Improving the Tube processing Layout: Including new orbital cutting machine

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Linköpings Universitet | Department of Management and Engineering Master’s thesis | 30 credits | Mechanical engineering Spring 2020 | ISRN: LIU-IEI-TEK-A--20/03644—SE

Improving the Tube processing Layout

-

Including

new orbital cutting machine

Yaswanth Kumar Alladi (yasal784)

Examiner: Mats Björkman, IEI, LiU Supervisor: Jelena Kurilova-Palisaitiene, IEI, LiU

Stefan Edlund & Håkan Magnusson (Blomberg & Stensson)

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Abstract

Blomberg & Stensson is the sheet metal and tube processing company. This master thesis is done in tube processing facility. Tube processing facility consists of tube cutting, deburring, bending, end forming, bending and pressing machines. This facility produces bended tubes. Bended tubes are mainly used in automobiles (flow of liquids such as fuel and lubricants). Blomberg & Stensson bought a new orbital cutting machine from Transfluid (Germany). The new orbital cutting machine is going to be installed in tube processing section. This Master thesis focuses on tube cutting (both new, old and current), bending and deburring machines.

This thesis is aimed to develop a layout of tube processing section by including new orbital cutting machine. Suggestion on raw material storage and suggestions on material allocation to current and new cutting machines are also included in this master thesis. To design the layout a systematic layout planning technique is considered and google sketch up application is used to develop the 3d layout designs. After developing layouts, selection of a single suitable layout is done by a scoring matrix (concept from product development). Scoring matrix is to evaluate the available solutions. After selection risk analysis is made to predict the risks. An activity list is made facilitate a physical transformation of the facility.

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Acknowledgement

This master thesis is conducted at Blomberg & Stensson as a part of program in mechanical engineering at Linkoping University.

Firstly, I would like to thank company supervisors Stefan Edlund & Håkan Magnusson (Blomberg & Stensson) for accommodating me, sharing information and valuable suggestions on investing their time. Without them this thesis would never be possible. I would like to thank everyone who supported me to complete this thesis at Blomberg & Stensson.

My sincerest thanks to supervisor Jelena Kurilova-Palisaitiene at Linkoping University for guiding me throughout this master thesis.

Linkoping, 01-03-2020 Yaswanth Kumar Alladi

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Abbreviations and Nomenclature

ARC - Activity relationship chart

ARC shows the actual relationship between two different process.

ARD - Activity relationship diagram

Activity relationship diagram (ARD)can be created by converting the generated data in the ARC into a layout.

Current cutting machine – On this machine all 6-meters length tubes are cut, until the new tube

cutting machine is installed in the facility. Larger than old cutting machine and smaller than new cutting machine in size.

JIT - Just in time

JIT is a manufacturing technique which means producing the right quantity at right time.

mm - millimeter

New Cutting Machine – After installing new cutting machine most of the 6-meters length tubes

will be cut on this machine. Until then all the 6-meter length tubes will be cut by current cutting machine. New cutting machine is larger in size.

NVA- nonvalue adding activities

NVA doesn’t add any value to the product.

NNVA- necessary but nonvalue adding activities

NNVA are the activities that are necessary but doesn’t add any value to the product such movement of the semi-finished product from one station to the other.

Old cutting machine - Old cutting machine is used to cut tubes only after bending (2-5 meters

length). So, no 6-meter length tubes will be cut on this machine. Small in size.

SLP- Systematic layout planning

SLP is a technique used to develop a layout and improve material flow.

SRD - space relationship diagram

An SRD is used to translate space and relationships between activities into arrangements that are foundries for layout concepts.

VA – Value Adding Activities

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Table of Figures

Figure 1 Some products of Blomberg & Stensson 1

Figure 2 General production process of tube processing facility 2

Figure 3 Qualitative research method from Bhat (2008) 5

Figure 4 Systematic layout Planning. 7

Figure 5 Product layout from Groover (2008) 9

Figure 6 process layout from Groover (2008) 10

Figure 7 Fixed layout from Groover (2008) 11

Figure 8 Group technology (GT) - based layout from Groover (2008) 11

Figure 9 Hybrid layout from Heragu (2008) 12

Figure 10 Relationship chart from Muthur (2015). 15

Figure 11 Example of activity relationship diagram from Meyer (2018). 16

Figure 12 Flow patterns from Muthur (2015) 17

Figure 13 General production process of tube processing facility 19

Figure 14 Current layout 20

Figure 15 Shelves are filled with raw material. 20

Figure 16 Current Cutting machine. 21

Figure 17 Chip formed during cutting 22

Figure 18 Tube after deburring. 22

Figure 19 Deburring machines. 22

Figure 20 Bending Machine 23

Figure 21 Bended tubes 24

Figure 22 Tube inspection 24

Figure 23 Pressing Machine 25

Figure 24 Tube after pressing 25

Figure 25 Tube cleaning 26

Figure 26 Center formed tube 26

Figure 27 Dimensions drawing of new cutting machine 28

Figure 28 Parts drawing and isometric of the new cutting machine 28

Figure 29 Motion waste, bending machine to old cutting machine 32

Figure 30 Division of current layout 34

Figure 31 Activity relationship chart (ARC) from Muthur (2015). 35

Figure 32 Activity relationship diagram (ARD) from Muthur (2015) 36

Figure 33 Space relationship diagram (SRD) from Muthur (2015) 36

Figure 34 Layout 1 41

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Table of tables

Table 1 ARD representations from Muthur (2015) 15

Table 2 Prioritizing table 31

Table 3 Process table (whole facility) 32

Table 4 Inputs list table of whole facility 33

Table 5 Trimmed inputs table 34

Table 6 Dimensions of the machines and the tables in the tube processing facility 37

Table 7 Raw material analysis 38

Table 8 Cutting Rate calculations of new Orbital cutting machine 38

Table 9 Scoring matrix 44

Table 10 Risk analysis 44

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1.Introduction

This chapter depicts company background, aim of this thesis and research question.

In competitive market many companies are updating their facilities with automation to improve efficiencies and lower production costs (Control Assemblies, 2017). Every company wants to use their raw material efficiently to produce quality products and gain profits. Involving technology solves many of the problems, which company is desiring for such as effective usage of raw material, productivity and cutting down the costs (Billy Lucas, 2019). Automation for physical products is very helpful when there are repetitive tasks which replaces human workforce and performing the complex operations easily. Blomberg & Stensson bought a new cutting machine intended to replace the current cutting machine (manually operated).

