A REPORT

ON

CCF AND MMF IN PAW PATROLLER ASSEMBLY LINE

BY

Names of the Students ID. Nos

Kanishk Katara 2017AAPS0416H

Manthan A. Bhosle 2017A3PS0543H

Prepared in partial fulfilment of the

Practice School-I/II Course

AT

Funskool India Pvt Limited (GOA)

A Practice School-I station of

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

JUNE, 2019

1
 A REPORT
ON

CCF AND MMF IN PAW PATROLLER ASSEMBLY LINE

BY

Names of the ID. Nos Disciplines

Students

Kanishk Katara 2017AAPS0416H Electronics and Communication

Engineering

Manthan A. Bhosle 2017A3PS0543H Electrical and Electronics

Engineering

Prepared in partial fulfilment of the

Practice School-I/II Course

AT

Funskool India Pvt Limited (GOA)

A Practice School-I station of

BIRLA INSTITUTE OF TECHNOLOGY & SCIENCE, PILANI

JUNE, 2019

2
BIRLA INSTITUTE OF TECHNOLOGY AND SCIENCE

PILANI (RAJASTHAN)
Practice School Division

Station: Funskool India Private Ltd. Centre Goa

Duration: 52 days Date of Start: 22/05/19
Date of Submission: 21/6/19
Title of the Project: CCF and MMF in Paw Patroller assembly line

Student’s Details:
Kanishk Katara/2017AAPS0416H/Electronics and Communication Engineering
Manthan A. Bhosle/2017A3PS0543H/Electrical and Electronics Engineering

Name of experts: Mr Ajay Mishra, Mr Saish

Name of the PS Faculty: Mr. Pritanshu Ranjan
Key Words: Assembly line, takt time, cycle time
Project Areas: lean manufacturing, waste management, continuous flow
manufacturing, material flow optimisation

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 ACKNOWLEDGEMENT

To begin with, we would like to thank Mr. Sadanand Nayak, Factory Manager -
Funskool, for providing us with this wonderful opportunity. It has been an
enriching experience for us. We would like to extend my heartfelt gratitude to
our mentor, Mr Ajay Mishra. This project was only possible because of his
support and guidance. We are extremely grateful to Dr. Pritanshu Ranjan, PS
Instructor for guiding us throughout the duration of our internship. I would like
to extend my heartfelt gratitude to our technical mentor, Mr. Saish. We are also
thankful to Practise School Division, BITS Pilani for providing a chance to do
an internship at Funskool, Goa. We are also grateful to Mr. Sagar, Practise
School Coordinator at Funskool, for actively guiding us through our projects.
He made sure that we were allotted projects of our interest and that there would
be active support and reception from the team we were working with. Last but
not the least, I would like to express my gratitude to friends and respondents for
their support and willingness to spend time with me.

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TABLE OF CONTENTS

1. Abstract
2. Acknowledgement
3. Funskool: An Overview
3.1. Profile
3.2. Vision and Values
3.3. Certifications
4. Orientation
5. Introduction
5.1. Lean manufacturing
5.2. Wastes in lean manufacturing
5.3. Creating continuous flow
5.4. Making material flow
6. Project overview
6.1. Paw patroller – product overview
6.2. Paw patroller assembly line
7. Observations
8. Shop floor Layout
9. Conclusion
10. Glossary
11. Reference

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 FUNSKOOL: AN OVERVIEW
Domain: Toy manufacturing

Headquarters: Chennai

Annual revenue: Approx. 220 crores (as quoted by accounts department)

Regions of exports: United Kingdom, USA, Sri Lanka, Bangladesh, Myanmar, Bhutan and
Maldives.

Market Competitors: Mattel and Fisher Price.

Number of products: Approx. 1200.

CEO: K. John Baby.

Manufacturing Units: Corlim (Goa), Ranipet (Tamil Nadu)

Goa factory is mainly used for production of exports, whereas marketing department is located in
Chennai and is mainly used for production of internal goods.

