Optimising Productivity in Foundry Optimising Productivity in Foundry

OPTIMISING PRODUCTIVITY
IN FOUNDRY
(INDIAN FOUNDRY CONGRESS 2014 AHMEDABAD)
Laxman Sundar, Neosym Industry Ltd., Pune
Email : lysundar@gmail.com
Past Legacies
FOUNDRY IS A COMPLEX PROCESS OF MANY SUB-PROCESSES. THE INTER PROCESS CO-ORDINATION WAS MISSING. THERE IS LACK OF CONCEPT OF
TEAM WORK AND INTERNAL CUSTOMER.
GENERAL TENDENCY IS TO EXPLAIN AWAY THE PROBLEMS. ANALYSIS ENDS
IN FIXING THE BLAME RATHER THAN PROBLEM.
TRADITIONAL APPROACH IS THE ROOT CAUSE OF RANDOM FAILURES AS THE
PROCESSES HAD NO PROACTIVE APPROACH OF PREDICT AND PREVENT .
IT WONT BE WRONG IF WE SAY GOOD RESULTS WERE BY LUCK IN MANY
CASES AND NOT BY TEAM WORK IN ALL PROCESSES COMPLIMENTORY TO A
COMMON GOAL.
OFF LINE AND SUPPORT ACTIVITIES WERE UNAWARE OF RESULTS OF THEIR
INPUTS IN MAIN STRAM PRODUCTION PROCESS.
2
Enemies of productivity
1. Equipment Failures/break downs; poor maintenance reliability
2. Set up and adjustment losses; poor operational reliability
3. Idling and minor stoppages; unplanned deviations in Operation
4. Reduced speed; forced deterioration and natural deterioration
5. Quality defects; design, process variations, poor reliability in
support activities.
6. Lack of team work, domain incompetence result in many
compromises in operations.
SOURCES OF UNRELIABILITY:
A)Operations 30-50%:
- poorly defined operating procedures and training
-ineffective cross functional team working
-lack of measures and targets
-inconsistent operations
-lack of training
B) Assets 30-40%:
-Inaccurate initial specifications
-poor design for maintenance and operations
-change of use and modifications
-Aging or inadequate assets
C) Maintenance 10-30%:
-no or inadequate strategy
-inadequate monitoring/knowledge of conditions
-poor/ no rebuild specifications
- Lack of technical skills / training
New Challenges
Automation demands and helps machine users to trace, track and
handle random component/process parameter failures which
happen in foundry process/sub processes with infinite variables
New operational strategies to maintain and operate the highly
automated assets for better utilization
Change in attitude process approach and team work
Sympathy
Apathy
Empathy
5
New Challenges continued

Everybody in the organization must believe and demonstrate
that they can do better. The need of the hour is to constantly
challenge the status-quo and develop a constructive level of
dissatisfaction with the present performance.
Variation is a basic phenomenon of nature. Controlling
process variations ON LINE is the KEY.
Chance or random causes are inherent sources present in
the system for small day today variables. They also cause
output variability because they themselves are variables.
Structure of Process Approach best to follow

(Basics of ISO/TS, TQM)
- Management Responsibility
* Commitment, Customer focus, Policy, Planning,
Responsibility, Authority & Communication, Review
-Resource Management
* Human Resources, Infrastructure, Work Environment
- Product Realization
* Customer, Design, Purchasing, Operations, Calibration
- Measurement, analysis and continuous improvement

Customer Satisfaction, Audit, Process/Product control,
Non-conforming product, Data Analysis, Improvement
Move from I Say So to real ISO

7
Standard Requirements for Process Approach

Each process should have clear definition of reliability,
sequence and interaction with other processes and the
parameters/activities with tolerances, which need to be
achieved, tracked and monitored .
* Determine the criteria, methods and tolerances needed
to control the inputs and out put of steps/Processes
* Ensure the availability of resources and information
necessary to carryout these processes within tolerances
* Monitor, measure, analyze out put of each process
* Implement actions necessary to achieve results and improve
them preferably online. Track results for effectiveness.
Move from independence to dependence to interdependence
Process Reliability Steps

Development of Process reliability through 5 stages :
1) Clearly Defined process for fulfillment of quality and
quantity of products.
2) Selection and installation of the infrastructure with design
to achieve process parameters within tolerances and
deviation monitoring.
3) Deterioration Preventive plans and back ups.
4) Condition monitoring and correction schedules.
5) Design out provisions, for new instruments, equipment etc.
These basic principles are applicable to all processes including
maintenance as an important process with the degree of
automation deployed. These steps need to be taken while
conceiving the project or need to be introduced in working
plant with adoptation.
Let us dwell on details of PROCESS in stages.

Stage 1: Clearly Defined Process Flow:
-Have clear steps of processes from scrap handling to packing
and dispatch of finished castings with volumes and flow of
activities. Consideration of manufacturability of specific
castings.
-Have clear definition of input and output parameters required
to be monitored in each process and activity.
-Definition of tolerances in each parameter with risk of failures
involved.
-Envisage likely parameters in future to be monitored and make
provisions for inclusion.
-Generally, capacities of all processes from Melting till dispatch
should be telescopically higher to avoid bottle necks.
10
Stage 2: (Infrastructure)
-Select robust equipment with proven track record.
-Select automation to meet immediate envisaged quality/quantity
needs and likely expansions in future.
-Evolve maintenance plan with risk evaluation.
-Keep spares and assemblies to cover likely risks.
-Ensure machine capabilities to meet process requirements
-Ensure facilities to detect deviations in parameters and on line
corrections.
-Erection and commissioning is the best opportunity for training.
-Layouts to ensure adequate facilities to implement modern tools,
safety, lean manufacturing etc, down the stream.
-Scope to reduce maintenance activities by up gradation of design.
11
Stage 3: (Preventive actions during operation)

-Equipment break down results in reactive repair, maintenance is
proactive.
-Preventive actions are for natural wear, carry out religiously.
-Study the failed parts and failures for causes of deterioration.
-Evaluate improved parts or improve schedule of maintenance.
-Evaluate all potential causes of failures of equipment or process
parameters, and correct them on line.
-Check sheets should be kept dynamic considering prevailing
conditions.
12
Stage 4: (condition monitoring and predictive/corrective actions)

-Monitor major parameters on equipment and process daily for
deviations within or outside tolerances and correct on line.
-Track Frequency of repetition and effectiveness of previous actions.
-Keep spares for equipment and instruments, ready in case variations
are in risk zone.
-Major equipment and process parameters have on line monitoring
and correction possible now.
-Daily standing meeting helps in training and informing all.
-Use latest technology available and Andon to trigger actions
- Solutions for quality issues can be with Maintenance and for break
down issues can be with Production. Joint plan of actions is must.
13
Stage 5: (Design out actions)

