Attachment Report 12

Monarch Steel (Pvt) Ltd
National University of Science & Technology
Contents
DEDICATIONS .................................................................................................................. v ACKNOWLEDGEMENTS ............................................................................................... vi ABSTRACT....................................................................................................................... vii CHAPTER ONE COMPANY PROFILE ....................................................................................................... 1
1.0 Introduction ........................................................................................................................................... 1 1.1 Company Background ........................................................................................................................... 2 1.2 Company Location and Site ................................................................................................................... 3 1.3 Company Vision and Mission Statement ................................................................................................ 4 1.3.1 Vision ............................................................................................................................................ 4 1.3.2 Mission Statement......................................................................................................................... 4 1.4 Organizational Structure ........................................................................................................................ 5 1.5 Products and Markets ............................................................................................................................ 9 1.5.1 Products ........................................................................................................................................ 9 1.5.2 Markets ......................................................................................................................................... 9 1.6 Training Programme ........................................................................................................................ 10 1.6.1 Details of the Nature of the Program ...................................................................................... 10 1.6.2 Adherence to Training Program ................................................................................................... 11 Reports ............................................................................................................................................ 11 Time Plans ...................................................................................................................................... 11
1.7 1.8
1.9 Conclusion .......................................................................................................................................... 11
CHAPTER TWO LITERATURE REVIEW ................................................................................................. 12

2.0 Introduction ........................................................................................................................................ 12 2.1 Reviews on Manufacturing Processes .................................................................................................. 12 2.1.1 Shearing Processes ...................................................................................................................... 12 2.1.2 Sheet metal forming processes .................................................................................................... 14 2.1.3 Joining and Fastening Processes................................................................................................... 19 2.2 Reviews on Manufacturing Systems ..................................................................................................... 20
CHAPTER THREE MANUFACTURING PROCESSES ................................................................................. 39

3.1 Doorframe Manufacturing Processes .................................................................................................... 39 3.2 Steel Window Frame Manufacturing Processes .................................................................................... 46 3.3 Wheelbarrows Manufacturing Processes .............................................................................................. 52 3.3.1 Tyre Plant Processes ............................................................................................................... 60 i Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
3.4
Geysers Manufacturing Processes .................................................................................................... 65
3.5 Conclusions ......................................................................................................................................... 70
CHAPTER FOUR PRODUCTIVITY, QUALITY AND SAFETY ................................................................ 71

4.0 Introduction ......................................................................................................................................... 71 4.1 Productivity......................................................................................................................................... 71 4.1.1 Productivity Measurement at Monarch Steel................................................................................. 71 4.1.2 Performance Measurement ........................................................................................................... 71 4.2 Quality Assurance Department............................................................................................................. 72 4.2.1 Quality Management Systems ...................................................................................................... 72 4.2.3 Standard Operating Procedures (SOPs) ........................................................................................ 73 4.3 Safety, Health and Environmental Systems .......................................................................................... 73 4.3.1 Safety and Health Policy .............................................................................................................. 74 4.3.2 HIV / AIDS Policy....................................................................................................................... 74 4.3.3 Implementation of Safety ............................................................................................................. 75 4.3.4 Environmental Management Systems ........................................................................................... 77
CHAPTER FIVE
5.0 Introduction ......................................................................................................................................... 78 5.1 Production Planning ............................................................................................................................ 78 5.2 Inventory Management ........................................................................................................................ 79 5.3 Job Planning-Production Documents.................................................................................................... 80
CHAPTER SIX ENGINEERING AND MAINTENANCE MANAGEMENT .......................................... 90

6.0 Introduction ......................................................................................................................................... 90 6.1 Role of Maintenance Department ......................................................................................................... 90 6.2 Current Maintenance System Utilized .................................................................................................. 90 6.3 Problems encountered by the current maintenance system .................................................................... 91 6.4 Solutions to problems .......................................................................................................................... 91 6.4.1 Proposed Planned Maintenance Schedule ..................................................................................... 91 6.5 Maintenance Procedure........................................................................................................................ 92 6.6 Conclusion .......................................................................................................................................... 93
CHAPTER SEVEN CRITICAL EQUIPMENT................................................................................................ 94

7.0 Introduction ......................................................................................................................................... 94 7.1 Role of Equipment Criticality Analysis ................................................................................................ 94 7.2 Critical Equipment at Monarch Steel .................................................................................................... 94 7.3 Conclusion .......................................................................................................................................... 97
CHAPTER EIGHT
ii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
MANUFACTURING SYSTEMS ISSUES ....................................................................... 98

8.0 Introduction ......................................................................................................................................... 98 8.1 Miscellaneous Systems in place ........................................................................................................... 98 8.2 Line balancing ..................................................................................................................................... 99 8.3 Concurrent Engineering ....................................................................................................................... 99 8.4 Conclusion .........................................................................................................................................100
CHAPTER NINE PROJECTS ..................................................................................................................... 101

9.0 Introduction ........................................................................................................................................101 9.1 Title: DEVELOPING A FACTORY LAYOUT FOR THE ZAMBIA ..............................................101
DOORFRAME LINE. ..............................................................................................................................101 9.1.1 Introduction ............................................................................................................................... 101 9.1.1.1 Aims....................................................................................................................................... 101 9.1.1.2 Objectives ............................................................................................................................... 101 9.1.1.3 Scope of the Project ................................................................................................................ 102 9.1.1.4 Need Justification ................................................................................................................... 102 9.1.1.5 Background Information ......................................................................................................... 102 9.1.1.6 Conclusion.............................................................................................................................. 102 9.1.2 Literature review .............................................................................................................................102 9.1.2.1 Introduction ............................................................................................................................ 102 9.1.2.2 Basic layout types ................................................................................................................... 103 9.1.2.3 Selecting a layout type ............................................................................................................ 104 9.1.2.4 Detailed design of the layout ................................................................................................... 105 9.1.2.5 General objectives of the layout: ............................................................................................. 106 9.1.2.6 Detailed design in PRODUCT layout ...................................................................................... 106 9.1.3. The laying out process ....................................................................................................................107 9.1.3.1 Calculations ............................................................................................................................ 108 9.1.3.2 Conclusion.............................................................................................................................. 109 9.1.4 Results and Findings ........................................................................................................................109 9.1.4.1 Introduction ............................................................................................................................ 109 9.1.4.2 Results.................................................................................................................................... 109 9.1.4.3 Conclusion.............................................................................................................................. 110 9.1.5 Recommendations ...........................................................................................................................110 9.2Title: REDUCTION OF COST OF A DOORFRAME THROUGH SIMPLIFICATION OF ITS DESIGN ..................................................................................................................................................111 9.2.1 Introduction ............................................................................................................................... 111 9.2.1.1 Aims....................................................................................................................................... 111 9.2.1.2 Objectives ............................................................................................................................... 111 9.2.1.3 Scope of the Project ................................................................................................................ 111 9.2.1.4 Need Justification ................................................................................................................... 111 9.2.1.5 Background Information ......................................................................................................... 112 9.2.2 Redesigns ........................................................................................................................................114 9.2.3 Results and Findings ........................................................................................................................116 9.2.3.1 Introduction ............................................................................................................................ 116 9.2.3.2 Conclusion.............................................................................................................................. 117
iii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
CHAPTER TEN CONCLUSIONS AND RECOMMENDATIONS .......................................................... 118

