOURCES FOR THE COLLECTION OF DATA ............................................................................. 36
CONCLUSION ................................................................................................................................ 38
CHAAPTER - 5

ANALYSIS OF DATA............................................................................................................................ 39
CHOICE OF TECHNIQUES........................................................................................................... 39
CHAPTER - 7 RECOMMENDATIONS ...................................................................................................... 43
BRIEF DESCRIPTION OF RECOMMENDATIONS : ............................................................... 43
EVALUATION OF RECOMMENDATIONS ........................................................................................... 44
PAIRED COMPARISON & DECISION TAKING ....................................................................... 45
SUGGESTED SCHEME OF IMPLMENTATION..................................................................................... 47
CHAPTER – 8 ......................................................................................................................................... 48
INTRODUCTION ........................................................................................................................... 48
a. OVERALL EXPECTED BENEFITS ...................................................................................... 48
Manufacturing cost : ........................................................................................................................ 49
 Machines : ................................................................................................................................ 49
 Manpower : .............................................................................................................................. 49
 Production : .............................................................................................................................. 49
 Quality :.................................................................................................................................... 50
 Delivery :.................................................................................................................................. 50
SUGGESTED SCHEME OF IMPLEMENTATION ............................................................................... 50
CONCLUSION ................................................................................................................................ 50
CHAPTER – 9 ......................................................................................................................................... 51
SUMMARY ..................................................................................................................................... 51
GAINS OF THE STUDY ................................................................................................................ 51
LIMITATIONS OF STUDY............................................................................................................ 51
SCOPE FOR FURTHER WORK .................................................................................................... 51
REFERENCES: ............................................................................................................................... 52
APPENDIX ...................................................................................................................................... 53

6
 LIST OF TABLES

Table 5.2 The source of data collection 36

Table 5.3 Details of constrain 37

Table 6.6 Oil details 40

Table 6.6.1 Trial of results 41

Table 6.6.2 Summary 41

Table 7.1 Reduction percentage 43

Table 7.3.1 Reduction percentage 45

Table 7.3.a Paired comparisons between cross sectional area 45

Table 7.3.b Paired comparisons between mandrel material 45

Table 7.3.c Sample test comparisons statement of improved oil 46

Table 8.2 Production summary 48

Table 8.3 Audit results 49

7
LIST OF FIGURE

FIG 2.1 Machined and finish parts 14

FIG 2.2 Propeller Shaft 16

FIG 2.3 Rocker Arm Shaft 16

FIG 2.4 Hydraulic Cylinder 16

FIG 2.5 Pilgering Process 18

FIG 2.6 Pilgering Machine 18

FIG 2.7 Tooling For Process 18

FIG 2.8 Tooling For Process 18

FIG 3.1 Pilgering Process 23

FIG 3.2 Pilgering Machine 23

8
NOMENCLATURE

Following abbreviations are used during project,

Abbreviation Details

CEW Cold Drawn Electrical Resistance Welded

B Basic function

CFT Cross functional team

FMEA Failure Mode and Effect Analysis

HSS High Speed Steel

IIIE Indian Institution of Industrial Engineering

MIN Minutes

OEM Original Equipment Manufactures

P-Q-C-D-S-M Productivity,Quality,Cost,Delivery,Safety,Morale

QMS Quality Management System

R/M Raw material

S Secondary function

SPC Statistical Process Control

TPM Total Productive Maintenance

9
 CHAPTER-1

PREAMBLE

INTRODUCTION

Productivity improvement is to do with the right things go better and

makes it a part of continuous process. Therefore, it is important to adopt
efficient productivity improvement techniques so as to ensure individuals and
organizations growth in productivity. Productivity is the ratio between output
and input. It is a quantitative relationship between what we produce and what
we have to spend to produce. Productivity is nothing but reduction in wastage
of resources like men, material ,machine ,time ,space ,capital, etc.
It can be expressed as human efforts to produce more and more with lesser
inputs of resources so that there will be maximum distribution of benefits
among maximum number of people. Productivity denotes relation between
output and relationship between output and one or all associates inputs.
European productivity Council states that Productivity is an attitude of mind.
It is mentality of progress of the constant improvement that exists. It is
certainty of being able to do better than yesterday and continuously. It is
constant adoption of economic and social life to changing conditions .It is
continual efforts to apply new techniques and methods. It is a faith in human
progress. In the words of Peter Drucker, “Productivity, means a balance
between all factors of production that will give the maximum output with
smallest effort”.
Therefore, improved productivity means more is produced with the same
expenditure of resources i.e.at the same cost in terms of material, machine
,time or labor, alternatively , it means same amount is produced at the less
cost in terms of material machine time or labor that is utilized.

10
PROBLEM IN HAND:

One of the cew pilger tube size was consistently failed to meet export
customer monthly schedules due to low productivity. Due to fail in customer
schedule achievement customer was facing problem like frequent line
stoppages, material inventory shortage etc. Losses details has been collected
for one quarter to identify problems of failing customer schedule.

