MEHUL.H.VORA Project final.

INPLANT TRAINING REPORTINPLANT TRAINING REPORT
CONDUCTED ON
““ IMPROVEMENT OF OVERALL EQUIPMENTIMPROVEMENT OF OVERALL EQUIPMENT
EFFECTIVENESSEFFECTIVENESS ””
AT
ACG – P+AM PHARMA TECHNOLOGIES PVT. LTD.ACG – P+AM PHARMA TECHNOLOGIES PVT. LTD.
BY
MEHUL.H.VORA
7th SEMESTER, ROLL NO: -PM2008034
SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT FOR
BACHELOR DEGREE
IN
PRODUCTION ENGINEERING
DWARKADAS.J.SANGHVI COLLEGE OF ENGINEERING
JVPD SCHEME, BHAKTIVEDANT MARG, VILE PARLE(W),MUMBAI-400056
DURATION: -1ST
JULY 2011-31ST
DECEMBER 2011

DWARKADAS.J.SANGHVI COLLEGE OFDWARKADAS.J.SANGHVI COLLEGE OF
ENGINEERINGENGINEERING
((Affiliated to Mumbai University)Affiliated to Mumbai University)
CERTIFICATECERTIFICATE
This is to certify that MR. MEHUL.H.VORA. has completed his Inplant
Training Project titled
“ IMPROVEMENT OF OVERALL EQUIPMENT
EFFECTIVENESS” in partial fulfillment of the requirements for the
DEGREE OF BACHELOR OF ENGINEERING (PRODUCTION)
During the academic year 2011-12
From ACG PAM PHARMA TECHNOLOGIES PVT. LTD.
___________________ ______________________
Mr. PRAKASH BOMBDI PROF.S.SATALKAR
(MANAGER -ENCAPS) (HEAD OF DEPARTMENT)
ACG-PAM D.J.SANGHVI
_______________________ ______________________
PROF.S.VAITY DR.HARI.VASUDEVAN
(INTERNAL GUIDE) (PRINCIPAL)
D.J.SANGHVI D.J.SANGHVI

DWARKADAS.J.SANGHVI COLLEGE OFDWARKADAS.J.SANGHVI COLLEGE OF
ENGINEERINGENGINEERING
((Affiliated to Mumbai University)Affiliated to Mumbai University)
CERTIFICATECERTIFICATE
This is to certify that MR. MEHUL.H.VORA,ROLL NO. PM2008034 has
completed his Inplant Training Project titled
“ IMPROVEMENT OF OVERALL EQUIPMENT
EFFECTIVENESS” in partial fulfillment of the requirements for the
DEGREE OF BACHELOR OF ENGINEERING (PRODUCTION)
During the academic year 2011-12
From ACG PAM PHARMA TECHNOLOGIES PVT. LTD
_______________________ _______________________
INTERNAL EXAMINER EXTERNAL EXAMINER

ACKNOWLEDGEMENTACKNOWLEDGEMENT
Inplant training is one of the most difficult & challenging areas to see real
benefits in the industries practically. I MEHUL VORA Student from D.J.SANGHVI
COLLEGE OF ENGINEERING present this INPLANT TRAINING REPORT. It
was great experience to work in most establish pharmaceutical company in INDIA
M/S ACG PAM PHARMA TECHNOLOGIES PVT. LTD.
I would like to express my sincere gratitude to the management of ACG –
P+AM PHARMA TECHNOLOGIES PVT. LTD. for giving me an opportunity to
have highly educative and practical training in CNC DEPARTMENT. It proved to
be a perfect platform for me to get exposed in a company boasting success in
domestic as well as International arena.
I would like to express my humble gratitude to my training supervisor Mr.
JATINDRA SINGH for the guidance & support throughout my training period that
helped me to successfully complete my project & training. I greatly appreciate and
wish to thank my intermediate guide Mr. Prakash Bombadi for his humble guidance
throughout the training. These are the persons who encouraged me during inplant
training & provided best support.
I also thanks to all Employees & Engineers for supporting & always
providing me with complete knowledge during the training without any hesitation.
I am also thankful to Mr.R.S.KHAVEKAR for giving me an opportunity to
undergo my inplant training in ACG – P+AM PHARMA TECHNOLOGIES PVT.
LTD.
Last but not the least, I would like to express my gratitude to Prof.
SANDEEP .VAITY for his Continuous supervision and guidance during the training
tenure.

MEHUL VORAMEHUL VORA
SYNOPSISSYNOPSIS
The 7The 7thth
semester production engineering students have tosemester production engineering students have to
undergo a 6-month INPLANT training which inculcatesundergo a 6-month INPLANT training which inculcates
the accepted fact in engineering field that what exists inthe accepted fact in engineering field that what exists in
the theory need not exist in practice.the theory need not exist in practice.
The project report being presented includes the company’sThe project report being presented includes the company’s
background, products, various projects & assignments.background, products, various projects & assignments.
The project work performed aims at achieving a higherThe project work performed aims at achieving a higher
OVERALL EQUIPMENT EFFECTIVENESS for theOVERALL EQUIPMENT EFFECTIVENESS for the
CNC department. My analysis included studying theCNC department. My analysis included studying the
various machines in terms of their daily performance andvarious machines in terms of their daily performance and
zeroing down on the down time faced. I was alsozeroing down on the down time faced. I was also
successful in coming up with solutions to reduce thesuccessful in coming up with solutions to reduce the
various down time which rendered the OEE to avarious down time which rendered the OEE to a
considerable extent.considerable extent.
During the last six months I have also learnt the concept ofDuring the last six months I have also learnt the concept of
fixture improvement, fixture design, kaizen & 5-S andfixture improvement, fixture design, kaizen & 5-S and
implemented them in my department.implemented them in my department.
Hence I was offered the project covered in this report withHence I was offered the project covered in this report with
a view to making the internship beneficial to both me anda view to making the internship beneficial to both me and
the company.the company.

INDEXINDEX
SR. NOSR. NO TOPICSTOPICS PAGE NOPAGE NO
CHAPTER NO 1CHAPTER NO 1 COMPANY PROFILECOMPANY PROFILE 11
1.01.0 INTRODUCTION TO THE COMPANYINTRODUCTION TO THE COMPANY 33
1.11.1 THE ACG GROUPTHE ACG GROUP 44
1.21.2 BACKGROUND OF COMPANYBACKGROUND OF COMPANY 55
1.31.3 ASSOCIATED CAPSULE GROUPASSOCIATED CAPSULE GROUP
COMPANIESCOMPANIES
66
1.41.4 ROLE OF VARIOUS DEPARTMENT INROLE OF VARIOUS DEPARTMENT IN
THE COMPANYTHE COMPANY
77
1.51.5 PRODUCTS OF ACG PAMPRODUCTS OF ACG PAM 1111
CHAPTER NO 2CHAPTER NO 2 CNC DEPARTMENTCNC DEPARTMENT 2020
2.02.0 INTRODUCTION TO CNCINTRODUCTION TO CNC
DEPARTMENTDEPARTMENT 2222
2.12.1 TOOL ENGINEERING SECTIONTOOL ENGINEERING SECTION 2424
2.22.2 ADVANTAGES OF CNC DEPARTMENTADVANTAGES OF CNC DEPARTMENT 2727
CHAPTER NO 3CHAPTER NO 3 ASSIGNED PROJECTSASSIGNED PROJECTS 2828
3.03.0
OVERALL EQUIPMENTOVERALL EQUIPMENT
EFFECTIVENESSEFFECTIVENESS 3030

3.13.1 INCREASING AVAILAIBILITY OF OEEINCREASING AVAILAIBILITY OF OEE 3939
3.23.2 FIXTURE IMPROVEMENTFIXTURE IMPROVEMENT 4545
3.33.3 ADHERENCEADHERENCE 5353
3.43.4 POKA YOKEPOKA YOKE
CHAPTER NO 4CHAPTER NO 4 SOLUTIONSSOLUTIONS 5656
4.04.0 OEE CALCULATIONSOEE CALCULATIONS 5858
4.14.1 SOLUTIONS TO LOW OEESOLUTIONS TO LOW OEE 5959
4.24.2 CONCLUSIONCONCLUSION 6262
CHAPTER NO 5CHAPTER NO 5 5-S5-S 6464
5.05.0 INTRODUCTIONINTRODUCTION 6666
5.15.1 HOW TO IMPLEMENT 5-SHOW TO IMPLEMENT 5-S 7373
5.25.2 5-S ACTIVITIES IN CNC DEPARTMENT5-S ACTIVITIES IN CNC DEPARTMENT 7878
CONCLUSIONCONCLUSION 8181
WEBLIOGRAPHYWEBLIOGRAPHY 8383

LIST OF FIGURESLIST OF FIGURES
SR NOSR NO DESCRIPTIONDESCRIPTION PAGE NOPAGE NO
CHAPTER 1CHAPTER 1 COMPANY PROFILECOMPANY PROFILE 11
1.01.0 GROUP COMPANIESGROUP COMPANIES 66
1.11.1 LEGACY 6100LEGACY 6100 1111
1.21.2 DESTINY 8100DESTINY 8100 1212
1.31.3 DIE AND PUNCHESDIE AND PUNCHES 1313
1.41.4 LEGEND 2500LEGEND 2500 1717
1.51.5 AF-200TAF-200T 1717
1.61.6 AF-90TAF-90T 1818
1.71.7 AF-25TAF-25T 1818
1.81.8 FLUIDOCAP-1000FLUIDOCAP-1000 1818
1.91.9 SA-9SA-9 1818
1.101.10 END OF LINE SOLUTIONSEND OF LINE SOLUTIONS 1919
CHAPTER 3CHAPTER 3 ASSIGNED PROJECTSASSIGNED PROJECTS 2828
3.03.0 OEE METHODOLOGYOEE METHODOLOGY 3838
3.13.1 FIXTURE IMPROVEMENTFIXTURE IMPROVEMENT 46 & 5046 & 50
3.23.2 POKA-YOKEPOKA-YOKE
CHAPTER 5CHAPTER 5 5-S5-S 6464
5.05.0 BAD EXAMPLE OF ORGANIZATIONBAD EXAMPLE OF ORGANIZATION 6767
5.15.1 GOOD EXAMPLE OF ORGANIZATIONGOOD EXAMPLE OF ORGANIZATION 6868
5.25.2 BAD & GOOD EXAMPLE OFBAD & GOOD EXAMPLE OF
NEATNESSNEATNESS 6969
5.35.3 GOOD EXAMPLE OF CLEANINGGOOD EXAMPLE OF CLEANING 7070
5.45.4 BAD EXAMPLE OF CLEANINGBAD EXAMPLE OF CLEANING 7171
5.55.5 GOOD & BAD EXAMPLE OFGOOD & BAD EXAMPLE OF
STANDARDIZATIONSTANDARDIZATION 7272