10.0 Introduction ......................................................................................................................................118 10.1 Conclusions ......................................................................................................................................118 10.2 Recommendations ............................................................................................................................118 10.3 Conclusion .......................................................................................................................................120
REFERENCES AND BIBLIOGRAPHY ....................................................................... 121 APPENDICES ................................................................................................................. 122
iv Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
List of figures
CHAPTER ONE
FIGURE 1.1- Monarch Steel Organizational Structure ................................................................................... 5 FIGURE 1.2 -Human Resources reporting structure ...................................................................................... 6 FIGURE 1.3-Finance and Administration Department reporting structure..................................................... 7 FIGURE 1.4- Engineering Department reporting structure ............................................................................ 8 FIGURE 1.5- Gantt chart of the Training programme .................................................................................. 10
CHAPTER TWO
FIGURE 2.1 -Guillotine ............................................................................................................................... 13 FIGURE 2.2 -Shearing Operations............................................................................................................... 13 FIGURE 2.3- Eight roll sequence for the roll forming of a doorframe profile................................................ 14 FIGURE 2.4-Schematic of bending mechanics............................................................................................. 15 FIGURE 2.5 -The bending operations.......................................................................................................... 17 FIGURE 2.6 -Schematic of the Drawing process .......................................................................................... 18 FIGURE 2.7- Resistance Spot Welding Machine with Workpiece ................................................................. 20 FIGURE 2.8- Collecting information in process layout ................................................................................. 27 FIGURE 2.9- Preliminary schematic layouts ................................................................................................ 28 FIGURE 2.10 - Adjusted schematic layout................................................................................................... 29 FIGURE 2.11 -Using production flow analysis to allocate machines to cells ................................................. 32 FIGURE 2.12- Balancing loss....................................................................................................................... 35 FIGURE 2.13- Arrangement of stages ......................................................................................................... 38
CHAPTER THREE
FIGURE 3.1 - The door frame plant layout .................................................................................................. 40 FIGURE 3.2 - Spot Welding Process .......................................................................................................... 43 FIGURE 3.3- Electric Arc Welding Process................................................................................................... 44 FIGURE 3.4- Mitred Stile/head pattern....................................................................................................... 45 FIGURE 3.5 - Windows Process Flow Layout ............................................................................................... 47 FIGURE 3.6 - Window Frame Pressings ...................................................................................................... 49 FIGURE 3.7- Spot Welding Process ........................................................................................................... 50 FIGURE 3.8- Projection Welding Process .................................................................................................... 50 FIGURE 3.9- Wheelbarrows Process Flow Layout ....................................................................................... 53 FIGURE 3.10 - Complete Wheelbarrow Frame............................................................................................ 55 FIGURE 3.11 - Pipe bending Machine ......................................................................................................... 56 FIGURE 3.12- Wheelbarrow Pan Drawing Process ...................................................................................... 57 FIGURE 3.13- Wheelbarrow Pan Drawing Process ...................................................................................... 57 FIGURE 3.14 - Wheelbarrow Pan Curl......................................................................................................... 58 FIGURE 3.15 - Wheelbarrow Types ............................................................................................................ 59 v Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
FIGURE 3.16- Tyre Plant Process Flow Layout............................................................................................. 60 FIGURE 3.17- Plastic Extrusion Process ...................................................................................................... 61 FIGURE 3.18 - Wheel Moulding Tool ........................................................................................................ 62 FIGURE 3.19 - Mould and Wheel Cross Section .......................................................................................... 62 FIGURE 3.20- Mastiff Wheel .................................................................................................................... 63 FIGURE 3.21- Standard Monarch Wheel ................................................................................................... 63 FIGURE 3.22- Steel Disk ........................................................................................................................... 64 FIGURE 3.23 - Steel Disk Wheel ................................................................................................................ 64 FIGURE 3.24 - Geysers Process Flow Layout ............................................................................................. 65 FIGURE 3.25- Cutting Process ................................................................................................................... 67 FIGURE 3.26- Notched Sheet ..................................................................................................................... 68 FIGURE 3.27 - Lock Forming Process .......................................................................................................... 68 FIGURE 3.28- Pop Riveting Process ............................................................................................................ 69 FIGURE 3.29- Geyser Schematic Drawings.................................................................................................. 70
CHAPTER FIVE
FIGURE5.1 Presentation of EOQ graphically ............................................................................................... 80 FIGURE 5.2- Coil Sheets request form ..................................................................................................... 86 FIGURE 5.3 -Material Requisition / Return Form ........................................................................................ 87 FIGURE 5.4 Purchase requisition form ....................................................................................................... 88
CHAPTER SIX
FIGURE 6.1 Maintenance job card or job request form............................................................................... 93
CHAPTER NINE
FIGURE 9.1 Proposed Doorframe line layout .............................................................................................107 FIGURE 9.2 Economy doorframe dimensions ............................................................................................112 FIGURE 9.3. Redesign 1.............................................................................................................................114 FIGURE 9.4 Redesign 2..............................................................................................................................115
vi Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
DEDICATIONS
Firstly I would like to dedicate this report to the Almighty God for guiding me through the industrial attachment period and secondly to my family for the support they have extended throughout my studies.
vii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
ACKNOWLEDGEMENTS
This attachment was possible thanks to the cooperation and support of a number of people, who have enabled the student to gain much more than what the scholastic or industrial aspects of the program could have given. The student is grateful to them all, and would like to express his appreciation to the following people: Mr. M Tshuma, his Industrial Attachment supervisor at Monarch Steel, for sharing enthusiastically with him his experiences in production. The student is sincerely grateful to him for taking great pains to keep him on the right track. His support and assistance contributed to the success of the Industrial Attachment and projects. Mr. F. Maovera for being a source of inspiration, encouragement and guidance.
Mr. V.S Moyo, the student's Academic Supervisor, who provided valuable assistance in this report writing. The student would also like to express his appreciation to all the staff and colleagues in the production and administration departments of Monarch Steel for their full support and assistance during the attachment.
viii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
ABSTRACT
The report begins with a brief introduction on the history of the attached company Monarch Steel. It then goes on to covers the vision and mission goals of Monarch Steel, as well as a brief explanation on their services and products. The first chapter also entails the students industrial attachment-training program. Chapter three contains the general information about the manufacturing processes at Monarch Steel and the equipment involved, chapters four contains information of productivity, quality and safety issues at Monarch Steel. The last chapter covers the recommendations and conclusions.
ix Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
CHAPTER ONE COMPANY PROFILE

1.0 Introduction
Monarch Steel strives to be the dominant supplier of the products in its chosen product range in the various markets that it serves. The company provides the infrastructural and construction industry in part of Southern Africa and throughout Zimbabwe with products designed and suited to the needs of the applicable industries. Actively managed by the owners of the business the group has shown exceptional growth both in terms of financial performance as well as in terms of customer relationship and brand building.
The company currently employs over 500 people. These people are active in production, sales, administration and logistics within the company. Monarch Steel complies with all local statutes and regulations relating to its trade employment practices and business operations. The Company is capable of expanding its product range and services offered owing to its decentralized management and operation.
This chapter begins with giving a brief introduction on the history of Monarch Steel (Pvt) Ltd. The chapter also covers the vision and mission statement of Monarch Steel, as well as a brief enlightenment on their products and markets. Monarch Steel (Pvt) Ltd is a steel product manufacturing organization, with a number of products under its name. The company services both the local and external markets as stated above. This organization offers a good learning environment, especially to the field of industrial and manufacturing engineering.
1 Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing
1.1 Company Background

Monarch Steel (Pvt) Ltd was established in 1911, then trading as M Tregers. At its inception, the company served rail roaders with metal food boxes. Also served in those early days were mines with cyanide tanks. It then changed to Rhodesia Tin in 1932, Monarch Products (Pvt) Ltd in the 1950s, and finally to Monarch Steel (Pvt) Ltd in 1991. Monarch Steel is a subsidiary of the Treger Group of Companies which comprises of other subsidiaries namely; v Kango Products (Pvt) Ltd. v Zimbabwe Grain Bag (Pvt) Ltd v Treger Plastics (Pvt) Ltd v Shamrock Tool Company v Treger Properties Monarch Steel (Pvt) Ltd is involved in the manufacture of a wide range of steel products. The organization is sub divided into various works areas, namely; v Administration Block v Works 1, v Works 2, v Works 3 and v Maintenance Workshops.
The companys core business is to: Serve the market with the right product that will be satisfactory to the market. Produce quality products that are of agreed standards and specifications.
1.2 Company Location and Site

The company is located 2.5km to the west of the Bulawayo Central Business District, along Khami Road and it is situated between Westbury Road and Waverly Road. Attached with this report in Appendix 1 is a detailed company map, but shown below is just an overview of the location from the city centre.
1.3 Company Vision and Mission Statement
1.3.1 Vision
Monarch Steel strives to be the dominant supplier of the products in its chosen product range in the various markets that it serves.
1.3.2 Mission Statement