1.1 Company Background

Blomberg & Stensson is a sheet metal and tube processing company established in 1947 by two Swedish men Blomberg & Stensson. The company started with 2 lathe machines and in 2019 it has turnover of 130 MSEK. Blomberg & Stensson have 80 employees. Blomberg & Stensson is situated in 3 different facilities and three of them are moved together to one location in 2015 which is operated currently in Katrineholm. Blomberg & Stensson produce different simple and complex products. Blomberg & Stensson can either get product designs from the customers or else Blomberg & Stensson develop the product from start till the end. Blomberg & Stensson’s major end products are bended tubes, Cycle shelters, Mobile toolkit Shelfs. Blomberg & Stensson produce different products upon orders. Some of the company’s products are shown in Figure 1. Their major customers are Scania, Siemens, Saab, SKF, X-modul, Cesium, Epiroc, Abece, Car-o-liner, Svea-Agri, Linde, Cyklos, ESAB (Blomberg& Stensson, n.d.).

Figure 1 Some products of Blomberg & Stensson

Bended tubes _{Cycle shelters}

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2 Bended tubes applications are the flow of fluids in automobiles such as oil, gas, air, coolants. Their toolkit shelfs are used in Scania mainly where it is very easy to store and fetch tools which enhance productivity.

The general production process in the company is shown in Figure 2 and this thesis mainly focuses on the cutting, deburring and end forming.

Figure 2 General production process of tube processing facility

Detailed explanation of Figure 2 is in chapter 4 current production process. There is a need to optimize the material flow in the tube processing facility and design a new layout by including the new tube cutting orbital machine. Collection of raw material which are 6 meters long tubes of different thickness is not properly stored. So, Blomberg & Stensson want to have a solution on how to store raw material.

Blomberg & Stensson want to boost their production by creating world class environment for employees. Which leads to produce quality products with minimum flow and less scrap. To enhance this, Blomberg & Stensson bought a new orbital tube cutting machine from Transfluid (Germany). Transfliud is a company located in Germany, designs & manufactures machines and supply them all over the world on orders. The new orbital cutting machine is a replacement for the current cutting machine used in the facility. Currently Blomberg & Stensson are handling more than 100+ different types of materials and Blomberg & Stensson are storing them randomly and hard to find them when necessary. So, Blomberg & Stensson need a solution to solve this fetch the raw material sooner.

There are 2 cutting machines in the tube processing facility, old and current cutting machines.

Old cutting machine - Old cutting machine is the machine used to cut tubes (raw material) until

current machine is installed in facility. Later this old cutting machine is used to cut tubes only after bending. For some of the tubes extra length is given for gripping purpose to bend on bending machine. So, no raw material is allocated to this machine. Small in size.

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Current cutting machine – This is the only tube cutting machine for which material is allocated,

until new tube cutting machine is active. Larger than old cutting machine and smaller than new cutting machine in size.

Blomberg & Stensson intended to replace current cutting machine with new cutting machine.

New Cutting Machine – Raw material is allocated only after installing. Until then all the material

is allocated current cutting machine. Larger in size.

1.2 Aim

Aim of this master thesis is to develop a suitable layout by including the new cutting machine after the analysis of the tube processing section. To meet the desired aim the following goals must be achieved.

• Design the layout of tube processing facility with different orientation of the new cutting machine.

• Suggesting a solution for raw material storage and develop raw material allocation for the tube cutting machines current and new.

1.3 Research questions

RQ 1. How could a facility layout can be redesigned with different orientations of new cutting machine?

RQ 2.. How could allocation of raw material can be made when there are two tube cutting machines (current and the new cutting machine)?

1.4 Delimitations

Cost factor is not included. The machine cost is not mentioned, cost for movements of the machines are not included as the company have the dedicated personnel to perform tasks except electrician.

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2.Methodology

This chapter depicts research methodology and strategy used in this thesis.

According to Williamson (2002) there are two main approaches to carry out a research, qualitative and quantitative approaches. A quantitative approach requires good knowledge in the research field which also includes further stages of theories testing, hypothesis, building and generalization. A qualitative approach requires limited knowledge within the research field and includes generating hypothesis and theories.

Qualitative research methodology is used in this master thesis. From Figure 3 according to Bhat (2008) the qualitative research methodology includes case study research, record keeping, process of observation, ethnographic research, focus groups and one-on-one interviews. As it is qualitative approach, researcher can be flexible to use these methods.

Figure 3 Qualitative research method from Bhat (2008)

2.1 Data collection methods

The research methodology includes literature study on respective topics, Interviews to gain knowledge on current process, Observation of current process and understanding the current process and flow of materials. Communicating regularly with the operators can lead to more information on the required output. It makes easy to plan accordingly to acquire desired result. However, to attain the desired output the researcher in this thesis is going to follow the following path.

Data can be collected by operators in the production line while observation and communicating with them. Mails, mails to the Transfluid (designer and manufacturer) are to gain preliminary

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6 knowledge on the new orbital cutting machine with some questionnaire. Interviews to understand and gather the data related to orders and delivering. Continuous communication with the improvements in advancing to outputs for both operators and mangers can help researcher to gain more necessary information and it is easy to analyze and predict the time to complete the objectives. Data can be collected by interviewing the operators and managers. Data can also be collected through mails, as the Transfluid company personnel are in Germany.

Interview questions not only includes the gathering technical information but also some of their personal data is gathered (like name, age, sex and how long they been working with tube processing facility). Considering privacy issues, no person data is exposed in this research.

2.2 Systematic layout planning

Systematic layout planning-SLP, is a technique used to develop a layout and improve material flow. Rearrangements of the factory layout must enable the efficient utilization of the resources available (Meyer, 2018). Lean tools concentrates enable the cost reductions and helps to improve product quality.

The purpose of following SLP is to find the optimal arrangement of the factory equipment and enable the effective way for manufacturing process. The other objectives are listed below

• Minimizing material handling (Travel distances and time). • Using floor space optimally.

• Efficient labor usage.

• Safety and comfort for workers in the floor.

Factory layout includes systematic arrangement of machines, spaces and relations between them. This design must focus on increasing overall productivity and product quality. An extensive amount of data is required to start a layout design process to develop the best layout. There may be some additional production requirements which can be specified before starting of this process, for examples a machine needs ventilation but, by following theories shows that optimal place would be where there is no chance of ventilation. These requirements include overall integration of all functions, minimal material flow, effective space utilization, safety of workers and flexibility. While designing layout both long term and short-term utilities and usage are mentioned. According to Meyer (2018) there are three depending fundamentals for any layout. They are

• Relationship • Space • Adjustment

These three fundamentals are considered as heart of every layout regardless of the factory function, step by step SLP procedure is constructed depending these fundamentals.

According to Meyer (2018) SLP step by step procedure divided into 5 sections, As shown in Figure 4.

