To Prevent Fractures Occurring on the Natural Composite slab Career Episode-1 Introduction CE1.1 The project was successfully completed during my Bachelors of Mechanical Engineering at Balekundri Institute of technology, Belgaum, Karnataka 590015, India, with a team of 4, which was basically in composites to prevent fractures occurring, hence entitled as "Thickness and Laminating Effect on Fracture Behaviour of Natural Composite Fibers". The duration of the project was 8 months from Sept 2012- May 2012. The essential part of this project was digging out the appropriate data and experimenting on various properties affecting fracture on slabs. CE1.2 To acquire the deep exposure on composites materials, I approached to a local manufacturing plant to perform research and essential data required for this project. Vikas Composites Pvt Ltd located at Auto Nagar Industrial Area, Belgaum, Karnataka, 590015, India, provided me a platform to acquire a deep practical knowledge which was essential for my project. My major task was to do a primary research on different types of materials within the plant and to find out the reasonable solution to prevent fracturing occurring on a natural composite slab. Background CE1.3 Today natural composite is one of the fast growing business and scientific research on composite as become more and more competitive to deliver the high performance solutions that a product needs, such as automotive industries, aerospace, construction etc. Speculating on the same subject, I decide to use natural waste and constructed a slab, good in performance and can withstand a load up to 55kg-65kg, size of 150×200×6 mm, but after certain amount of load the slab started showing fractures, hence to counter this fracture I decided to do a series of experiments and to figure out factors affecting material failure. The selected natural composite slab was constructed using chicken feathers because the short feathers obtained from poultry possess high toughness, good thermal insulation, non-abrasive behavior and hydrophobic nature. During my research on composite at Vikas Pvt Ltd, the understanding of mechanical properties, behavior and their characters was in depth, where I actually gained, how to select the fundamental requirements of any structure so that its design resists the mechanical failure through combination of any modes like, • Buckling –Elastic Instability. • Jamming –large Elastic Deformation. • Yielding -Gross Plastic Deformation. • Necking –Tensile Instability. • Fracture. CE1.4 Following objectives were tasked for the project. • To identify the factors affecting the failures or cracks on a slab. • To experiment and investigate the effect of thickness on the fracture toughness of natural fibers. • To analyse and evaluate the mechanical properties such as tensile, fracture and bending strength using stress-strain diagram • Suggestion and recommendations CE1.5 As I was leading the project, another core responsibility was to follow up the project progress and to conduct minutes of meeting every week. Discussing with teammates and presenting to my respective project guide was carried out depending on the issues lined up. The following flow chart represents the connections and the people involved. Fig.1. Organisation structure and reporting structure CE1.6 My duties/responsibilities were to complete the following. • Materials data collection and analysis • Identifying the factors affecting failure. • Planning and scheduling on project progress, weekly/ monthly. • Recommendations to prevent fractures. Course of the project CE1.7 The concept of this project involves designing of composite slab using chicken feathers and selecting the appropriate needs based on material performance, mechanical strength, modulus, elongation, thermal oxidative resistance, toughness, dimensional stability and conductivity ( thermal or electrical). Processability, such as viscosity (temperature profile), reactivity (cure temperature and gel time) physical forms (solid, semisolid, liquid) and productivity. In addition to economics, raw material cost, automation or manual, and wastes and scraps. Components of composites reinforcement, to bear load, fibers, fabrics, and particulate. Matrix resins (to keep the filament in the proper filament), distribution of load between the fibers, protect the filament, controlling of electrical and chemical resistance properties, provide inter-laminar shear, and control temperature resistance and toughness. The advancement of my analysis was respect to the above factors and considering them as the basis. CE1.8 I began my research by visiting best poultry farms collecting few healthy feathers and experiment them at the material testing centers to find out their properties which can help in transforming into a composites, and can sustain mechanical properties. The research revealed, Chicken feather with 0.5mm to 1mm thickness fiber offers a large, cheap fiber for composite as an additive for medium density fiberboard (MDF). Chicken feathers are approximately half feather fiber and half quill (by weight). The feather fiber and quill are both made from hydrophobic keratin, a protein that has strength similar to nylon and a diameter smaller than wood fiber. The quills are used in shampoo, hair conditioner, hair coloring, and dietary supplements. The fiber is more durable and has a higher aspect ratio than the quill. Finding a