LIST OF TABLESLIST OF TABLES
SR.NOSR.NO DESCRIPTIONDESCRIPTION PAGE NOPAGE NO
CHAPTER 1CHAPTER 1 COMPANY PROFILECOMPANY PROFILE 11
1.01.0 GROUP COMPANIES AND LOGOSGROUP COMPANIES AND LOGOS 66
CHAPTER 2CHAPTER 2 CNC DEPARTMENTCNC DEPARTMENT 2020
2.02.0 MACHINE SPECIFICATIONS TABLEMACHINE SPECIFICATIONS TABLE 2222
3.03.0 LOSS CATEGORIESLOSS CATEGORIES 3434
3.13.1 MAJOR LOSS EVENTS AFFECTINGMAJOR LOSS EVENTS AFFECTING
OEEOEE 3535
3.23.2 ANALYSIS OF VARIOUS HEADSANALYSIS OF VARIOUS HEADS
IMPORTANT FOR IMPROVING THEIMPORTANT FOR IMPROVING THE
OEEOEE 3838
3.33.3 ELEMENTS OF LOW OEEELEMENTS OF LOW OEE 4040
3.43.4 M/CNG COST TABLEM/CNG COST TABLE 47 & 5147 & 51
CHAPTER 4CHAPTER 4 SOLUTIONSSOLUTIONS
4.04.0 ELEMENTS OF IMPROVED OEEELEMENTS OF IMPROVED OEE 5858
4.14.1 SAVING IN VARIOUS DOWNTIMESAVING IN VARIOUS DOWNTIME 6262
CHAPTER 5CHAPTER 5 5-S5-S 6464
5.05.0 5-S5-S 6666

LIST OF GRAPHSLIST OF GRAPHS
SR NOSR NO DESCRIPTIONDESCRIPTION PAGE NOPAGE NO
3.03.0 GRAPH OF OEE ELEMENTS[GRAPH OF OEE ELEMENTS[ 4040
3.13.1 GRAPHICAL REPRESENTATION OFGRAPHICAL REPRESENTATION OF
AVERAGE DOWNTIME LOSSAVERAGE DOWNTIME LOSS
RENDERING OEERENDERING OEE 4141
3.23.2 GRAPH OF TIME & COST SAVINGGRAPH OF TIME & COST SAVING 48 & 5248 & 52
3.33.3 MACHINEWISE ADHERENCEMACHINEWISE ADHERENCE 5353
3.43.4 REASONS AFFECTING 100%REASONS AFFECTING 100%
ADHERENCEADHERENCE 5555
CHAPTER 4CHAPTER 4 SOLUTIONSSOLUTIONS 5656
4.04.0 GRAPH OF OEE ELEMENTSGRAPH OF OEE ELEMENTS 5959
4.14.1 GRAPHICAL REPRESENTATION OFGRAPHICAL REPRESENTATION OF
SAVED TIMESAVED TIME 6262
4.24.2 OEE COMPARISONOEE COMPARISON 6363

CHAPTER NO. 1CHAPTER NO. 1
COMPANYCOMPANY
PROFILEPROFILE

11
CHAPTER 1 COMPANY PROFILECHAPTER 1 COMPANY PROFILE
1.01.0 INTRODUCTION TO 3INTRODUCTION TO 3
COMPANYCOMPANY
1.11.1 THE ACG GROUPTHE ACG GROUP
44
1.21.2 BACKGROUND OF THEBACKGROUND OF THE
COMPANY 5COMPANY 5
1.31.3 ASSOCIATED CAPSULEASSOCIATED CAPSULE
GROUP COMPANIESGROUP COMPANIES
66

1.41.4 DEPARTMENTALDEPARTMENTAL
OVERVIEW 7OVERVIEW 7
1.51.5 PRODUCTS OF ACGPRODUCTS OF ACG
1111
22
1.INTRODUCTION TO PAM PHARMACEUTICAL AND
ALLIED MACHINERIES
1. INTRODUCTION
P+AM is a member of the Associated Capsules Group and is the flagship
engineering company of the group. It is one of the largest Asian Pharmaceutical
machinery company and probably the only one in the World, which builds the entire
range of capsule filling machines in-house. Through its nine companies, the

Associated Capsules Group is involved in a range of related activities such as
manufacture of formulation processing empty capsule shells, packaging films and
machines for blister packing and cartooning and formulation processing. The
considerable synergy of P+AM with the other Group companies enables it to offer
its customers a comprehensive package for manufacture of solid dosage forms.
P+AM, an ISO 9001 company, has a long experience in the field of
capsule filling machines. The company also manufactures allied machinery and
accessories required for making a complete production line for the encapsulation
process including machines for elevating, polishing, sorting, loading and the product
conveying system.
A highly evolved testing and laboratory facility has helped to solve filling
problems with the most difficult formulations. This strong research base for product
and process innovations enables P+AM to provide customized solutions.
P+AM after sales service network remains the backbone of its
commitment to customer satisfaction. With a highly evolved tradition of Quality
Assurance, P+AM brings to its customers quality machines with highly aesthetic
designs.
P+AM operates in 46 countries around the globe and is a market leader in
many countries. Most of the P+AM customers are repeat buyers. P+AM partners the
success and growth of its customers by giving them the best value for money and
ensuring highest standards of customer support.
33
1.1 THE ACG GROUP1.1 THE ACG GROUP
ASSOCIATED CAPSULE GROUP is a group of dynamic enterprising
companies involved in manufacturing of capsules & pharmaceutical machinery
related to capsules.
The factory ASSOCIATED CAPSULES was started in 1965 at Kandivali
(Charkop industrial area). The founder of the company, SARDAR DALJIT SINGH,
has developed the business in manufacturing of capsules with the help of imported
machine & materials. After his demise, the business was passed into the hands of his

sons Mr. AJIT SINGH, MBA from Hayward University and Mr. JASJIT SINGH, a
Mechanical engineer from London University, who are its present day Directors.
Within a short time of its existence it has earned a fabulous reputation also captured
the market, both in INDIA (FIRST) & WORLD (THIRD) both in manufacturing of
pharmaceutical machinery & capsules.
The group pioneered the capsule making technology right from capsule
making machines to the final packing of capsules.
Since the technology is very difficult, there are few companies in the
world mastering it. The group has 60% market share in India. The rest of the
requirement is met through small manufacturers or is imported. The imported
capsules are two to three times costlier than capsules manufactured by the group.
4
1.2 BACKGROUND OF THE COMPANY1.2 BACKGROUND OF THE COMPANY :-:-
P+AM Pharmaceutical & Allied Machinery Co. Pvt. Ltd. is the Engineering
Division of the Associated Capsules Group of Companies.

It was started, as a workshop supplying machinery needs of its group
companies. The real break came in 1975, when the company's efforts paid off in the
development of the fully automatic capsule manufacturing plant without any
drawing or specifications.
The corporate philosophy of P+AM is guided two main principles. One is
specialization in selective field of manufacturing machinery and second is high
quality products. That's why within a decade of its founding, P+AM today ranks
amongst the worlds leading manufacturers of sophisticated and diversified capsule
filling machinery. The smaller machines are in continuous production to meet the
demand of hundreds of customers in India and abroad.
In India P+AM is the only engineering company that manufacturer’s
capsule related equipment. P+AM supplies its machines to high quality conscious
market such as Glaxo, Hoechst, Bayer, Park-Davis, SKF, Aurbindo, VSI, Saka,
Shifa, Widila, P.T. Arto, Cipla along with host of other Indian and foreign
companies. Within a short period of its existence it has earned a reputation and
captured the capsule market both in capsule manufacturing and machinery
equipments.
5

1.3 ASSOCIATED CAPSULE GROUP COMPANIES1.3 ASSOCIATED CAPSULE GROUP COMPANIES :-:-
Sr.
No.
Logo of the
Company
Name & Location of
the Company.
Product
1 ACG Pam Pharma
Technologies Pvt. Ltd.
127, Kandivli
Encapsulation and tablet
compression machines.
2 M/s Ajas Components
Private Limited –
Kandivali
Capsule Moulds, Printing &
Sealing roller, Tablet
Tooling
3 M/s Pam-Pac Machines
Limited – Pune
Blister Packing and
Moulding Machine
4 M/s Pam-Glatt Pharma
Technologist Ltd. –
Kandivali
Fluid Bed Processor and
Fluid Bed Dryer
5 M/s Associated
Capsules Limited –
Kandivali & Shirwal
Empty Hard Gelatin
Capsules
6 ACG Inspection
Systems Pvt. Ltd.
7 Prabhat Nagar,
Jogeshwari (west),
ACG-I products are
designed to inspect quality
aspects in both solid and
liquid dosage forms which
are usually performed by the
naked eye.
6

7 ACG-Lukaps d.o.o.
Frankopanska 79,
42230 Ludbreg,
Croatia.
ACG LUKAPS is a leading
manufacturer of two-piece
hard capsules in Central
Europe and a major supplier
for leading pharmaceutical
companies in Europe,
including Russia.
8 SciTech Centre –
Jogeshwari
Research and Development
Leading to Design &
Specification
9 ACG Pharmapack Pvt.
Ltd.
Shindewadi,
Tal.Khandala,
High quality barrier
packaging films for
pharmaceutical, food and
medical devices industries.
1.4 ROLE OF VARIOUS DEPARTMENTS IN1.4 ROLE OF VARIOUS DEPARTMENTS IN
INDUSTRYINDUSTRY :-:-
ACG Pam Pharmaceutical and Allied Machinery Pvt Ltd. is a medium
scale company. For easy execution of daily work and to meet customer’s
requirement with highest productivity and best quality, the company is divided into
number of departments. These departments are machine shop, quality control
department, maintenance department, design department, assembly department,
purchase department, marketing & sales department, personnel & account
department, electronic data processing department and stores.

7
Machine Shop (Workshop): -
The machine shop is the place where the actual production of components
takes place. The machine shop is equipped with various precision machines.
Quality Control Department:-
This department is responsible for the inspection of the components
manufactured in the machine shop and also the sub-contracted items. This
department checks whether the components are manufactured to the required
dimensions or not or within the specified time limit of tolerances given in the
drawing. This department is also responsible for the quality of the raw material and
brought out items.
Electronic Data Processing Department:-
This department controls the entire computer system of the company. All
computers of ACG Pam and Ajas are linked to each other through LAN (local area
network) is done by this department.
Stores:-
The store receives the components made from vendors, bought out items
etc. Storekeeper stores the item, preserves them and issues them to the assembly
through P.P.C. (pre-planned Cadres) against material requisition, and maintains a

record. For easy and convenient working, the department is divided in to raw
materials stores, finished goods, semi- finished goods stores and tool stores.
8
Design department:-
This is idea generation and idea creation department. Firstly the prototype
product is manufactured and tested, the result is observed and from that
corresponding developments are made. Modification in existing products is carried
out after receiving the feedback from customer as well as other departments of the
organization. Various drawings and data are maintained and issued by the design
department.
Personnel department:-
The main function of this department is of man-power planning, selection
and recruitment, time-keeping, up-dating records, negotiation and calculation of
salaries, industrial relations, safety, security and other matter like transport, clothes,
shoes etc. to employees which is for the welfare of the employees. This department
is in charge of management, staff, clerical staff as well as recruitment, attendance
and leave records and maintaining personnel files.
Marketing and Sales department:-
Every product aims at a market. Hence marketing and sales department is
considered as one of the most important department in the company. Marketing is a
special process by which individual and groups obtain what they need and want
creating & exchanging products and value with others. Marketing and sales

department is also responsible for maintaining cordial relations with the customers
and aiming at complete customer satisfaction.
9
Maintenance department:-
This department keeps factory plant equipped and machine tool in
optimum working condition. A monthly maintenance plan is prepared and
preventive maintenance of the machines is carried out accordingly. This department
carries out mainly two types of maintenance, which is as follows:
1. Electrical maintenance
2. Mechanical maintenance
Assembly department :-
Assembly is the alignment of parts. As per name this department assembles in
house parts, bought out parts to make basic machine.
This department is closely related to design department so problems while
assembling the parts are solved by joined efforts of Design, Assembly and
Production departments. Components required for assembly are given by Sub-
contract and Production departments through Stores.
In this department assembly of each sub-assembly is done in different sections and
then assemblies are joined to make the basic machine.
Sub-contract department :-
This department is responsible for vendor development i.e. locating parties,

placing P. O., getting jobs which are sub contracted in time and as per costing of
production schedule. This department also looks after bought out items and follow
it, so that this department shares the load of production department. Besides this,
this department always developing new vendors which is key factor for any
developing any industry.
10
1.5 PRODUCTS OF ACG PAM1.5 PRODUCTS OF ACG PAM
1. LEGACY 6100: -
The geneisis of Legacy 6100 stems from the ambition to continue developing
solutions that meet your needs recognize your commitment to provide better value
to your consumer against the backdrop of this dynamic and vibrant market
environment in tabletting.
Flexible enough to respond to your varied needs, robust enough to withstand large
production capacities, intelligent enough to ease your operations, sensitive enough
to respect time and of course, smart enough to understand economy.