IMPORTANCE OF THE PROBLEM:

Result of this problem directly affects the customer. Due to this problem,
customer deliveries can not be achieved 100%. Delivery schedule adherence
which leads frequent customer line stoppage and dis-satisfaction. The importance
of this problem is to make 100% delivery schedule adherence with reduction in
mean time losses, improvement in tooling , minimum investment and effective
utilization of available resources. To achieve this, productivity improvement
techniques are the most effective techniques.

SCOPE OF THE PROJECT:

As discussed above, delivery schedules are consistently failed. Therefore, the
project on “achievement of 100% delivery schedule adherence by
improvements in manufacturing process of cold pilger machine and eliminating
losses and without affecting quality norms”.

11
 CHAPTER – 2

DETAILS OF THE ORGANIZATION

INTRODUCTION:-

SSP TECHNOLOGIES is one of the leading manufactures of precision

quality Electrical Resistance (ERW), Cold Drawing (CEW), and Cold
Pilger (CEW) steel tube industries. And a variety of press fabricated
parts, machine components, welded components and assemblies. SSP
Technology is an ISO/TS 16949 certified company. These are mainly
used in automobile industries.
SSP Technology is producing and supplying automotive tubes for
various auto component manufactures in India and Abroad. This Company
has evolved into a group of companies backed by team of qualified persons.
The Group has manufacturing facilities of Resistance Welded (ERW) and
Cold Drawn Electrically Welded (CEW),Cold Pilger (CEW) Steel Tubes
Locations in Maharashtra (India). The company manufacturers tubes for
Stabilizer Bars (also called as sway bars/Anti roll bar), Hydraulic Cylinders,
Gas Spring, Aluminum Coated Mild Steel . Presently SSP Technology is
manufacturing 2000MT Tubes to supply Automotive Industries in domestic
and overseas market.

Presently SSP Technology is well known for,

 Handling of large volumes and different types of parts with various

types of materials.
 Short product development time and concurrent engineering with

12
 customers.

 In-house tooling manufacturing facilities.

 Reduction of losses by continuous improvement,

Presently SSP Technology is one of leading domestic and overseas supplier of

precision Electrically Resistance Welded (ERW) and Cold drawn Electrically

Welded tubes for automotive and process industry equipment for customers

like Bajaj Auto Ltd., Tata Motors Ltd., Mahindra & Mahindra and Mahindra

Tenneco, American Axle & Manufacturing (AAM), John Deere, Salem steel

(USA), etc. Major customers are manufacturing of,

 Two, Three wheelers and Four wheelers.

 Light commercial and heavy vehicles

 Multi utility vehicles and passenger cars.

 Tractor axles and transmission system.

 Special electrical switchgears.

 Hydraulic and pneumatic system manufacturers.

SSP Technologies team focuses on,

 To be Number 1 in quality and delivery of parts.

 Total focus on customer requirement by proactive approach.

13
THE ORGANIZATION

PRODUCTS

SSP Technology manufactures variety of precision tubes, variety of Press

Fabricated parts, machine components, welded components and assemblies.

These are mainly used by automobile and farm equipment manufacturers. These

products are renowned globally, largely due to their

excellent quantity as well as consistency in meeting customer requirement.

Figure No. 2 : Machined & press parts

14
The customer of SSP’s Component Division include industry leaders like Bajaj,

Tata Motors, Volkswagen and Salem steels in USA. Main products in this sector

go into

1. Swing arm assembly

2. Main stand, side stand

3. Main foot step

4. Pillion foot step

5. Engine mounting brackets

6. Head lamp mounting bracket

7. Brace fender

SSP Technology make tubes for

1. Propeller Shaft

2. Rocker Arm shafts

3. Drag Linkages

4. Stabilizer Bars

5. Hydraulic Cylinders

6. Gas Spring

15
 Figure No 2.2 Propeller Shaft

Figure No 2.3 Rocker Arm Shaft

Figure No 2.4 Hydraulic Cylinders

16
 PROCESSES
Pilger is a cold working process that greatly improves the material grain
structure by reducing large amount of the outside diameter and inside
diameter of pre-existing tube
very quickly. Reduction percentage is high. Cold pilger machines
benefit,

1) High cross section reduction per mass.

2) In cold pilgering process, tube drawn in single pass where as in cold drawn
process
it requires 3-4 passes.

3) Saving in an intermediate process (annealing, pickling, straightening,

Cutting)

4) No process related material loss.

5) Improved product eccentricity.

6) Close diameter and wall thickness tolerances.

7) Excellent surface condition.

8) Improved microstructure.

Cold pilgering include a number of forming steps, located inside the tube is
stationary mandrel which taper in rolling direction .This is attached to a long
mandrel bar which is secured in, and rotated by a thrust block. Two dies form
the tubular stock in the same that the rolling pin rolls out pastry. The two dies
are mounted in a reciprocating saddle.
There drive pinions mesh with two stationary racks, thus the die rotates back and
forth in synchronization with the reciprocating saddle. The saddle is traversed
back and forth by a crank drive in the same way as a piston in the engine of a
motor car. The groove cross-section decreases across the circumference and are
virtually circular. This tapering cross section between the dies and mandrel
reduces both the diameter and wall thickness simultaneously. In the area of two
17
the two dead center position, The dies briefly disengage from the shell within
these end of stroke periods, the shell is advances and rotated.