high volume, high-value use for feather fiber, a material most commonly land-filled or used for feed protein, would greatly benefit the poultry industry and would add a fiber source for the wood industry. Below figures represent sample of chicken feathers and glass fiber. Fig.2. Chicken feathers (collected from farms) Fig.3. Glass fibers (Purchased) CE1.9 Resins and Hardener are vital in any composite construction, and due to their reinforcement, they offer wide ranges of mechanical properties in terms of performance and durability. The following data represents the properties of resins and hardener that I collected during my project Properties of Resins Properties of Hardeners Viscosity at 25 °C (ISO 12058-1) 10000 - 12000 [cps] Viscosity at 25 °C (ISO 12058-1) 10000 - 12000 [cps] Density at 25 °C (ISO 1675) 1.15 - 1.20 [g/cm3] SG at 20°C (ISO 1675) 0.98 g/cm3 Flash point (ISO 2719) > 392 [200] °F [°C] Flash point DIN 51758 110 °C Appearance Visual Clear liquid CE1.9 Since when all the requirements were fulfilled to construct slab, and by use of standard operating procedure the slab was constructed without any conflicts occurring. For further investigation of fractures technical data was collected and stress strain was plotted, to test and experiment the failure of the material. The analysis revealed due to physical distribution of weight, the material caused impulsive failure and lack in strength. Further Critical factors were identified through primary research and following are the key points that affected failure. • Cracks due to Energy-Balance or weight distribution (variation) • Ratio of resin and hardener • Improper curing –Room Temperature CE1.10 From the above data which caused the cracks, I took the sample of 3 slabs and noted down each factors affecting fractures on the material. The following are the few parameters which were collected from 3 different samples. • Due to manual loading of weight, there was variation in weight distribution • Ratio of resins and hardener mixing – current (8:2), sample collected (9:2),(7:3) (10:1) • Thickness of the material- 20mm,30mm,40mm • Curing Times ( 8hrs, 15hrs, and 24hrs ) CE1.11 By analysing the data on stress-strain curve diagram, I proposed the following solutions to prevent from fractures. Distribution of weight – • When the wooden mould of size 150×200×6mm was prepared with all the required parameters, next step was to distribute the uniform weight along the mould. I suggested using the hydraulic press at pressure 160bar, before analysing the energy equation required, so that matrix of the fibers glass and chicken feathers present inside the mould become compact and stick to each other to obtain enough strength and toughness to the slab. • The result obtained from above suggestion, due to use of the hydraulic press, weight was uniformly distributed throughout slab and material gained rigidity resulting in high tensile strength. CE1.12 Ratio of resins and hardener mixing – • Due to improper mixing of hardener and resins, composite slab caused a lack in curing. I experimented taking few samples of a ratio of 8:2, 9:2, 7:3 and 10:1. The result obtained 10:1 was the required proper ratio for material. This also exhibited to select the ratio of resin and hardener by volume not by weight. CE1.13 Thickness of the material- 20mm, 30mm, 40mm • Due to an inappropriate thickness of the material, the curing process consumed more time. Thickness used for the material was 5mm and 4mm. After experimenting and calculating the thickness required, I suggested 6mm thickness, so that curing is completed as per the calculated time. • When thickness of 6mm slab was build, the curing process was more efficient than compare to the previous slab CE1.14 Curing Times (8hrs, 15hrs, and 24hrs) Curing time is one of the essential activities that any composite requires, here the timing set for curing was 8hrs and 15hrs, by this, the material didn't gain enough toughness and strength, in addition forming bubbles and gaps inside the sheet, and I suggested a time for curing at least for 24hrs. When the suggested changes were made with time, the curing was put into an oven for 24hrs and the output of the material was completely cured without any gaps or bubbles between the sheets of fiber and wooden mould. CE1.15 While this project was tasked during my bachelors of engineering, I had made an early start into composites and material that are replacing many metals. My research and data findings were appropriate as per the need for the project. Recommendations and suggestions given by me turned efficient, without any errors. CE1.16 By collecting the data on natural fibers and analysing effectively, which lead to identifying the root causing problems, potential effect, as well, the fractures occurring on the composite slab were prevented. Performance and shell life was maximized. The following table shows the differences obtained by mathematical calculations. Particulars Fractures Resin and Hardener ratio Shell life Before Counter Measure Observed at and beyond 55kg Was inappropriate Minimum After Counter Measure No Fracture Calculation gave the actual measurement (10:1) Reached Maximum CE3.17 By working comprehensively on this project, I understood the importance of natural fibers and how natural fibers can be processed. Has a student of mechanical engineering, I was indecently put into this project due to my academics