Identification of Bottleneck and Reducing Cycle Time of an Industrial Oven by using Project Management Techniques

International Research Journal of Engineering and Technology (IRJET) e-ISSN: 2395 -0056
Volume: 04 Issue: 06 | June -2017 www.irjet.net p-ISSN: 2395-0072
© 2017, IRJET | Impact Factor value: 5.181 | ISO 9001:2008 Certified Journal | Page 1678
Identification of Bottleneck and Reducing Cycle Time of an Industrial
Oven by Using Project Management Techniques
Vikas S. Jadhav[1], V. Vivekanand [2]
1 P G Student, Industrial Engineering Department, Ramaiah Institute of Technology, Bangaluru.
2 Assistant Professor Industrial Engineering Department, Ramaiah Institute of Technology, Bangaluru.
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Abstract - The present work was carried inaovenindustry.In
order to reduce the manufacturing time of Industrial Oven. a
process oriented crashing approach to projectmanagementis
proposed which givesinformationabouttotalprojectdataand
about individual activities as a function of contractual. The
decision to reduce the project duration must be based on the
analysis of trade off between time and cost. In current method
the assembly of industrial oven is done in 2041minutes i.e.
34.01hours and within 4.3 working days critical path method
is the proposed method to carry out the assembly operation in
parallel way so that the assembly of the complete oven can be
completed in 1694minutes i.e. 28.23hours therefore saving
5.78hours i.e. (347 minutes) reduced cycle time by 17% of
initial cycle time.
Keywords: industrial oven machine, Product Breakdown
Structure, Network Techniques, Critical Path Method and
crashing technique, Project management.
1. INTRODUCTION
The aim of the paper is to reduce the cycle time of Industrial
Oven machines by Identifying the bottleneck and reducing
cycle time of activities. This is done by using the industrial
engineering techniques such as,
Critical Path Method (CPM)
CPM and PERT are network based methods to assist in the
planning, scheduling and control of projects. A project is
defined as a collection of interrelated activities with each
activity consumingtimeandresources.Boththemethods are
basically time oriented methods in the sense that they both
lead to the determination of a time schedule for a project.
1.1 PROBLEM STATEMENT
After studying the problem Earlier the oven industryused to
take 2041 minutes i.e. 34.01hours and within 4.3 working
days this is because of using the same resources to carry out
the other subassemblies
1.2 OBJECTIVES
The objective of the project is to identify the location of
Bottleneck in the existing process, determine the project
critical path duration, reduce the cycle time of project and
decrease the production cost by applying the project
management techniques.
2 LITERATURE REVIEW
Komesh Sahu and Meenu Sahu[1]. “Minimizing Cost and
Time of Project using Crashing” this paper tells about the
crashing in project management. Crashing is reducing
project time by expendingadditional resources.Crashing the
network is nothing but contracting or compressing the
network that means to reduce the project duration at
minimum cost with minimum project duration. Naveen
Kumar and Dalgobind Mahto[2] “Assembly Line Balancing”,
here the authors said that Assembly line balancing is to
know how tasks are to be assigned to individual work
stations, so that the predetermined goal is achieved.
Minimization of number of work stations and maximization
of the production rate are the most common goals. Peter
Shelth Professor Guy Le Roy[3] “Project Analysis Through
CPM Critical path method” here he said that CPM is a
technique for analyzing projects by determining the longest
sequence of tasks (or the sequence of task with the least
slack) through a project network. The CPM and the CCPM
(Critical chain project management) are both valuable tools
that any organization can use successfully to manage their
projects. “Scope management, cost management, and time
management” are important variablesfor projects.Concepts
like network diagram (PERT and CPM),learnt how to draw
the CPM network, precedence diagram and management
engineering were more useful in this project.
3 METHODOLOGY
Figure-1

3.1 WORK BREAKDOWN STRUCTURE
The product breakdown structure in project management
and systems engineering is a deliverable oriented
decomposition of a project into smaller components.Awork
breakdown structure element may bea product,a service,or
any combination. A work breakdown structure. Theproduct
breakdown structure of an industrial oven manufacturing.
Work Breakdown Structure
Figure- 2 Work Breakdown Structure
It can be seen in above figure that the industrial oven is
divided in main two component i.e. 1)Blower and burning
assembly 2) Turn table ,ramp assembly than further again
divided in to their subassemblies such as heat exchanger,
blower housing, motor coupling assemblyandcontrol panel.
The another main assembly separated by their
subassemblies like Baking chamber door, bottom base
assembly, inner ramp, air flow sheet. The manufacturing
time and operations of subassemblies are given tables at
different work stations. The subassemblies like heat
exchanger, blower housing. Baking chamber door and
bottom base all are manufactured parallel at different
workstations.
3.2 ACTIVITY RELATIONSHIP TABLE
In the process of manufacturing industrial oven there are
number of activities which needs to perform and the
sequence of operation, operation time and the total number
of activities are tabulated in table 1.
Table – 1 Activity Relationship Table
3.3 DEVELOPMENT OF PROJECT NETWORK
Figure – 3 Precedence Network