PROFILE:

Funskool is India's leading toy manufacturing company promoted by MRF group. Having
commenced its commercial operations in the year 1988, the company has state-of-the-art
manufacturing facilities at Goa located in a sprawling area of 80,000 sq.ft. Funskool has been
pioneering the concept of quality and safety in toys in India and has been instrumental in raising the
quality standards of toys in the Indian market.

As part of the reputed MRF group, Funskool has imbibed the core values of trust, quality and
customer delight from its parent company, and upholds it through operations, setting high standards
for itself and for competition in the toy industry. It has also spurred the company to uphold the
highest standards of quality and excellence and offer the most exciting brands that facilitate
entertainment for both children and the entire family.

VISION AND VALUES:

Since its inception, Funskool's contributions to the Indian toy industry, and its vision to help every
child grow into a successful human being have helped it emerge as the largest toy company in India.

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Creating a world of fun is serious business. And no one understands it better than Funskool. With a
basket full of ideas, a spirit to excel and an objective to touch the life of every child who reaches out
to them, Funskool looks forward to the future, one where tomorrow's children are waiting for their
world of fun. The Indian toys' industry will continue to see revolutionary changes and Funskool will
continue to be in the forefront of this dynamic environment, offering the best learning and
entertainment options to children in this world.

CERTIFICATIONS:

Funskool market leader in production of high-quality toys and is one of the only companies in India
that exports its products to European nations and U.S.A.
The certification that Funskool products have are:
1. ISO 9001:2015
2. ICTI
3. HASBRO QSA
4. HASBRO HCCI
5. WALMART FCCA
6. WALMART SCS
7. GSV
8. GMP
9. AMAZON DSR
10.EICC

ORIENTATION

The two-day long Orientation programme gave us an insight into all the departments in the factory.

1. HR: Personnel department deals with legal compliances related to the factory, labour laws, bonus
acts, various licenses and general Human Resource matters.

2.Accounts: Deals with the payment to creditors, raw materials and excise duty and tax payments.

3.Technical: Deals with the development of new products for the domestic market, bringing in
innovative ideas for different products catering to a variety of age groups.

4.Planning: Gets feedback from the marketing department about what is required, and based on
that it plans the development of products. Responsible for export and outsourcing.

5.Purchase: gets report from marketing, after which they raise purchase order.

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6.Stores RM/WIP: maintains inventory, keeps count of everything coming inside the factory.

7.Moulding: The three kinds of moulding used in the factory are, Injection moulding, Blow
moulding, and Roto Moulding. Roto moulding or Rotational moulding is used for a very specialised
product, PONY that is only exported.

8.Assembly Shop: This department pertains to the assembling of the various components(which are
made via separate techniques) of a particular product, which are put together after moving through
the assembly line to make the final product, which is then sold in the domestic market or exported.

9.Quality: Random quality checks are done here. Green, Yellow and Red tags are used to
differentiate between the products on the basis of them being accepted, neither accepted to rejected,
or rejected, respectively. Tests like physical test- to tests the physical size, sharp edges, and
chemical test- for heavy metals, lead, etc are done by the Quality Department.

10.Warehouse: The storehouse for the finished goods. The products are stored categorically for
better organisation and proper storage.

11.Tool Room: The various equipment and tools required for the moulds and other machineries are
stored here.

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 INTRODUCTION

Lean Manufacturing – The core idea behind lean manufacturing is maximizing customer value
while minimizing waste, thereby achieving manufacturing excellence through the creation of more
value with fewer resources. Waste is defined as an activity that does not add value to the product.
Through the elimination of waste along the entire manufacturing process, rather than at isolated
points, companies are able to create processes that need less human effort, less space, less capital,
and less time to produce high-quality, lower-cost products compared with traditional business
systems.

Wastes in Lean Manufacturing -

The 8 wastes of lean manufacturing include:

1. Defects: From moulding to the packaging paw patroller goes through several quality checks
for each of the product. After each step, some of the parts are found to be defective. Defects
are the most recognizable waste in lean manufacturing.