background results and strong focus of research and experiments. The result obtained by this project was accepted by the members of VTU board. Video Time Analysis To identify and optimise the overall wastes at Century Honda Service Center Using WORKPRO Software Version 5.1 Career Episode-2 Introduction CE.2.1 This project was undertaken by Sigma Ventures Pvt Ltd, and I have worked as a service engineer and lean consultant. The project was entitled "To identify and optimise the overall wastages" through a software called "WORKPRO". This project was an approach to the HONDA Service center, Tumkur, Karnataka 572101, India and a solution how to identify their daily wastes and reduce them, through lean concepts. CE.2.2 Working as a lean consultant, I made a comprehensive approach to HONDA Service Center and collected using check sheets and video cam. The period of the project was for 6 months from Jan 15 2014 to June 27 2016. The project was basically focused on the shop floor in their service department. Background CE.2.3 Today service sectors are known as the agile growing business and this intensity is creating a crucial complex to manage overall business and provide the satisfaction to the customers. Honda service is one among in business dealing with vehicle services. My ideal approach to the client was to create work standardization, deliver the vehicle to the customer without delay, and increase the plant capacity, thus by categorizing free service, paid service, and accidental repairs. To make a partition with each type of service, I used WORKPRO software to perform continuous improvement, to demystify and simplify the work and to create proper work standards. This method aids in dividing the work into operations, activities, cycle time, delay's and work efficiency. Hence by following the concept of lean through WORKPRO, overall wastages were identified. CE.3.4 The collected data and the analysis revealed several interrupting outputs, maximum time was consumed searching for a tool, no one piece flow, operators were not well trained and new spare part was not organized according to the model of the vehicle. This had become a crucial issue in reaching their plant capacity. To make this process a smooth flow with maximum utilization of the resource, the following aims and objectives were set. • Collecting maximum data and time-consuming factors. • Identify value adding and non-value adding activities. • Calculating Cycle time and Takt time, utilization factors for each service. • Suggest plans and recommendation to increase capacity of the plant CE.3.5 With the assistance of the above-stated objectives, I collected the data on different service levels. Each operator/service often created different type of delays and time consumed varied when compared to the other service. The results obtained in this project shows that each service station was not well set up according to the need, where availability of tools and not well-trained operators were in the stations. Following are the statistical tangible factors collected on the present process and plant capacity. 1. Working Staff:____10 Mechanics + 3 Supervisors. 2. Working Hours:___7Hrs/day__7*10= 4,200 min/day. 3. Free Service Veh:__20Veh/Day. 4. Paid Service Veh:__30 Veh/Day. 5. Other Service Veh: _10 Veh/ Day. 6. Total Capacity: ____55-60 Veh/Day. 7. No Of Repair Ramps: _8 Nos. 8. Park & Wait Time: ___15mins/Veh. 9. Washing Time: ______8mins/Veh. 10. Free Service:_______15mins/Veh. 11. Paid Service:_____30-40mins/Veh. 12. Other Service: ___ 40-45mins/Veh/day. These Data have been manually collected and used for Effective Analysis on WORKPRO, and synced with the cycle time for real time analytical results CE.3.6 In order to identify the value added activities and non-value added activities. I calculated timings of each service and process flow. Along with the process flow, process wise chart was also taken into consideration so that analysis would be more comprehensive and easy to brainstorm Sl.No PROCESS Cycle Time TAKT Time Utilization Factor 1 Park 3.18min 18 sec 7 min/veh 45 % 2 Wash 7min 5 sec 15 min/ veh 50 % 3 Wait & Plan 10min 15min/Veh 66 % 4 Free 11 min 21 min/veh 52 % 5 Paid 11min 75 sec 14 min/Veh 78.5% 6 Others 31min 67sec 42 Min/Veh 75 % SERVICE PARK WASH SERVICE TOTAL TIME PAID 15min 8min 30min 53min FREE 15mmin 8min 15min 38min OTHERS 15min 8min 45min 68min/day CE.3.7 Along with the daily observation and collecting data, I was also responsible for updating the progress of the project to my service manager and technical consultant. Each stage of the project was would never go the next stage, until the preceding stage was confirmed and signed by the service manager or technical consultant. Below figure shows the efficient method to stay in touch with the manager and the client. The following organisation structure carried out at Sigma Ventures Pvt Ltd. Fig.1 Organisation Structure at Sigma Ventures Pvt Ltd CE.3.8 My responsibilities included were to complete the following • To perform overall video work analysis , including collection of tangible data • Identifying value adding and non-value activities at each stations • To observe and calculate the time taken for each process of service in all formats, free service, paid service and accidental repairs. • Performing analysis on cycle time, standard time and utilization factor for each category. • Conducting brainstorming session