Outstanding benefits of Legacy 6100:
 Improved yield with control on dusting, content uniformity and
contamination.
 Online sorting of "Out of specification" tablets at high speeds ensuring good
product quality.
 Online weight measurement and correction, ensuring consistent weight during
high speed productions.
 Versatile single machine to address all kinds of product sizes (D, B, BB, BBS)
 Ability to compress all types of formulations with 10 tonne compression force
at 1" and 2" station.
11
3. DESTINY 8100: -
ACG Pam is proud to present the DESTINY 8100, a high speed, fully automated,
double rotary tablet press, designed to meet the most challenging tabletting
production requirements.

The DESTINY 8100 brings high speed, fully automated operations for high
volume products, providing cost-effective solutions to the pharmaceutical industry.
With 21CFR part 11 and audit trail compliance, it meets the most stringent
regulatory compliance norms.
The DESTINY 8100 is a double sided tablet press with cGMP features, higher
accessability to the compression zone, virtually tool free changeover and the
capability for bilayer tablets using retrofitable bilayer kit.
Special Features:
 Robust European machine design for strength and stability
 Improved product quality due to rotary versatile feeder design
 Exit chute with separate production, sampling and rejection gates
 Automatic Weight Control based on compression force measurement
 Higher output upto 1 million tablets/hour
 Enhanced EHS standards
 Stand alone, climatically controlled electrical cabinet
12

1 DIE AND PUNCHES: -
Pam offers power-packed yet precise tools for high - speed tabletting machines. The
tools can be of D, B, BB and BBs types.
Encapsulation is the filling of empty capsules with the desired drug. It is done
using two principles viz. Tamping and Dosating. Our machines work on both these
principles. In both the principles, the powder formulation is formed into a slug
which is delivered to the body of the capsules. This process ensures encapsulating
hard gelatin capsules with precise dose, gives better weight control and with
improved yield. Automatic capsule-filling machines are designed to cater to a wide
range of formulation with powder/granules, pellets/sustained release spherical
pellets, tablets, filled capsules and combination of these.
Automatic capsule-filling machines are capable of encapsulating wide range of
capsules from size 000 to size 5 hard gelatin capsules with a varied output range of
6000, 25000, 40000, 90000, and 150000 capsules per hour.
These machines are provided with productivity enhancing features, which can be
handled by a single operator.
13

1. Legend 2500
The Pam Capsula Legend 2500 is the next generation in automatic capsule fillers,
combining futuristic design and ultra-modern engineering to take capsule filling to
the highest peaks of speed and efficiency.
2. AF-200T
The AF-200(T) features an easy to use touch screen and allows machine speed
adjustment from the main panel.
The AF-200(T) offers one of the fastest encapsulation speeds available, filling up
to 200,000 capsules per hour for powder formulation & 170,000 capsules per hour
for pellets. It also allows partial filling capability for any size of capsule from 000 to
5. Capsule size and product changeover is quick and easy.
3. AF-90T
The AF-90T is a fully automatic capsule-filling machine that can fill a large variety
of powder formulations into hard gelatin capsules.
Output:
90,000 Capsules per hour for powders.
Products: powders pellets
Micro Tablets Combination Fillings
4. AF-40T
The AF-40T is a very compact fully automatic capsule-filling machine that can fill
a large variety of powder formulations into hard gelatin capsules.
Output:
5. AF-25T
The AF-25T is a compact and fully automatic capsule-filling machine that can fill
a large variety of powder formulations into hard gelatin capsules.
Output:

14
6. SECURE FILL 12T
ACG Pam presents SECUREFILL 12T, an innovative HIGH containment capsule
filling solution for highly active substances.
SECUREFILL 12T is an automatic capsule filling machine, specially designed to
prevent any surface and air borne contamination, coming out of the machine.
The design of the SECUREFILL 12T eliminates contact between the operator and
formulation, further reducing the risk involved in the complex and unreliable
protective methods used otherwise.
Output:
Up to 12,000 capsules per hour
7. AF-40(D)
The model AF-40(D) is a fully automatic capsule-filling machine for filling
powder formulations in the form of a slug into hard gelatin capsules of various sizes.
It is the only automatic machine where the filling is based on dosator system.
Output:
8. SA-9
The SA-9 is a user-friendly machine with advanced features. These features
provide a high degree of automation which, coupled with sound manufacturing
practice, result in higher levels of:
Fill weight accuracy.
Formulation yields.
Maintenance-free operation.
Operator ease and safety.
Output:
Depending on size of capsules the output varies from 22,000 to 28,000 capsules per
hour
9. RL-80
RL-80 is a versatile productivity enhancer. This robust modular equipment can be
used with either SA-9 or SA-10 to remarkably enhance productivity. The modular
design allows flexibility in positioning it with the main filling machine. The change
parts for capsules of different sizes are well-engineered to enable 100% loading of

the capsules in the ring.
15
10. AL-90
Automatic loader, AL-90, automates the filling of capsule loading trays for PAM's
300-hole manually-operated filling machines, with improvements in loading time.
Manual Capsule Filling machine output increased up to 9000 capsules per hour
when operated in conjunction with Automatic Loader.
Minimum manual contact with capsules.
Brings down operator fatigue considerably.
Fluidocap F-40
The Fluidocap F-40 is a fully automatic capsule-filling machine that can fill a
large variety of liquid and semi-solid formulations into hard capsules. The machine
is formulation-friendly and uses a mechanical volumetric syringe type principle.
Seven dosers are used to fill the capsule's body.
Output:
40,000 capsules per hour.
Fluidocap S-40
The Fluidocap S-40 is a fully automatic band-sealing machine that is linked in line
with the automatic capsule-filling machine Fluidocap F-40. The liquid-filled
capsules are sealed using a gelatin band. The band-sealed and dried capsules ejected
from the exit chute are ready for blister-packing. Besides preventing leakage and
reducing oxygen permeability, band sealing provides a tamper-proof band, which is
an effective way to keep counterfeiters away.
Output:
40,000 capsules per hour.
Fluidocap 1000
The FLUIDOCAP 1000 is a semi-automatic, 'combi'laboratory machine that can
fill liquid into hard capsules. Further, these liquid-filled capsules are sealed using a
gelatin band. A great flexibility to experiment 'liquid in hard gelatin' dosage forms.

16
Fully automatic vertical case packing machines with robotic pick up.
Operational Details
It is a fully automatic servo controlled vertical case packer where all the operations
are automatic right from case erection, collating of products, loading of products in
the case and sealing (taping / gluing) of the case. The entire casepacking operation is
done on one single compact machine which requires only one person to operate it.
The case packer is having balcony construction and incorporates the latest
technology for operation. The case packer can be integrated with automatic
palletizer for further automation.
Applications :
Products: Can handle various products like bottles, cartons, tetrapacks, containers,
jars, tubes, tins, cans, pouches etc. and pack them directly in shipper cases.
Industries: Pharmaceuticals, breweries, food, beverages, lubricants, paints,
chemicals, personal care, home care etc.

Legend 2500 AF-200 T
17
AF-90T AF-25T

Fluidocap1000 SA-9
18
End of line solutions

1919
CNCCNC
DEPARTMENTDEPARTMENT

2020
CHAPTER 2CHAPTER 2 CNC DEPARTMENTCNC DEPARTMENT
1.01.0 INTRODUCTION TO CNCINTRODUCTION TO CNC
2222
DEPARTMENTDEPARTMENT
2.1 TOOL ENGINEERING SECTION 242.1 TOOL ENGINEERING SECTION 24
2.2 BENEFITS OF CNC 272.2 BENEFITS OF CNC 27

21
2. INTRODUCTION TO CNC DEPARTMENT2. INTRODUCTION TO CNC DEPARTMENT
Today, computer numerical control (CNC) machines are found almost
everywhere, from small job shops in rural communities to Fortune 500 companies in
large urban areas. Truly, there is hardly a facet of manufacturing that is not in some
way touched by what these innovative machine tools can do. Everyone involved in
the manufacturing environment should be well aware of what is possible with these
sophisticated machine tools. The design engineer, for example, must possess enough
knowledge of CNC to perfect dimensioning and tolerance techniques for work
pieces to be machined on CNC machines. The tool engineer must understand CNC
in order to design fixtures and cutting tools for use with CNC machines. Quality
control people should understand the CNC machine tools used within their company
in order to plan quality control and statistical process control accordingly.