1. Initial phase of SLP is the analysis of inputs, outputs of this phase is the list of different activities- value stream of material flow, physical positioning and mentioning which department they belong to.

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7 2. The second phase establishes the relationships that must be considered in SLP. It starts with identifying flows of material and understanding relations with an activity relationship chart, this can be created by combining the flows and the relationships between the activities.

3. The third phase takes space into considerations, the space required for each activity is determined, in order to create a space relationship diagram, the space required for different process and the total space availability must be considered.

4. The fourth phase is creating different layouts, the space relationship diagram is a layout. While creating a layout many factors are considered, for example practical limitations, when these factors are taken into considerations the alternatives are created.

5. The final phase is also called as deciding phase, in this phase the alternatives are evaluated, and the best layout is selected.

Figure 4 Systematic layout Planning.

2.3 Layout Designs

Layout designs models are created in Google sketch up 3d, where operating it easy compared to AutoCAD 3D. Initially the layouts will be presented on a chart as it takes some time to possess package skills and then designing of layouts will be followed by Google sketch up 3d.

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2.3.1 Selection of layout

Selection of layout is nothing but choosing the best fit among the generated alternatives. So, this will be done as a group meeting. Where each alternative is thoroughly analyzed. However, a scoring matrix must be carried out if there are more than one alternative layout. After finalizing a single layout risk analysis must be performed to ensure safety of operators in the facility. Furthermore, an activity list must be suggested on transforming the tube processing layout with the information where the changes are to be made. Sequence of activities must be specified to make sure it is easy to understand.

2.3.2 Iteration method

In generation of new layout, it is not easy to get granted by all the respective mangers and union heads with single layout design, partial changes in developed layout or new layout will be made. During selecting the final layout, the researcher always takes inputs and try to design the suitable layout with some modifications in the generated layout. This whole process of generating the suitable layout with modifications is iteration method. It is a mathematical method when you have different choices of solutions (P. Neittaanmäki, 2004). Traditional way is prescribed but recent days everyone is looking to violate it by thinking smart in easy way by just using this out of the box thinking (Sykes, 2019).

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3. Theoretical framework

This chapter consists of theoretical background which includes types of layouts and lean manufacturing.

Planning, designing, layout and locations of facilities are not a new invention. These traces are way back from 4000 BC used in creation of pyramids. In 1950’s it is recognized and studied as a discipline. For a manufacturing facility it is very important to have a clear view of the manufacturing system in order to achieve the optimal layout. Designing a layout is intimidating as the changes of facility remains at least 3-5 years. Classification of layouts is based on the composition of machines and infrastructure available in the facility. Different layouts are used for different circumstances. Some layouts may just consist of manual workers and some layouts may consists just automated systems. Products varieties, sales and number of orders have great influence on type of layout. Generally, companies with less production volumes opt to manual and the companies with larger volume choses automation. (Sule, 2009)

Tube processing facilities doesn’t have a single fixed type of layout to follow. As it is mentioned earlier layout always depends on product varieties, sales and number of orders. Generally, many companies start with manual working stations and when their orders increase, they move on to automation.

3.1Types of layouts

According to Heragu (2008) there are 5 types of layouts in manufacturing systems, they are a)

Product layout, b) Process layout, c) Fixed position layout, d) Group technology (GT)-based layout, and e) Hybrid layout.

a) Product layout

Product layout as shown in Figure 5 is suitable for the companies which have mass/high production volume of a single product or multiple products. This layout handles less variety of products. Machines and workstations are arranged according to the sequence of the production process. Some advantages of this layouat are cutting down the cost and material handling time, less skilled employees are used as the tasks are repetative sometimes boring. Disadvantages, as the layout is not flexible it will costs a lot if the product changes.

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10 b) Process layout

Process layout as shown in figure 6 is suitable for the companies which have low and medium volume of production. This layout handles high variety of products. Machines of similar fuctions are grouped together in same place and products comes in and go out according to the process sequence. Some advantages of this layout are high flexibility, workers become experts of each process task. Disadvantges are high queuing time at workstations, high material handling cost and high stocking space is required. Process layout is followed in the tube processing facility at Blomberg & Stensson. As the batch size varies from 1-10,000 products, it falls under low to medium product volume. Each time they pick the order they follow different process, but some operation is common for all the products such as cutting and deburring

Figure 6 process layout from Groover (2008)

c) Fixed layout

Fixed layout as shown in Figure 7 is suitable for the companies which have low volume of production. This layout handles low variety of products. Machines and tools are carried to the product location. Fixed layout where the product is fixed in this layout this is beacause the structure of the product is huge, which is hard and costs more for transportation. Chances of damge during transportation is alo high, in this process it is completely zero. Disadvantges of this layout is the cost of moving the machine and euipment is high and the utililization of them will be low.

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11 Figure 7 Fixed layout from Groover (2008)

d) Group technology (GT)-based layout

Group technology (GT)-based layout as shown in Figure 8 is also know as cellular and flexible layout. This layout suitable for the companies which lot of products and parts on different machines. Different machines are grouped as a cell. Common parts are as a group. Some advantages of this layout are less machine setup time and high productivity, a large amount of money is saved since duplicate parts purchase is avoided. Workers can sharpen their skills on manufacturing a group of common parts which leads to high productivity and quality.

Figure 8 Group technology (GT) - based layout from Groover (2008)

e) Hybrid layout

For some companies a single type of layout is not suitable. So, they adopt more than one type of layout as shown in the Figure 9 within the same facility. The combination of different layouts is called as Hybrid layout. In Figure 9 upper left area is process layout,

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12 upper right area is group technology-based layout and product layout in the final assembly on the bottom.

Figure 9 Hybrid layout from Heragu (2008)

3.2 Lean Manufacturing

Lean manufacturing roots are from Japan which refers to maintaining smooth flow by continuously trying to eliminate and reduce wastes. Implementation of lean increases productivity and advantageous in competitive aspect. Identifying and eliminating wastes and striving continuously for improvements can increase quality may enable company to be more cost effective. (Chen, 2010). Lean has proven in both service and product-oriented sectors.

Operation are classified in to three types VA – value adding activities, NVA- non value adding activities and NNVA- necessary but non value adding activities (Hines, 1997).According to (Taylor, n.d.) VA are the activities which added values to the product/ service for which customer like to pay. These activities are expensive (Taylor, n.d.). VA involves main activities/operation such as cutting, bending, milling…etc. (Hines, 1997). NVA must be eliminated as it adds no value (Seth, 2005). Such operations are considered as pure wastes (waiting time and over handling of material) and customers doesn’t want to pay for them (Hines, 1997). These operations can be reduced inventory, time to market and amount of human effort needed (Seth, 2005).NNVA does not add any value this doesn’t mean bad (Taylor, n.d.). This include walking long distance to collect to deliver in between operations (Hines, 1997).