for improvements. • Provide the final copy of the report with improvements and how to sustain the change. Course of the project CE.3.9 Honda Service Plant has been generalized into Parking Unit, Washing Unit, Repair and Service Stations. These units are operated by 10 Mechanics who are supervised by 2 supervisors and a Service Unit Manager. The Repair Service Unit is further categorized into Free Service, Paid Service, and Other Services. CE.3.10 I drew the layout of the current plant in order to observe and identify the flow of the process. Each vehicle enters the service station/area after prewash and moved to the ramps depending on availability. Here I observed that, ramps were not setup according to the need of vehicle service and tools at each ramp were not available and operators spent time looking for tools, excess transportation of each operator were identified as non-value added activity which was affecting their work progress, in addition to that, the free service and paid service entered the same ramp even if there is minor work to be done. Hence I proposed a plan on workshop floor to make the process flow in a standard way, which is shown in figure 2, Fig.2. Proposed plan Current Process timings Processes: • Parking: The Vehicles are Assigned a Job Card and left waiting for Washing Process. Avg Time: 10-15mins (*as per data collected) • Washing: All vehicles are parked in series and 4 vehicles undergo Washing process at a time; as per first come first serve process. Avg Time: 8min/veh(*). • Free Service: Services which are scheduled by Honda for warranty claim and are to be done free of Cost. Avg Time : 15-20 Mins(*) . • Paid Service: Services which are not scheduled for free service and which have a defined problem. Minor problems like part to change oil and greasing, of which there is defined a solution. Avg time: 30 mins(*). • Other Service: These are Major Service problems and have tentative dates of Repair. So, the vehicles are to be kept in-house for more time comparatively. Time consumption is more in problem diagnosis. Avg: 45min/day. CE.3.11 After the time study of each activity, I found that the processing time at each stage was carried out without any specific reason and overall output was affect by delay and improper planning and scheduling. To be more specific, and provide accurate results, I calculated the standard time of each processing stage. The following table shows Standard Time observed using WORKPRO Version 5.1 Fig. ST for Paid Service Fig. ST for Free Service Fig. ST for Repair and other Service By calculating the standard time, I confirmed that overall plant needs a lean practice. CE.3.12 In order to implement lean tools, I started focusing on each activity performed by operator right from vehicle enters the plant until it leaves. I broke down the structure of the plant four sessions, each session showed the accurate result. With the help of brainstorming session, that free services starts with oil change and straight away goes to the minor repair and then final wash, here I eliminated the prewash activity for free service. Due to their non-availability of tools at each ramp, I created 5's concept, by filling the ramps only with appropriate tools, to finish the free service. Above changes were applied to paid service and repairs vehicle. CE.3.13 Due to major work carried out at paid service station and repair service station, I took the analysis in more depth, I used concept of a lean that is to clearly identify the process and conflicts faced by the operators. Paid service and repair service consumed maximum time, due to junior operator who had not enough skills to perform the activity, new spares store was not organized according to the need for the day, in addition to that, tools boxes were at the far away from the station. To initiate the improvements, I divided the operator 3 groups and provided the training of 5's and how to work effectively. CE.3.14 Therefore, to bring the improvements in each stage and to get a clear picture to the client, I executed analysis by considering the following factor • Value adding activity • Non value-adding activity • Required but non-value adding activity • Delay. Above factors were segregated using the WORKPRO, following tables shows the result obtained at each stage of the services. Free Service: Paid Service: Washing: CE.3.15 By performing the depth analysis, results were obtained in eliminating 80% of non-value activities. A continues flow of works was created without any delays. Every stationed was organized capitalizing the resources. Employee got trained to new concepts like 5'S and lean thinking. Reports and documentations were highly effective and accepted by the service manager and technical head. Honda service rewarded total credits to me and my firm and awarded a certificate of improvements and completion. Summary CE.3.16 Overall video work study and analysis was performed on delaying factors affecting work and operators. WORKPRO version 5.1 was used to identify the potential causes of delay and non-value activities. Few lean tools were used to create work standards and to train operators. And Job card copy was made to send to the spare part store. The following data shows the improvements after the implementation. 1. Working Staff:____10 Mechanics + 3 Supervisors. 