Figure No 2.5 Pilgering Process Figure No 2.6 Pilger Machine

Figure No 2.7 Tooling for process Figure No 2.8 Die For Process

18
FACILITIES
State of the art manufacturing facility plant located in chakan MIDC area along
with following facilities,

Patent for ‘Cold Pilegring’ technology:

SSP Technology has patented its ‘Low Carbon Welded Tube and Process of
Manufacture’ (Here after ‘Cold Pilgering’ technology). This inventive ‘Cold
Pilgering’ technology developed by the Company to manufacture novel
CEW/DOM tubes leads to quality tubes with enhanced characteristics in a
most energy efficient and cost effective manner.

This process has significantly reduced the energy consumption, materials

wastage and labor cost compared to the conventional draw bench process,
thereby improving the margins. This patent is valid for 20 years.
Conventionally, CEW/DOM tubes are manufactured using draw bench which
involves a number of stages to meet the required specification. However by
employing the patented ‘Cold Pilgering’ technology the number of stages
required to meet the desired specification has been significantly reduced yet
characteristics of the tube are augmented. Products manufactured through this
technology have unmatched quality when compared to products
manufactured through a conventional draw bench process and also possess a
superior surface finish.

19
Inspection and test facilities:
Inspection is carried out in three stages like raw material receipt stage, in-

process stage and pre dispatch stage. For inspection and testing of machined

parts instruments like Micrometer, Vernier Caliper, radius gauge, feeler

gauge, dial gauges and attribute inspection by Snap Gauges, Plain plug

gauges, are supported by advanced testing facilities like,

 Profile inspection

 Metallography

 Spectrometer

 Micro Hardness tester

 Compression Testing

In-house Calibration facility:

In-house calibration facility is available where calibration and periodic
verification of Micrometer, Vernier Caliper, Hardness tester, dial gauges are
carried out.

In-house tool room:

In-house tool room facility is available where design and manufacturing of

tools such Pilger Mandrel are carried out.

Material handling and packing facility:

Machined parts and assemblies are handled equipment’s like conveyor
systems, trolleys& forklifts for in process handling, loading / unloading of

20
raw material, semi finished & finished products so as to prevent damage &
scratch marks. Most care is taken in packing, transportations product.

Metal to metal contact of parts are avoided. Material are packed as per
customer requirement in plastic bags, corrugated boxes, wooden boxes,
plastic crates, trollies etc. all material are identified by tags and locations.

ORGANISATIONAL BUSINESS PROFILE

SSP Technology is involved in manufacturing and supplying Precision ERW

& CEW Tubes and Auto Component to major OEM’s of Automotive and

Electrical sector in domestic and overseas market.

BUSINESS RELEVENT INFORMATION

SSP Technology was opened in year 2000. At that time, it was a private ltd

company. And in the period of 19 years, its growth was tremendously

increased.

CONCLUSION
From above information, it was seen that SSP Technology is a leading

precision tube and components manufacturing company supplying to auto

sectors.

21
 CHAPTER – 3

THE PROBLEM IN HAND

INTRODUCTION:
Pilger is a cold working process that greatly improves the material grain

structure by reducing large amount of the out side diameter and inside diameter

of preexisting tube very quickly.

Reduction percentage is high. Cold pilger mills benefit,

1)High cross section reduction per mass.

2) In cold pilgering process tube drawn in single pass where as in cold

drawn process it required 3-4 passes.

3) Saving in an intermediate process (aneling, pickling, straightening, Cutting)

4) No process related material loss.

5) Improved product eccentricity.

6) Close diameter and wall thickness

tolerances.

7) Excellent surface condition.

8) Improved microstructure.

Cold pilgering include a number of forming steps, Located inside the tube

is stationary mandrel which taper in rolling direction. This is attached to a

22
 long mandrel bar which is secured in, and rotated by a thrust block. Two

dies form the tubular stock in the same that the rolling pin rolls out pastry.

The two dies are mounted in a reciprocating saddle.

Their drive pinions mesh with two stationary racks, thus the die rotates back

and forth in synchronization with the reciprocating saddle. The saddle is

traversed back and forth by a crank drive in the the same way as a piston in

the engine of a motor car. The groove cross-section decreases across the

circumference and are virtually circular. This tapering cross section between

the dies and mandrel reduces both the diameter and wall thickness

simultaneously. In the area of two the two dead center position, The dies

briefly disengage from the shell. Within these end of stroke periods, the shell

is advances and rotated. Both the forward and return stroke are thus utilized

for the forming process. The feed increment and turn angle in two dead Centre

positions can be set according to the tube material and quality requirement.

Figure No 3.1 Pilgering Process Figure No 3.2 Pilger Mach

23
DESCRIPTION OF THE PROBLEM:
Company was unable to complete the Customer monthly requirement due

to the less productivity of the machine. To overcome the same problem,

additional 1 machines required. But another machine of this series was not

available. So for completing the customer schedule productivity of the

machine has to be increased.