-When the corrective actions are to be taken frequently and
they dont yield results, we must revisit the earlier design of
process or equipment.
-There might be new conditions which were not envisaged at
the design stage.
-Solutions can be of different types like:
Equipment up gradations
Layout modifications
Small improvements in existing processes or equipment
System Reliability evaluation
-We have introduced new product in the process, which does
not fit or can not be accommodated in our design.
14
COST OF REACTIVE APPROACH
+
COST OF REACTIVE APPROACH
COST OF PROACTIVE APPROACH
Objective Optimize Operating cost. Cost of negligence is

high.
15
Key attributes of an Effective Process Monitoring

Some redundant actions like Preventive maintenance are eliminated
Reducing trend of downtime, rejects and costs as weaknesses in
operation are identified and corrected speedily.
Turning information into value.
Continuous training and contributions of all operating persons on new
technologies and improvements, like tracking effectiveness of actions,
proactiveness etc.
Well identified and documented operations and responsibilities,
procedures etc.
A cooperative environment between all operation processes and
personnel. Results of all actions are complimentary to common goal.
Capital projects are identified correctly to improve Productivity
effectively, reduce cost.
PM and quality check sheets are dynamic; revised periodically referring
the breakdown and preventive maintenance record
16
Bench Marking
Generally, this is a process of comparing our own performance
with the best in Industry.
Dimensions typically measured are Quality, Asset utilization, Time
and Cost.
Continuous improvements from self learning is the best method
to adopt rather than global bench marking. No two foundries have
same set up, skill levels and product portfolio.
We can create a performance tracking sheet on Time scale to
measure our own performance and effectiveness of actions on
day today basis.
Follow Select/measure/analyze/improve/control approach
Bench marking has to start from within and the bench marks
within can be improved from month on month. These bench
marks can be dynamic, like best achievements of one month can
be bench mark for next. They help us to go to perfection in given 17
set up.
Six big losses to be monitored for

A)Down time:
optimization:
1) Equipment failure
2) set up and adjustment
B)Speed losses:
3) Idling and minor stoppages -due to abnormal operation of line
components and lack of co-ordination
4) Reduced speed -due to discrepancies between design and actual speed
of equipment or deration in equipment
C) Defect/Quality Losses:
5) Process defects -due to quality parameters going out of control
6) Reduced yield critical design of process/ tooling/methoding etc, unfit
in given infrastructure.
Sense, predict, evaluate, correct on line and improve, without
compromises. Condition Monitoring deals with on line continuous
monitoring and corrections without unnecessary over doing work.
18
OPTIMIZING APPROACH
-Continuous improved internal bench marking. Do the basics well
and with proactive approach.
-Total understanding of facility by total team with limitations in
operations, maintenance, quality and design.
-Compliance to scheduled work should improve and disaster
management reduce. Compliance of Scheduled work measurement
can be one criteria to improve efficiency.
-Create capacity targets in as is condition, process wise and product
wise as reference. This should be theory based without derations.
Does not matter if your over all foundry yield works out less than
50%. This can be upgraded with improvement actions identified
every month.
- Find out the constraint process in given volumes, products etc.
-Best we can do is exploit the constraint to 100%. All other processes
have to align with even at the cost of under utilization.
19
Operational reliability Pillars

Daily work management: a short standing meeting to analyze failures,
root causes, actions identification, implementation and deviations
Wider definition of all failures: equipment, process , performance,
quality and safety failures .
Departmental reliability teams; team that includes knowledgeable
operators, production and maintenance supervisors. The facilitator
should organize the meetings, keep track of the actions and their
effectiveness, new abnormalities, consumption norms, study with old
historical data, and follow up on new actions status.
Communication to all shifts and feedback confirmation.
20
Company wide team based effort

-All employees are involved and carry out JH activities for team work
and ownership. Better the people interact with the plant and equipment,
better and longer the equipment will run.
-They understand the causes of break downs and defects in relation to their
activities. They need to know what needs to change, when and why.
-Actions are performed while production goes on.
-Effectiveness is monitored of yesterdays actions and notified.
-Historical data is maintained defect, cause and remedy wise and
upgraded daily.
-Job rotation to understand inter linkages in all processes.
- SELECT AND DEVELOP CHANGE AGENTS AND LEADERSHIP
21
CREATE MEASUREMENTS AND

To determine your opportunity
for improvement, we need to know where
TARGETS
we are today.
-Predictive, preventive and reactive maintenance, break up of time spent on
equipments process wise.
-Monitor number of deviations in all processes every day, like maintenance
calls, corrections in process parameters in all processes etc.
-Understand and Establish relationship between inputs and out puts for
effectiveness and track for a reasonable period or cycles. The side effects of
actions need to be understood and co related.
-Each Process out put can be treated as product and inputs raw materials
consumptions (even in weights, numbers is Ok, need not be only in Rs.) per
unit of out put can be monitored as measurement index.
-Out put of one process can be input of other process.
22
Implementation stages
-FIRST DECIDE THE CONSTRAINT PROCESS AND CONSTRAINT NEEDS TO BE
EXPLOITED.
-GENERALLY, FOUNDRIES ARE DESIGNED TO HAVE CAPACITIES TELESCOPICALLY
HIGHER AS WE GO AWAY FROM MELTING TO AVOID BOTTLENECKING IN FLOW.
-TARGET EXPLOITATION OF MELTING CAPACITY SHOULD BE A COMMON GOAL FOR
ALL PROCESS OWNERS, AS IT IS THE NESCENT PRODUCTION IN A FOUNDRY.
CASTINGS GET CONVERTED IN GROSS OR NET GOOD LATER.
-THE CONSUMPTION OF LIQUID METAL DRIVES ALL SUB PROCESSES TO FEED CORES,
SAND, MOLDS, EVACUATION OF CASTINGS THROUGH UP TO SALES, IN TIME.
-ALL OTHER PROCESSES MAY RUN INEFFICIENTLY AS THE CAPACITIES COULD BE
HIGHER, PRODUCT MIX COULD BE FAVOURABLE ETC.
-THE THEORITICAL CAPACITY OF MELTING AS DEMONSTRATED BY SUPPLIER SHOULD
BE THE TARGET. GENERALLY, WE SETTLE DOWN AT WHATEVER WE MAKE AND USE
THAT AS THE REFERENCE FOR EXHIBITING THE PROGRESS.
23
Implementation stages -Contd