There are seven main wastes listed below according to Dennis (2002)

i) Over production

Producing goods well in advance to orders increases the risk of obsolescence, chance of producing the wrong product, it consumes excessive storage space and time. There are many principles to get rid of over production for example JIT (Just in time) production.

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13 Physical defects add extra cost to the goods sold. This may also include errors in paperwork, late deliveries, use of too much raw materials and productions without proper specification. When there is defect the modification or rework must be done to meet customers’ requirements, otherwise the product will be scrapped. Defects not only waste material and human resources but create idle time at subsequent workstations, hinder meeting schedules and extend manufacturing lead time.

iii) Inventory

Inventory wastes consists of raw material, work in progress and finished products. Extra inventory lead to high cost, high defect rate and high storage. It tends to invest more money and increase lead time, prevent rapid identification of problems and space requirements. It is necessary to eliminate unnecessary inventory and correct leads times these two points can help in purchasing effectively.

iv) Transportation

This includes the transportation of semi-finished/finished goods which doesn’t add any value to the product, for example movements in between workstations. Movements between the processing stages leads to prolongation of cycle time, the inefficient use of labor and space requirements. All the movements or considered as wastes. Doublehanding and excessive handling can create disturbed flow and damage to the products.

v) Waiting

Waiting includes the idle time of workers and machines on the production floor. It includes small delays in between process as the machine and worker are going to be idle, waste of time. This wastes effects both workers and goods, each spending time waiting. Waiting time for workers can be used as maintenance or training and should not lead to overproduction to recover the large investments in complex products.

vi) Motion

It includes all the unnecessary motions for example if the worker is walking and searching for a tool which acts as diversions from the actual work. This may be due to poor ergonomics design, which slows down the production and worker. This also include bending/stretching of worker to fetch the tools.

vii) Over processing

It is unintentionally doing more processing work than desired; this includes operations such as polishing or applying finishing where customers cannot see or bother about to main high quality. This happens when complex solutions are made where common procedures are apt. this discourages owners and encourage workers to overproduce. There is one more waste often ignored, human creativity especially labor. Many of the companies doesn’t consider their ideas, who knows they might have the best solution, never ignore their ideas and it is always recommended to allow them to the meetings especially when the company is going through some layout changes. Their experience counts as well because the workers works there almost all their life, they are the best ones to inform about the changes and take inputs and try

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14 different ideas with them and get feedback and involve them in the process. This may enable them to be ready for the change. One who is designing a layout must always remember it must be worker friendly and safe too.

2.2.1 Activity Relationship chart

An activity relationship chart (ARC) describes and visualize activities relationship between activities. The relations can be shown with color coding and ratings which depicts the closeness between them and their supporting functions. This makes the relationship chart highly practical an effective tool to plan potential layouts. The chart is easy understandable, this uses the rating system to show the necessity of closeness. The scale of letters A, E, I, O, U and X are used to show ratings. Explanation of these letters are mentioned below. An increasing rating from A to X can be applied in order to prevent overuse of letter A rating – Absolutely Necessary. (Muthur, 2015) & (Meyer, 2018)

• A- Closeness Absolutely Necessary – 2 to 5% • E- Closeness Especially Important – 3 to 10% • I- Closeness Important – 10-15%

• O-Ordinary Closeness OK- 10-25% • U- Closeness Unimportant- Mostly • X- Closeness Not Desirable- Independent

A typical relationship chart looks like the below Figure 10 and the chart itself explains the relations between activities. The intersection points represent the relations between respective activities and the relation is recorded. The basic idea is to find which activities are closely related and make them together and which are not related must go far apart. (Muthur, 2015) “The chart can be likened to a from-to and the to-from boxes fall on top of each other. The relationship chart thus shows the total relationship, i.e.., in both directions”

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Figure 10 Relationship chart from Muthur (2015).

2.2.2 Activity Relationship Diagram

Activity relationship diagram (ARD) can be created by converting the generated data in the ARC into a layout. This diagram shows(visualize) the actual relationship between two different process. There are some representations which helps to illustrate, they are listed below in Table 1.

Table 1 ARD representations from Muthur (2015)

Vowels Closeness rating color

A Absolutely necessary Red

E Especially important Yellow

I Important Green

O Ordinary Blue

U Unimportant Uncolored

X Not Desirable Grey

Relationship between two areas can be represented by using the colors mentioned in the Table 1 are shown in the Figure 11. Figure 11 depicts the practical way of representing relationship between the activities with the colors which enables to identify visually easier comparing the black text. According to (Muthur, 2015) eight iterations of drawings are conducted before fixing to the final diagram. The created/generated diagram must represent the theoretical and ideal relationships between the different activities no other constraint should be considered such as space and size.

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16 Figure 11 Example of activity relationship diagram from Meyer (2018).

2.2.3 Space Relationship Diagram

A space relationship diagram (SRD) acts as a tool to establish an effective layout planning. “An SRD is used to translate space and relationships between activities into arrangements that are foundries for layout concepts” (Meyer, 2018). To create an SRD, an ARD to determine the all the activities in the total area. There are there different methods in which this could be done as stated by (Muthur, 2015).

1. Applying space to flow diagrams 2. Applying space to ARD

3. Applying space to flow relationship diagram

Without boundaries of the current factories SRD should be created. SRD is used as a document to combine relationships and optimize the spatial arrangements by ignoring the constraints of factory. This diagram can be used to alter, dragonize and optimize the current layout.

2.2.4 Flow patterns

The theoretical and ideal representation of factory will be done here in this stage many alternatives are developed, to incorporate these layouts some adjustments are required. Commonly there are 4 flow patterns explained in both Meyer (2018) and Muthur (2015) in Figure 12. Based on these flow patterns adjustments are made. From Figure 12 there are 4 types of flow patterns straight through, U- flow or circular, L-flow and comb or spine flow.

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17 Figure 12 Flow patterns from Muthur (2015)

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4. Current production process

In this chapter the current production in the tube processing facility at Blomberg & Stensson is illustrated. New orbital cutting machine details are depicted.

4.1 Production Process

The general production process in the tube processing facility is mentioned in below Figure 13.

From Figure 13 the bottom line of operations (end forming, slipping/grading, drilling and tube cleaning) are the end operations. This depends on the desired product. There are 5 chances for a raw material to transform as a product:

i) Collection of material – Cutting – Deburring – Bending – Pressing – Tube cleaning. ii) Collection of material – Cutting – Deburring – End forming.

iii) Collection of material – Cutting – Deburring – End forming – Slipping/grading. iv) Collection of material – Cutting – Deburring – Bending – Slipping/grading. v) Collection of material – Cutting – Deburring – Bending – Drilling.