Production control personnel should be conversant of their company's CNC
technology in order to make realistic production schedules. Managers, foremen, and
team leaders should understand CNC well enough to communicate intelligently with
fellow workers. And it goes without saying that CNC programmers, setup people,
operators, and others working directly with the CNC equipment must have an
extremely good understanding of this technology.
List of CNC machines in department :List of CNC machines in department :--
Sr. no. Name of machine Machining
center
Capacity
1 MAKINO MC – 65
(5CNCM01)
Horizontal
machining center
Axis : X = 630mm
Y = 525mm
Z = 500mm
Max. RPM = 4000.
Magazine =60
2 HITACHI VS 40
(5CNCM03)
3.
4.
Vertical
Machining Center
Axis:. X=600mm
Y=450mm
Z=450mm
Max. RPM = 12000
Magazine =20 22
3 MORI SEIKI HITECH
VS-40 (5CNCM04)
Vertical
Machining Center
Axis:. X=600mm
Y=450mm
Z=450mm
Max. RPM = 12000
Magazine =20
4 MORI SEIKI HITECH
VS-40 (5CNCM05)
Vertical
Machining Center
Axis:. X=600mm
Y=450mm
Z=450mm
Max. RPM = 12000
Magazine =20
5 MAKINO V-55
(5CNCM06)
Vertical
Machining Center
Axis:.X=900mm
Y=500mm
Z=450mm
Maximum RPM=14000
Magazine =25
6 DECKEL MAHO Vertical Axis:.X=640mm

DMC64V LINEAR
(5CNCM07)
Machining Center Y=600mm
Z=500mm
Maximum RPM=12000
Magazine =30
7 MORI SEIKI NV-
4000DCG
(5CNCM08)
Vertical
Machining Center
Axis:.X=600mm
Y=400mm
Z=400mm
Maximum RPM=12000
Magazine =20
8 MAKINO S56
(5CNCM09)
Vertical
Machining Center
Axis:.X=900mm
Y=500mm
Z=450mm
Maximum RPM=12000
Magazine =20
9 MORI SEIKI
NH5000DCG
(5CNCM14)
Horizontal
machining center
Axis:.X=730mm
Y=730mm
Z=850mm
B=0.001O
Maximum RPM=14000
Magazine =40 23
10 MORI SEIKI PS 65 Vertical milling
machine
Axis:.X=600mm
Y=500mm
Z=500mm
Maximum RPM=12000
Magazine =30
11 MORI SEIK PS 95 Vertical milling
machine
Axis:.X=900mm
Y=500mm
Z=500mm
Maximum RPM=12000
Magazine =30
12 DECKEL FP4NC
DEK-1
Vertical milling
machine
Axis:.X=560mm
Y=450mm
Z=450mm
Maximum RPM=3150
Magazine =1

2.1.TOOL ENGINEERING SECTION2.1.TOOL ENGINEERING SECTION :-:-
For performing the operations, special tool holders, drills, reamers, taps
and sometimes-special cutters are required. The different activities performed by
this department are:-
1) To provide the required tools on time.
2) To keep the tools in working condition and in a position such that they can
made available within no time.
3) To maintain a sufficient stock of tools so that there should not be any stock
out.
4) To design and manufacture special tools required for machining the special
contours.
5) To decide the easy and efficient ways of performing the work.
6) To get the tools resharpened on time so that so that they can be used at
their best.
7) Codification of all the tools and resharpning items so that each tool can be
identified easily.
24
8) To develop the vendors who can produce the work economically and with
best quality.
9) Tool setting for the required job with reference to the respective tool lists
of the part.
10) Provide the cutting parameters to get the best out of the existing machines.
CUTTING PARAMETERS FOR MACHINE SETUPCUTTING PARAMETERS FOR MACHINE SETUP
Machining conditions of metal cutting are determined by work piece material,
cutting tool, machine tool, fixture etc. this concept of cutting parameter provides
practical machining data for work piece and tool used for machining center, milling
machine and so on.
Rough cutting and finish cutting is considered for machining data. The cutting
conditions for various diameters of the tools are also considered. Following

influence cutting speed:-
1. Material and physical properties of work piece
2. Rigidity of work piece.
3. Fixing status of work piece.
4. Depth of cut and stock removal.
5. Machining positions of machine.
6. Machining accuracy.
7. Surface roughness.
The calculation is made for different diameters and then the data is tabulated.
Whenever required the data for the required diameter and the corresponding
material is seen on the chart taken. Otherwise, while programming itself the correct
data regarding the cutting condition is fed from the chart.
25
In CNC department, the machines are divided into two categories. Deckel and
machines is considered as domestic machines whereas the other machines i.e.
Makino-65, Makino-V55, Hitachi Seiki–VS 40 (3 Nos.), Makino S-56,Mori Seiki
NH-5000,DMC-64VLinear, Mori Seiki-NV4000,Hitachi Seiki-TS 15, Hitachi Seiki-
HT 20R III, Sabre-750 are considered as international machines. On this machines
the cutting tools of international standard suggested by Ghuring , SGS, Hanita, Iscar,
Totem Galtona, Sandvik Coromont are used whereas on the domestic machines; the
domestic standard suggested by Addison and Sharpcut are used. The standards
suggested by each company differs from one another and hence it is important to use
the respective standard for each tool. This helps to perform smooth operation.
STANDARD CUTTING PARAMETERSSTANDARD CUTTING PARAMETERS
International standard cutting parameters are calculated from the same formulas.

They are differentiated as international cutting parameters because they are derived
from the international standards. The international machines can be worked on high
speed and feed with the excellent qualitative work. So it is always better out of them
for improved productivity. To achieve the same the tools of international quality are
used on them. The different standards used on the machines are:-
i. Ghuring standards for drills.
ii. Iscar standards for inserts.
iii. SGS standards for rough and finish end mills and slot cutters.
iv. Totem Galtona standards for taps.
The data regarding spindle speed and cutting speed for different materials is
collected from the manuals given by these companies. With this data and by using
the formulae the cutting conditions for different are obtained. All the collected data
is tabulated in a particular manner so that it can be users friendly. But the data can
be used on the international machines only.
Generally, Addison standard is used for the domestic machines.
26
2.2.BENIFITSBENIFITS OF CNCOF CNC
The first benefit offered by all forms of CNC machine tools is improved
automation. The operator intervention related to producing work piece can be
reduced or eliminated. Many CNC machines can run unattended during their entire
machining cycle, freeing the operator to do other takes. This gives the CNC user
several side benefits including reduced operator fatigue, fewer mistakes caused by
human error, and consistent and predictable machining time for each work piece.
Since the machine will be running under program control, the skill level required of
the CNC operator (related to basic machining practice) is also reduced as compared
to a machinist producing work pieces with conventional machining tools.
The second major benefit of CNC technology is consistent and accurate work

pieces. Today's CNC machines boast almost unbelievable accuracy and repeatability
specification. This means than once a program is verified thousands of work piece
can be easily produced with precision and consistency.
The third benefit offered by most forms of CNC machine tools is flexibility.
Since these machines are run form programs, running a different work piece is
almost as easy as loading a different program. Once a program has been verified and
executed for one production run, it can be easily recalled the next time the work
piece is to be run. This leads to yet another benefit, fast changeover.
This imperative with today's just-in-time production requirements.
2727

ASSIGNEDASSIGNED
PROJECTSPROJECTS
2828
CHAPTER 3 PROJECTS ASSIGNEDCHAPTER 3 PROJECTS ASSIGNED
3.0 OVERALL EQUIPMENT EFFECTIVENESS 303.0 OVERALL EQUIPMENT EFFECTIVENESS 30
3.1 INCREASING AVAILAIBILITY OF OEE 393.1 INCREASING AVAILAIBILITY OF OEE 39
3.2 FIXTURE IMPROVEMENT 453.2 FIXTURE IMPROVEMENT 45

3.3 ADHERANCE 533.3 ADHERANCE 53
3.4 POKA YOKE3.4 POKA YOKE
PKIPKI
2929
3.Overall Equipment Effectiveness
(OEE):-

Overall Equipment EffectivenessOverall Equipment Effectiveness :-
The definition & the use of overall equipment effectiveness over the has been
widely debated. Many practitioners have found that OEE has several uses &
definition which have led to considerable confusion when comparing machine-to-
machine, plant to plant, company-to-company.
Overall Equipment Effectiveness is a way to monitor & improve the efficiency of
your manufacturing process. OEE valuates and indicates how effectively a
manufacturing operation is utilized.
OEE is a effective tool to benchmark, analyze, & improve your production
process. The OEE tool gives the ability to measure your machines for productive
improvements. OEE not only measures these inefficiencies but group them into
three categories to help you analyze the machine & have a better understanding of
manufacturing process. OEE data is use to identify a single assets &/or single
stream process related losses for the purpose of improving total assets performance
& reliability. OEE data is use to identify & categorize measure losses or reasons of
poor performance. OEE percentage is use to track & trend the improvement in
equipment effectiveness over period of time. OEE percentage can point to hidden or
untapped capacity in manufacturing process & lead to balanced flow.
OEE is broken down into three measure metrics of Availability, Performance &
Quality. These metrics helps to gauge plant's efficiency & effectiveness &
categorize these key productivity losses that occur within the manufacturing
processes & in turn ensure quality, consistency & productivity at the bottom line.
By definition OEE is the calculation of Availability, Performance & Quality.
OEE = Availability x Performance x Quality.
Example:
A Work Center experiences...
30
Availability of 86.7%
The Work Center Performance is 93.0%.
Work Center Quality is 95.0%.
OEE = 86.7% Availability x 93.0% Performance x 95.0% Quality = 76.6%
OBJECTIVES OF OEEOBJECTIVES OF OEE :-

1. Overall equipment effectiveness data (information) is used to identify a single
asset (machine or equipment) and/or single stream process related losses for
the purpose of improving total asset performance and reliability.
2. Overall equipment effectiveness data (information) is used to identify and
categorize major losses or reasons for poor performance. OEE provides the
basis for setting improvement priorities and beginning root cause analysis.
3. OEE percentage is used to track and trend the improvement, or decline, in
equipment effectiveness over a period of time.
4. OEE percentages can point to hidden or untapped capacity in a manufacturing
process and lead to balanced flow.
5. The use of OEE is also intended to develop and improve collaboration
between asset operations, maintenance, purchasing, and equipment
engineering to jointly identify and eliminate (or reduce) the 2 major causes of
poor performance since “maintenance” alone cannot improve OEE.
CAUTIONS OF USING OEECAUTIONS OF USING OEE :-:-
Based on the wide spread and diverse understanding and use of OEE, there are
several cautions regarding its use:
1. The calculated OEE (OEE percentage) is not intended for use as a corporate
or plant level measure. OEE percentage is a rough measure of selected
equipment effectiveness only.
2. Calculated OEE is not valid for comparing or benchmarking different assets,
equipment, or processes. OEE is a relative indicator of a specific single asset
effectiveness compared to itself over a period of time. However, OEE can be
used to compare like equipment in like situations producing like products or
output.
3. OEE does not measure maintenance effectiveness because most of the loss
factors are outside the direct control of the maintainers.
31
4. There appears to be no valid specification of “world-class OEE.” However, 85
percent OEE has been cited frequently. Also, “maximizing OEE” may not be
justifiable. Optimum levels of OEE largely depend on the capability or
capacity
of the asset, the business demands, and whether it is a constraint in the
process flow.