PREPERATIONS:
-ENSURE THAT ALL PROCESSES ARE INFORMED OF THE PRODUCTION PLAN WELL
IN ADVANCE TO ACCOMMODATE THEIR LEAD TIMES.
-ENSURE BEFORE HAND THE PRODUCT MIX CAN STRAIN THE MELTING PROCESS.
-ENSURE THAT THE SPECIFIC REQUIREMENTS OF PRODUCTS ARE TAKEN CARE. GO
THROUGH THE LAST RUN OF THE PRODUCT AND DEVIATIONS OBSERVED, ACTIONS
TAKEN AND THEIR EFFECTIVENESS.
-GO THROUGH THE WORK IN PROGRESS INVENTORY, REASONS BEHIND HOLD UPS,
ECONOMICAL BATCH SIZE OF PRODUCTION AND FINISHED GOOD INVENTORY.
-ALIGN AVAILIBILITY OF ALL INPUTS AT MELTING, MOLDING AND CLEARANCES
DOWN THE LINE TO HANDLE THE PRODUCT SMOOTHLY, INCLUDING THE SKILL
LEVELS.
24
DAILY PERFORMANCE REPORTS

We need to consolidate performance at the end of the day.
Best is in the formats where total operating time is
accounted for in TIME BALANCE SHEET FORMAT.
Useful time plus wasted time should be equal to total
operating time.
Useful time can be calculated by out put divided by
theoretical rate of output of the major equipment in the
process. Rest all is wasted time.
Wasted time can be broken down in as many elements as
possible in minute details and categories like equipment
break downs, process delays, quality delays, co-ordination
delays etc.
The delays can be summarized day wise in one sheet for
tracking effectiveness and taking actions.
25
DAILY PERFORMANCE REPORTS - contd

The daily short standing review meeting should include all
level key persons.
Common measurement ( for exploiting the constraint ) is
dispensed metal vs target.
If target is not achieved, analyze reasons and generate new
actions. If achieved, scope to eliminate the delays further
and set new targets.
Some examples of such balance sheets follow.
PERFECTION MINUS ACHIEVEMENT IS THE SCOPE FOR IMPROVEMENT
26
TIME BALANCE SHEET OF MELTING MONTH 1

Date
Production time in Minutes
Target LMT 6MW Power
Actual LMT achieved
Utilization %
Time Lost in minutes
KWH/ T of Liquid metal - Melting
KWH/ T of Liquid metal - Auxiliary
A
1
2
3
4
5
6
Furance trip ON GLD, metal piece

60
Furnace water low pressure / high temparature
trip
vibro charger problem
Magnet Crane - CT Problem
Furance charger supply incomer trip
8T magnet Hot
POURING stopper rod sensor not sensing
Furnace cylinder mounting welding break
Subtotal Maintenance Delays

PROCESS DELAY
1
2
3
4
5
6
7
Metal Delay, capapcity constraint

Metal dispensation
Low temp. metal back
Laddle suspension jam
Metal Delay due Metal leak/GLD
Pouring line stop/Metal Holding
Metal return due to metal spillage on box
8
9
F/C problem metal shifting to furnace B

Furnace Hood Jam
Furnace A trip Srap piece onWCL pipe
connection
Furance Problem metal spillage F/C A.
Metal composition delay
furance jam
furance holding
15
2
630
63
16.5
26.2
465
3
660
66
25.0
37.9
410
4
660
66
19.3
29.3
467
1F
off
1F
off
1F
off
7
960
192
47.5
24.7
723
8
720
144
34.8
24.2
546
9
10
11
14
720 780 720 420
144 156 144 84
44.4 42.3 37.2 19.3
30.8 27.1 25.8 23.0
498 568 534 324
15
900
180
54.4
30.2
628
16
480
96
24.7
25.7
357
17
660
132
36.6
27.7
477
18
660
132
39.3
29.8
463
21
720
144
42.7
29.7
506
22
840
168
54.7
32.5
567
23
780
156
48.1
30.8
540
24
780
156
46.8
30.0
546
25
780
156
49.2
31.5
534
26
540
108
36.0
33.4
360
28
540
108
32.3
29.9
379
29
30
Total Frequency
600 840 16050
120 168 3210
38.1 42.3 863.6
31.8 25.2 26.9
409 628 11428
707
354
Maintenance Delays
10
11
12
13
14
1
660
132
32.1
24.3
500
Pouring nozzle Jam

Subtotal Process delays
Other Dealys
Lunch
Production Plan delayed
Subtotal Other delays
GRAND TOTAL DELAYS
40
31
60
60
224 193 164 207 373 170

95 58 89 69 170 130
34
20
29
49
41
31
60
145
150
212
151
170
132
60
45
32
40
52
25
55
68
43
50
61
45
30
33
0
0
0
0
40
0
0
0
0
1
31
60
191
0
275
151
33
4837
3054
33
0
0
994
0
1
0
0
23
0
30
0
30
0
1
27
0
0
0
0
19
131 290 142 172 214 186 290 230 251 295 158 152 193
68 194 88 130 140 152 195 171 167 175 128 115 136
25
60
35
30
123
50
80
55
30
27
0
0
0
0
1189
458
414
279 571 325 447 422 426 535 487 486 504 319 359 389
609
62
10199
400 373 360 416 702 501
62
417
40
50
50
45
55
30
30
40
40
30
50
60
30
40
20
20
20
23
2
45
55
30
30
40
40
30
50
60
30
40
20
20
20
895
133
1028
324 626 355 477 462 506 565 537 546 534 359 379 409
629
11418
47
113
111 110 160
50
50
20
45
50
50
20
45
50
50
40
81
121
500 465 410 466 722 546
498
568
535
40
40
52
92
87
35
70
90
45
25
23
ACTIONS
A7
B15
Sensor mounting Rod straightned

Removed slag, cause of Jam
A9
Rewlded the cylinder bracket
27
TIME BALANCE SHEET OF MELTING- MONTH 2