Monarch Steel (Pvt) Ltd is committed to be the leader in the steel product manufacturing industry; to be recognized as the manufacturer of high-quality products, manufactured for integrity and longevity, installed by craftsmanshiporiented contractors; to ensure outstanding material performance through highlyskilled personnel using technologically advanced production machinery and techniques; and to demonstrate pride in all areas of endeavor.
1.4 Organizational Structure

The companys organizational structure is illustrated in Figure 1.1 below and serves a purpose of showing how the company structure flows.
Managing Director
Financial Director
Human Resources Manager Sales & Marketing Manager
Works Director
Chief Accountant Cost Accountant Credit Controller
Sec
Assistant
Factory Manager
Maintenance Manager
Salaries & Wages Officer
Purchasing & Shipping Manager Fore Persons Stores Manager Wages Supervisor Shipping Controller
Artisans
Salaries Clerk
Apprentices Stores Supervisor Shipping Clerks Semi Skilled Workers
Wages Clerks
Accounts Clerks
Costing Clerks
Sales Reps Stores Issuers
Production Forepersons Production Supervisors Production Clerks Machine Setters Machine Operators General Hands
Figure 1.1 Monarch Steel Organizational Structure The structure at Monarch Steel is made up of departments that are intertwined, in a manner that the most favorable results are achieved. These are;
1. Human Resources Department The main function of the Human Resources Department is labor control, recruitment and selection, training and retaining employees. This department looks at workers grievances as well as training and professional advancements. It is also responsible for manpower planning for the organization. The reporting structure is below.
Figure 1.2- Human Resources reporting structure
2. Finance and Administration Department This is the department that is responsible for the management of the companys cash flow and procurement of necessary production inputs as well as organizing transportation logistics for the material. Storage and dispatching of production inputs is also controlled through the central stores which keeps records of essential stock levels to prevent stock outs and to ensure smooth operations. Amongst other duties, the department is also responsible for all purchasing of stock and non-stock items through the buying office, timekeeping of employee labor hours and preparation of the payroll. The reporting structure is shown in figure
Figure 1.3- Finance and Administration Department reporting structure
3. Engineering Department The department ensures the availability of plant and machinery for production by maintaining and installation of equipment both mechanical and electrical. It is responsible for attending to machinery breakdowns so as to minimize down-times. The Engineering department strives to maximize plant availability and reduce the incidence of breakdowns by attending to machinery breakdowns without delay and carrying out condition monitoring. The departments reporting structure is shown below:
Figure 1.4- Engineering Department reporting structure
1.5 Products and Markets

This section shows and gives a brief description of the products manufactured at Monarch Steel.
1.5.1 Products
A wide range of products are manufactured at Monarch Steel. These products are made at various works sections, for instance; Works 1 - Window frames, Doors, and Door frames. Works 2 - Wheelbarrows, Stainless Steel Ware, Geysers, Kitchen and School Furniture. Works 3 - Kitchen Units, Trunks, Galvanized Hardware, and Gel Stoves.
1.5.2 Markets
Monarch Steel products have a very wide market and are segmented into two, namely, the local market and export market.
(i)
Local Market
Monarch Steel is guided by the product concept, which holds that consumers favour those products that offer the most quality, performance, or innovative features. The Section Managers in this organization focus on making superior products and improving them gradually, assuming that buyers can appraise quality and performance.
Demand for the kitchen furniture and kitchen units has generally been growing steadily due to developments in the market mainly the introduction and improvement of credit terms by retailers and bank. Builders Ware goods such as (Doors, Door frames, Window frames and Wheelbarrows) have also increased in sales due to the construction industry that is growing, with structures like Lupane University being built. There has been an introduction of a Group Trading shop close to Monarch Steel in which individuals can access whatever product they desire and this has since eased the factory on the working on small orders for individuals. The factory now works on over runs so as to be in a position of supplying Wholesalers and at the same time sending some of the products into the Trading shop to cater for individual customers.
(ii)
Foreign Market
In the foreign market the demand of Monarch Steel products is also high. The most sought for goods are the window and door frames as well as Kitchen Units. Foreign trade is mostly concentrated in South Africa, Botswana and Zambia, with Zambia being our strongest export market. Generally the market trend drops during the rainy season and then starts picking up at around the April - May period.
1.6
Training Programme
The training programme began on the 1st of October 2011. This programme was mainly set to cover all aspects of the Monarch Steel Business Unit that are of importance and guidance to an Industrial and Manufacturing Engineering student. The areas covered are shown below in the Gantt Chart;
Figure 1.5-Gantt chart of the Training programme
1.6.1 Details of the Nature of the Program

Basically for most of the major departments the student will need to have a 7-week period so that he can be able to learn as much as he can. For the other departments involved in production such as the Geyser department where routine work is done he will reduce the time to roughly a week. In each of these departments he will be reporting to the Foreman who will be acting as the industrial supervisor. He will be expected to carry out work that will help in his/her training and also to contribute to the production in the company.
1.6.2 Adherence to Training Program

The attachment program was generally adhered to. There where cases however when there were more urgent tasks that needed attention. Such situations would arise in cases when there were plant breakdowns, or labour shortages. Due to the size of the plant, the student was not able to cover all the sections with as much detail hence the student had to concentrate on particular sections.
1.7 Reports
The students log book serves as an informal way of reporting the progress that he is undergoing, while this report will serve to give both the Company and the University a picture of the students progress during the attachment period.
1.8
Time Plans
These are not usually carried out due to the reason that the production process carried out in this organization is mainly routine and has stipulated targets per day. When it so happens that time plans have to be crafted and followed, it begins with the department foreman who determines the jobs to be done and does calculations of the jobs according to a process chart which will also include the cycle times.
1.9 Conclusion
The purpose of one having to undergo a period of industrial attachment has been of utmost importance as this has assisted a lot of students in familiarizing with different industrial activities as well as bridging the gap between class room learning and practical learning.
CHAPTER TWO LITERATURE REVIEW
2.0 Introduction
Manufacturing processes and systems are the back bone of any manufacturing organization, in view of the fact that all the resources are channeled towards production. As been highlighted before, Monarch Steel manufactures a vast range of products. This clearly shows that there is an application of different manufacturing processes and systems in order to accomplish the production task.
2.1 Reviews on Manufacturing Processes

The products offered at Monarch Steel that is; window frames, doorframes, wheel barrows and geysers involve the following; v Shearing Processes v Sheet Metal Forming Processes v Joining and Fastening Processes
2.1.1 Shearing Processes

Shearing is similar to the process by which you cut a sheet of paper using scissors. However, the machinery used is a little different. The image below shows a typical machine used to cut sheet metal this is a shearing machine which has a long blade to make straight line cuts; it is used to cut long sheets of metal into smaller sheets. This operation is similar to that of a paper-cutting machine: the metal sheet is held on top of a hardened die, and the shearing blade cuts downward, usually driven by an electrical or hydraulic punch.
Figure 2.1-Guillotine Below are brief descriptions of the processes that fall under shearing. Shearing Process includes: Punching: shearing process using a die and punch where the interior portion of the sheared sheet is to be discarded. Blanking: shearing process using a die and punch where the exterior portion of the shearing operation is to be discarded. Perforating: punching a number of holes in a sheet Parting: shearing the sheet into two or more pieces Notching: removing pieces from the edges Lancing: leaving a tab without removing any material
Figure 2.2- Shearing Operations: Punching, Blanking and Perforating
2.1.2 Sheet metal forming processes