3.4 IDENTIFICATION OF CRITICAL PATH
The path which has highest duration
The critical Path Is
1-2-3-4-7-12-16-20-25-27-28-29-30-31
And critical path duration is = 2041 minutes (34.01 hours)
The total Indirect cost 4800/shift = 600/hour
3.5 CRASHING
Crashing the project refers to reduce crashing a number of
activities to reduce the duration of project below normal
value.
The special measures might include using overtime, hiring
additional temporary help, using special time saving
materials, obtaining special equipment.
Critical path method of Time Cost Trade Offs is concerned
with how much (if any) to crash each of the activities to
anticipated duration of the project down to a desired value.
The data required for determining how much to crash a
particular activity is calculated by the time cost trade for the
activities.
Cost Scheduling Computations:
Let
NT= Normal time: - completion of an activity with allocation
of resources
NC= Normal cost: - cost associated with normal time
CT=Crash time: - shortest completiontimeofanactivity with
extra resources
CC= Crash cost: - cost associated with crash time
Cost Slope = change in cost/change in time
= (Normal cost - crash cost) / (crash time - normal time)
CRASH TIME AND CRASH COST

Table 2
Total direct cost (TDC) – it is the one in which we can
allocate the cost of the job directly
Example: Raw material cost, labor cost
Total indirect cost (TIC) – in which not possible to allocate
the cost of job directly
TIC = 600/hour
Slope of each activity can be calculated as
Slope = CC-NC /ND-CD
Crashing along this critical path and looking into their
minimum slope the crashing can be start on activity which
has lower slope and its ascending order along the critical
path and ∆t value which is found (0.15). The activity “16 to
20” has lower ∆t value can be crashed by 0.15hours
(9minutes)
Crashing table
Table 3 Crashing Critical Path 1
After crashing along the critical path the duration of
project is reduced from 34.01hours to 32.21hours
Similarly further crashing can done to another critical
Path and so on.
Figure – 4 Final Precedence Network
Critical path 2 is
1-2-3-4-9-13-16-20-25-27-28-29-30-31
=1775minutes (29.58 hours)
Table- 4 Crashing Critical Path 4
In above table 4 it can seen that after crashing the critical
path 4 the duration of the project reduced from 34.01hours
to 28.23hours which is 5.78hours has been saved and hence
the minimum duration of the project is 28.23hours which in
terms of 3.5days.

4 OPTIMUM SCHEDULE COST
Determining Time estimation for all activities
– EST- Earliest start time: the earliest time at which
the activity can start given that its precedent
activities must be completed first.
– EFT-Earliest finish time: equals to the earliest start
time for the activity plus the time required to
complete the activity.
– LFT- Latest finish time: the latest time in which the
activity can be completed without delaying the
project.
– LST- Latest start time: equal to the latest finishtime
minus the time required to complete the activity.
– TF- total float = LFT – EFT
Table -5 Optimum Scheduling Time Estimation
It is seen in above table the total float along the critical path
is zero, the activity which are not comes in the critical path
having total float.
4 RESULTS
Because crashing a non critical activity does not affect the
overall project duration, only critical activities can be
crashed are crashed are considered. The activities to be
crashed are chosen in order of increasing expanses.Thusthe
activity with the smaller crash cost in table is chosen to be
crashed first. Initial cycle time for 1 complete oven was
34.01hours after crashing the cycle time reduces up to
28.23hours The total time saved is 5.78hours (347minutes).
The normal duration of the project is 34.01hours and the
corresponding cost was 27470, the minimum duration of
project is 28.23hours and its cost is 35139 The number of
hours saved = 5.78 hours (17%) The common activity
duration reduced by 189minutes (54.46%) The parallel
activity duration reduced by 158minutes (45.53%) Further
crashing will results in change in critical path so after that
crashing is stopped.
6 CONCLUSION
The aim of this project was to reduce assembly time of
industrial oven, by using various industrial engineering
concepts. in the current method theassemblyofthemachine
is done in 2040 min i.e. 34.01hours and 4.3 working days.
Critical path method is the proposed methodtocarryoutthe
assembly operations in parallel way so that the assembly of

the complete oven can be completed in 1694mins
i.e.28.23hours. by allocating extra resources to crashed
activity Therefore saving 5.78hours i.e. (347minutes).
In order to validate the Critical path method results and it
also showed the same result i.e. complete machineassembly
can be done in 3.4 working days the minimum duration of
project is 28.23hours and its cost is 35139 and the number
of hours saved = 5.78 hours (17%).
REFERENCES
[1] Hadi Gokcen, Kursad Aggak “Balancing Of Parallel
Assembly Line”
[2] S.Shanmugasundaram, V.Mathan Kumar “Applicationof
project scheduling and Cost analysis Using PERT and
CPM” Vol. 4, No. 2, April 2015 (ISSN 2278 – 5973)
[3] Michael A. Chilton “Resource Allocation in IT Projects”
[4] Tung Yang and Photios G. Ioannou “Scheduling Systems
With Focus On Practical ConcernsInRepetitiveProjects”
[5] Ali Goksu, Selma Catovic.”Implementation of CPM and
PERT In Assembly Line”
[6] Komesh Sahu and Meenu “Minimizing Cost and Time of
Project using Crashing”
[7] Hamdy A. Taha”Operations Research: An Introduction
Book”
[8] Frederick S Hillier and Gerald J. Lieberman
“Introduction to Operations Research”

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