Date
Production time in Minutes
Actual LMT achieved
Utilization %
A
1
2
3
4
5
6
7
8
B
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
C
Maintenance Delays
Furnace water low pressure / high
temparature trip
vibro charger Problem
Magnet Crane CT Problem
8T magnet Hot
Pouring stopper rod sensor not sensing
PROCESS DELAY
Metal dispensation
Furnace Hood Jam
Furnace A trip Srap piece onWCL
Metal composition delays
furance jam
furance holding
Pouring stopper rod /nozzle Jam
Pouring basin checking for slag
7
480
96
22
###
369
8
760
152
38
24.8
571
9
700
140
33
23.8
533
10
600
120
23.7
19.7
482
11
735
147
35.1
23.9
560
12
700
140
41
29.2
496
13
770
154
33.2
21.6
604
14
943
189
50
26.5
693
15
751
150
40
26.4
553
16
810
162
41.1
25.4
605
18
866
173
50.2
29.0
615
19
919
184
46
25.0
689
20
480
96
34.4
35.8
308
21
840
168
43.2
25.7
624
22
840
168
51.1
30.4
584
23
920
184
40
21.6
722
25
500
100
27
27.0
365
26
660
132
35.8
27.1
481
27
806
161
44
27.0
588
28
768
154
48
31.4
527
29
838
168
21
12.4
734
30
768
154
50
32.5
518
40
25
10
0
40
60
60
25
10
173 302 222 145 285 334 335 279 196 238 211 220 225
80 135 119 84 130 135 120 180 145 138 179 164 25
28
25
21
149 247 270 170

154 182 141 74
24 58
19
265
49
160 255 170 243

70 70
20 35
30
85
70
237
60
30
50
62
27
25
64
60
74
55
40
39
46
78
36
61
98
330 142
6
45
40
25
55
100
30
30
25
110
70
40
90
42
15
15
40
120
50
138

Other Dealys
Lunch
Plasma trail
323 522 426 379 507 496 583 633 496 490 541 608 289
547 533 565 324
434
45
65
105
60
50
30
30
45
65
105
60
50
30
30
GRAND TOTAL DELAYS
368 587 531 479 557 496 603 693 546 600 571 688 309
619 578 715 354
464
20
60
50
50
30
80
20
60
12
45
20
60
50
50
30
80
20
72
45
150
150
60
50
60
30
50
Total Freq
16454
3291
847
25.7
12219
0
0
0
0
40
0
0
25
10
60
135
0
1
0
0
1
1
1
4
5094
2325
279
0
0
1763
36
0
0
0
6
100
0
890
280
22
19
9
0
0
22
1
0
0
0
1
4
0
15
4
567 458 635 385 10741
10
30
35
45
40
70
45
885
12
225
45 28
1122
567 528 715 430 11998
19
1
TIME BALANCE SHEET OF MELTING- MONTH 2
Date
Tot Fre
7 8 9 10 11 12 13 14 15 16 18 19 20 21 22 23 25 26 27 28 29 30 al q
ACTIONS
A
3 Cleaned the metal on
Track
1) Forward limit switch
setting adjusted . 2)
A New braket fabricated
8 & welding done
29
TIME BALANCE SHEET OF MELTING MONTH 3
2
3
4
Date
Production time
Actual LMT achieved
Utilization %
Maintenance Delays
Furnace water low pressure / high
temparature trip
Magnet Crane - CT Problem
5
6

8T magnet Hot
SERT stopper rod sensor not sensing
9
B
1
2
3
4
5
6

PROCESS DELAY
Metal dispensation
8
9

Furnace Hood Jam
Furnace A trip Srap piece onWCL pipe
connection
A
1
10
11
12
13
14
15
16
18
C

furance jam
furance holding
Pouring basin checking
Sintering delay
Other Dealys
Lunch
Plasma trail
JH Activities
1
0.0
2
768
153.6
50.0
32.5
518
3
934
186.8
43.6
23.4
716
4
740
148.0
43.1
29.1
525
5
644
128.8
41.3
32.0
438
6
300
60.0
0.0
0.0
300
0.0
0.0
0.0
87
87
233
179
217
189
201
177
169
119
9
930
186.0
59.0
31.7
635
10
950
190.0
63.9
33.6
631
11
0.0
12
960
192.0
74.8
39.0
586
13
960
192.0
68.0
35.4
620
14
15
0.0
0.0
0
16
820
164.0
60.7
37.0
517
17
18
870
174.0
74.5
42.8
497
115
109
282
155
30
228
210
272
240
206
200
251
201
36
10
21
30
25
60
264
80
44
10
342
472
680
429
40
30
15
347
177
57
105
105
45
60
571
614
586
617
511
497
10
40
30
15
10
GRAND TOTAL DELAYS
512
710
444
429
571
624
586
617
511
497
Total
8876
1775.2
578.9
32.6
5982
702
326
Frequenc
y
11
27.0
12.0
1.0
0
0
0
0
0
0
0
95
0
1
0
95
0
2
2174
1779
0
66
0
0
10
10
0
2
0
0
10
51
0
2
0
0
25
0
1159
135
0
60
5319
0
1
0
8
3
0
1
28
95
0
4
0
95
28
550130
23
S.NO.
A
1
2
3
4
5
6
7
9
B
1
2
3
4
5
6
7
8
9
10
11
13
15
16
17
18
C
MONTH
Production time
Target LMT at rated Power
Actual LMT achieved
Utilization %
Maintenance Delays
Furnace water low pressure / high temparature trip
Magnet Crane CT Problem
8T magnet hot
PROCESS DELAY
Metal dispensation
Pouring line stop/metal holding
Furnace Hood Jam
furance holding
Sintering delay
1
16050
3210
864
26.9
11428
707
354
2
16454
3291
847
25.7
12219
723
358
3
8876
1775
579
32.6
5982
702
326
60
0
0
0
0
40
31
60
191
0
0
40
0
0
25
10
60
135
0
0
0
0
0
95
0
0
95
4837
3054
33
0
0
994
0
0
30
0
0
0
1189
62
5094
2325
279
0
0
1763
36
0
0
6
100
0
890
280
2174
1779
0
66
0
0
10
51
0
0
0
25
1159
135
0
60

Other Dealys
Lunch
Plasma trials
GRAND TOTAL DELAYS
10199
10741
5319
895
133
885
12
225
1122
11998
95
0
0
95
5501
1028
11418
Melting Summary FOR 3 MONTHS

4
5 6 7
8
9
10
11
12
Year
31
S.NO.
A
1
2
3
4
5
B
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
MONTH
Production time
Target LMT at rated Power
Actual LMT achieved
Utilization %
Maintenance Delays
8T magnet hot
PROCESS DELAY
Metal dispensation
Pouring line stop/metal holding
Furnace Hood Jam
furance holding
Sintering delay
1
2
3
16050 16454 8876
3210 3291 1775
864
847
645
26.9 25.7 36.33
11428 12219 5982
707
723
680
354
358
263
10199 10741 5319
60
0
40
31
60
191
0
40
25
10
60
135
0
0
95
0
0
95
4837
3054
33
0
994
0
0
30
0
0
0
1189
62
5094
2325
279
0
1763
36
0
0
6
100
0
890
280
2174
1779
0
66
0
10
51
0
0
0
25
1159
135
0
60
Melting Summary- contd