These processes include bending, roll forming, embossing, pressing, deep drawing and forging. In general equipment such as presses and press brakes is used. Below is a description of these processes. Stretching: forming process causes the sheet metal to undergo the desired shape Roll forming: Roll forming is a process by which a metal strip is progressively bent
change by stretching without failure.
as it passes through a series of forming rolls. Refer to figure 2.3.
Figure 2.3- Eight roll sequence for the roll forming of a doorframe profile Forging: Forging basically involves plastic deformation of material between two
dies to achieve desired configurations. Depending upon complexity of the part forging is carried out as open die forging and closed die forging. In open die forging, the metal is compressed by repeated blows by a mechanical hammer and shape is manipulated manually. In closed die forging, the desired configuration is obtained by squeezing the workpiece between two shaped and closed dies. Bending: this is a forming process that causes the sheet metal to undergo the desired
shape change by bending without failure. Bending induces plastic deformation in the material, so
the part retains its shape after the bending force is released. However, on studying the stress-strain curves for materials, you will notice that when a material is deformed into the plastic region and then released, some portion (the elastic part) of the strain is released. This phenomenon causes an action called spring-back in the part that we want to bend. Thus, the bending dies must account for the spring-back. Figure 2.4 shows a simple bend on a rectangular blank. The top profile of the blank undergoes extension a thin element along the top surface will be longer after the bending than the
initial length; likewise, the bottom portion experiences compression. Thus, as we travel from the bottom to the top, there is some layer in the middle which retains its original length this forms the neutral axis. The location of the neutral axis, and therefore its length, determines the length of the blank we must begin with, in order to get the final part with the correct geometry.
Figure 2.4- Schematic of bending mechanics Some issues in bending
(i) Minimum bending radius and cracking When the bending radius is too small, the strain level on the outer layers is too high, and usually the top layer will undergo plastic deformation or cracking. If you keep bending, there will also be failure in buckling at the bottom. The engineering strain during bending is approximated as: Engineering strain in bending = e = 1/( 1 + 2R/T) Thus, as R/T decreases, stress increases and cracking begins. The minimum bend radius is the radius at which cracking begins; it is expressed as a multiple of T; i.e. a minimum bend radius = 3T for a sheet of 1mm means that the bend radius should be larger than 3mm to avoid cracking.
(ii) Springback From stress-strain curves it is observed that when stress is released, all materials experience some elastic recovery. An approximate formula for springback is given in terms of the relation between the initial bending radius, Ri, and the final bending radius (after springback), Rf:
There are methods to counter the effect of springback such as: The Compensation method: here, the metal is bent by a larger angle, such that it
springs back to the desired value; namely, the desired angle of bending is set to Rf, and then, using the above formula, Ri is computed; then the blank is bent to Ri. In most companies, some trial and error is required before the exact bending angle that gives the desired result is obtained.
Below are figures of the bending process:
Figure 2.5- The bending operations
Drawing: Deep drawing is commonly used to manufacture cooking utensils and other containers
made from metal (and also wheelbarrow pans) Figure 2.6 shows the deep drawing process in several steps, as the punch pushes the blank down into the die cavity, and finally retracts; the part is finally ejected out of the cavity by an ejection pin (not shown in the figure). The blank is a piece of sheetmetal cut to the required shape. The die has a cavity in the shape that is required (the most common shape is cylindrical). The punch is of the same shape, but the difference in the size of the punch and the cavity is just sufficient to allow the sheet to be pushed by the punch into the die. As the punch pushes the sheet into the cavity, the upper portions of the sheet will tend to deform in wrinkled shapes this is avoided by keeping the top part of the sheet pressed down by a blank holder.
Figure 2.6- Schematic of the Drawing process.
2.1.3 Joining and Fastening Processes

Whenever parts have to be assembled or fabricated, there is usually good cause for considering joining and fastening processes in preliminary design work. The process practiced at Monarch Steel is mainly welding, which includes butt, spot and electric arc. Welding is a fabrication or sculptural process that joins materials, usually metals or thermoplastics, by causing coalescence. This is often done by melting the workpieces and adding a filler material to form a pool of molten material (the weld pool) that cools to become a strong joint, with pressure sometimes used in conjunction with heat, or by itself, to produce the weld. The welding methods practiced at Monarch Steel are explained in much detail below. Arc welding These processes use a welding power supply to create and maintain an electric arc between an electrode and the base material to melt metals at the welding point. They can use either direct (DC) or alternating (AC) current, and consumable or non-consumable electrodes. The welding region is sometimes protected by some type of inert or semi-inert gas, known as a shielding gas, and filler material is sometimes used as well. One of the most common types of arc welding is shielded metal arc welding (SMAW) it is also known as manual metal arc welding (MMA) or stick welding. Electric current is used to strike an arc between the base material and consumable electrode rod, which is made of steel and is covered with a flux that protects the weld area from oxidation and contamination by producing carbon dioxide gas during the welding process. Resistance welding Resistance welding involves the generation of heat by passing current through the resistance caused by the contact between two or more metal surfaces. Small pools of molten metal are formed at the weld area as high current (1000 100,000 A) is passed through the metal. Spot welding is a popular resistance welding method used to join overlapping metal sheets of up to 3 mm thick. Two electrodes are simultaneously used to clamp the metal sheets together and to pass current through the sheets. The advantages of the method include efficient energy use, limited workpiece deformation, high production rates, easy automation, and no required filler materials. Weld strength is significantly lower than with other welding methods, making the process suitable for only certain applications. In Figure 2.7, a complete secondary resistance
spot welding circuit is illustrated. For clarity, the various parts of the resistance spot welding machine are identified.
Figure 2.7- Resistance Spot Welding Machine with Workpiece
2.2 Reviews on Manufacturing Systems