5. OEE percentage calculations are not statistically valid. A calculated OEE
percentage assumes that all equipment-related losses are equally important
and that any improvement in OEE is a positive improvement for the business.
This is generally not the case. For example, the calculated OEE percentage
does not consider that a one percent improvement in quality may have a
bigger impact on the business than does a one percent improvement in
availability. Also, in the OEE calculation, three different units of measure are
falsely considered as the same –chronological time, units per time, and counts
of units produced – and are converted to percentages for comparison. OEE
percentages can actually improve while actual quality losses increase
significantly. OEE percentages can actually decline while output improves –
efficiency and quality losses are reduced and the same planned output is
generated in less time thereby lowering the “availability” percentage – three
shifts of output in two shifts.
CORE ELEMENT OF OEECORE ELEMENT OF OEE :-:-
1. Availability :-
Availability is the percentage of time that machines are available for scheduled
production compared with the amount of time they were actually producing.
Scheduled maintenance, planned down time events, or equipments trials are not
considered to be part of the time that machines are available for production. This
allows a plant manager to readily identify whether machine downtime issues are part
of a known calender, or if these is a more serious problem.
Calculation: Availability = Available Time / Scheduled Time.
A given Work Center is scheduled to run for an 8 hour (480 minute) shift.
The normal shift includes a scheduled 30 minute break when the Work Center is
expected to be down. The Work Center experiences 60 minutes of unscheduled
downtime.
Scheduled Time = 480 min - 30 min break = 450 Min
Available Time = 450 min Scheduled - 60 min Unscheduled Downtime = 390 Min
Availability = 390 Avail Min / 450 Scheduled Min = 87%
32
2. Performance :-

The Performance portion of the OEE Metric represents the speed at which the
Work Center runs as a percentage of its designed speed. The Performance Metric is
a pure measurement of speed that is designed to exclude the effects of Quality and
Availability.
Calculation: Performance = (Parts Produced * Ideal Cycle Time) / Available Time
Example:
A given Work Center is scheduled to run for an 8 hour (480 minute) shift with a 30
minute scheduled break.
Available Time = 450 Min Sched - 60 Min Unsched Downtime = 390 Minutes
The Standard Rate for the part being produced is 40 Units/Hour or 1.5 Minutes/Unit
The Work Center produces 242 Total Units during the shift. Note: The basis is Total
Units, not Good Units. The Performance metric does not penalize for Quality.
Time to Produce Parts = 242 Units * 1.5 Minutes/Unit = 363 Minutes
Performance = 363 Minutes / 390 Minutes = 93.0%
3. Quality :-
The Quality portion of the OEE Metric represents the Good Units produced as a
percentage of the Total Units Started. The Quality Metric is a pure measurement of
Process Yield that is designed to exclude the effects of Availability and
Performance.
Calculation: Quality = Good Units / Units Started
Example:
A given Work Center produces 230 Good Units during a shift.
242 Units were started in order to produce the 230 Good Units.
Quality = 230 Good Units / 242 Units Started = 95.0%.
3333

LOSS CATEGORIES OF OEELOSS CATEGORIES OF OEE :-:-
Listed below in table are the three loss categories (Down Time, Speed & Quality)
of simple OEE & example of events that can occur in a production process of
machine to reduce productivity. These loss categories contribute to lowering the
overall simple OEE value of the machine.
OEE loss category Simple OEE metrics Loss category example
Down Time loss Availability
1. Equipment failure
2. Tooling damage
3. Unplanned maintenance
4. Process warmup
5. Machine changeovers
6. Material shortage
Speed losses Performance
1. Product misfeeds
2. Component jam
3. Product flow stoppage
4. Level of machine operator training
5. Equipment age
6. Tooling wear
Quality loss Quality
1. Tolerance adjustment
2. Warmup process
3. Damage
4. Assembled incorrectly
5. Rejects
6. Rework

3434
MAJOR LOSS EVENTS AFFECTING OEEMAJOR LOSS EVENTS AFFECTING OEE :-
There are many events within a manufacturing process that can affect simple OEE. The major
goal behind simple OEE program is to minimize or reduce the causes of inefficiency in the
manufacturing environment. Below table is a list of the major events that commonly occurs to
decrease the productivity & efficiency of the machine & the loss category associated with simple
OEE metrics.
1.Down time losses are events requiring maintenance
- Machine breakdowns.
- Machine Adjustment/setup.
2. Performance losses are events not requiring maintenance
- Machine stop.
- Machine reduced speeds.
Major loss events OEE metrics Loss category Examples of loss category
Machine breakdown Availability Down time
Availability Down time
Machine stops Performance Performance
Performance Performance
Quality Quality
Quality Quality
Equipment failure, Tooling
damage, Unplanned
Maintenance.
Machine
adjustment/setup
Process warm up, Machine
changeovers, Material shortage.
Product misfeeds, Component
jam, Product flow stoppage.
Machine reduced
speeds
Level of machine operator
training, Equipment age,
Tooling wear.
Machine startup bad
parts
Tolerance adjustment, warm up
process, Damage.
Machine production
bad parts
Assembled incorrectly, Rework,
Reject

3. Quality losses are rejects occurring during initial startups & full production
run.
- Machine startup bad parts.
-Machine production bad parts.
3535
ADDRESSING & IMPROVING THE MAJOR LOSS EVENTS OF OEEADDRESSING & IMPROVING THE MAJOR LOSS EVENTS OF OEE :-
Breaking your simple OEE data up into the three metrics helps monitor &
analyze the data. If you can improve your simple OEE numbers you will improve
your machine productivity. Listed below are the six major loss events we outlined
on the previous page that affect simple OEE & step to help reduce this events to
increase your overall machine's productivity. The overall goal of simple OEE tool is
to reduce or eliminate these major loss events.
1. Machine breakdowns (events reducing availability)
To improve simple OEE, you must eliminate unplanned downtime. Downtime is the
most critical factor to improving simple OEE because when the process is not
running you cannot address other metrics. Supplying downtime reason codes will
help you to monitor & specify a particular source of later evaluation using Route
Cause Analysis.
2. Machine adjustments/setup (events reducing availability)
Tracking machine setup time is important to improve OEE. This time could include
warm up time to consistently produce quality parts or reducing the time it takes to
exchange tooling/dies. Implementing S.M.E.D. (Single Minute Change of Die)
programs reduce setup times.
3. Machine stops (events reducing performance)
Minimize machine stop such as product misfeeds & component jams will help to
improve performance. This stops are typically under five minutes & don't require
maintenance to be called to the process. Train your machine operators to handle
these events that occur on machine.
4. Machine reduced speeds (events reducing performance)
Benchmark your machine's Target Counter will help determine the theoretical
maximum speed of the machine. Understanding the machine's ideal run rate (Target
Counter) then categorizing the data will help with your analysis. Monitoring the data
will help understand events such as tooling wear, design capacity & the training
level of operator running the machine.
5. Machine startup - bad parts (events reducing Quality)

Your machine may produce bad product during the initial startup of the
process.
Tracking this rejects from the machine will help pinpoint potential causes
that can be monitored & reviewed. Machine tolerance & temperature
adjustments can be made.
36
6. Machine production – bad parts (events reducing quality)
Eliminating bad parts/rejects are essential for all manufacturing machines
after the initial star up of the process. Tracking these bad parts will help you
monitor the data to discover possible patterns or causes in the mfg process.
CALCULATING OEECALCULATING OEE :-:-
Simple OEE begins with Planned Machine Run Time and measures the productivity
of
the machine. With reductions from Losses of the Down Time, Speed, and Quality
categories, the formula calculates the Final Machine Run Time of the machine.
The OEE metric Availability takes into account any Down Time Losses.
The OEE metric Performance takes into account any Speed Losses.
The OEE metric Quality takes into account any Quality Losses.
Planned Machine Run Time
- Reductions from down time losses (machine breakdown, setup time, material
shortage)
- Reductions from speed losses (operator inefficiencies, part jams, machine wear)
- Reductions from quality losses (bad, reject, rework, startup scrap, assembled
wrong)
= Final Machine Run Time
The overall goal of OEE is to maximize the Final Machine Run Time

37
EXAMPLE OF OEE CALCULATIONEXAMPLE OF OEE CALCULATION :-
The table below contains hypothetical shift data, to be used for a complete OEE
calculation, starting with the calculation of the OEE Factors of Availability,
Performance, and Quality. Note that the same units of measurement (in this case
minutes and pieces) are consistently used throughout the calculations.
Item Data
Shift length 8 hours = 480 min.
Planned operative time
Planned run time
Total time
Run time Down time
Target counter
Performance OEE
Total count Speed loss
Total time
Quality
Good count Quality loss
Final machine runtime
Planned
shutdown
Availability

Short breaks 2 @ 15 min. = 30 min.
Meal break 1 @ 30 min. = 30 min.
Downtime 47 minutes
Ideal run rate 60 pieces per minute
Total pieces 19,271 pieces
Reject pieces 423 pieces
38
Planned Production Time = [Shift Length - Breaks] = [480 - 60]= 420 minutes
Operating Time = [Planned Production Time - Down Time] = [420 - 47] = 373
minutes
Good Pieces = [Total Pieces - Reject Pieces] = [19,271 - 423] = 18,848 pieces
Availability = Operational time / planned production time
= 373/420
= 0.8881 (88.81%)
Performance = (Total pieces / Operating run time) / 60pieces per minute
= (19271 / 373) / 60
= 0.8611 (86.11%)
Quality = Good pieces / Total pieces
= 18848 / 19271
= 0.9780 (97.80%)
OEE = Availability x Performance x Quality
= 0.8881 x 0.8611 x 0.9780
= 0.7479 (74.79%)
3.1.INCREASING AVAILABILITY3.1.INCREASING AVAILABILITY
((REDUCE DOWNTIME LOSSES OF OEEREDUCE DOWNTIME LOSSES OF OEE ))

AIMAIM :- Reduce downtime losses & increase availability of OEE.
ANALYSIS OF PROBLEMANALYSIS OF PROBLEM :-
To find out the reasons due to which OEE reduced I referred OEE report of
November, December & January months. From those OEE data I got following
result.
39
Graph of OEE elements of November, December & JanuaryGraph of OEE elements of November, December & January
Elements of OEE
Month
November December January
Availability 69.62% 72.46% 71.84%
Performance 96.47% 99.74% 98.41%
Quality 98.78% 96.14% 99.76%
OEE 66.34% 69.48% 70.52%

As seen in graph the performance of all three month is good which means that machine running
at maximum speed. Quality is also good but availability of every month is low because of this
OEE is also reduced. So OEE is reduced due to low availability. Availability is the percentage of
time that machines are available for scheduled production compared with the amount of time they
were actually producing.
CAUSES OF REDUCED AVAILABILITYCAUSES OF REDUCED AVAILABILITY :-
After analyzing OEE reports of three month following route causes which reduces
availability are found.
A) Method of calculating OEE.
B)Downtime losses
1.Breakdown.
2. No tooling.
3. No programme.
4. Programme transfer loss.
5. No power.
40
6. No operator.
7. Cleaning.
8. First job inspection.
9. Rework.
10. 5S' activity.
11. No load.
12. Other reasons.
Graphical representation of avg downtime loss in three months
Availability Performance Quality
0%
20%
40%
60%
80%
100%
120%
November
December
January

B) Downtime losses :
1. Breakdowns :-
One of the Major Loss Events. Machine Breakdowns is the time lost on a
machine due to equipment failure. Machine Breakdowns contribute to Simple OEE
Downtime Losses and reduce the OEE metric, Availability. As seen in graph
143.5hrs downtime loss occur due to breakdown.
41
2. No tooling :-
There are main 5 reasons due to which operator may not get tooling & job setting
on time.
a) Shortage of work holding devices (vice).
Some times working holding devices such as vice or fixture engaged on other
machines. Operator have to wait for it so machine remain idle till operator get those
devices.
b) Non availability of tool as per programme.
0
50
100
150
200
250
300
143.85
40.22
14.36
37.03
7.64
280.44
96.03
28.97
8.75 5.5
23.25
47.75
Break down No tooling No progamme
Programme transfer No power No operator
Cleaning First job Inspection Rework
5'S' No load Other
Downtimeloss(inhrs)

Some time it may happened that proper tool may not available eg. If the
programme requirement is dia. 9.8 slot cutter but it is not available so dia. 9.8 boring
bar used. The time require for operation will increase due to speed feed used for
boring bar is less than slot cutter. This resulted in loss of time.
c) Shortage of manpower.
Due to shortage of manpower in tooling division workers are overloaded.
Because of that machine operator may not get tool & job setting on time so machine
remain idle.
d) Shortage of gauges & dial operator.
Operator may not get gauges & dial on time due shortage. So they want to wait
for dial or gauges this resulted in machine idleness.
e) First time proving jobs.
Some part are come first time for CNC machining. So new tooling are require as
per programme due to first time proving some changes have to be done in
programme, setting & tooling. This resulted in time loss in search of another tool &
setting accessories.
f) Urgency.
Tooling is done as per load planning. Some times load planning changes due to
urgency so whole tooling & job setting changes it takes time to do new job setting &
tooling.
3. No programme :-
Programme may not available on time. Due to non availability of proper tools or
job setting so programmer have to edit programme so the Operator have to wait until
programmer complete programming. Sometime the blank may not proper (extra
thickness, width etc.) so to remove that excessive material new programme required
to be made. So it may cause loss of time.
42
4. Programme transfer loss :-
To transfer programme from computer to machine a SDN software is used. A
USB cable is provided for machine operator. First operator search for respective job
programme. Then connect the USB cable to machine & computer And then with
help of SDN software transfers the programme from computer to machine. This is a
time consuming process. Some times computer work slowly or it may get hang so it
takes more time for transfer programme.