DETAILS OF PROBLEM:
LG/50 is a cold pilgering machine. Technical specification of the machine

is produce 30- 50mm tube outer diameter, tube thickness1.8-6mm, stroke

length of the machine 822mm, speed 60-85stroke/min and feed 3-

7mm/stroke. Export Customer requirement of cew pilger tube 38.mm(od) x

6.35 mm (thk) x 5.72 mtrs (length) is around 60MT /month on LG/50

machine, which required average production 2.3MT/day. Based on current

production process machine has produced only 1.13MT/day production .

Machine runs on (process parameter) on speed 50 stroke/min and feed

2mm/stroke, based on this speed feed(cycle time) company has able to

meet 30MT production per month. Company has no second machine

available to complete the load. Due to this, company is unable to complete

the customer schedule. The main constrain to achieve the productivity as

per the machine technical specification is as follows,

1) Cycle time is high, unable to increase the speed and feed of the machine:

Currently, unable to increase speed and feed of the machine due to high cross
sectional
24
 reduction percentage. Currently input material used for this size is 57.15mm

(od) x 6.5mm(thk) x 3.5mtrs (length) based on this input material, more than

40% cross-sectional reduction percentage come for the process. And hence,

the machine runs on

Speed 50 stroke/min and feed 2 mm/stroke and based on this process

parameter cycle,

time of the machine is (0.8kg /min produce) 1.13mt/day and 30mt/month.

And due to this, company is not able to meet the customer monthly

requirement of 60mt.

2) Id marking inside the finish tube:

Currently mandrel (tool) material used is of D2 grade
(carbon 1.5%, Si
0.3%,Cr 12%,Mo 0.8% and V 0.9%). Due to this material grade, if the speed
and feed of machine increases some foreign material deposited on mandrel
(tooling) and id marking come on the tube. Due to this we are unable to
reduce the cycle time of the machine. Also, die (tooling) used is of 57.15mm
x 38.1mm.
3) ID lubrication is not provided presently. Due prolong friction of mandrel
with tube id,

heat is generated and resulting sticking of material deposited on mandrel due

to this we

are unable to increase speed and feed of the machine.

Heat generated during the process:

Excessive heat generated during the process if the speed and feed of
the machine increases.

Currently lubrication oil used is Asian oil AOC 335 having the
viscosity 125 Cst at the temp
of 40degree Celsius.

25
 5) Electric motor trip problem due to high current during process:
Machine having the motor trip problem continuous due to high reduction
percentage. We are currently used the DC motor of current 194amp and
75kw. For increasing the productivity of the machine following thinks will
required to do.

6) To change the current input material size:

New input material required is of 50.8mm(od) x 6.5mm(thk) x 4.02mtr(length)

based on this input material,30% cross sectional reduction percentage come for
the process. And hence the machine run on Speed 60 strokes/min and feed
4mm/stroke and based on this process parameter cycle time of the machine is
(1.6kg /min produce). Mandrel to will be use of the M2 (carbon 0.78-1.05 %,
Chromium 3.75-4.5%, Manganese 0.15-0.4%, Molybdenum 4.5-5.5%,
Phosphorus 0.03max, Tungsten 5.5-6.25, Vanadium 1.75-2.2%) grade
mandrel(tooling) material. Due to this material, foreign material is not
deposited on the material during the processing time and speed and feed of
the machine increased.
Also, die required is of 50.8mm x 38.1mm. Also wants to provide the id
lubrication system at the time of processing. In id lubrication system I will
use hollow mandrel rod. In hollow mandrel rod, at one end mandrel is
connected near mandrel small hole is done and at other end coupling is fitted
and oil flow provided to it.
Due to this, the inner portion of tube is lubricated and
wear/friction/heat generation reduced. Speed and feed increased. Also,
will use the modified oil of Asian AOC335P grade. Using this, oil

26
viscosity of the oil is maintained 85-90 Cst at 40 degree Celsius
temperature. Due to this, oil does not get thick and lubrication at the time
of process will be proper.

After certain modification in input material, tooling (mandrel),

reduction percentage during processing the current goes down to
150amp.And due to this, load on motor decreases and motor will not trip.

27
HISTORICAL PERSPECTIVE

To overcome this problem lot of process modifications and alternatives are

tried out, but some are partially successes and some trials are failed.

CAUSE AND EFFECT RELATIONSHIPS

To overcome above problem we have conducted detailed analysis of all

related Man, Machine, Method, Material by Productivity Improvement

technique. We identified all major causes / losses and their effect on this

product.

CRITICALITY OF THE PROBLEM

Because of this problem we are unable to achieve 100% delivery schedule

which directly results customer’s line stoppage and zero inventory also we

are going to loose business. The importance of this problem is to make 100%

delivery schedule adherence with minimum investment and effective

utilization of machine. To achieve this Productivity Improvement

Techniques is most effective technique.

CONCLUSION :
Productivity Improvement Techniques exercise will be conducted in

above process and other possible areas of improvements, to achieve

cost effective part with 100% delivery adherence, by selection of

suitable improvement from various alternatives.