The principal function of the manufacturing process is to take inputs (materials, labour and energy) and convert them into products. To do this a business must choose between different modes of manufacturing. The chosen process is the one best able to support the company competitively in the market place. When we speak of manufacturing systems, we speak of facility layouts and design, job scheduling and line balancing, these are the issues that mainly concern the line production process practiced at Monarch Steel. The products offered at Monarch Steel are aligned to numerous manufacturing systems in a bid to be much more efficient and competitive in the steel product manufacturing industry. These systems encompass facility laying out, cycle times and line balancing. Below is a review of these systems, this information has been extracted from sources such as books, journals and engineering magazines.
2.2.1 Facility layout This is the arrangement of people, materials and machines within a workspace and is at the very heart of productivity in an organization of any size. Laying out a factory involves deciding where to put all the facilities, machines, equipment and staff in the manufacturing operation.
2.2.2 Facility layout principles This note is intended to provide guidance on laying out machines in a factory, based upon decisions about the type of manufacturing process to be accommodated.
Layout determines the way in which materials and other inputs (like people and information) flow through the operation. Relatively small changes in the position of a machine in a factory can affect the flow of materials considerably. This in turn can affect the costs and effectiveness of the overall manufacturing operation. Getting it wrong can lead to
inefficiency, inflexibility, large volumes of inventory and work in progress, high costs and unhappy customers. Changing a layout can be expensive and difficult, so it is best to get it right first time.
The first decision is to determine the type of manufacturing operation that must be accommodated. This depends on product volume and variety. At one extreme, the factory will produce a wide variety of bespoke products in small volumes, each of which is different (this is called a jobbing operation). At the other extreme it will produce a continuous stream of identical products in large volumes. Between the extremes, the factory might produce various sized batches of a range of different products.
2.2.3Basic layout types Once the type of operation has been selected (jobbing, batch or continuous) the basic layout type needs to be selected. There are three basic types:
Process layout Cell layout Product layout
Jobbing operations (high variety/low volume) tend to adopt a process layout. Batch operations (medium variety and volume) adopt either a cell or process layout. Continuous operations (low variety/high volume) adopt a product layout. 1. Process layout In process layout, similar manufacturing processes (cutting, drilling, wiring, etc.) are located together to improve utilization. Different products may require different processes so
material flow patterns can be complex.
An example is machining parts for aircraft engines. Some processes (such as heat treatment) need specialist support (e.g. fume extraction); while other processes (e.g. machining centers) need technical support from machine setters/operators. So the factory will be arranged with heat treatment together in one location and machining centres in another. Different products will follow different routes around the factory. 2. Cell layout In cell layout, the materials and information entering the operation are pre-selected to move to one part of the operation (or cell) in which all the machines to process these resources are located. After being processed in the cell, the part-finished products may go on to another cell. In effect the cell layout brings some order to the complexity of flow that characterizes process layout.
An example is specialist computer component manufacture. The processing and assembly of some types of computer components may need a dedicated cell for manufacturing parts to the quality requirements of a particular customer.
3. Product layout Product layout involves locating the machines and equipment so that each product follows a pre-arranged route through a series of processes. The products flow along a line of processes, which is clear, predictable and relatively easy to control. An example is automobile assembly, where almost all variants of the same model require the same sequence of processes.
2.2.4 Selecting a layout type Table 2.0 shows some of the more significant advantages and disadvantages of each layout type. One significant difference is their association with fixed and variable costs. Process layouts tend to have relatively low fixed costs but high variable costs, as each product is different. By contrast, product layouts have high fixed costs to set up the manufacturing lines, then low variable costs for producing large volumes of the same product. Hence if volume is high and variability low, product layout is likely to be the best option. Table 2.1: Advantages and disadvantages of different layout types
Layout Process
Advantages High mix and product flexibility Robust against disruptions Easy to supervise equipment
Disadvantages Low utilization of machines Can have high work-in-progress Complex flow can be difficult to control
Cell
Good compromise between cost and flexibility for high-variety operations Fast throughput
More machines needed Can give lower plant utilization
Product
Low unit costs for high volume Equipment can be specialized, improving efficiency Materials movement optimized
Low flexibility Not very robust to disruptions
2.2.5 Detailed design of the layout Once the basic layout type has been decided, the next step is to decide on the detailed design of the layout to determine: The exact location of all facilities, plant, equipment and staff that constitute the work centres of the operation. The space to be devoted to each work centre. The tasks that will be undertaken by each work centre.
General objectives
The general objectives of detailed design of factory layouts are: Inherent safety. Dangerous processes should not be accessible without authorization. Fire exits should be clearly marked with uninhibited access. Pathways should be clearly defined and not cluttered. Length of flow. The flow of materials and information should be channeled by the layout to fit best the objectives of the operation. travelled by materials. Clarity of flow. All flow of materials should be clearly signposted, for example using clearly marked routes. Staff comfort. The layout should provide for a well ventilated, well lit and, where possible, pleasant working environment. Management coordination. Supervision and communication should be assisted by the location of staff and communication equipment. Accessibility. All machines, plant and equipment should be easily accessible for cleaning and maintenance. Use of space. All layouts should make best use of the total space available (including height as well as floor space). This usually means minimizing the space for a particular process. Long-term flexibility. Layouts need to be changed periodically. Future needs (such as expansion) should be taken into account when designing the layout. This generally means minimizing the distance
2.2.6 Detailed design in PROCESS layout
The detailed design of process layouts is complex, because of the complex workflow patterns that are associated with this layout to ensure a very wide variety of products can be made. Optimal solutions are difficult to achieve and most process layouts are designed through intuition, common sense and systematic trial and error.
To design a process layout, the designer needs to know: The area required by each work centre. The constraints on the shape of the area allocated for each work centre. The degree and direction of flow between each work centre (for example number of journeys, number of loads, and cost of flow per distance travelled). The desirability of work centres being close together.
The degree and direction of flow are usually shown on a flow record chart, like that in Figure 2.8, which records in this case the number of loads per day transported between work centres. If the direction of flow between work centres makes little difference to the layout, then the information can be collapsed as shown in Figure 2.9.
In some operations, the cost of moving materials between different work centres varies considerably. For example in Figure 2.8(c) the unit cost of moving a load between the five work centres is shown. The unit cost of moving loads from work centre B is slightly higher than from most other centres, perhaps because products need careful handling between these operations. Combining the unit cost and flow data gives the cost per distance travelled data shown in Figure 2.8(d). Minimizing the distance between B and C and between B and E would reduce the overall costs of production with this process layout.
Figure 2.8- Collecting information in process layout
The general approach to determining the location of work centres in a process layout is as follows:
Collect information relating to the work centres and flow between them. Draw up a schematic layout showing the work centres and the flow between them, putting the work centres with the greatest flow closest to each other. Adjust the schematic layout to take into account the constraints of the area into which the layout must fit. Draw the layout showing the actual work centre areas and distances that materials must travel. Calculate the effectiveness measure of the layout either as total distance travelled or as the cost of movement.
Check to see if exchanging any two work centres will reduce the total distance travelled or the cost of movement. If so, make the exchange and return to step 4. If not, make this the final layout.
Figure 2.9 shows a schematic layout for the operation described in Figure 2.8 The thickest lines represent the highest daily cost of movement.
1.5
320 320
1.3
40 80
160
1.1
1.7
73
1.9
80
Figure 2.9- Preliminary schematic layouts
Figure 2.10 shows this schematic adjusted to fit the building geometry.
320 160
1.15 1.13
1.17
40 320 80 80
1.11 1.19
73
Figure 2.10- Adjusted schematic layout
The effectiveness of different layouts is calculated as Fij Dij Cij Where:
Fij is the flow in loads between work centre i and work centre j Dij is the distance between work centre i and work centre j Cij is cost per distance travelled between work centre i and work centre j
2.2.7 Detailed design in CELL layout
Cells are a compromise between the flexibility of process layout and the simplicity of product layout. They are best used when a predictable variety of products have to be produced. The detailed design involves deciding the extent and nature of the cells to be used and which resources to allocate to which cells.
The extent and nature of cells depends primarily on the processing resources to be located in each cell. A cell might include for example two machines that are frequently needed to perform a given transformation (like a milling machine and a drill, for facing and drilling metal blocks); alternatively a cell might provide all specialist equipment and services needed to perform specialized heat treatment.
The detailed design of cell layouts is difficult, because cells are a compromise between process and product layout. In process layout, the focus is on the location of various
processes in the factory. With product layout, the focus is on the requirements of the product. Cell layout must consider both.
One method is to find which processes naturally group together. This involves examining each process and asking which other processes might also be needed for a typical product. For example, when making furniture, if all parts that need holes drilling in them also need those holes to be countersunk, then it makes sense to locate drilling and countersinking machines in the same cell.
Another method is to design the cells around product families. The families indicate the characteristics of similar products, such as size, shape and material that determine their processing requirements. Cells can then be designed to co-locate the necessary processes for different product families.
A popular method of allocating tasks and machines to cells is production flow analysis, which examines both product requirements and process grouping simultaneously. In Figure 2.11(a) a manufacturing operation has grouped the products it makes into eight product families for example, the products in family 1 require machines 2 and 5. In this state the matrix does not exhibit any natural groupings. However, if the order of the rows and
columns is changed to move the crosses as close as possible to the diagonal of the matrix that goes from top left to bottom right, then a clearer pattern emerges (Figure 2.11(b)). This shows that the machines could be conveniently grouped together in three cells, identified as cells A, B and C, with each cell covering a distinct group of product families.
This analysis rarely results in a totally clean division between cells. In this case, product family 8 (allocated to cell A) needs processing by machine 3, which has been allocated to cell B. There are three ways of dealing with this:
Purchase another machine the same as machine 3 and put it in cell A. This solves the problem but requires investing capital in a new machine that might be underutilized. Send products in family 8 to cell B after they have been processed in cell A. This avoids the need to purchase another machine but it results in more complex materials flow.
If there are several product families that have this problem, devise a special cell for them including all necessary machines to tackle their processing needs. This involves extra capital expenditure, but removes the problem product families from the rest of the operation, leaving it with a more predictable and ordered flow.
(a) Basic product family and machine data
Product families 1 1 2 3 4 Machines 5 6 7 8 X X X X X X X X X X X X X X X X 2 3 4 5 6 X X X X 7 8 X
(b) Machines and product families reorganized into cells
Product families 3 4 1 6 3 8 2 Machines 5 7