2. Excess Processing: The product must be repaired or re-manufactured to meet customer

needs when products do not confirm to customer’s requirements. Funskool is producing a
product for children to make learning easy so it is very important for the industry to satisfy
customer’s needs.
3. Overproduction: Overproduction occurs any time more parts or products are produced than
the customer is willing to purchase. To overcome overproduction (as well as
underproduction) Funskool keeps the track of domestic and export orders two-three months
before.
4. Waiting: Waiting is a reference to inaction that adds cost to a product being produced for a
customer. This occurs because overhead costs continue to increase during the time the
product waits to be transformed. When product waits, no value is being produced but the
cost of overhead operations continues to grow, which strips potential profit from the sale.
5. Inventory: Inventory is a manufacturing waste because it is a value that is being held at a
cost. Paw patroller at times undergoes inventory waste as it has a number of parts while
assembling followed by packaging. Any part not being produced or the delay in outsourcing
any packaging material leads to inventory waste.
6. Moving: Moving product costs money, which is why Transportation is classified as a
manufacturing waste category. Unless value-added transformation is performed to the
product or material during transport, the Transportation of a product or material is wasteful

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 activity. Great amounts of resources and time are consumed moving material while no value
is being added to sell to the customer.
7. Motion: When motion occurs, value is not added to a product or material being
manufactured. Paw patroller assembly has motion waste in cabin assembly and right
housing assembly. The employee’s efforts are not only being wasted, but Motion can also
result in physical injury to employees which results in even greater cost to the business.
8. Non-Utilized Talent: The only lean manufacturing waste that is not manufacturing-process
specific, but rather manufacturing management related, is Non-Utilized Talent. This type of
manufacturing waste occurs when management in a manufacturing environment fails to
ensure that all of their potential employee talents are being utilized.

Eliminating the 8 wastes of lean manufacturing is much easier when the production process is
completely visible. Machine Metrics offers that transparency, allowing employees to engage with
the actionable data in real-time. Manufacturers must understand what the customer is willing to pay
for, then apply Lean Manufacturing to systematically eliminate the 8 wastes within production
processes in order to maximize profitability.

CCF - Creating Continuous Flow

Continuous Flow is a process that links people, material/products and equipment in the most
efficient combination to maximize value-added content and minimize waste.

• CCF improves the flow of the process to positively impact SQDCC.

• Establishing continuous flow at the pacemaker in a process is critical to your successful lean
implementation.

• CCF is about eliminating waste so operators have more time for value-added work. It is not about
working harder or faster.

• A successful CCF implementation will enable us to quickly identify and resolve abnormalities.

• Balancing the work across the work area is essential to Creating Continuous Flow. There are a
variety of flow designs used to accomplish this.

• CCF is sustained and improved with a rigorous MDI process and layered auditing.

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Creating Continuous Flow creates step-change performance improvement by relentlessly
eliminating waste and increasing velocity in the value stream. When implemented well, Creating
Continuous Flow sets the baseline for continuous improvement and fosters a lean culture.

MMF – Making Material Flow

Material flow provides
1. The right parts
2. To the right place
3. At the right time
4. In the right quantity
5. With the right quality
6. At the right position

The goal of this Material Flow training is to help you transform your material flow through
set of instruction, tools, processes and control mechanisms. We learnt the methods to sustain and
improve material flow. It creates an understanding of the power of material flow.
Lack of clarity for Material flow vision and historic bias for MRP/ERP planning are the
challenges to overcome while making material flow.
Benefits or typical results following this process will yield:
 Lead-times cut 50%
 On-time delivery >95%
 Shortage reduced >90%
 Inventory cut 50%
 Facilitate ZERO harm practices

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 PROJECT OVERVIEW
Paw Patroller -
Based on the vehicle seen on the TV show Paw Patrol, the Paw Patroller playset opens up into a
two-level rescue center. It comes with a Ryder figure and vehicle, and additional Paw Patrol figures
and vehicles are sold separately. Inside the playset, there's a working elevator to take figures up to
the command center. There's also a landing pad for Skye and her helicopter. The roof of the cab
opens up with space for four figures to sit. And kids can press the buttons on the outside of the
vehicle or in the command center to hear different sound effects. When the Paw Patroller is open,
there is space for displaying six vehicles. When closed, it stores up to three vehicles inside.