2. Working Hours:___7Hrs/day__7*10= 4,200 mins/day. 3. Free Service Veh:__28Veh/Day. 4. Paid Service Veh:__40 Veh/Day. 5. Other Service Veh: _16 Veh/ Day. 6. Total Capacity: ____90-95 Veh/Day. 7. No of Repair Ramps: _8 Nos. 8. Park & Wait Time: ___7mins/Veh. 9. Washing Time: ______3mins/Veh. 10. Free Service:_______10mins/Veh. 11. Paid Service:_____15-18mins/Veh. 12. Other Service: ___ 20-23mins/Veh/day. CE.3.17 Hence by spending a quality amount of time at HONDA service center, the above results were achieved accurately. By executing this project, I understood the significance of works study in value adding activities and how service centers as scope of improvements. Also, I understood the proper use of lean tools such as 5's, kaizen, poke yoke, value stream mapping etc. TO REDUCE THE DEFECTS (LEAKAGES) IN MANUFACTURING OF PVR1T SERIES SINGLE VANE HYDRAULIC PUMPS Introduction CE3.1 The title of the project was "To reduce the defects in manufacturing of PVR1T series single vane hydraulic pumps", assuming as a kaizen project to improve the efficient production process this project was scheduled. CE3.2 To carry out this project, primary data were collected and quantitative research methodology was used. I was put into this project for the period of 4 months from May 2015 to September 2015 at Yuken India Ltd, located in Bangalore-560066, Karnataka, India. I functioned as a Production Engineer Trainee within pumps manufacturing department at Yuken India Ltd. Background CE3.3 Hydraulics equipment's are becoming extreme vital in today's competitive environment such as hydroelectric power, wind power, construction, solar power steel etc. And due to high volume consumption of single vane hydraulic pumps the project aims to reduce the defects produced on manufacturing line. Thus by using and introducing the concept of Kaizen, I felt analysis could yield possible solutions. CE3.4 The output of the analysis resulted that substantial amount of time was being consumed on rework and quality. The overall performance of the pump was acceptable, but there were few defects produced at the end of the day, that affected customer intimacy and created conflicts in reaching the target, so it became essential to take action and to find the root causing problems. Thus following aims and objective were setup for this project. • To collect data on present production situation on defects occurred • To identify the root causing problems • To identify area of improvements using kaizen concept • To suggest implementation plan and recommendations CE3.5 With the assistance of above-objectives and to understand the current production process, I collected the essential data required on the present state. The collected data revealed, through the concept of kaizen, defects can be countered, so it as to meet the plant demand and satisfy the customer in terms of quality. In addition, this can be an improvement tool on production line, and conflicts occurring in future. CE3.6 To control the defects, comprehensive methodology to this project work was implemented. The following flow chart represents the project methodology and how the project was carried out. Figure.1. Project Flow chart CE3.7 In addition to the above stated process flow, I also had the responsibility to update the progress of the project to my Production manager, which was scheduled on weekly basis. Each stage of the project was reviewed by manager and next step would never proceed, unless the preceding stage was confirmed by the manager. The organisation and reporting structure is presented below, which was an operative method to keep in touch with stakeholders at Yuken India Ltd. Fig.2. Organisation Structure at Yuken India Ltd CE3.8 My responsibilities included were to complete following • To carry out kaizen projects and to improve product quality and production process. • Preparation of trial inspection reports and to confirm that changes made to upcoming products meet client requirement • With the defined criteria, to perform the inward and outward assessment. • Using organisation's audit standards for the processing of documents. • Updating daily defective material report including quantity and failure specifications Course of the Project CE3.9 Yuken India Ltd was born in 1976 in technical and financial collaboration with Yuken Kogyo Company Ltd, Japan (YKC), leaders in oil hydraulics equipment's. Yuken supplies hydraulic equipment's like, hydraulics valves, power packs, single vane pump, and double vane pump throughout India as per the client requirement, majorly to TATA power plants and to L&T projects. Among this equipment's, few of the single vane pump (PVR1T) often produced leakages during testing when operated at 160bar and resulted as the defective part. I segregated these leakages into internal and external leakages focusing on internal leakage which created more threat to the external parts and hence I re-segregated the internal leakages into following as follows, • Seals leakage-Leakage occurring along O-Rings. • Bearing leakages- Affected by tiny abrasive particles • Leakages Due to low viscosity of the fluid at 160bar or kgf/cm2 • Leakages due to circlips missing CE3.10 I started collecting primary data of production process; to identify the root causing problem which was essential for PVR1T pumps. In order to make process improvement, I choose 55 parts as a batch size/hourly produced and collected the required data, which are as follows • Model number and details description of PVR1T