28
We defined cross functional team that possesses required expertise

appropriate to the requirement of the problems under study, first all

individual team members given Productivity Improvement awareness

training, Various alternatives will be identified by brainstorming of

cross functional team members from operation, quality, tooling,

drawing and design, purchasing functional areas.

29
 CHAPTER - 4
RELEVANT LITERATURE REVIEW

INTRODUCTION
During existing literature review we tried to identify gaps in existing

literature which we reviewed and reviewed current knowledge available in

this topic, ultimate goal to review of literature is to bring up to date with

current literature available on this subject and explained what we are going to

do apart from explained in existing literature.

PROBLEM FORMULATION

PRODUCTIVITY
In general, productivity is often defined as a measurement of output

relative to an input. At lower levels, various methods are used to track

productivity performance and identify opportunities for productivity

improvement, but there is still a wide gap between productivity

measurement and managerial behavior. The output can be any outcome

of the process, whether a product or service, while input factors consist

of any human and physical resources used in a process. It follows that,

in order to increase productivity, the system must either produce more

or better goods from the same resources, or the same goods from fewer

resources Stated differently, productivity improvement refers to an

increase in the ratio of produced goods or services in relation to

resources used.

30
 As the foregoing discussion indicates, , the concept of productivity refers to a

purely physical phenomenon and must therefore therefore be defined as one,

despite the difficulty that even such definition imposes for the measurement

of different quantities that do not correspond to the same standard.

Productivity is closely related to the use and availability of resources as well

as to

value creation. This means that a company’s productivity is reduced if its

resources are

not properly used or if there is a lack of resources. Accordingly, an increase in

productivity is characterized by a shift of the production function and

consequent change to the output/input relation. The formula of total productivity is

normally written as follows

Productivity= Output / Input

According to this formula, changes in input and output have to be measured

inclusive of both quantitative and qualitative changes in practice, quantitative and

qualitative changes take place when relative quantities and relative prices of

different input and output factors alter.

LITERATURE RESEARC

Productivity measurement

Put simply, productivity measurement is the quantification of both the output

and input resources of a productive system. The intent is to come up with a

quantified monitoring index. The goal of productivity measurement is

31
productivity improvement, which involves a combination of increased

effectiveness and a better use of available resources. While productivity can

be given the sort of shorthand definition as the ratio between output and input,

what productivity really is as well as how it can be measured has always

provoked a great deal of controversy among experts. In essence, it can be

said that the measurement of productivity is only simple conceptually. In

practice, however, both measurement of outputs and inputs involves

aggregation problem, and this problem alone has situated productivity

measurement in the realm of complexity. For example, the question of how to

aggregate different products that do not have constant quality or

characteristics constitutes the veil to be removed from output measurement. In

the same vein, the problem of how to aggregate the different types of inputs

into a well-defined composite unit remains a critical one on the side of input

measurement. The ideal productivity formula for clothiers is given below

(kuruppu, 1994).

Strategy for productivity improvement

According to Bheda’s , a Strategy for productivity improvement research the
eight final recommendations for productivity improvement are summed up as
follows (Bheda, 2009)

Strengthen work measurement and methods improvements:

Works study and industrial engineering practices need to be strengthened in

apparel factories. The dependence on past time standards must give way to

32
 scientific work measurements and method improvements. Factories could

gradually wove towards a fully developed industrial engineering department.

Initiate supervisor and manager training:

A study of the factors associated with productivity levels clearly

establishes that the factory management must adopt modern practices to

achieve higher productivity

Setup operations and training cell:

It is absolutely essential to start an in house operator training program for skill

as well as work culture, so that the operators are made aware of how to

achieve world- class performance

Strength quality system: It is important that factories implement quality

systems for the total organization. The aim should be to eliminate rejects and
to reduce repair levels substantially.

Strategic technology upgrade:

Technology level has shown significant positive correlation with productivity.

Factories need to use more specialized machines in spreading, cutting, sewing,

and finishing areas. It is important that the factories draw up a strategic plan

for the technology up grading.

Introduce productivity measurement systems:

After implementing the above stated recommendations for productivity

improvement, the factory should be ready to implement productivity

33
measurement and comparison systems. This will help the factory to record,

measure and communicate performance at different levels as to provide

data for internal and external benchmarking

CONCLUSION
During relevant literature review we find different vision through
Productivity Improvement technique to solve the problem by systematic
identification and elimination of unnecessary costs along with better
performance and quality

34
 CHAPTER – 5
DATA COLLECTION AND ANALYSIS

TYPE OF DATA NEEDED

We use GENERAL PHASE methodology for this data identification, and

following type of data identified,

Productivity Improvement awareness : To implement productivity

Improvement methodology we first verify all the losses in the existing condition.
We first introduce Productivity Improvement concept with training to key
personnel, also they aware with all details problem selected for Improving the
productivity.

Team formation : To form team for Productivity Improvement we reviewed

knowledge and expertise in the technical field of study and a solid background

in the principles of Productivity Improvement, along with these qualities we

reviewed personality, self- organization, cooperative attitude, experience etc.