Paw Patroller assembly line -

In making of a paw patroller there are steps such as moulding, decoration, assembly and packaging.
Different parts of paw patroller are moulded using injection moulding. After the moulding rider
parts goes for the spray painting. Spray painting is done using two methods which are book painting
and plate painting.

Then all the moulded parts and the rider part (after spray painting is done) comes to the assembly
line. At assembly line there is tampo printing machine for printing paw on the cabin. Also, there is
one other machine to screw right housing.
We are using product layout in case of Paw Patroller. In Paw patroller assembly there are several
operations such as
1. Trailer top assembly
2. Right housing assembly
3. Battery box assembly
4. Main trailer assembly
5. Trailer chassis assembly
6. Lift assembly
7. Cabin assembly

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After all, this assembly operation paw patroller undergoes packaging. Each of the assembly
operations are divided in work elements. One operator works on only one work element. This is
done to increase the efficiency.

According to the assigned project we are supposed to create continuous flow and make material
flow. To perform this task, we noted the cycle time for each work element. We noted the cycle time
value-added work. From the readings, we created an operator balance chart for every assembly.

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 OBSERVATIONS
1. Assembly (Total time)

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2. Assembly (Value-Added)

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3. Packaging (Total Time)

4. Packaging (Value-Added)

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Operator Balance Chart

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19
Based on the conclusions drawn from the operator balance chart, we tried to make a shop floor plan
of the individual subprocesses and combined them to make a complete shop floor plan for the
assembly line of paw patroller.

No of operators – 3
After the battery box assembly is
done, part goes to the main trailer
assembly line, where one operator
screws front housing and the trailer
bottom.

No of operators – 2
This assembly line includes one
automated machine, which will be
kept just near the cushion cover
press fit. After screwing, the part
goes to trailer top assembly line.

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 No of operators – 3
We have kept the right housing
screwing machine near the operator
who is toggling the right housing
axle. The part further goes to the
main trailer line.

No of operators – 5
Two operators are kept for tyre
assembly, two others for trailer
chassis – trailer front assembly and
one other for trailer chassis fender
assembly

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 No of operators – 5
The tempo printing machine is kept
near cabin assembly line

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 No of operators – 3
After the lift base to the lift wall
fitting, the part goes to the person
who is screwing the trailer and the
lift in the main trailer assembly line

No of operators – 6
Parts from different assembly
operations comes to the main trailer
line and after the main trailer
assembly, the assembled product
goes to packaging.

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 FINAL SHOP FLOOR PLAN

This is the final shop floor layout after putting together different assembly lines.

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 CONCLUSION
Upon implementation, l the above floor plan would reduce the time taken for the various non value
added activities, and would reduce the different types of wastes involved in the assembly line. The
implementation would have the following impact on the process
 Decreased lead time
 Less space needed for assembly line
 Reduced WIP
 Less human effort
 Better on time delivery

Hence the productivity will increase and the output will increase from 69% to at least 72% of the
market demand.

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 GLOSSARY
CCF – Creating continuous flow
MMF – Making Material Flow
SIOP – Sales, inventory, operations planning

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 REFERENCES
https://www.funskoolindia.com/company-profile.php

https://www.machinemetrics.com/blog/2016/1/24/8-wastes-of-lean-manufacturing

https://ttpm.com/p/15369/spin-master/paw-patrol-paw-patroller/

http://www.wp1.ca/our-methods/continuous-flow-manufacturing/

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