Figure 13 General production process of tube processing facility

The current layout of tube section is shown in the below Figure 14. It can be observed that the facility is filled up with all the machinery. Blomberg & Stensson want to have the all the machinery in the facility even after the new cutting machine installation. That is one of the challenging tasks as there is no room for the new machine. In tube processing facility from Figure 14, there are 5 tube storing shelves, 2 cutting machines , 3 small deburring machines and 2 large deburring machines, 3 end forming machines, 6 bending machines, 1 tube inspection machine, 2 tube pressing machines, 1 drilling table with machine,7 work benches in the below Figure 14. The detail explanation of the production process will be given below.

Infact there are 2 cutting machines the tube processing facility shown in the below Figure 14 - old and current cutting machines. Old cutting which is small on the right side used for cutting the tubes only after bending the tubes. Current cutting machine is larger than old cutting machine in size placed left to the old cutting machine and used for cutting all the 6 meters length tubes.

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20 Figure 14 Current layout

** Bending, End forming, Deburring, Cutting, Pressing, Tube testing.

4.1.1 Collection of raw material

All companies require raw material to make products. Raw material for tube processing facility is 6 meters long tubes. Which are ordered twice per week and stored in the shelves randomly. Then the material is fetched at least weekly once and placed them in their respective nearby shelves to the cutting machine with the help of forklifts. As there is only one cutting machine all the material is allocated to one machine. As shown in the Figure 15 the raw material is stored in shelves after collection of material, initially raw material (6meters tubes bundles) is stored outside and then they are fetched whenever required. Purchasing manager orders the material. Usually in lots, a lot consist around 100 tubes which weights around 600kgs.

Figure 15 Shelves are filled with raw material. z

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4.1.2 Cutting

The material in the shelves are carried manually to the cutting machine. As shown in Figure 16 tubes are placed on aluminum tray as platform and then slided to the cutting machine. A digital feeder is used to adjust the gauge. A gauge used to measure the cutting length of the tube. Gauge automatically adjusts its length after entering the cutting length (mm) in the digital feeder. A turning blade is used to cut the tubes. Operator take 2-6 tubes at once to cut, this totally depends on the tube diameter and when the tool is changed. If the tool is new, they cut 6 tubes at a time this number gradually decreases by time as the tool gets old and it get wear. On an average the frequency of changing the tool is 2/week.

Figure 16 Current Cutting machine.

The turning blade cuts the tubes in to respective sizes mentioned on the job card. Job card is a paper which specifies the product manufacturing process task wise. After each task, operator must sign the job card. After cutting, at the end of the tube a chip is formed due to the cutting tool (friction, pressure and heat factors for formation of chip) as shown in Figure 17, these chips are sharp and irregular in shapes. So, all the operators must wear the hand glove while operating to avoid injuries. While cutting, a large amount of sound is generated due to friction, for this all the operators must use ear plugs. The hand gloves and ear plugs are freely given to the operators by the management as these are the most essentials in the facility. Dust is generated while cutting which includes the tool wear and the chips of tubes and this is cleaned twice in a week by a cleaning truck, which cleans whole factory. But if the cutting is more, the operator cleans the dust by brooms at the end of the day. After cutting the tubes are placed in a wagon (which have shelves and wheels)

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22 with the job card. This wagon is moved to the deburring machines. For some tubes extra tube length is required if the bending is on the edges. This will be removed after bending, this cutting will be made on an old cutting machine which have a manual gauge. Due to manual handling, there is a lot of scrap generated, the new machine can overcome this.

Figure 17 Chip formed during cutting

4.1.3 Deburring

Deburring is the process of removing the chips on the tube diameter and make it smooth as shown in Figure 18. To carry out this operation there are three machines in the facility two of them are shown in Figure 19.

Figure 18 Tube after deburring.

Operator must manually bring the tubes on to the stands as shown in the Figure 19, then the operator has to push the tubes in to the small two turning probes. So, the chips on both inner diameter and outer diameter will be removed and the tube will be smooth as shown in Figure 18.

Figure 19 Deburring machines.

This operation is always collaborated or ended with blowing air into the tubes to remove dust in the tubes (which may be while transporting, while cutting ...etc.). This make the rest of operations

Chip formed during cutting

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23 dust free. The generated chips for two machines are collected bottom as shown in the Figure 19. For one machine, there is no chip collector which obviously ends up on the floor.

4.1.4 Bending

After deburring usually many products undergo bending, where the tubes are bent with dimensions given by the customers. The tubes are manually inserted into the machines and the rest machine takes care. There is a pedal used for holding and release operations as shown in Figure 20. Whenever the operator wishes to bend the tube after inserting the tube, operator must just apply pressure on the pedal for respective bending machine. So, that the machine performs hold operation to hold the tube and there are preinstalled program depending the part and article number of the product.

Figure 20 Bending Machine

Bending Machine Pedal

The machine will automatically bend the tube with respective dimensions given in the programming upon that part and article number. Depending on the diameter of the tube the bending machine will be selected by the operator. After bending the operator must again pedal to initiate release of tube. After bending the product looks as shown in the Figure 21. There are six bending machines in tube processing section. The machine shown in the Figure 20 is 150RL. There are 5 more bending machines in tube processing facility, they are SBM 40, SBM 20, BEMA, DUAL 300 and MR 80. These machines are used for specific tube diameters, example MR80 used 45-55 mm both rectangle and circular tubes.

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24 Figure 21 Bended tubes

After bending, a first tube in a batch will be tube inspected. Tube inspection machine is shown in Figure 22. This is to make sure that the tube is bended in desired dimensions. In tube inspection, there are 16 cameras (Hexagon, n.d.) to measure that the tube matches with the desired dimensions and say go or no go and sometimes it also show on which side adjustments must be made. After bending the tube is taken and placed on a platform inside the tube inspection machine.

Figure 22 Tube inspection

All the cameras get activated and focus on the tube as soon as the operator started to inspect. This produce a virtual image and matches to the configured dimensions. If it has the desired bending dimensions, then the operator will carry on bending more tubes. If not, he checks whether can it be made with little adjustments in programming. This inspection will be done until he gets the desired bending dimensions. If the tube is bent with wrong dimensions, then the tube goes to scrap. After bending all the tubes are given a serial part number. For some tubes they have engrave the number on the tube.