Cell C
6 X X
8 X X X X
5
Cell A
X X
X X
Cell B
X X X
X X
X X X
Figure 2.11- Using production flow analysis to allocate machines to cells
2.2.8 Detailed design in PRODUCT layout
Product layout involves arranging the various manufacturing processes to fit the sequence required by the product. Detailed design involves allocating work tasks to locations. The decisions to be made are: What cycle time is needed? How many processing stages are needed? How should variation in time taken for different tasks be dealt with? How should the layout be balanced? How should the stages be arranged?
2.2.9 Cycle time
The cycle time of a product layout is the time between completed products emerging from the operation. Cycle time is a vital factor in the design of product layouts and influences most other detailed design decisions. It is calculated by considering the likely demand for the products over a period and the amount of production time available in that period. For example, suppose a factory is to manufacture steel garage doors. The number of doors to be processed is 160 per week and the time available to process the doors is 40 hours per week. Cycle time for the layout = time available / number to be processed
In this case, cycle time = 40/160 = hour = 15 minutes. Therefore the factory layout must be capable of processing one completed steel garage door every fifteen minutes. Number of stages
The next decision concerns the number of processing stages, where a processing stage is a distinct period of time to carry out part of the door manufacture. The number of such stages can be anything between one and several hundred, depending on the cycle time required and the quantity of work involved in making the product. The latter quantity is called the total work content of the product. The larger the total work content and the smaller the required cycle time, the more stages will be necessary.
For example, suppose the factory calculated that the average work content to manufacture a steel garage door is 60 minutes. The number of stages needed to process a steel garage door every 15 minutes is then calculated as follows: Number of stages = total work content / required cycle time
In this case, number of stages = 60/15 = 4 stages. If this number had not been a whole number, then it would have been necessary to round up to the next largest whole number, since it is difficult (but not impossible) to hire fractions of people to staff the stages. Task-time variation
At the moment we can imagine a line of four stages, each contributing a quarter of the total work content in processing the door. In practice of course, the flow would not be so regular. Each stage might on average take 15 minutes, but this time would vary for each door processed because:
Products being processed along the line might be a little different, for example different models of the same basic door. There are usually slight variations in the physical coordination and effort of the person, or the performance of the machine undertaking the task.
This variation can make the flow of work along the line irregular, which in turn can lead to work-in-progress queues at the stages and lost processing time. This reduces efficiency and may require additional resources (such as more staff time or more storage space) at additional cost to compensate for this variation. Balancing work time allocation
The most problematic, detailed design decision in product layout is ensuring the equal allocation of tasks to each stage in the line. This is called line balancing. In the doorprocessing example, we have assumed that 15 minutes of work content has been allocated equally to the four stations. This is nearly always impossible to achieve in practice and some
imbalance in the work allocation between stages will inevitably result. This will increase the effective cycle time of the line. The effectiveness of line balancing is measured by balancing loss. This is the time wasted through the unequal allocation of work as a percentage of the total time invested in processing the product. In Figure 2.12, the work allocations in a four-stage line are
illustrated. The total amount of time invested in producing each product is four times the cycle time. When the work is equally allocated between the stages the total time invested in each product is 4 x 15 minutes = 60 minutes. However when work is unequally allocated as illustrated, the time invested is 20 x 4 = 80 minutes. Hence 20 minutes (25%) of the total is wasted.
25
20
An ideal balance where work is allocated equally between stages

Cycle time = 15 minutes
Load (minutes)
15
10
If work is not equally allocated, cycle time increases and balancing losses occur
1 2 Stage 3 4
25 20
) s e t u n i m ( d a o L
Cycle time = 20 minutes
15 10 5 0 1 2
Stage
Figure 2.12- Balancing loss
Balancing techniques
There are a number of techniques to help with line balancing.
Most common is the
precedence diagram. Each element of the total work content is represented by a circle. The circles are connected by arrows that show the ordering of the elements. Two rules apply when building the diagram:
The circles that represent the elements are drawn as far to the left as possible. None of the arrows should be vertical.
The general approach to balancing elements is to allocate elements to the first stage, starting from the left, in order of the columns until the work allocated to the stage is as close to, but less than, the cycle time. When that stage is as full of work as possible, move on to the next stage and so on until all work elements are allocated. When more than one element could be chosen, select elements using these rules:
Choose the largest that will fit into the time remaining in the stage. Choose the element with the most followers: that is the one with the highest number of subsequent elements that can only be allocated after that element has been allocated.
Arranging the stages All the stages do not have to be laid out in a sequential single line. Some elements can usually be arranged in parallel. For example with the steel garage door example, four stages must work on the task to achieve a cycle time of one door every 15 minutes. But these stages can be arranged in one line of four, 15-minute sequence steps, or in two parallel lines each of two, 30-minute stages, or in four parallel lines of single, 60-minute stages. This leads to a decision on whether the layout should be arranged as a single, long-thin line, as several, short-fat parallel lines, or somewhere in between (note that long means the number of stages in the line, while fat means the amount of work allocated to each stage). The advantages of each extreme are as follows.
Advantages of the long-thin arrangement
Controlled flow of materials. Simple materials handling, especially if products are heavy or large. Lower capital requirements, because fewer machines will be needed. More efficient operation, since each person and machine will have high utilization on productive work.
Advantages of the short-fat arrangement
Higher mix flexibility. If several types of product must be produced, each stage or line could specialize in different types. Higher volume flexibility. As volume varies, stages can be closed down or started up as required, whereas long-thin lines would need rebalancing every time the cycle time changes.
Higher robustness. If one stage breaks down, parallel stages are unaffected, whereas a long-thin line would stop operating completely. Less monotonous work, because tasks are repeated less often.
The shape of the line
If the line has some sequential flow between stages, the designer must also decide on the shape of the line. In Japanese factories, curved lines are commonly used, in U shapes for shorter lines or serpentine shapes for longer lines (Figure 2.13). Advantages are: Staffing flexibility and balance. The U-shape enables one person to tend several workstations adjacent or across the U without much walking. This opens up options for balancing work among operators: when demand grows, more labour can be added until each station has an operator. Rework. When the line bends around itself, it is easy to return bad work to an earlier station for rework without disruption or the need to travel far. Handling. From a centre position in the U, a handler (human or vehicle) can deliver materials conveniently.
Passage. Long straight lines make crossing the line difficult. This can hinder the rest of the operation. Curved lines reduce this problem. Teamwork. A semicircular arrangement brings team members into contact with each other more easily.
Figure 2.13- Arrangement of stages
CHAPTER THREE MANUFACTURING PROCESSES
3.1 Doorframe Manufacturing Processes

The manufacture of doorframes involves an application of different manufacturing processes. The production system flows in a path that is not clearly defined since most of the machinery is not exclusively dedicated to a single doorframe type, there is a change of tooling respective to the product that is being run at that time in particular. The door frame plant layout is shown in Figure 3.1.
Figure 3.1- The door frame plant layout
Key: G1, 2.3- Guillotine T1- Tie bar punching machine Lbf-lock box forming Hbf-Hinge forming Stp striker pads C1-corner bracket slitter C2-corner bracket puncher T2-tie bar bender
R1-rubber stopper drill M1-mitering machine L1-lock box slots Hs1-hinge slots machine B1, 2, 3-bending machines CB1-6-Wwelding cubicles Dp-paint ditch DSP-dispatch
Below are components that make up a doorframe, so as to give the reader a clear picture on some terms used. Table 3.1-doorframe components Head 813*270(mm)
*
Stile 2032*270(mm)
* *
Tie bar Lag
813*44(mm)
Lock
74*210(mm)
box Hinge
1.2 gauge Strikerpads
1.2 gauge
corner
54*127(mm)
The manufacturing processes involved in door frame production are; (i) Cutting The machine used in this process is called a squaring shear, power shear, or guillotine. The machine is foot powered. It works by first clamping the material with a set of springs. A moving blade then comes down across a fixed blade to shear the material. The moving blade may also be inclined 0.5 to 2.5, this angle is called the rake angle, to keep the material from becoming wedged between the blades, however it compromises the squareness of the edge. As far as equipment is concerned, the machine consists of a shear table, work-holding device, upper and lower blades, and a gauging device. The shear table is the part of the machinery that the work piece rests on while being sheared. The work-holding device is used to hold the work piece in place and keep it from moving or buckling while under stress. The upper and lower blades are the piece of machinery that actually do the cutting, while the gauging device is used to ensure that the work piece is being cut where it is supposed to be.
(ii) Pressing (Mitering, slitting, punching) This is a process of forming the beveled end or edge of a piece where a joint is made by cutting two pieces at an angle and fitting them together. This is the process where the door frame heads (standard 876mm*270mm) and stiles (standard 2089mm* 270mm) go through after the guillotine. The processes takes place in the machine shop and involves the use of dies, punches, press machines and gang presses. There are different types of pressings which door frame components undergo, and these are locating, slotting (hinge).
(iii) Bending In this process, force is applied by a Bending Press on a metal part causing it to deform in a particular direction. In the bending operation, metal gets deformed only along one axis but when combined with sequence of different operations, it is possible to cast even the complex shapes. This process is carried out on both the stiles and heads of a door frame before joining.
(iv) Fitting This is an assembly process in which rubber stops, hinges, lockboxes and corner plates are put on to the respective stiles. The fitting process is carried out using pneumatic screw drivers as fastening equipment and manmade tools.
(v) Welding There are various types of welding processes that are used in the production of a door frame. Illustrations of the spot welding and electric arc welding processes are shown in Figure 3.2 and Figure 3.3 respectively. The process of resistance spot welding is used to attach lugs onto the door stiles and attach the lockboxes whilst the process of electric arc welding shown, is used for the welding of hinges onto the stile side, heads onto the two stiles, corner plates and finally tie bars to make the frame firm and complete.
Figure 3.2 Spot Welding Process
Figure 3.3- Electric Arc Welding Process (iv) Painting This is a finishing process in which the complete window frames are taken into a tank containing paint. The painting process is done by dipping the frames with a hoist system and then hanging them to dry.
Summary: The process of door frame manufacturing has the following operations: cutting-miteringbending-fitting-welding then finally painting. When manufacturing a standard inch door frame of dimensions (2089*270)-stile and
(876*270)-head, the first process is cutting a (2089*1225) steel sheet into the stile dimensions given above, from each sheet at most four stile can be obtained. The (2089*270) strips are further trimmed to (876*270) which is used as the heads. The remaining material is used to make various piece parts such as hinge boxes, lugs and hinge supports. After cutting the next process is mitering, this is where both the heads and stiles are patterned to give a profile like shown in figure 3.4
Figure 3.4-mitred pattern From mitering, the stiles are taken and both hinge and lock box slots are punched in together with the rubber stopper holes. The next process is the bending; here both the heads and stiles are bent to obtain the door frame profile. The next stage is the fittings process where piece parts such as lugs, and lock boxes are spot welded onto the respective stiles from there, the stile side with the lockbox is further sent to a process of fitting the rubber stoppers. The next process is the final assembly where the head, stiles and tie-bars are joined together through arc welding to produce a complete door frame. The final process is the painting/dipping. A hoist system is used to dip the frame into a paint ditch roughly 3m deep. The paint used is Red oxide dipping enamel and the solvent used is mineral turpentine. The door frames are then hung on a rail so as to drip dry and there we have it, a complete door frame ready for the market.
3.2 Steel Window Frame Manufacturing Processes