4 5 6 7 8 9 10
11 12
Year
32
Melting Summary- contd

S.NO
.
MONTH
Other Dealys
16
Lunch
895
885
95
17
133
12
18
Plasma trials
225
1028 1122
95

GRAND TOTAL DELAYS
5 6 7 8 9 10 11 12
Year
11418 11998 5501
ACTIONS
B13
Sensor mounting Rod bent,

straightned
Removed slag, cause of Jam
A5
A2
Rewelded the cylinder bracket

Cleaned the metal on Track
A3
1) Forward limit switch setting

adjusted . 2) New braket fabricated
& welding done
A4
33
Month-1 MOLDING TIME BALANCE SHEET
Date
Production time
Target of mould
Actual moulds
poured
Utilization %
11
15 16
17
18
21
22
23
28
Freq
uenc
30 Total y
660
630 660 660
935
893 935 935 1360 1020 1020 10201275 680 935 935 1020 1190 1105 765 1190 22780
165
109 81
132
960 720 720 720 900 480 660 660 720 840 780 540 840 16080
268 187 234 173 297 137 188 211 230 286 237 178 289 4700
17.6 12.2 8.7 14.1 19.7 18.3 22.9 17.0 23.3 20.1 20.1 22.6 22.5 24.0 21.4 23.3 24.3 20.6
544
553 603 567
771 588 555 598 690 383 527 511 558 638 613 414 636 12762
Moulds made
177
116 85
291 188 250 185 305 138 190 215 246 294 240 178 302 4911
Bad moulds
12
134
2
23
16
12
16
23
222
Mixer batches- Total
2044
Bntonite
consumption T
32.77
Lustron Consumption
T
21.55
34
A
1
2
3
4
5
6
7
8
Date
Maintenance Delays
VW1 positinal control missing
VW3 position control missing
ZL actual value stop lowering to
flask closing position
TZ6 cylinder position missing
TZ2 interlock forward missing
Shake out trip ( relay voltage
drop)/Motion control 1
/Emergency stop
FM lifting frame problem
FM lift HNC fault / working door
safty Ckt problem
11
15
16
17
18
21
13
14
15
16
TZ1 forward interlock ok missing /

forward position not reached
LSV safty flap missing
AS flask control missing / ALL AS
problem
19
TZ5/DZ6 cushioning missing
20
21
22
TZ5/DZ6BACK 100 position missing

TZ6/DZ5 gap position missing
28
Total
Freque
ncy
7
93
2
3
19
15
5
3
1
3
68
48
3
1
16
8
1
1
150
7
1
1
32
13
69
18
5
3
1
0
9
0
1
90
30
43
9
15
2
64
48
16
8
AR2 in position missing /Hyd. OFF IN KB1 , box shifted out of track
JVM pallet control missing
TZ4 actual value forward positon
missing
Fm lift frame control 1 missing/
frame right missing
ZL clamping missing , so only drag
box take up
TZ1 forward interlock ok gap
missing
17
18
23
5
48
9 Clamping device right close missing

10
Actual value high pressure off
11
12
22
150
7
28
3
2
4
10
2
2
9
90
15
12
35
15
23
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
Date
Filling frame control right
missing
Squeeze piston rams groove
edge bolt broken .
Tz5/Dz4actual valve forward to
cashoning pas missing
Tz5/Dz4 actuaL Position control
missing
BUR right up missing
DZ2 actual value pull missing
FM Squeeze position not
reached
Aearetor 1 rod broken
VW4 position control missing
US1 stop lifting to take over
position
DZ6 actual value pull position
missing
Frequ
ency
16
42
126
0
0
2
0
0
0
0
0
0
0
0
26
26
0
17
4
0
2
1
920
11
15
16
17
18
21
22
23
28
30
13
42
93
33
WE2 0 position missing

JVH24 hydraulic pipes oil
leakage
BAS backward slow / Forward
missing Oil lekage
DZ5/TZ6 actual value pull
position missing
VW1 log distance positioning
missing
VW3 pallet control missing
Forward flow stop missing
TZ4/DZ5 actual valve forward to
cushioning missing
Subtotal Maintenance
delays
Total
70
111
90
155
124
33
24
61
45
10
26
45
21
36
B
1
2
3
4
5
6
7
8
9
10
11
12
13
14
1
2
3
Date
PROCESS DELAY
Metal not ready and transfer
time
299 180 259
20
22 47
Core setting line stop
Spillage iron detection
Programme selection mistake
by operator
Core setting fixture problem
Pattern correction work
Core fixture pin Problem
Chills not available
Wrong selection of bolster by
operator
FM Working door open
47
42 49
S4 block mould trail
Line stoppage before punch
out
Stoppage for mold validation 16
13 42
Insertion of heat code
167 448
38 43
13
300
31
295
26
11
15
16
17
18
21
22
23
28
30
302 434 225 283 331 249 385 383 267 426
41 32 60
5
30 63 40 39 12 38
50
19
52
70
63
64
67
58
30
3
62
51
120
51
60
70
46
60
Frequ
Total ency
7186
772
18
23
23
2
50
0
0
0
22
1
0
0
0
2
120
1200
30
32
426
27
1
20
2
417
0
22
0
32
17
10
30
17
34
32
12
27
30
25
25
56
10
28
319 626
466
475
464 579 334 420 457 501 547 516 351 564 10300
45
45
40
50
81
40
10
15
85
50
131
GRAND TOTAL DELAYS 560 547 600 554 765
584
549
595 690 381 525 509 557 639 611 413 635 12705
15 metal Return and restart time 6