4.1.5 Pressing

Pressing is an operation performed to insert a threaded nut on to the tube, where it helps to fix to the other parts and the flow of oil/gases will be uninterpreted. As shown in the Figure 23, the

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25 pressing machine is operated by a pedal operation like bending. The threaded nut is placed inside the tube and inserted in the machine slot, then a ring of respective dimension will be pressed on the diameter so, that nut does not come out of the tube. This will be done on both sides of the tube as shown in Figure 24.

Figure 23 Pressing Machine

Pressing machine Machine slot pedal

Not all the bended tubes undergo pressing process. After bending some products directly go to the finished products storage and then to inventory after capping and stickering their part numbers on them. The products which have undergone pressing must be cleaned.

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26

4.1.6 Tube cleaning

Cleaning the tube is necessary as it is one of the finishing objectives of the firm to show their esteemed product quality. Cleaning takes away the contaminants inside the tube. Cleaning is done only to the tubes that are undergone pressing operation. Firstly, the tubes are clamped as shown the Figure 25. Those two hands can be move together and apart freely. The tube can be fixed as shown in the Figure 25, and then cylinder behind consisting of shampoo water. Shampoo water will be allowed inside the tube with pressure to clean the tube. This water is changed weekly twice. Capping, after cleaning all the tubes must be closed with a cap to make sure that there are no foreign particles inside the tube before/after deliver/until end user removed the cap.

Figure 25 Tube cleaning

Clamps cylinder

4.1.7 End Forming

End forming is an operation where the outer diameter is enlarged as shown in Figure 26. This could be made both starting and ending of the tube. There are 3 machines which can perform forming. Among them two are end forming and one is for center forming.

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27

4.1.8 Grading /Slipping

For the tubes where corners are most concerned this operation is made. Where the tubes are grinded on a turning graded paper, then the plastic cover is wounded around the tube corners. After this the products are taken to the final products storage.

4.1.9 Drilling

For some tubes the holes at the corners are require for that there is a separate table in the section where this operation is done. The tube will be clamped on the both sides to stop movements, then drilling is performed

4.2 New cutting machine

This is the machine that Blomberg & Stensson bought from Transfluid, Germany. Blomberg & Stensson intended to replace current cutting machine with this new cutting machine. The new cutting machine is manufactured by Tranfluid a German company. As shown in Figure 27 & 28, the length of the machine is 14614mm, width of 1502mm and height of the machine is 1445mm. The tubes must be loaded on the loading base as shown in Figure 28 manually or by using crane. Then the tubes are ready to roll down but there is lever where it allows only one tube on to the machining path/slot which have the rollers. The tube will roll into the cutting cabin RTO 628 (Orbital cutting system/Rotary blade/For tubes), cutting will be done by the rotary blade, which have the capacity to cut 100000-200000 cuts irrespective of tube thickness, for each cut it takes 2 to 5 seconds depending the diameter of the tube. This machine cuts only straight tubes. The cutting blade is sensitively calibrated so that the tube exterior and interior diameters are undisturbed during cut. The cutted tubes are sent to the output unit and scrap unit respectively. As this machine have capacity to configure 4 different kinds cuts on a single tube with 8 different outputs. A moving discharge device mounted at the end of the machine, where it can move to and fro until RTO628 (Orbital cutting system/Rotary blade/For tubes) to sort the outputs. If there is any scrap, it is store at the end of the machine in a trolley.

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28 Figure 27 Dimensions drawing of new cutting machine

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29 RTO628 (Orbital cutting system/Rotary blade/For tubes) is always closed with a glass and metal door to restrict dust in the facility entering the machine. The loading always in the right side and the output is collected in both the sides of the machine. There is a display unit where all the operations are monitored and corrected if there are any errors, this can be monitored by office personnel’s in their cabin by connecting to the same network and the information displayed in the monitor can be shared to the office desktop through WiFi/ Bluetooth connection. While shipping this machine it is dismantled into 7 parts and then shipped. An installation team comes to the facility for one week and train the operators after installation on working and maintenance.

4.2.1 Properties of new machine

Transfluid website is helpful in knowing more about the properties of the machine and some of them are mentioned below

• Chip less cutting

• Can cut tube diameter from 6-28mm

• Maximum cutting thickness of the tube – 2mm • Length tolerance +/- 0,1 mm

• Cycle time 2,2 -8 sec depending on the material • Can handle the tube length from 2000- 6000 mm

4.2.2 Reason to buy the orbital tube cutting machine

There are many reasons to choose Transfluid, the major one would be the service as they have a service center in Stockholm. During break down time the service will be attended quickly. No company wants the production abrupt due to break down of a single machine. Compared to Transfluid many Chinese companies are providing this machine for low cost but Blomberg & Stensson bought this machine from Transfluid (Tranfluid Germany, n.d.). Some of the major reasons are mentioned below.

• Fully automated machine makes work easier and more productivity.

• Raw material(tubes) waste after cutting can be reduced. For efficient usage of materials. • Reduced noise and dust produced while cutting. To create noise and dust free environment.

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31

5. Analysis and Layout designs

In this chapter firstly identifying the lean wastes are made and then from them some of the outputs from lean wastes are taken as inputs for SLP. Raw material allocation and raw material inventory problems are analyzed.

As this research have broad scope, researcher must prioritize the problem analysis according to their importance. So, the main goals are sorted and given importance as shown in Table 2. This helps researcher to give preference as per their importance and reason is given for the importance. Lean wastes are chosen first in order to gain knowledge on current production process and flows and flaws in them. Sometimes, it also gives information on placement of machine. It is obvious to change the layout as Blomberg & Stensson have new tube cutting machine to be able to design a facility layout prior knowledge on the production process is required. So, layout designs are analyzed later to lean wastes. Raw material allocation is considered only after the new layout implementation. So, it can be done later layout designs. Raw material inventory problem is irrespective of all the above-mentioned problems. It can be done later or prior. In this researcher choses to perform it at last. The lower the importance number the higher priority.

Table 2 Prioritizing table

Problem Importance Reason

Lean Wastes 1 In order to design layouts, wastes must be

identified prior to the layout design.

Layout designs 2 As it is main reason to carry out this thesis, it is the area where research must be focused on.

Raw material

allocation

3 As the material follows machine placement it must be treated as secondary.

Raw material

inventory

4 It stands territory it has no impact on the layout and material allocation as the cutting machines have the immediate storage shelves.

From now on raw material allocation and inventory problems are considered as one problem under the name of raw material allocation. Expect last paragraph in raw material allocation belongs to raw material inventory. This is because, these problems have less preference considered to the lean wastes and layout designs.

5.1 Lean wastes

To identify lean wastes mentioned in 3.2 are identified based upon the material flow a process Table 3 is created. This Table 3 is to make sure that all the processes are checked with all kinds of

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32 wastes and to note if there are any wastes found. This process Table 3 is based on the flow of material in the facility.