The production of window frames involves numerous manufacturing processes. This production system flows in a defined path in which various processes are applied onto product components. The steel window process flow and layout is shown in Figure 3.5 overleaf.
WINDOWS PROCESS FLOW
P PW
P
BW
PW BW BW
PW
BW P P PW
BW P
TR
GP
PW BW BW
PW TR
P TR
BW P GP P SW
BW
TR
GP
PW
BW
BW P DIP TANK
Figure 3.5 - Windows Process Flow Layout
Key: Frame Tops and Bottoms Frame Sides
Dummy Mullions
Sash Sides
Fan Tops
Sash Tops and Bottoms
Fan Bottoms
Complete Fans
Complete Sashes
Complete Frames
Complete Window Frame P Press Machines PW Projection Welding Machines GP Gang Press SW Spot Welding Machines BW Butt Welding Machines TR Tenon Riveting Machines
The manufacturing processes involved in window frame production are; (i) Cutting
This process takes place in the machine shop section, with the use of dies, punches and press machines. The process is done such that all window frame parts are mitered at 45o at each end.
(ii)
Pressing
The process also takes place in the machine shop and involves the use of dies, punches, press machines and gang presses. There are different types of pressings which window frame components undergo, and these are locating, slotting (hinge and tenon) and wedging. An illustration of the various pressings is shown in Figure 3.6 below.
LOCATING
TENON SLOTTING WEDGING
HINGE SLOTTING
Figure 3.6 Window Frame Pressings (iii) Welding
There are various types of welding processes that are used in the production of a window frame. Illustrations of the spot welding and projection welding processes are shown in Figure 3.7 and Figure 3.8 respectively.
ELECTRODE / TIP HOLDER
ELECTRODE / TIP
WINDOW SECTION
Figure 3.7 Spot Welding Process The process of resistance spot welding is used to attach lugs onto the window frame sides and welding together cross bars for burglar bars.
WINDOW SECTION (F7)
ELECTRODE
SUPPORTING BLOCK BRACKET
BOTTOM ELECTRODE
Figure 3.8 Projection Welding Process The process of resistance projection welding shown, is used for the welding of hinges onto sash sides, brackets onto sash and fanlight bottoms and peg bars onto cross bars. Apart from the above mentioned welding processes, the arc welding process is used for the welding of dummy mullions, whilst the butt welding process is used for welding together frame components into a complete frame. The tenon riveting process is used to weld mullions onto the outer frames and transomes on sashes for the H type window frames. The arc welding process is again used for welding sashes and outer frames together hence making a complete window frame.
(iv)
Painting
This is a finishing process in which the complete window frames are taken into a tank containing paint. The painting process is done by dipping the frames and then hanging them to dry.
(v)
Fitting
This is an assembly process in which brass or brass plated fittings such as handles, peg stays and sliding stays are put together with the frames thereby completing the window frame. The fitting process is carried out using pneumatic screw drivers as fastening equipment.
3.3 Wheelbarrows Manufacturing Processes
This department is multi operational, due to the running of parallel products at a time, these being namely; the flat pan and concrete wheelbarrows. The operations carried out in this department are of bending steel pipes into frames, forming mild steel sheets into wheelbarrow pans and cutting flat bars into various components. The wheelbarrows department process flow and layout is shown in Figure 3.9.
WHEELBARROWS DEPARTMENT PROCESS FLOW
P
PDT FDT PP PS TNK5 P P P P
TNK4
TNK3
TNK2
TNK1
PB2
AP PB PP2
PP1
PE HP5 HP4 HP3 HP2 HP1
Figure 3.9 Wheelbarrows Process Flow Layout
Key: P Press Machine PS Power Saw G Pedestal Grinder PB Pipe Bending Machine HP Hydraulic Press PE Press Machine PP Press Machine D Pedestal Drill AP Assembling Point - Flat Bar - Mild Steel - Pipe
- Welding Bays
- Painted Wheelbarrow Pan - Painted Wheelbarrow Frame and Components.
The process flow system illustrated represents the production flow of a wheelbarrow. The manufacturing processes involved are; (i) Cutting The cutting process is done on different wheelbarrow components. Mild steel sheets for pan making come readily cut from the Steel Service Centre (SSC). Wheelbarrow frame pipe is cut to size using a power saw. Flat bar components are cut using dies and punches specially designed for the purpose on press machines.
(ii)
Grinding
This metal removal process is used to de burr the frame pipe ends for aesthetic and safety reasons.
(iii)
Bending
This process is carried out on press machines using dies and punches to produce different types of wheelbarrow components, such as struts, which are used to support the pan and frame. The bending process is also used for the bending of the wheelbarrow frame. The frame is bent on the pipe bending machine located within the section. There are two pipe bending machines which are used with one used for only one type of bend and the other for the rest of the bends. Of these two machines, one is manually set and the other one is a computerized version. The pipe bending machine is equipped with rollers and a clamp that facilitate the ease of bending. An illustration of a complete bent wheelbarrow frame is shown in Figure 3.10 together with the pipe bending machine in Fig 3.11.
Figure 3.10- Complete Wheelbarrow Frame