30 30
16
Weigment dosing
Subtotal Processd
elays
17
388 287 427
Other Dealys
C
1
Lunch
45
60 50
2
52
3
Sand delay
57
37 33
Subtotal Others delays 102 149 83
15
35
80
50
50
10
20
10
25
30
40
15
20
45
60
45
45
18
30
24
14
14
32
12
23
40
50
45
16
46
66
50
60
50
965
133
365
60
50
1463
23
2
14
37
Date
ACTIONS
Adjusted JVM with gap
between Trolley pallet & Box
of locating device is not less
than 15mm. Tightened the
bolt.
A 27
A2
A 11
A3
11
15
16
17
18
21
22
23
28
30
Frequ
Total ency
JVM mechanical locks bolt

tightening done.
All sensors tightening of
pattern change stations
done.& added into monthly
Check sheet
Ferrule of the pipe was

changed to arrest the leakage.
A7-A
23
Twin press programme

verified .
A 25
Replaced broken bolt with

new
A9
Sensor mounting rod slightly

slant, plate provided .
A 21
1) Adjust the magnet and

scale with distance between
them 4-7 mm . 2) Add in
monthly check
point.3)Tightened all scale
and transduser holding
bracket bolts. 4)Replace the
magnet.
38
TIME BALANCE SHEET OF MOULDING SHOP FOR MONTH 2
A
1
2
3
4
5
6
7
Date
11
12
13
14
18
19
20
22
26
27
30
Total
Production time
Target of mould
Actual mould poured
Utilization %
Moulds
Bad moulds
Bntonite consumption T
Lustron Consumption T
Maintenance Delay
480
680
121
17.8
395
135
14
760
1077
196
18.2
622
203
7
735
1041
184
17.7
605
190
6
700
992
238
24.0
532
243
5
770
1091
234
21.5
605
269
35
945
1339
293
21.9
738
298
5
866
1227
260
21.2
682
277
17
919
1302
296
22.7
710
323
27
480
680
217
31.9
327
221
4
840
1190
347
29.2
595
353
6
660
935
198
21.2
520
238
40
806
1142
246
21.5
632
276
30
768
1088
345
31.7
524
350
5
16456
23313
5144
22.1
12825
5505
361
2076
32.7
20.3
VW3 position control missing / pallet control
ZL actual value stop lowering to flask closing position

/stop lower
TZ6 cylinder missing
TZ2 interlock forward missing / forward push not
done
Shake out trip ( relay voltage drop)/Motion control 1
/Emergency stop
13
8 FM lift HNC fault / working door safty Ckt problem
14
27
27
15
37
Lift cylinder Clamping device right close missing
10
11
12

AR2 in position missing
0
0
0
0
0
0
13
TZ4 actual value forward positon missing
14
Fm lift frame control 1 missing/ Cylinder started with

drag box
36
15
ZL clamping missing , so only drag box take up
16
18
19
20
21
22
23
TZ1 forward interlock ok gap missing

TZ1 forward interlock ok missing gap missing /
forward position not reached
LSV safty flap missing
AS lift cylinder 90mm position not reached
TZ6/DZ5 cushioning missing
TZ6/DZ5 BACK 100 position missing
Flask control right missing
0
22
0
0
0
19
0
1
0
0
0
1
25
Squeeze piston rams groove edge bolt broken .
17
37
Frequenc
y
22
22
22
22.0
22
22
22
22
39

Total
Freque
ncy
27 Tz5/Dz4 actuaL Position control missing
28
39
29
30
31

FM Squeeze position not reached
Aearetor 1 rod broke
21
26
51
2
2
1
32
VW4 position control not done /

position control missing
26
33
US1 stop lifting to take over position /

gripper control missing
34
DZ6 actual value pull position missing
35
39
36
JVH24 hydraulic pipes oil leakage
54
37
721 safty module channel fault
38
Box locating bush came out
47
39
BAS bacKward slow missing / Forward

missing Oil lekage
24
40
DZ5/TZ6 actual value pull position

missing
41
VW1 log distance positioning missing
42
18
43
TZ4/DZ5 actual valve forward to

567
42
Date
26
11
12
13
14
18
19
20
22
26
27
30
Tz5/Dz4actual valve forward to

Subtotal Maintenance delays
18
25
2
5
39
47
7
10
15
43
28
17
16
14
76
10
51
15
40

Date
B
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
PROCESS DELAY
Metal not ready and transfer
216
time
33
Programme selection mistake
by operator
Wrong selection of bolstaer by
operator
39
S4 / Avtek block mould trail
Line stoppage before punch out
Stoppage for mold validation 30
metal Return and restart time
+ Composition not ok
Weigment of dosing
Pattern change
11 12 13
14
18
19
20
22
26
27
30 Total
Frequ
ency
400 360 386 430 460 400 423 205 343 318 235 328 7402
22
44
5
772
61
22
12
27
0
96
0
46
0
5
0
1
48 37 40
6
7
20
49
7
47
8
26
48
5
12
2
35
30
3
42
13
60
63 64 38
87
59
68
48
67
52
77
61
22
54 22 24
26
28
42
19
37
16
25
10
23
24
46
58
18
19
28
35
4
71 1224
61
0
508
0
22
1
0
21
0
467
16
67
41
318 541 554 509 587 655 566 641 286 540 437 526 451 10664 28

Date
C
1
2
3
4
5
D
1
2
3
Other Dealys
Lunch
Sand delay
Line stop due to taken F/c sintesing
11
12
13
14
18
19
20
22
26
27
30
Total
Frequenc
y
45
45
50
30
30
60
50
80
30
40
50
30
45
35
15
10
30
46
25
60
935
0
456
60
285
22
0
16
1
4
24
60
45
69
50
30
36
95
65
90
60
86
50
115
110
1391
43
GRAND TOTAL DELAYS
406
638
621
555
627
764
707
741
348
630
538
656
561
13034
28
Sand plant problem
Cooler dust conveyor Problem

Mixer gate closing problm
200 group and Bucket elevator
ACTIONS
1) Balancing done by fixing all rods. 2) One Flap
side Belt connected
D1
Filter dust with more moisture. Cleaned
D2
The probe was stuck in up position. The bushing

missing circlip provided. Added point in check list
A 35
1)Encoder wire checking . 2) Encoder tightning checking

and it added into the monthly checksheet .
A 11
All sensors tightening of pattern change stations

done.& added into monthly Check sheet
A 14
1) Cleaned Heat exchanger 2) Changed control oil

servo filter. 3)Adjusted filling frame sensor.
4)Reduced the speed.
D3
Subtotal Others delays
A 31
A8
1)Train the operator for changing the bolster.2)

Cover the sensor with plate to avoid breakage. 3)
Additional sensor provided.
1)Tightened all buckets. 2)Fix the broken bucket
with new joint.3)adjust the discharge gate.
A 29 Protection provided between boxes while pouring.