Table 3 Process table (whole facility)

S.no Process Lean Wastes found

1 Storing Raw material None

2 Cutting None

3 Deburring None

4 Bending None

5 Cutting after bending (*only for some products) Motion

6 End forming None

7 Pressing None

8 Slipping None

9 Capping None

10 Cleaning None

As the process and flow of material is very good in the facility. For some tubes extra length is allocated and this extra length is used as the grip on bending machine (when the bending is at the end of the tube). These tubes after bending must go back to cutting but on an old cutting machine which have the open tool face (where tool is not covered by any safety grill, as the cutting length is small, the visual inspection is easy with absence of the safety grill. Operator must perform it carefully as product has undergone several processes by then). As the old machine required ventilation and produces lot of scrap, it is placed far away from bending machines (around 25 meters), the clear view of this waste is mentioned in the Figure 29 below. So, this operation is considered as “motion waste”.

Figure 29 Motion waste, bending machine to old cutting machine

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33

5.2 Layouts

To start with SLP initial activity ARC, a list of input must be created based upon the process, material and information flow. Below a Table 4 of input list is created consider all the above-mentioned criteria. There are 18 inputs listed out and based upon these activities the SLP is carried out. Type of function also stated in the below Table 4, this specifies which activities must be focused on. These 18 inputs are from start to stop (Raw material ordering to storage of finished products) of this facility.

Table 4 Inputs list table of whole facility

S.no Activity Type of function

1 Incoming goods admission Storage

2 Allocating material to machine Operation

3 Signing in the computer for the job Support 4 Job card specifications

5 Arranging tools for cutting Operation

6 Fetching material

7 Cutting Operation

8 Storing them in the trolley Storage

9 Signing the job card Support

10 Deburring and blowing air Operation

11 bending Operation

12 End forming Operation

13 pressing Operation

14 Drilling Operation

15 Supervisor assistance Support

16 slipping Operation

17 cleaning Operation

18 Storing in the final inventory Storage

Before proceeding to activity relationship chart (ARC), trim of inputs must be done. This is to focus on concentrated area and develop the layout furthermore. In this analysis some of the inputs are ruled out. As they are fixed and cannot be replaced in short time especially without interrupting production. So, the trim of inputs is based upon the current layout and current machine placement. Below Figure 30 shows two marked areas in the facility 1 & 2. Area 1 is fixed, and the placement of machines are fixed as it interrupts production on replacing them.

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34 Figure 30 Division of current layout

Main focused area is area 2. In this layout everything can be replaced. This division is done to make sure the new cutting machine is near to the raw materials. For example, if the new cutting machine is moved to area 1 then the raw material must be stored near to the cutting machine. The entrance to move material is on right end of this Figure 30 in area 2. The below Table 5 is the trimmed inputs. With these inputs the ARC is carried out further. These inputs are listed by considering the operation in area 2.

Table 5 Trimmed inputs table

S.no Activity Type of function

1 Allocating material to machine Operation

2 Job card specifications Support

3 Arranging tools for cutting Operation

4 Fetching material Operation

5 Cutting Operation

6 Storing them in the trolley Storage

7 Signing the job card Support

8 Deburring and blowing air Operation

9 End forming Operation

5.2.1 Activity relationship chart

To create a layout with the help of SLP method, this ARC plays a vital role. This is also time-consuming task. The activity chart is created and sent to production manager and other employees to state the relation between these activities. A chart is finalized on combining all the responses and got acceptances from all the parties who participated in this process. From Figure 31, ARC, out of a total 36 relations, 8 relations (3 absolutely necessary, 1 important and 4 ordinary) and 28

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35 are unimportant relations are identified between activity areas. When all the relations between activities are established, the data acquired in this step will be applied in the next step (ARD).

Vowels Closeness rating color

A Absolutely necessary Red 3

E Especially important Yellow 0

I Important Green 1

O Ordinary Blue 4

U Unimportant Uncolored 28

X Not Desirable Grey 0

Total = (N*(N-1))/2 36

Figure 31 Activity relationship chart (ARC) from Muthur (2015).

5.2.2 Activity Relation diagram

ARC uses the gathered data and visualize the relationship between activities. ARD uses the relationship determined in the ARC and their individual closeness. From Figure 32, the relation ship

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36 Figure 32 Activity relationship diagram (ARD) from Muthur (2015)

between the activities are shown. There are 3 absolutely necessary relations, they are the relation between fetching raw material and cutting machine, cutting and job specification, Deburring and blowing air and end forming. All these 3 activities must be planned closely while designing layout.

5.2.3 Space relationship diagram

In space relation diagram as shown in Figure 33 the space between the activities are shown with representation as mentioned in 2.2.3. But not all the activities are physically appeared in the layout. Some of them support for example signing the job card activity cannot be shown the space relation diagram. But they must be remembered while designing and implementing.

Figure 33 Space relationship diagram (SRD) from Muthur (2015)

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37 Table 6 is the dimensions machines and furniture which is measured physically.

Table 6 Dimensions of the machines and the tables in the tube processing facility

Machine Length(meters) Width(meters) Height(meters)

MR80 6 1.5 1.2 Dual300 6 1.4 1.1 150RL 6 1.3 1 Bema 6 1.3 1 SBM40 4.9 0.7 1.2 SBM20 4.8 0.7 1.2 Storage *2 1.55 0.4 2 Wok bench pressing 2 0.7 0.8 Workbench after pressing 1.4 0.8 1 storage 2 1.1 3 Work benches *4 2 0.7 0.9 storage 1 .4 2 Wok bench pressing 2 0.7 0.8 Waster sucker Cutting machine old 2.7 1.2 1.4 Current cutting machine 11.4 (6 meters I) 1 1.6

End forming socco d12

1 0.8 1.55

End forming borst machine 0.7 0.96 1.5 Deburring black 0.6 0.5 1.1 Red 0.4 0.4 1.2 Green 0.9 0.7 1.1 MCM 1 1.4 1 Center press 1.2 1.1 1.8 Jabbc 1.1 1.5 1.7 Worktable 1 2 0.7 0.9 2 1.9 0.7 0.85 Toolkit in between 4 & 5 1.9 0.5 1.2 Tube inspection 3.2 1.6 2.3

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5.3 Raw material allocation

The tube cutting data analysis until week 34, 2019 is provided by the company. Sorting of tubes are done based upon the quantity of order until week 34, 2019. This analysis includes only the data of the year 2019 week 34. No previous year’s data is used in this analysis.

As the company is planning to completely depend on the new cutting machine a detailed study on their production history of cutting machine is carried out and found out Blomberg & Stensson is cutting 143 tubes per day on an average. Below Table 7 states the number of tubes allocated to the new cutting machine.ie., 130 tubes per day on an average marked yellow.