pump. • Operator details and workstations. • Location of the leakages. • Additional time spent on rework on individual defective parts. CE3.11 Based on my analysis on the production process, I shortlisted that, 18 parts were rejected due to leakages while testing, these leakages were affected internally at different locations. The rejected parts consumed more than 5 hours/week at the quality department, including rework, which also incurred a cost of 10,000/- rupees ($200/-)/ weekly (Annually around 5, 20,000/-rupees, $10,000/-). Therefore to counter the root causing problems, I performed cause and effect diagram or fish bone diagram, to reduce the leakages affecting production process. By performing primary research and collecting sufficient amount of data, root causing problems were, • Due to Improper cleaning of bearings in High-pressure cleaning chamber, where few abrasive particles remained on bearing surface. • Inappropriate use of O-Ring models • Improper flow of products ( Transportation within department) CE3.12 In order to optimise the defects, I proposed few solutions which were identified during the analysis of potential effects and causes. The proposed solution for implementation were, High pressure cleaning chamber • To satisfy the demand for quality, few parts of the pumps, like a bearing, cam rings, and pistons are taken for superior cleaning. Prior to cleaning, bearing are loaded into CNC machines for surface grinding to obtain required thickness and smooth surface finish, during the operation, 2-3 mm of thickness is been reduce and this operation takes about 45-60 minutes for the batch size of 50 parts. Due to long operations, many tiny abrasive particles stick into the internal ports of bearing and on the surface of the bearing and then moved to cleaning sections. During cleaning, high-pressure cleaning chamber is operated at 150PSI for 3 minutes for the lot size of 10 parts. Due to low operated pressure cleaning, abrasive particles remained on the bearing, this abrasive particle creates a friction during the application on the surface and gap between shafts, in addition, even O-rings could be damaged, collectively results in internal leakages. I suggested operating the high pressure cleaning chamber at 210-220PSI for about 5-6 minutes with a batch size of 20. Inappropriate use of O-Ring models • Due to multiple hydraulic equipment's assembled in the same section, O-rings with different model get mixed up with the other models, and thus in a fast flow environment wrong models of O-rings were inserted, which creates internal leakages on the cartridge. Hence I suggested giving a colour indication for each type of O-rings according to their model numbers, so that employees pick the right colour without any errors. Improper flow of products (Material/Products Handling) • The weight of the pumps are usually heavy and due to fast production the movement of pumps were carried manually without using proper tools, pumps were dropped and created damage to the internal and external parts. In order to make a safe transportation within the department, I recommended to use good quality of semi-automated trolleys and eliminated manhandling. CE3.13 By making the improvements on root causing problems, I observed the next batch size, out of 50 parts, only 9 parts were rejected, by inspecting the demonstrated defects, production process brought a change in improvements. Rework time was cut down from 5 hours 1 hour and cost saving was brought from 10,000/- rupees ($200/-)/ weekly to 3500/- rupees ($68)/Weekly. CE3.14 High pressure cleaning on the parts ranges from 150PSI-250PSI, depending upon the material and thickness. Customers mainly don't observe the specification carried out within the plant and yet they face few defects very shortly. According to the engineering calculation, using pressure up to 220PSI was updated to the customer. CE3.15 As a trainee, results achieved highly impacted my senior staff. There was no delay in completing the project and all tasks were carried and completed as per agenda written, documentation was highly effectively and also reviewed and approval to the stakeholder. Summary CE3.16 By collecting the data on the production line and analysing the data effectively which lead to identifying the root causing problems, potential effect and causes, including reduction of defects occurring on the production line. Production efficiency and time was improved as well. The following table shows the differences obtained by mathematical calculations. Particulars Rework Time Rework Cost Percentage of defects Before Counter Measure 5 hours/week 10,000.00/- rupees ($200.00/-)/ weekly (Annually around 5,20,000.00/-rupees, $10,400.00/-) 50%-60% After Counter Measure 1 hours/week 3500.00/- rupees ($68.00)/Weekly. (Annually around 1,82000.00/-rupees, $3,536.00/) 12%-15% Difference 4 hours/week 6500.00/- rupees ($132.00)/Weekly. (Annually around 3,38,000.00/-rupees, $6,864.00/) 42%-45% CE3.17 By working comprehensively on this project, I understood the essential of the production process and quality specifications. Has a production engineer trainee, I was indecently put into this project due to my lean manufacturing background and strong focus of continuous improvement. Statistical analysis and results were widely accepted by senior staff; in addition, I was rewarded with a free cost of hydraulics training on other equipment's.