These are reviewed with the help of Vice President. Team members selected

from all relevant functions like operation, quality, tooling, purchase, drawing

& design and quality system.

Loss details : First team decided to collect All the facts. Hence all present

losses available in the production of tube size are collected. From supporting

details team identified due to following major reasons / losses production stop.

35
 THE SOURCES FOR THE COLLECTION OF DATA
As decided data needed above team decided following sources for collection

of data, Table No. 5.2 : The sources for the collection of data

Sr.nos. Data needed Source for data collection

1 Productivity awareness in 1. Past training record.

organization 2. Employee competence History card

3. Discussion with TPM Coordinator

and HR Mgr.

2 Team formation 1. Past training record.

2. Employee competence History card.

3. Details of past training conducted

like Kaizen, why-why analysis,

problem solving etc.

4. Discussion with TPM co-coordinator

and HR Manager, Vice President

3 Loss details 1. Production stoppage detail

2. Less Cycle time.

3. production efficiency report,

4. Tooling data

5. Operator competency study

6. Raw material, Tooling details.

36
THE DETAILS OF THE DATA COLLECTED

To collect this data we use INFORMATION PHASE methodology defined in

Productivity Improvement.

Productivity Improvement Team used above source and taken concern

person’s help to collect data for analysis, during this data collection lot of data

received from SAP / ERP system.

Table No. 5.3 : Detail of Constrain

Sr. No. Details of constraint

1 Reduction Percentage 45%cross sectional

high. area

2 Cycle time High 0.8 kg/min

3 ID marking problem Inside tube finish

Refer above details major constrain is Cycle time High hence team decide to

collect detailed machine, process and tooling related information and

following details found, Input material used for the size is 57.15 x 6.5 due to

this cross sectional reduction percentage high 45%. Tooling Used as per the

raw material size is die size 57.15 x 38.10 and mandrel used is 42.15 x 25.34

mm. Existing Oil used as lubrication is AOC 335. Existing Mandrel (tooling)

material used is D 2 grade.

37
5.5 CONCLUSION
All data collected like loss details, list of functions, are discussed within team

member, and decided to use analyze the same as next phase.

38
 CHAPTER – 6

ANALYSIS OF DATA

CHOICE OF TECHNIQUES

During this phase we decided to use step by step phase wise job plan approach
defined in a highly potent and powerful management technique created to effect
IMPROVEMENTS i.e. Productivity Improvement hence, we have gone
following phases throughout the study and problem solve.

IMPLEMENTATION PHASE

For increasing the productivity of the machine following thinks will

required to do.

To change the current input material size. New input material required is of

50.8mm(od) x 6.5mm(thk) x 4.02mtr(length) based on this input material,30%

cross sectional reduction percentage come for the process. And hence the

machine run on Speed 60 stroke/min and feed 4mm/stroke and based on this

process parameter cycle time of the machine is (1.6kg /min produce).

Mandrel will be use of the M2 (carbon 0.78-1.05 %,chromium 3.75-

4.5%,manganese 0.15- 0.4%,molybedium 4.5-5.5%,phosphorus 0.03max,

tungsten 5.5-6.25,vanadium 1.75- 2.2%)grade mandrel(tooling) material.

Due to this material foreign material is not deposited on the material during the

processing time and speed and feed Of the machine increased.

39
Also,die required is of 50.8mm x 38.1mm.

Also wants to provide the id lubrication system at the time of processing. In id

lubrication system, we will use hollow mandrel rod. In hollow mandrel rod at one
end mandrel is connected to the rod and near mandrel small hole is done and at
other end coupling is fitted and oil flow provided in that. Due to this the inner
portion of tube get lubricated and wear/friction/heat generation reduced. Speed
and feed increased. And downtime reduced.
Existing pilger oil used was AOC335. During the pilger process, the oil which is

in circulation comes in contact with the soap coating and gets contaminated, this

continuous process increased the viscosity of the oil. The original oil viscosity is

125 CST at 400 C (centistokes-units to measure viscosity of oil), on checking the

viscosity of the oil from the machine it was found to be 190-200 CST at 400 C.

Need for improvement pilger oil

Improvement pilger oil AOC
Specification Pilger oil AOC335 335P
Viscosity @ 40C 120-130 cSt 85-95 cSt
viscosity index 90-95 105-110
Flash Point 190C 240C
Density @30C 88 0.856
Specific heat generated 1.7KJ/KgC 2.18KJ/KgC
Coefficient of friction 0.062 0.031
Corrosion @100C for 3hrs 1A 1B
Dosage of EP additives Mild Heavy
Four ball load test ASTM
D2783 weld at 315kg load no welding at 400kg load
Table No. 6.6 : Oil Details.

Both oils are free from sulphur and chlorine. Trial of new pilger
oil was started on pilger machine and oil tested periodically fot its
viscosity. Specific gravity and depletion of additives through load test
per the ASTM D2783.
Sample Test-Comparison Statement of Improved Pilger Oil.