A9
A 38
The plate was provided

Poor workmanship while installation of line.
Tighteneing & inspection in weekly check list
42
Molding Time balance sheet Month - 3

Date
10
12
13
16
18
Total
Production time
768
934
740
644
930
950
960
960
820
870
8576
Target of mould
1088
1323 1048
912
1318
1346
1360
1360
1162
1233
12149
Actual mould achieved
345
305
212
292
277
327
447
438
403
415
3461
Utilization %
31.7
23.1
20.2
32.0
21.0
24.3
32.9
32.2
34.7
33.7
28.5
524
719
590
438
734
719
644
651
536
577
6133
Moulds
350
332
216
293
280
413
469
485
436
509
3783
27
86
22
30
34
64
276
Bad moulds
1378
Bntonite consumption T
34.6
A Maintenance Delay
15.00
ZL actual value stop lowering to flask

3 closing position /stop lower
Shake out trip ( relay voltage drop)/Motion

control 1 /Shakeout problem
49
33
FM lift HNC fault / working door safty Ckt

8 problem
10 Actual value high pressure off
11 AR2 in position missing
Tz5/Dz4actual valve forward to cashoning
26 pas missing
29 DZ2 actual value pull missing
57
108
1
20
Freq
49
33
59
108
39
30 FM Squeeze position not reached
43
Date
Production time
Target of mould
VW4 position control not done / position

32 control missing
US1 stop lifting to take over position / gripper
33 control missing
34 DZ6 actual value pull position missing
39 KEV problem
40 DZ1 back position missing
41 ZE roller conveyor missing
BAS bacKward slow missing / Forward missing
42 Oil lekage
44 VW3 pallet control missing
Subtotal Maintenance Delay
B PROCESS DELAY
1 Metal not ready and transfer time
2 Core setting line stop
3 Spillage iron detection
5 Core setting fixture problem
6 Pattern correction work
7 Core fixture pin Problem
9 Wrong selection of by operator
10 FM Working door open
11
12
13
14
15
16
17
18
19
20
2
768
1088
3
934
1323
5
644
912

9
10
12
13
16
930
950
960
960
820
1318
1346
1360
1360
1162
18
870
1233
Total
8576
12149
Freq
1
1
3
35
4
17
4
10
35
6
3
73
2
2
54
10
20
13
394
438
5
356
23
289
21
2
332
25
5
77
96
55
109
3161
254
26
59
25
46
9
763
10
9
7
1
1
2
2
10
14
45
107
53
17
15
21
120
225
15
2
9
1
10
33
456
3
2
3
2
2
537
40
36
24
95
48
5005
2
4
2
10
4
6
14
4
171
325
337
4
4
10
18
220
26
28
33
142
17
5
359
72
3
363
61
4
59
33
13
58
107
25
4
71
5
44
S4 / Avtek /JD8 /JD15 trail block mould trail

Line stoppage before punch out/ (stopper rod
cut+innoculation pipe jam)
Stoppage for mold validation
metal Return and restart time + Composition
not ok
Weigment of dosing
Pattern change
No metal ( melting B/D)
Core not ready
Subtotal Process Delay
4
740
1048
61
65
81
39
110
14
10
5
28
17
21
2
31
2
5
87
403
486
490
386
20
8
15
596
629
529
537
2
1
44

Date
C
1
4
5
6
10
12
13
16
18
40
30
32
45
7
30
23
50
15
40
7
30
5
40
2
52
34
35
637
5
42
633
52
518
34
572
Total
Freq
305
177
60
16
482
5989
8
9
1
1
Other Dealys
Lunch
Sand delay
Line delay due to F/c sintering
Hydraulic off ( Oil circulation)
Subtotal Others delays

GRAND TOTAL DELAYS
D
Sand PLANT PROBLEM
4
Mixer dosing problem
ACTIONS
Switch made ready & 100 group
D 3 started
Done Welding of the bracket.Add
A 6 in monthly in monthly check sheet
A30-DZ2 & DZ6 cushioning adjust (46-50
A36 mm)
60
11
100
507
62 52 53 65
719 560 445 689
47
709
45
SUMMARY OF MOLDING BALANCE SHEETS

MONTH
Production time
Target of mould
Actual mould Poured
Utilization %
Moulds
Bad moulds
Bentonite consumption T
9 10 11 12
Total
16080
16456
8576
22780 23312.7 12149.3
4700
5144
3805
20.6
22.1
31.32
12762.4 12824.9 6132.94
4911
5505
3783
222
361
276
2076
2044
1378
32.7
32.77
34.6
20.3
21.55
15.00
Maintenance Delay
1
2

VW3 position control missing / pallet control
7
93
14
27
0
0
ZL actual value stop lowering to flask closing

position
19
27
49
TZ6 cylinder missing
15
TZ2 interlock forward missing / forward push not

done
15
68
48
0
16
8
150
0
0
0
37
0
0
33
0
59
0
0
108
6 Shake out trip ,Motion control 1 /Emergency stop

7
8 FM lift HNC fault / working door safty Ckt problem
9
Clamping device right close missing
10
11
AR2 in position missing
46
12
13
14
15
16
17
18
19
20
21
22
23
25
MONTH
TZ4 actual value forward positon missing
Fm lift frame control 1 missing/ frame right missing
ZL clamping missing , so only drag box take up
TZ1 forward interlock gap missing
TZ1 forward interlock gap missing /position not
reached
LSV safety flap missing
AS lift cylinder 90mm position not reached
TZ6/DZ5 cushning missing
TZ6/DZ5 BACK 100 position missing
Filling frame control right missing
Squeeze piston rams groove edge bolt broken .
26 Tz5/Dz4actual valve forward to cashoning pas missing

27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
Tz5/Dz4 actuaL Position control missing

FM Squeeze position not reached
Aearetor 1 rod broke
VW4 position control not done / position control
missing
US1 stop lifting to take over position
DZ6 actual value pull position missing
JVH24 hydraulic pipes oil leakage
721 safty module channek fault
Box locating bush came out
KEV problem
DZ1 back position missing
ZE roller conveyor missing
BAS bacKward slow missing / Forward missing Oil
lekage
DZ5/TZ6 actual value pull position missing
Subtotal of Maintenance Delay
1
7
32
13
0
69
SUMMARY OF MOLDING BALANCE SHEETS-CONTD

2
3
4
5
6 7 8 9 10 11 12
0
0
0
0
36
0
3
0
0
0
18
5
0
9
90
15
16
42
0
22
0
0
0
19
0
0
0
0
0
0
0
0
126
0
0
0
0
0
39
21
26
51
0
0
39
0
0
26
0
0
0
0
0
0
0
0
0
9
5
39
54
8
47
0
0
0
4
17
0
0
0
0
4
10
35
24
20
26
17
920
0
18
567
0
13
394
Total
47
MONTH
B
1
4
6
7
8
9
10
11
13
14
15
16
17
18
19
20
21
22
23
D
1
2
3
4
5
6
PROCESS DELAY
Metal not ready and transfer time
Programme selection mistake by operator
Wrong selection of (bolstaer) by operator
S4 block mould trail
Stopper rod cut+innoculation pipe jam
Stoppage for mold validation
metal Return and restart time
Weigment of dosing
Pattern change
No metal ( melting B/D)
Core not ready
Subtotal of Process Delay
Other Dealys
Lunch
Sand delay
Line stop due to taken F/c sintesing
Hydraulic off( Oil circulation)
Subtotal of Others Delay
Grand Total Delay
SUMMARY OF MOLDING BALANCE SHEETS- CONTD