5. No power :-
This time loss occur due to loss of electricity. Machine idle time due to power loss
is come in no power downtime loss. It cannot be avoided or reduces.
6. No operator :-
Operator remain absent without any message or operator had taken short leave due
to his personal work so the machine idle. Some times operator have to handle two
machines simultaneously so it happened that machine may remain idle this idle time
also come in no operator downtime loss. As shown in graph maximum downtime
loss occur due to this reason.
7. cleaning :-
This is the time loss which cannot be avoided but it can be reduced. Vacuum
cleaner is use for cleaning purpose which is time consuming. There are three
vacuum cleaner in the department in that two are require maintenance work. Only
one vacuum cleaner is well processing so operator have to search for it & then bring
it on machine. Some time vacuum cleaner engaged on other machine so operator
have wait for it.
8. First job inspection :-
After completing first job of each batch the operator have to inspect that job to
check
whether it is as per drawing or not. Operator may not measuring instrument on time
so he have to search for it this take more time for inspection.
43
9. Rework :-
Time require for assembly rework will not be consider as a part of OEE because
those reworks are done to get proper fit between two parts where the part are made
as per drawing before sending it for assembly.

10. 5'S activity :-
This includes activity such as confirmation of route cards in sap & filling job
card file & std. time earn register etc. Operator may not get route card on time & at
the end of the month they get all those pending route card so they have to do
confirmation of all those route cards at a time
this downtime loss.
11. No load :-
Some times material not available as per load sheet so the machine remain idle
until operator respective job get material. Some times load planning may not be
done for some machine due to any reasons so machine remain idle.
12. Other reasons :-
Any downtime loss other than above mentioned reasons was come in this
account. Some of them mentioned below
a) Due tool breakage.
Some times tool breaks during operation so new tooling is required to perform
those operation. It takes takes time to search for new tool & prepare new tool
setting.
c) Nonavailability of drawing.
Due to nonavailability of drawing machine remain idle. Operator may not got
drawing on time so he have to search for drawing this resulted in downtime loss.
4444
3.2. FIXTURE IMPROVEMENT3.2. FIXTURE IMPROVEMENT
[A]FOR BODY HOLDER.[A]FOR BODY HOLDER.

The Body holder component used in all capsule filling machines. The prime
function of Body holder is to hold the body of capsule during capsule filling & after
filling powder in body of a capsule the cap & body pressed together & final capsule
came out.
Since this component demand is in repeated batch production and its analysis
need a care it was necessary to design a fixture for its regular production.
PROCESS OBSERVATION / PROBLEM IDENTIFICATIONPROCESS OBSERVATION / PROBLEM IDENTIFICATION
The ideal blank of this component is manufactured from the sub contract
department from a certified vendor and later this blank is brought to in-house for
finishing operations. The following observations are made during its manufacturing.
1. The component requires drilling operations and these operations are
carried out on the vertical machining center.
2. The production cost for this component increases to a much higher, owing
to the use of a vertical machining center.
3. Set-up and processing time increases due to difficulties in clamping.
4. Skilled operator is required for machining the component, hence the labour
cost involved in the complete finishing becomes high.
Owing to these reasons it was necessary to design the fixture for body holder
which enables ease in machining the component
FIXTURE ANALYSISFIXTURE ANALYSIS
The main purpose of designing the fixture is to achieve repeated batch production
with less consumption of time.
4545
DESIGN OF FIXTUREDESIGN OF FIXTURE :-
The length of fixture 780mm & width 430mm. The design of a fixture is made in
such a way that 16 body holder can machined at a time. The design of a fixture is
shown in figure. Total 20 strap clamps are used for clamping purpose. For each job

three locating pins are provided.
The design of fixture is shown below.
COST ANALYSISCOST ANALYSIS
Costing of jig and fixture is an essential part of the jig and fixture design.
Normally only the blank of the fixture is brought from vendors & all other operation
are done in CNC department. After completing all operations of fixture it is send for
blackening. Blackening is to prevent fixture from rusting. First we prepare blank
drawing & gives quotation according to their calculations to vendors. To find out the
cost of fixture costing analysis is done.
COST ANALYSIS FOR DRILL JIGCOST ANALYSIS FOR DRILL JIG
The following points are to be considered for making the cost analysis for the
costing of the drill jig.
Costing of the Bottom PlateCosting of the Bottom Plate
Material = EN-31
Raw Material Size = 38 X 440 X 790
Volume of the material = 13208800 cubic mm
46
Raw Material Weight = volume x density
= 11739000 X (7850 / 1000000000)
=103.68kg.

Rate of the material =Rs. 65 / kg
Material Cost = Weight X Rate
= 103.68 X 65
= Rs 6739/-
Machining CostMachining Cost :-:-
Including cost of other accessories (Allen bolt, locating pins, clamp & grub
screw ) total Cost for complete manufacturing and finishing and assembling of the
complete fixture Rs 17747/-
4747
CONCLUSIONCONCLUSION
COST SAVING ACHIVED
Operation Machine Time Cost/hrs
1 Raw material - - - 6739/-
2 Sizing & milling 10hrs 70/hrs 700/-
3 Grinding 10hrs 1890/-
4 CNC machining 10hrs 500/hrs 5000/-
5 Deburing ------- ---- ---- 80/-
6 Blackening ------- ---- 378/-
Total cost 14787/-
Sr.
no.
Total
cost
Vertical
milling
machine
Surface
grinder
Vertical
machining
center
0.50/sq.
Inch.

The Cost Saving Achieved is being stated as follows:-
1. The total setting time got reduced to 5mins as against 10ins.
2. The processing time reduced by 20min per job against 120min.
Total time saving
= previous processing time – present processing time
= (120 + 10) – (100 + 5)
= 130-105
= 25min.
Time saving 25min/piece.
Total cost saving
= previous processing cost – present processing cost
= {(130/60) X 500/hrs} – {(105/60) X 500/hrs)
= 1083.33 - 875
= 208.33/-
cost saving Rs. 208.33/piece.
Graph of time & cost saving ( in % )
48
0
10
20
30
40
50
23.76 23.18
Processing time
per piece
cost per piece
Savingin%

BENEFITS ACHIVEDBENEFITS ACHIVED :-:-
1. This body holder fixture's main purpose is time saving in processing.
2. There will be a sufficient saving in the labour cost .
3. The process will be beneficial for the production of the other components
replacing this job on the same machine.
[B]PISTON LOCK PLATES
The Piston locating plates are use in capsule filling machine. The pri,e
functiobn of piston locating plate is to lock piston during capsule filling.
Since this component demand is in repeated batch production and its analysis
need a care it was necessary to design a fixture for its regular production.
PROCESS OBSERVATION / PROBLEM IDENTIFICATIONPROCESS OBSERVATION / PROBLEM IDENTIFICATION
The ideal blank of this component is manufactured from the sub contract
department through a certified vendor and later this blank is brought to in house for
final operations. The following observations are made during its manufacturing.
1. The component requires drilling and tapping operations and these operations
are carried out on the Vertical machining center.
2. After drilling slot cutting is done in between drilled holes.
3. Set-up and processing time increases due to difficulties in clamping
4. The production cost for this component increases, owing to the use of a CNC
Machine in the manufacturing of this component.
Owing to these reasons it was necessary to design the drill jig for Locking
Block which enables a proper sequence of production and ease in machining the
component
4949

FIXTURE ANALYSISFIXTURE ANALYSIS :-
The main purpose of designing the fixture is to achieve repeated batch
production with less consumption of time.
DESIGN OF FIXTUREDESIGN OF FIXTURE :-
The length of fixture 495mm & width 395mm. The design of a fixture is
made in such a way that 15 locating plate can machined at a time. The design of a
fixture is shown in figure. Total 36 strap clamps are used for clamping purpose. For
each job four locating pins are provided. The design of fixture is shown in fig.
COST ANALYSISCOST ANALYSIS
Costing of jig and fixture is an essential part of the jig and fixture design.
Normally only the blank of the fixture is brought from vendors & all other operation
are done in CNC department. After completing all operations of fixture it is send for
blackening. Blackening is to prevent fixture from rusting. First we prepare blank
drawing & gives quotation according to their calculations to vendors. To find out the
cost of fixture costing analysis is done.

50
COST ANALYSIS FOR FIXTURE
The following points are to be considered for making the cost analysis for the
costing of the drill jig.
Costing Of the Base Plate
Material = EN-31
Raw Material Size = 505X 405 X 30
Volume of the material = 6600000 cubic mm
Raw Material Weight = volume x density
= 6135750 X (7850 / 1000000000)
= 48.16 Kg
Rate of the material =Rs. 65 / kg
Material Cost = Weight X Rate
= 48.16 X 65
= Rs 3130.4/-.
Machining CostMachining Cost :-:-
SR.
NO.
OPERATION MACHINE TIME COST/HOUR TOTALCOST
1 Raw material ---- ------ ------ 3130.4 /-
2
Sizing and
milling
Vertical
Milling
8 hrs 70 Rs / Hr 560 /-
3 Surface Grinding Surface
Grinder
7 hrs 80 Rs / Hr 560 /-
4
Drilling of slot
cutting and
Screwing holes
CNC
Section
9 hrs 500 Rs/Hr 4500/-
5
Deburing Fitting
section
------ ------ 40/-
6
Blackening Blackening
section
------ 0.50/sq. inch 200/-

SR.
NO.
OPERATION MACHINE TIME COST/HOUR TOTALCOST
TOTALCOST Rs 8990.4 / -
51
Including cost of other accessories (Allen bolt, locating pins, clamp & grub screw )
total Cost for complete manufacturing and finishing and assembling of the complete
fixture = Rs 9985.4 /-
CONCLUSIONCONCLUSION
COST SAVING ACHIVED
The Cost Saving Achieved is being stated as follows:-
1. The total setting time got reduced to 5mins as against 10ins.
2. The processing time reduced by 15min per job against 50min.
Total time saving
= previous processing time – present processing time
= (50 + 10) – (35 + 5)
= 60-40
= 20min.
Time saving 20min/piece.
Total cost saving
= previous processing cost – present processing cost
= {(60/60) X 500/hrs} – {(40/60) X 500/hrs)
= 500 - 333
= 167/-
cost saving Rs. 167/piece.
GRAPH OF TIME & COST SAVING ( IN %)