40
 2nd 3rd
Parameter Fresh Oil Ist sample sample sample

Ist day 15 days 15 days 15 days

Viscosity @ 40C,cSt 95cSt 103cSt 105cSt 105cSt

Density@ 30C 0.87 0.87 0.87 0.87
Speed 1770RPM Average

Duration 10second Wear Scar

Temp Room temp. in mm

Load in kg-126kg 0.486 1.4 1.55

160kg 0.95 1.49 1.56 1.7

200kg 1.08 1.65 1.7 1.91
250kg 1.54 1.81 1.86 2.22
weld weld
315kg 2.24 1.94 point. point.

Table Nos.6.6 .1: Trial Results

Both oils are free from sulphur and chlorine. Trial of new pilger oil was
started on pilger machine and oil tested periodically fot its viscosity.
Specific gravity and depletion of additives through load test per the
ASTM D2783.
Sample Test-Comparison Statement of Improved Pilger Oil.
Advantages of new Pilger:

Oil will not be contaminated due to soap coating and will not thicken up, Less

viscous oil will dissipate heat faster; thus improving tool life, Avoids damage

to the bearing due to lumps formation, Good surface finish of the tube, Less

sludge formation, No foaming in circulating tank.

41
 After certain modifications in input material, tooling (mandrel), reduction in

percentage is less during processing and hence the current goes down to

150amp.

Conclusion:
By doing all these above actions, productivity of the LG/50 machine
increases double the existing production i.e.2.37 MT / day and 61 MT /
month the customer schedule completed. Also the tool life increases and
cost decreases.

42
 CHAPTER - 7

RECOMMENDATIONS

BRIEF DESCRIPTION OF RECOMMENDATIONS :

As we decided to reduce the cycle time (increasing speed and feed ) of the

machine, we used Creative Phase Methodology defined in the Productivity

Increment. During this, lot of brain-storming sessions are conducted to

generate ideas, combine or re-arrange them to provide different ways to

accomplish basic functions, during this brain-storming sessions, we found

many basic root causes. Percentage cross sectional reduction during the

process is high, heat generation during the process is high. Here the CFT

team decided to work on this and reduced the reduction of the process and

heat generation. We identified various ideas/recommendation out of various

ideas, we found following suitable Cross sectional reduction percentages

which are high during the process due the current input material used.

Table Nos.7.1: Reduction Percentage

Cross-sectional
Size Reduction

Current 57.15 x 6.5 45%

Input

Proposed 50.8 x 6.5 30%

Input

43
Heat generation during the process is also high to reduce the heat generation

during the process. We provide the ID lubrication (see the fig.6.2) to reduce the

heat generation. Existing oil used during the process having high viscosity due to

this, I have taken the different trials of the oil. Existing oil used during the

process is AOC335 and recommended oil is AOC335P. In tooling, the mandrel

material used is of D2 grade material and I have recommended M2 grade

material.

EVALUATION OF RECOMMENDATIONS

For this, we use evaluation phase methodology suggested in Productivity

Improvement, during this phase, the quantity of ideas generated in creative

phases are judged, refined and combined as per requirement, to determine how

each of these ideas can be utilized to accomplish the needed function and

fulfill its criteria. To evaluate above three alternatives the team selected

evaluation criteria are as follow:

A. Cross sectional reduction during process is high.

B. Heat Generation during the process is high.

C. Tooling material.

D. Cycle time of the machine is high.

44
 PAIRED COMPARISON & DECISION TAKING
In paired comparison ranking is simplest form of evaluation. Here it is
decided that criteria II is better than criteria .Cross sectional reduction
during the process is as follows

Table Nos.7.3:1 Reduction Percentage

Cross-sectional
Size
Reduction

Current Input
57.15 x 6.5 45%
material
Proposed Input
50.8 x 6.5 30%
material

Tooling Graph No. 7.3(a): Table Paired Comparison between Cross sectional
Area

Table No. 7.3(b) Tooling used(mandrel material used) Paired Comparison

mandrel material.

Carbon Chromium Manages Molybdenum Phosphorous Tungsten Vanadium

D2 Grade
Material
M2 Grade
0.78-1.05 3.75-4.5 0.15-0.4 4.5-5.5 0.03 max 5.5-6.25 1.75-2.2
Material

45
Excessive heat generation during the process due to the pilger oil for this

different trial of pilger oil was conducted and finally AOC335P pilger oil is

selected. Due to this, excessive heat is not generated.

Table No. 7.3(c): Sample Test-Comparison Statement of Improved Pilger Oil

Parameter Fresh Oil Ist sample 2nd sample 3rd sample

Ist day 15 days 15 days 15 days

Viscosity @ 40C,cSt 95cSt 103cSt 105cSt 105cSt

Density@ 30C 0.87 0.87 0.87 0.87

Speed 1770RPM Average

Duration 10second Wear Scar

Temp Room temp. in mm

Load in kg-126kg 0.486 1.4 1.55

160kg 0.95 1.49 1.56 1.7

200kg 1.08 1.65 1.7 1.91

250kg 1.54 1.81 1.86 2.22

315kg 2.24 1.94 weld point. weld point.