2
3
4
5
6 7 8 9 10 11 12
7186
772
18
50
0
0
0
22
120
1200
30
32
426
27
417
0
0
0
0
10300
7402
772
61
27
0
96
0
46
0
1224
61
0
508
0
467
0
0
0
0
10664
3161
254
26
0
59
25
46
0
9
763
107
120
225
15
40
36
24
95
48
5005
965
133
365
0
0
0
1463
12705
935
0
456
60
0
0
1391
13034
305
0
177
0
60
16
482
5989
Total
48
MONTH
SUMMARY OF MOLDING BALANCE SHEETS-CONTD

2
3
4
5
6
7
8
9
10 11
12
Total
Actions taken
A27
Adjusted JVM with gap between Trolley pallet & Box of locating device
is not less than 15mm. Tightened the bolt.
A2
JVM mechanical locks bolt tightening done.
A11
All sensors tightening of pattern change stations done.
A3
Ferrule of the pipe was changed to arrest the leakage
A7
Twin press programme verified .

Replaced broken bolt with new
Sensor mounting rod slightly slant, plate provided .
A 25,
A23
A9
1) Adjust the magnet and scale with distance between them 4-7 mm .
2) Add in monthly check point.3)Tightened all scale and transduser
A 21
holding bracket bolts. 4)Replace the magnet.
A31
1) Balancing done by fixing all rods. 2) One Flap side Belt connected
Filter dust with more moisture. Cleaned

The probe was stuck in up position. The bushing missing circlip
D2
provided. Added point in check list
1)Encoder wire checking . 2) Encoder tightning checking and it added
A35
into the monthly checksheet .
1) Cleaned Heat exchanger 2) Changed the control oil servo filter.
A 14
3)Adjusted filling frame sensor. 4)Reduce the speed.
D1
A8
D3
A 29
1)Train the operator for changing the bolaster.2) Cover the sensor with
plate to avoid breakage. 3) Additional sensor provided.
1)Tightened all buckets. 2)Fix the broken bucket with new
joint.3)adjust the discharge gate.
Protection provided between boxes while pouring.
A9
The plate was provided

Poor workmanship while installation of line. Tighteneing & inspection
A 39
in weekly check list
D3
Switch made ready & 100 group started that time it start.
A6
Done Welding of the bracket.Add in monthly in monthly check sheet
A30A36
DZ2 & DZ6 cushoning adjust (46-50)
49
TREND OF BENEFITS
POWER CONSUMPTION TREND (KWH/T Liquid Metal)
800
700
722
678
680
600
500
400
Melting
327
340
263
300
Auxilary
200
100
Month 1
Month 2
Month 3
50
TREND OF BENEFITS
3500
3291
3210
3000
2500
1955
2000
Target LMT
1500
1000
27 %
864
84726 %
33 %
Actual LMT
645
500
0
Month 1
Month 2
Month 3
51
TREND OF BENEFITS
Moulding time Utilization %
35
31.32
30
25
20
20.6
22.1
Moulding time Utilization
%
15
10
5
0
Month 1
Month 2
Month 3
52
EXAMPLE OF DAILY WORK MANAGEMENT MEETING
53
54
55
CONCLUSIONS
BALANCE SHEET HELPS IN LEAVING NOTHING TO
SUBJECTIVITY
DAILY WORK MANAGEMENT STANDING MEETING HELPS AS
CFT AND DELEGATES ACCOUNTIBILITY
PROVOKES THOUGHT PROCESS TO RESOLVE UNSEEN
PROBLEMS AND GO TOWARDS PERFECTION
CAN HELP IN ESTABLISHING INTER PROCESS RELATIONS AND
TEAM WORK
WE CAN CREATE BALANCE SHEETS FOR MATERIAL
CONSUMPTION, REJECTIONS AND TYPES LIKE GENERIC AND
SPECIFIC REASONS ON DAY TODAY BASIS.
56
THANK YOU
57

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OPTIMISING PRODUCTIVITY

New Challenges continued

Structure of Process Approach best to follow

Responsibility, Authority & Communication, Review

- Measurement, analysis and continuous improvement

Move from I Say So to real ISO

Standard Requirements for Process Approach

Process Reliability Steps

Let us dwell on details of PROCESS in stages.

Stage 3: (Preventive actions during operation)

Stage 4: (condition monitoring and predictive/corrective actions)

Stage 5: (Design out actions)

COST OF REACTIVE APPROACH

COST OF PROACTIVE APPROACH

Objective Optimize Operating cost. Cost of negligence is

Key attributes of an Effective Process Monitoring

Six big losses to be monitored for

Operational reliability Pillars

Company wide team based effort

CREATE MEASUREMENTS AND

Implementation stages -Contd

DAILY PERFORMANCE REPORTS

DAILY PERFORMANCE REPORTS - contd

TIME BALANCE SHEET OF MELTING MONTH 1

Furance trip ON GLD, metal piece

Furnace cylinder mounting welding break

Subtotal Maintenance Delays

Metal Delay, capapcity constraint

F/C problem metal shifting to furnace B

Pouring nozzle Jam

224 193 164 207 373 170

400 373 360 416 702 501

111 110 160

500 465 410 466 722 546

Sensor mounting Rod straightned

Rewlded the cylinder bracket

TIME BALANCE SHEET OF MELTING- MONTH 2

149 247 270 170

160 255 170 243

Subtotal Process delays

547 533 565 324

GRAND TOTAL DELAYS

619 578 715 354

567 458 635 385 10741

567 528 715 430 11998

TIME BALANCE SHEET OF MELTING- MONTH 2

TIME BALANCE SHEET OF MELTING MONTH 3

Furance charger supply incomer trip

SERT stopper rod sensor not sensing

Furnace cylinder mounting welding break

Metal return due to metal spillage on box

F/C problem metal shifting to furnace B

Furance Problem metal spillage F/C A.

Subtotal Other delays

GRAND TOTAL DELAYS

Subtotal Process delays

Melting Summary FOR 3 MONTHS

Subtotal Process delays

10199 10741 5319

Melting Summary- contd

Melting Summary- contd

Production Plan delayed