52
3.3 ADHERENCE CHECK
During a period,a company will normally plan on how much it wants to
produce of a good over a given time period. Schedule adherence
measures how well the company stuck with its scheduled plan. The
schedule adherence formula can be used for any kind of plan; for
example, the planned number of work hours for employees. Schedule
adherence shows the companys efficiency. If it does not adhere to its plan,
it will most likely have additional costs that were not originally in the
plan. Hence adherence check is “An analysis carried out to find out the
bottle necks in achieving production targets as planned.”
IMPLEMENTATION
CALCULATING MACHINE WISE ADHERENCE
0
10
20
30
40
50
33.33 33.40 Processing time
per piece
cost per piece
Savingin%

0
10
20
30
40
50
60
70
80
90
100
1 2 3 4 5 6 7 8 9
% ADHERENCE
53
REASONS FOR ABSENCE OF 100% ADHERENCE
A-MATERIAL NOT AVAILAIBLE
B-MATERIAL NOT AS PER DRAWING
C-BACKLOG CLEARANCE
D-TECHNICIAN ABSENT
E-NEW OPERATOR
F-MACHINE BREAKDOWN

G-PROGRAM ERROR
H-PROGRAM TRANSFER ERROR
I-1ST
TIME PROVING
J-TOOLING’S & FIXTURE PROBLEM
K-NO POWER
L-MEETINGS, TRAININGS
M-URGENCIES
54
REASONS ENCOUNTERED WHILE ACHIEVING 100%
ADHERENCE

0
1
2
3
4
5
6
7
A B C D E F G H I J K L M
CONSTRAINTS
RENDERING
100%
ADHERENCE
55

SOLUTIONSSOLUTIONS
56

CHAPTER 4 SOLUTIONS
4.0 OEE CALCULATIONS 58
4.1 SOLUTIONS FOR LOW OEE 594.1 SOLUTIONS FOR LOW OEE 59
4.2 CONCLUSIONS 624.2 CONCLUSIONS 62
5757

4. Method of calculating OEE :-
The first & important causes of reduced availability was wrong method of
calculating availability. As we seen in previous chapter it is clearly mentioned that
planned shutdown is considered during calculating Availability.
Actual available time = (Total available time – planned shut downs) - Downtime
losses.
Availability = Actual available time
(Total available time – planned shut downs)
planned shutdowns contains lunch time, payed holidays etc.
In our department a excel format use for calculating OEE. It is made in such way
that it also consider planned shutdown to calculate availability.
Availability = Actual available time
Total available time
Due to this faulty format availability get reduces which directly affect. The actual
availability & OEE of this three month is given below.
5858
Elements of OEE
Month
November December January
Availability 86.78% 85.55% 88.17%
Performance 96.47% 99.74% 98.41%
Quality 98.78% 96.14% 99.76%
OEE 82.70% 82.58% 86.56%

Graph of OEE elementsGraph of OEE elements
4.1.SOLUTIONS FOR LOW OEE:
The format used for calculating OEE should be change. The format should be
made in such a way that planned shut downs are not be the part of availability. The
availability will be increase as compare to faulty format & OEE also increase
respectively.
B) Curbing various downtime losses :-
1. Breakdowns :
Preventive maintenance programme must be planned so that breakdowns those
occurs frequently can be avoided. Training of total productive maintenance should
be given to operators so that they can repair miner breakdown. Servicing should be
provided to required machines.
2. No tooling :
To reduce no tooling downtime following points should be taken care off.
a) shortage of work holding devices :- Work holding devices should be made
available enough. New vice or if required fixture should be made so machine will
not be remain idle due to non availability of work holding devices.
Availability Performance Quality
0%
20%
40%
60%
80%
100%
120%
November
December
January

59
b) Nonavailability of tools as per programme :-
Tools should be made available as per programme. If require purchase new tools.
c) shortage of manpower :-
Enough manpower should be made available so that there will not be heavy work
load on worker & machine operator will get tool & job setting on time.
d) Shortage of dial gauges :-
Enough dial gauges are made available & some gauges may not working properly
so maintenance work should be carried out on it.
e) First time proving :-
Programme of first time proving job should be check in proper software so when the
job loaded on machine it may not require to do changes in respective programme
due to this there will not be any change in tool setting.
f) Urgency :-
Urgency should be planned in such a way that worker should get enough time to do
tooling & setting of respective jobs.
3. No programme :
Programme of any job should be made one day before loading job on machines
so there will not be downtime loss due to no programme.
4. Programme transfer loss :
Instead of using SDN software for transferring programme form computer to
machine use flash card wherever possible so there will not be time loss due to
programme transfer or computer hang.
5. No power :
This downtime loss can not be reduced or eliminated.
6. No operator :
Keep one operator as a stand by. If any operator going to remain absent then he
should inform 4 hrs before so other two operators will work for 12hrs shift other
wise stand by operator will work on that machine other wise he will work in tooling
division.
7. Cleaning :
Keep one vacuum cleaner between two machines & provide a connection for both
machines so operator don't have to search for vacuum cleaner.

60
8. First job inspection :-
Whatever measuring instruments are require for first job inspection should be
made available so operator don't have to search for it & time require to search for
this instruments will be reduced.
9. Rework :-
Time require for assembly rework will not be consider as a part of OEE because
those reworks are done to get proper fit between two parts where the part are made
as per drawing before sending it for assembly.
10. 5's activity :-
Operator should get route card on time so there will not be remain pending route
card confirmation.
11. No load :-
First check material availability then only do planning for loading on machine.
Planning of unloaded machine should be done in such way that enough time should
be made available for tooling division to do tooling & setting of those jobs.
12. Other reasons :-
a) Due tool breakage.
b) Alternate tooling should be made available.
c) Nonavailability of drawing.
First make sure that drawings & material of respective job is available then do
planning for loading it on machine.

6161
4.2.Conclusion4.2.Conclusion :-:-
If we use above mentioned point then we can save downtime shown in table.
Approximate saving in downtime is shown in table.
Graphical representation of saved downtime
Approximately total downtime saving is 41.00%.
Downtime losses Saving (in %) Downtime losses Saving (in %)
Breakdown 40 Cleaning 20
No tooling 25 First job Inspection 25
No progamme 30 Rework 100
Programme transfer 100 5'S' activity 60
No power 0 No load 80
No operator 40 Other 40
0
20
40
60
80
100
120
40
25
30
100
40
20
25
100
60
80
40
Breakdown
No tooling
No progamme
Programme transfer
No power
No operator
Cleaning
First job Inspection
Rework
5'S'
No load
Other
Savingindowntimeloss
(in%)

The total rise in availability & OEE is shown in graph.
The green column is the previous value of availability & OEE. The red column is
the rise in availability & OEE .
62
IMPROVEMENT:
OEE INDICATOR OVER A DURATION OF 6
MONTHS
BASELINE
IMPROVED
AVAILAIBILITY- 69% 72%
PERFOMANCE- 89% 95%
QUALITY- 99% 99%
AVAILABILITY OEE
0%
20%
40%
60%
80%
100%
71.31 68.78
19.62 19.97
VALUE(IN%)

OEE 69.5% → 73.5%
63
CHAPTERNO. 5CHAPTERNO. 5
5-S5-S

6464
CHAPTER 5 5-S
5.0 INTRODUCTION 66
5.1 HOW TO IMPLEMENT 5-S 73

5.2 5-S ACTIVITIES IN CNC DEPT. 78
65
5.0.INTRODUCTION
The 5-S practice is a technique used to establish and maintain
quality environment in an organisation. The name stands for five Japanese
words: Seiri, Seiton, Seiso, Seiketsu and Shitsuke [Osada, 1991]. The
English equivalent, their meanings and typical examples are shown in the
following table:
JAPANESE ENGLISH MEANING TYPICAL EXAMPLE
Seiri Structurise Organisation Throw away rubbish
Seiton Systemise Neatness
30-second retrieval of a
document

Seiso Sanitise Cleaning
Individual cleaning
responsibility
Seiketsu Standardise Standardisation Transparency of storage
Shitsuke Self-discipline Discipline Do 5-S daily
5-S IN DETAIL
The following sections will explain each of the constituents of the 5-S
practice in appropriate depth to enable practitioners to get the maximum benefit
from its implementation.
Organisation (Seiri)
Neatness (Seiton)
Cleaning (Seiso)
Standardation (Seiketsu)
66
ORGANISATION
(SEIRI)
Organisation is about separating the things which are necessary for the job
from those that are not and keeping the number of the necessary ones as low as
possible and at a convenient location. An example of good and bad organisation

Bad Example of Organisation :- Throw Away rubbish
67

Good Example of Organisation : Arranged as per requirement
NEATNESS (SEITON)
Neatness is a study of efficiency. It is a question of how quickly
you can get the things you need and how quickly you can put them away.
Just making an arbitrary decision on where things go is not going to make
you any faster. Instead, you have to analyse why getting things out and
putting them away takes so long. You have to study this for both the people
using the things frequently and those who seldom use them. You have to
devise a system that everyone can understand. An example of Seiton.

68
2a Good Example of Neatness -- 30 second retrieval

Bad Example of Neatness -- Home for everything
69
CLEANING (SEISO)
'Everyone is a Janitor' -- Cleaning should be done by everyone in
the organisation, from the managing director to the cleaner. This is why in
Japan, they do not need street cleaners in residential areas. Every family is
responsible for cleaning the pavement in front of their houses. Therefore,
what they need are rubbish collectors. The Japanese believe that while they
are doing cleaning, they are cleaning their minds, too. If you have done your
annual cleaning at home before the New Year, you would probably have this
feeling of freshness.
In an office or a factory, you might start by graphing out the
individual areas of responsibility. In doing this, it is important that all
assignments be absolutely clear and that there is no undefined, unallocated, or
grey areas. Unless each and every person takes these admonitions to heart
and accepts personal responsibility, you are not going to get anywhere.

Good Example of Cleaning -- Sparkling clean campaign
70
Bad Example of Cleaning -- individual cleaning responsibility

STANDARDISATION (SEIKESU)
Standardisation means continually and repeatedly maintaining your
organisation, neatness and cleaning. As such, it embraces both personal
cleanliness and the cleanliness of the environment. The emphasis here is on
visual management and 5-S standardisation. Innovation and total visual
management are used to attain and maintain standardised conditions so that
you can always act quickly.
Visual management has recently come into the limelight as an effective
means of continuous improvement. It has been used for production, quality,
safety, and customer services. Colour management has also come in for
considerable attention lately. This has been used not only for colour-coding,
but also to create a more pleasant work environment. There are more and
more workers opting for white and other light-coloured clothes.
71
Because these clothes show the dirt quickly, they provide a good indicator of
how clean the workplace is. They highlight the need for cleaning.