400kg weld point. weld point.

46
 SUGGESTED SCHEME OF IMPLMENTATION

As per decision, recommendations I have given :

The input material of size 50.8 x 6.5 mm, Tooling (mandrel) material used is

of M2 grade, ID lubrication should be provided during the process and for the

heat generation, lubrication oil existing is to be changed. Instead, AOC335P

type lubrication pilger oil is to be used.

Due to above changes, cycle time of the process will be reduced and the

Productivity if the machine will increase.

47
 CHAPTER – 8

DISCUSSION OF THE RESULTS

INTRODUCTION
In order to validate the expected results achieved, an audit of Productivity

Improvement is conducted through team and an independent authority.

During audit, all activities are verified as per decided Productivity

Improvement plan and results in Productivity-Quality-Cost-Delivery-

Safety-Morale (PQCDSM). Here we used Audit Phase methodology

suggested in Productivity Improvement.

OVERALL RESULTS OF THE PROJECT

Results of project are measured in following criteria’s,
1. Cycle Time of the process reduced.
2. Out put per machines increased
3. Down time reduced.
4. Tool Life increased.

Production Of the Machine

Table Nos.8.2: Production Summary
Prod. before
Improvement Prod After Improvement
Month Dec- Jan-19 Feb-19 Mar-19 Apr- May-
18 19 19
Production in MT 30 30 48 60 60

a. OVERALL EXPECTED BENEFITS

Following benefits are received as per decided criteria’s, Here benefits are

compared are as follow:

48
 Table No.8.3:Audit Results

Results After
Previous
Improvement
50
Strokes 60 strokes/min
strokes/min
Cycle Time 2
Feed 4 mm/strokes
Machine mm/strokes
Out put 0.8 kg/min 1.6 kg/min
Monthly
30 MT 60 MT
Production
Values in
21,00,000 42,00,000
Rupees
Machines Req.
to complete 02 01
schedule

Manufacturing cost :

Before the improvement, monthly output of the machine was 30MT which

Values in Rs.21,00,000. After After improvement, output of the machine is

60MT which values in Rs.42,00,000.

 Machines:

On one machine, customer monthly schedule is achieved. No need of

additional machine required.

 Manpower:

Proposed recruitment of manpower saved.

 Production:

Production quantity increased by 1.3 MT per day.

49
  Quality:

Defects like ID marking, surface defect zero, outer diameter undersize,

outer diameter oversize reduces and overall yield increased by1%.

 Delivery:
100% delivery performance achieved and sustained.

 Morale:

Operator fatigue eliminated due to one touch concept during tool

change. Previously, operator has to remove the mandrel whenever the
material used to get deposited on mandrel.

SUGGESTED SCHEME OF IMPLEMENTATION

Discussed in above chapter.

CONCLUSION
Results are monitored in terms of P-Q-C-D-S-M and successively
achieved. Hence, team identified other parts from same part family
for horizontal deployment.

50
 CHAPTER – 9

CONCLUDING REMARKS
SUMMARY

Systematic way to solve problem by Productivity Improvement Techniques is

useful to overcome any problem during our day to day work, hence we use

same to avoid such situation and we succeed in the same.

GAINS OF THE STUDY

Productivity of machine is drastically increased from 1.13mt/day to

2.3mt/day. Also the quality of the product improved, in the same way 100%

delivery performance achieved. Also during this project VVperiod I learnt

detailed Productivity Improvement techniques and problem solving.

LIMITATIONS OF STUDY

Initial investment for inserted tool is comparatively high, hence effective for
mass production parts.

SCOPE FOR FURTHER WORK

We have identified and planned similarly where the reduction

percentage is high during the process where the cycle time should be
reduced and the productivity improved

51
REFERENCES:

S. Huang, J. Dismukes, J. Shi, Q. Su, M. Razzak, R. Bodhale and D.

Robinson, “Manufacturing Productivity Improvement Using Effectiveness

Metric and Simulation Analysis,” International Journal of Production

Research, Vol. 41, No. 3, 2003, pp. 513-527.

doi:10.1080/0020754021000042391

• D. Sumanth, “Productivity Engineering and Management,” McGraw-Hill,

New York, 1994.

• A. Gunasekaran, A. R. Korukonda, I. Virtanen and P. Yli-Olli, “Improving

Productivity and Quality in Manufacturing Organizations,” International

Journal of Production Economics, Vol. 36, No. 2, 1994, pp. 69-183.

doi:10.1016/0925-5273(94)90022-1

• R. Mayer, “Production of Operations Management,” 3rd Edition,

McGraw-Hill, New York & London, 1975, pp 516-517.

• R. N. Mefford, “Increasing Productivity in Global Firms: The CEO

Challenge,” Journal of International Management, Vol. 15, No. 3, 2009, pp.

262-272. doi:10.1016/j.intman.2008.12.004

52
APPENDIX

i) Productivity = Output / Input

ii) Tool change time = actual tool change time x no. of times tool changed. III
: Total tool change time
iii) Total tool change time = summation of tool change

times iv) Efficiency = (actual outputs/ Std outputs)

x 100

53