Table 7 Raw material analysis

Table 7 also states the number of tubes must cut on the current cutting machine manually, that is 12 tubes on an average per day. This data helps to plan the resource allocation temporarily and changes accordingly when the order quantity changes.

Table 8 Cutting Rate calculations of new Orbital cutting machine

Note: All the calculations are made considering maximum thickness that is 2mm.

Cutting Rate calculations of new Orbital cutting machine. Table 8 shows the timing to cut the tubes and these assumptions based on the cut size. As it always varies from 20 to 5995, so the expected cuts are in near range values as it is hard to show all the values here. The time prediction is made based upon the information available on product description. The cutting time is considered Artikle No Tube Total length for 34 weeks Total number of tubes Average length per week Average tubes per week Per day 812698 Rör 8x1 RSF Sandvik 3R60 3,570.00 595 105.00 17.5 3.5 811900 Rör 12x1,5 RSF EN 1.4301 SV, BLGL 19,305.20 3217.533333 567.79 94.63235294 18.92647 812697 Rör 12x1,5 RSF Sandvik 3R60 11,980.25 1996.708333 352.35 58.7254902 11.7451 811901 Rör 15x1,5 RSF EN 1.4301, SV, BLGL 31,466.60 5244.433333 925.47 154.245098 30.84902 811904 Rör 16x1,5 RSF 1.4301/304 SV,BLGL 10,860.80 1810.133333 319.41 53.23529412 10.64706 812699 Rör 16x2 RSF Sandvik 3R60 10,423.30 1737.216667 306.56 51.09313725 10.21863 812789 Rör 16x1,5 stål svetsat 3,106.50 517.75 91.35 15.2254902 3.045098 812706 Rör 18x1,5 RSF Sandvik 3R60 4,994.60 832.4333333 146.88 24.48039216 4.896078 812809 Rör 20x2 stål sömlöst EN 10305-4 3,098.00 516.3333333 91.12 15.18627451 3.037255 811902 Rör 22x1,5 RSF EN 1.4301,SV, BLGL 32,437.05 5406.175 954.03 159.004902 31.80098 111707105 Rör 25x1,5 DIN2394, SV, EN 10305-3 2,363.42 393.9033333 69.50 11.58333333 2.316667 Total number 146,427.81 24404.635 4,306.70 717.7833382 143.5567 Cutting on New machine 133,605.72 22267.62 3,929.47 654.9117647 130.9824 Remaining tubes/ current cutting machine 12,822.09 2137.015 377.23 62.87157353 12.57431

S.no Length of tube(mm) Cutting length (mm) Number of cuts Maximum cut time(sec) irrespective of thickness Maximum cutting time of the tube(Sec) Time per 100 tubes(Sec)

1 6000 500 12 5 60 6000 2 6000 1000 6 5 30 3000 3 6000 1500 4 5 20 2000 4 6000 2000 3 5 15 1500 5 6000 2500 2 5 10 1000 6 6000 3000 2 5 10 1000 7 6000 3500 1 5 5 500 8 6000 4000 1 5 5 500 9 6000 4500 1 5 5 500 10 6000 5000 1 5 5 500

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39 maximum of 5 seconds. This may vary depending on the thickness of tube. The lesser the thickness the faster the cutting.

A detailed investigation on material storage is carried out by observation and their storing capacity and their raw material orders quantity, a solution is suggested. Storing the tubes which are mostly used nearby to fetch immediately and storing the less used tubes away. But considering the space this solution is made.

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41

6. Results

In this chapter the layouts generated will be discussed and a single layout will be finalized. Material allocation will be made to both the current cutting machine and new cutting machine.

6.1 Lean Wastes

Lean wastes analysis in the analysis chapter, motion waste. This can be corrected by replacing the old machine near to the bending machines. But if it is moved near to the bending machines the scrap generated by this will leads to dusty environment and the scrap may directly influence the maintenance of the bending machines.

6.2 Layouts

6.2.1 Layout 1

This is the first layout developed as there is one of the conditions that the changes in the new layout should be minimum, placement of the new machine is halfway outside of the facility as shown in Figure 34.

Figure 34 Layout 1

The layout1 is easy to implement and requires an old cutting machine and a shelf to move in the current layout. A wall in between the facility and raw material storage must be destructed for this layout thus, this layout makes easy in collection of the material. However, the weather conditions are extreme in Sweden particularly in winter. As, the new cutting machine have a central lubricating system on the loading side which can be frozen, when it stays outside the facility. This layout has spine/kind of flow.

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42

6.2.2 Layout 2

In this layout a cabin for deburring machine is built as shown in the Figure 35, to absorb the sound generated while deburring. This also stops spreading the chips removed while deburring and keeps the facility clean. The new cutting machine is placed in the center to avail easy material fetching. End forming machine are spread equally numbered in both sides. By this layout the facility looks more spacious.

Deburring cabin

However, the place of the current cutting machine and old cutting machine are negatives for this layout as they are parallelly placed to the new cutting machine as shown in Figure 35. The dust generated by these machines can cause maintenance problems for new machine. This layout has U/circular flow and spine flow.

6.2.3 Layout 3

Layout 3 is basically with the same idea as the layout 2. Except the current cutting machine, this is to rectify the problem in the layout 2. But the rest of the machine placement is same as shown in Figure 36. A large space in the facility is created to store tubes after cutting. However, the current cutting machine closes an emergency exit.

Figure 36 Layout 3 z

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43 ** Bending, End forming, Deburring, Cutting, Pressing, Tube testing.

The loading of the new cutting machine is on right side next to current cutting machine. So, output is freely collected. After deburring all the tubes can be stored in the large storage space. Then they can fetch them whenever their turns come. This layout has U/circular flow and spine flow.

6.2.4 Layout 4

In this layout 4, Figure 37 the old cutting machine remains in its place. The new cutting machine is moved towards the wall as the loading side on the right-hand side with an offset of 1.5 meter from wall, this enables to collect the output on both sides. End forming and deburring exchanged their placements from current layout (red- deburring, pink-end forming). The current cutting machine is placed in between the shelves at the entrance. This layout has spine flow.

6.2.5 Selection of layout

All the layouts generated are discussed by the team which includes CEO, Production manager, some operators and forklift drivers. A scoring matrix is used to finalize the layout. A scoring matrix is an easy way to find solution when you have more than one alternative. Scoring matrix have criteria in which the suitable alternatives are desired to compete. The scores start 5 highest to 1 lowest (Eppinger, 2015)

z

Improving the Tube processing Layout: Including new orbital cutting machine