Good Example of Standardation
Bad Example of Standardisation -- Junk behind the door
72

SELF DISCIPLIN (SHITSUKE)
Discipline means instilling the ability of doing things the way they
are supposed to be done. The emphasis here is on creating a workplace with
good habits. By teaching everyone what needs to be done and having
everyone practising it bad habits are broken and good ones are formed. This
process helps people form habits of making and following the rules.
Self-discipline is important because it reaches beyond discipline. If a
person is 'disciplined' to do something at one time there is a chance that he
may not be disciplined next time. However, self-discipline guarantees the
continuity of a daily routine. The Japanese are a very self-disciplined race:
they have one of the lowest crime rates in the world and are well-known as
'obedient' tourists
5.1.HOW TO IMPLEMENT THE 5-S?
5-S implementation requires commitment from both the top
management and everyone in the organisation. It is also important to have a
5-S Champion to lead the whole organisation towards 5-S implementation
step-by-step. Following are some of the steps to achieve 5-S implementation
successfully in the organisation.
73
Step 1: Get Top Management Commitment and be Prepared

To achieve successful implementation of 5-S , what is necessary is
100% commitment from everybody in the organisation straight from top
management level to the operator level. Announcing the start of 5-S practice
is not enough but promotional campaign as well as training of the
individuals is also important.
In promoting the 5-S activities, the important thing is to do them one
at a time and to do each thoroughly. Even the little things have to be taken
seriously if they are to make any meaningful impact. This process can be
stratified as follows:
1.Make a decision and implement it (e.g., the decision to get rid of
everything you do not need, the decision to have a major
housecleaning, and the decision to have 5-minute clean-up
periods).
2.Make tools and use them (e.g., special shelves and stands for
things, instructional labels, and placement figures).
3.Do things that demand improvements as prerequisites (e.g., covers
to prevent filings from scattering and measures to prevent
leakage).
4.Do things that require help from other departments (e.g., fixing
defective machinery, changing the layout, and preventing oil
leakage).
Step 2: Draw up a Promotional Campaign
The first thing to do for a promotion campaign is to set up a
timetable. In general, the plan can be broken down into 10 key activities:

74
1.Get top-management commitment, assess status quo and establish
implementation plan.
2.5-S Workshop for 5-S Facilitators -- based on the 5-S Audit
Worksheet in Annex 4.1, identify the key 5-S activities, one from
each of the 5-S for the first cycle of implementation.
3.1st 5-S Day -- Organisation (e.g., Throw away things you do not
need.)
4.Daily 5-S activities by everyone.
5.2nd 5-S Day -- Neatness (e.g., Name everything and assign
locations.)
6.3rd 5-S Day -- Cleaning (e.g., All-together housecleaning)
7.4th 5-S Day -- Standardisation (Visual management & transparency
for things)
8.5th 5-S Day -- Discipline (e.g., Do your own 5-S Audit)
9.Grand Prize Presentation for the best 5-S department/section
Step 3: Keeping Records
It is important to keep records not only of decisions made but also
of the problems encountered, actions taken and results achieved. Only if past
practice has been recorded people will have a sense of progress and
improvement over time. There are a number of tools for keeping
records,these are:
1.Museum Rooms

75
1.Photographs
2.Videos
3."Problem" Mark
4.Quantification
Step 4: 5-S Training
The 5-S activities are all directed at eliminating waste and effecting
continuous improvement in the workplace. Right from the beginning there
will seem to be lots of 5-S activities to be done. As you go on, you will
notice that there are always additional 5-S problems to solve. They are not
insurmountable, though, if considered and solved one at a time.
It is essential in the 5-S activities that you train people to be able
to devise and implement their own solutions. Progress that is not self-
sustaining -- progress that always has to rely upon outside help -- is not real
progress. It is important that your people know, for example, how to use the
computer to do charts and graphs, even if it is not part of their job
description. They need to study maintenance techniques. And oddly enough,
the more problems they are capable of solving, the more problems they will
spot.
Training should also include section-wide or company-wide meetings
where people can announce their results. Not only does this provide
incentive, but the exchange of ideas and information is often just what you
need to keep everybody fresh.

76
Step 5: Evalution
As with so many other things, it is very easy to get into a routine
with 5-S activities -- particularly because they demand constant everyday
attention to routine details. At the same time, because the individual tasks
appear minor even though they have great cumulative impact, it is easy to
think that you can put them off. Everybody is busy, and it is difficult to
make alert 5-S activities a part of the daily routine. Workplace evaluations
and other means are needed to keep everyone abreast of what is happening
and to spot problems before they develop into major complications. In
essence, you need to devise ways that will get everybody competing in a
friendly but no less intense manner. Your evaluation tools are the key and it
is as simple as using the 5-S Audit Worksheet as your evaluation criteria.
Patrols and cross evaluations:
Two other techniques that you can adopt to promote the 5-S
activities are patrols and cross-evaluations. Patrols can go around to the
various workshops and offices and point out problems. This is similar to
'managing by walking around', but the patrol members do not even need to
be management personnel. They simply need to know what to look for and
have the authority to point out problems that need to be worked on. They
simply need to know what questions to ask.

Cross-evaluations are a variation on this theme in that they involve
having teams working on similar problems offering advice to other teams.
One advantage of doing this is the exchange of ideas and mutual learning.
77
The objectives of the evaluation is to ensure that the 5-S implementation will
lead to a conducive total quality environment.
5.2.5-S ACTIVITIES WE DID IN CNC
DEPARTMENT
Step 1:- Seiri - Structurise
All the materials, tools, accessories, documents were divided in 3
categories:-
1)Presently or frequently required items.
2)Items which are not currently required but may be required in the
future.
3)Items which are not going to be used in the future.
For each department we provided 2 circles , one with Yellow border
& another with Red border. All the rubbish items like damaged & worn out
inserts, drills, cutters, very old documents , old drawings, fixtures which can
not be used in the future are kept in the RED circle and disposed. All other

items which are not currently in use but may be used in the future are kept
in yhe Yellow zone and forwarded to the stores. The consept is whenever
anybody need those items , he will get it issued from the stores.So that lot
of space in all the departments can be saved.
78
Step 2:- Seiton - Systematise
The second step is to keep everything systematically on " SEARCH
FREE ENGINEERING " basis.
1) The parts waiting for machining on each CNC machine are kept together
materialwise and rack labelled as "WAITING FOR CNC ".
2)The parts which are already machined and waiting for deburring and other
fitting process are kept together and rack labelled as " WAITING FOR
FITTING ".
3)The finished jobs which are ready for inspection are kept together on one
rack and labelled as " WAITING FOR Q.C ".
All Brass & Aluminium jobs are covered by Bubble paper.Between
every 2 jobs bubble paper is placed to avoid scratches and markings on the
jobs.
We kept all the machining center manuals together in one cabinet and
turning center manuals in another and labelled respectively. All ICS drawings
, Carbide cutter manuals , H.S.S cutter manuals are kept together
categorywise and labelled respectively. All toolboxes are labelled as per their
use e.g RESHARPENING REAMERS, DRILLS, CLAMPS, CARBIDE

CUTTERS etc.
All gauges, measuring instruments, tools are arranged systematically
in their respective cabinets so that operator should not waste his time
searching for tools or gauges etc.
79
Step 3:- Seiso – Cleaning
As far as possible each machine should look clean. Machine should
be free from chips and should be clean on regular basis. This is the
responsibility of the operator to keep his work area clean and systematic.To
achieve this , training is given to all the operators .Now all the operators are
taking care of this and cleaning is done regularly.
Step 4 :- Seiketsu - Standardisation
Before the last job from the current batch gets finished, toolsetters
are setting one job from the next batch showing how the job should be
located and clamped on machine table and also all the tools needed for
machining in a sequence they are to be used as per tool list and program.
This saves operator 's valuable time which otherwise he has to waste in
searching for tools or thinking about how the job should be located and
clamped.
All the fixtures are cleaned , oiled on regular basis. All machines
are lubricated regularly. On each sunday maintainance people are taking care
of the maintainance of all machines. All the gauges, measuring instruments
are calibrated and updated regularly .
Step 5 :- Shitsuke – Self Discipline

To implement 5 'S' successfully, what is most important is 100%
participation from everybody in the organisation and DISCIPLINE. In a
company it is always difficult to mai neatness, cleaning etc. since all are
busy working for maximum production. Hence it is decided that every
saturday between 10.30 a.m to 11.00 a.m , one hour is reserved only for 5'S'
activities.
80
CONCLUSION
INVALUABLE CONTRIBUTION OF THE TRAINING IN
MY CAREER:
Apart from the general objectives achieved through this training, there
have been significant number of contributions that this training has made in my
endeavor to be successful Engineer. These have been extremely important and
seldom recur in one’s career; hence they need a special mention as a part of the
conclusion derived from the implant training. Following is a brief mention them:
TEAM WORK ATTRIBUTE
Working as a team to achieve a specific present objective is sincerely a

different experience in its sense. Till this point of the career there were not many
situation where one’s ability are called to work as a team. This implant training has
helped ma gain this very important quality.
81
LEARNING THE CONSTRAINT IN THE INDUSTRIAL
ATMOSPHERE
It is a common belief that the study phase is a tough part of life. A job is
usually painted in a rosy manner in comparison to the study phase. It is an entirely
opposite situation. Working in an industry has lots of challenges to be met. It is
here that the word ‘commitment’ comes to picture in the real sense. A small error of
lethargy in work can cause a long ranging effect on the work that is interdependent.
The important fact is that there is a work force that joins hands to reach a desired
goal. Hence meeting deadlines of times seems challenging and one feels boosted
because of an organized efforts.
FEELING OF ACHIEVEMENT
Till the academic stage this feeling is restricted to grades and ranking.
Thus there is only one quantifying method. But here in a different because a live
result is instantly visible and one knows that his work is going to affect a large co-

working work force.
A BLEND – JOB & KNOWLEDGE GAIN
Job is not just practical work or conversion of studies into practice but it is
a ‘Blend of Studies & Practical work’ both at the same time. Work and gain of
knowledge is a parallel and continual process, which is not restricted by any
institutional boundaries.
82
WEBLIOGRAPHY:
• http://www.acg-pam.com/
• http://www.leanmanufacture.net/kpi/oee.aspx
• http://en.wikipedia.org/wiki/adherence
• http://en.wikipedia.org/wiki/5s_%28methodology%29

CONCLUSION
GAINS OF TRAINING
Inplant training is defined as a deliberate attempt to bridge the gap between
the institutional studies and practical experience in the industry. It was a great
experience to work in such organization like PA+M Pharmaceutical And Allied
Machinery Pvt. Ltd. and get myself acquainted with the industrial environment. The
six months that I have spent here have definitely help me in a great way by filling
me with immense confidence and giving me work satisfaction. I would also like to
take this opportunity to thank all of them who guided me through my training
period and also for the career ahead. The six months industrial training in this
company was a real learning experience. Firstly, I got the opportunity to work in the
Method Study department and also in Production Department which play a pivotal

role in the manufacturing carried out at PA+M. I got a deeper insight into the actual
working of the industry. While working on all the projects, I could clearly see the
relation between theoretical knowledge and its practical implications.
In the end, I conclude that such training not only gives commercial and
management exposure but also enables me to visualize work situations better. It acts
as a silver lining of knowledge to create confidence in a trainee. It is beyond doubt
that this can make one stand in good stead throughout future endeavors.
BIBLIOGRAPHY
• www.acg-pam.com
• Design of Jigs & fixture
• Design Data Book
• www.vorne.com
• www.oee.com

MEHUL.H.VORA Project final.

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