Figure 3.11-Pipe bending Machine (iv) Drawing This sheet metal working process is used for the formation of wheelbarrow pans, with the aid of hydraulic press machines, dies and punches. The pans are drawn out of plain sheets of mild steel, which is said to the best material for the drawing process. The drawing process is such that, a plain mild steel sheet is placed on the holding platform below the die. At point 1, the die moves down towards the platform with the steel sheet. At point 2, the die together with the platform move downward towards the punch and when they come into contact the drawing process begins. These move together until the tip of the punch has reached the desired depth level which is the depth of the pan. Illustrated in Figure 3.12 is the drawing process used on wheelbarrow pan production.
Figure 3.12 Wheelbarrow Pan Drawing Process
Figure 3.13- Wheelbarrow Pan Drawing Process
(v)
Curling
Curling sheet metal is the process of adding a hollow, circular roll to the edge of the sheet. The curled edge provides strength to the edge and makes it safe for handling. The process is carried out on a hydraulic press machine. Prior to the process the pan is pre curled manually and then pressed to the shape shown in Figure 3.14.
Figure 3.14 Wheelbarrow Pan Curl . (vi) Embossing
This is a press process that is carried out on a normal press machine. The embossing process involves the branding of the pan MONARCH. The process also uses the die and punch. (vii) Piercing
This is a press machine process and it is done on almost all wheelbarrow pieces. On the wheelbarrow frame, the process is in the form of punching and these holes are used for the fastening of the wheel and its straps. On the wheelbarrow pan body, the piercing is done at certain points where the holes are used for the fastening of pan to the frame. All flat bar components are pierced at the cutting stage through the use of a progression tool system. (viii) Welding
This joining process is used for the permanent bonding of the wheelbarrow frame and the under pan supports. These under pan supports hold the pan and frame together. The welding process is carried out using the electric arc welding process.
(ix)
Painting
This is a finishing process in which the various wheelbarrow components are painted. The painting process is such that the components are dipped into a tank containing paint. The wheelbarrow frame and flat bar components are dipped in a tank containing black paint, and the pans are dipped in one containing green pain.
(x)
Assembling
It is at this point that the components are put together to produce a complete wheelbarrow. These components are assembled through a fastening process using bolts and nuts. This process is aided by the use of pneumatic bolt fasteners. An illustration of assembled flat and concrete pan wheelbarrows is shown in Figure 3.15 overleaf.
Flat Pan Wheelbarrow
Concrete Pan Wheelbarrow
Figure 3.15 Wheelbarrow Types
3.3.1 Tyre Plant Processes

The tyre plant produces wheels for the wheelbarrows section. The components used in the making of tyres are rubber dust, poly propylene plastic and other suitable plastic material. The plants processes are mainly plastics engineering processes. The tyre plant process flow layout is shown in Figure 3.16 below.
TANK
E4
E1 P
P
E2
E3
Figure 3.16 Tyre Plant Process Flow Layout Key: P - Press Machine G - Granulator E Extruder - Granulated Material (into Extruders)
- Molten Material (into Moulds)
- Moulded Wheels - Moulded Wheels (to Assemble Point)
The manufacturing processes that are common in the tyre plant are: (i) Granulating
The granulating process is used to produce small plastic particles from large solid blocks. The granulation process applies the grinding mill technique. Solid plastic is reduced to smaller particles or granules so that it melts with ease when heated in the extruders.
(ii)
Extrusion
The extrusion process is used to melt the plastic and rubber components so as to facilitate for the moulding process. The process uses extruder machines which comprise of heating elements for melting the plastic, screw conveyor for moving molten plastic, and temperature control switches for the regulation of temperature. An illustration of the extrusion process is shown in Figure 3.17 below.
Figure 3.17 Plastic Extrusion Process (iii) Moulding
The process used is the compression moulding method. The wheels are produced using moulds from which the wheel takes its shape. Hydraulic press machines facilitate the mould movement. The compression moulding process is such that molten material is taken from the extruder, then taken to the moulds. When molten material is placed on the bottom mould, the hydraulic press is switched such that it moves the top mould downwards towards the bottom one. Upon contact molten material is compressed or squeezed thereby taking shape of the mould. The mould then stays for a period of time to allow the material to set. Illustrations of the moulds and wheel are shown in Figure 3.18 and Figure 3.19.
Figure 3.18 Wheel Moulding Tool
Figure 3.19 Mould and Wheel Cross Section The compression moulding process produces three types of wheelbarrow wheels, and these are the Mastiff, Standard Monarch, and Steel Disk types. The Mastiff and Standard Monarch type of wheels are made out of plastic and rubber composites. Illustrations of the Mastiff and Standard Monarch wheel types are shown below in Figure 3.20 and Figure 3.21 respectively.
Figure 3.20 Mastiff Wheel
Figure 3.21 Standard Monarch Wheel The Steel Disk wheel type is moulded in a way such that its central part is made up of an empty space to accommodate a steel disk. The steel disk is produced out of a multi stage drawing process performed on press machines with the aid of dies and punches. The Steel Disk is pressed to the wheel on both sides of the wheel. Illustrated below are the Steel Disk and the Steel Disk wheel in Figure 3.22 and Figure 3.23 respectively.
Fig 3.22 Steel Disk
Fig 3.23 Steel Disk Wheel
(iv)
Trimming
The process is carried out as a means of cutting off the flaps protruding on the outer surface of the wheel as seen from Figure 3.19. This is done using a process similar to the operation of a lathe, where the wheel is spun and the flap is cut out at the surface of the wheel. Trimming is only carried out after the wheel has cooled and hardened. After this is done the wheels are the taken to the wheelbarrow assembly point.
3.4 Geysers Manufacturing Processes

The geysers processes are mainly sheet metal working processes. The materials used in the production of geysers are copper and galvanized steel sheets. The process flow layout of the geysers department is shown in Figure 3.24 below:
CM
WRKS 3
MB
START
MB SOLDERING AREA FINAL ASSEMBLE AREA POLY FILLING ASSEMBLE AREA WT PS BB WT
D BB SAA
LF P
TESTING TANK RM SW
P P
P P P
RM
BRAZING AREA
SM
Figure 3.24 Geysers Process Flow Layout
Key: CM Circling Machine D Decoiler G Guillotine LF Lock Forming Machine P Press Machine RM Rolling Machine PS Power Saw SW Spot Welding Machine WT Working Table - Copper Pipe - Geyser Unit 1 (Cylinder Body + Supply Tank) - Geyser Unit 2 (C Body + Supply Tank + Casing Body + Casing Ends) - Complete Geyser Unit BB Bending Brake Machine MB Manual Bending Machine SAA Sub Assemble Area - Cylinder Body - Supply Tank Body - Casing Body - Casing Ends - Cylinder Ends
The manufacturing processes that are used in the production of geysers are; (i) Cutting
The cutting process involves the use of different machines due to having to cut various components. Copper sheets as well as galvanized sheets are cut using the guillotine. Copper pipes are cut on the power saw. The circling machine cuts square sheets into circular sheets. An illustration of the cutting process is shown in Figure 3.25.
Figure 3.25 Cutting Process After the cutting process the sheets are then sent to various processing sections of the department where a number of operations are carried out.
(ii)
Notching
This process is carried out on a press machine with the aid of a die and punch. The process cuts material such that sheet corners are cut out in order to make folding of the sheet easy. The process is done on both copper and galvanized sheets so as to facilitate the joining process. Shown in Figure 3.26 below is a notched sheet.
Figure 3.26 Notched Sheet (iii) Lock Forming
This is a rolling process whereby the notched ends of the sheet are run through a series of rollers to form a joint that locks both ends together, leading to the formation of a cylinder. The process is also carried out on the galvanized sheets used for geyser casings. When the ends have been formed, they are then locked together and hammered so that they wont come off easily. An illustration of the lock forming process is shown in Figure 3.27 below.
Figure 3.27 Lock Forming Process (iv) Rolling
The rolling process is used to form the sheet into a cylindrical shape. This is done through the use of rollers strategically placed such that when the sheet is rolled; there is another roller beneath it which curls it to form a cylindrical shape.
(v)
Bending
This process is used to produce geyser casings and is carried out on the bending brake or the manual bending machines. (vi) Joining
There is a number of joining processes that are used to join the geyser and its components. These processes are brazing, soldering and riveting. The brazing process joins together the supply tank, inlet pipe and cylinder body. Soldering seals off the lock formed seams on the supply tank and cylinder body so that there are no possible leaks. Riveting holds together the fillers and casing body in order to balance the cylinder body when placed in the casing. An illustration of the riveting process is shown in Figure 3.28.
Figure 3.28 Pop Riveting Process (vii) Poly Filling
This process is used to fill the geyser with polyurethane. This filler is a form of insulation which prevents the water from cooling down.
(ix)
Final Assembly
This process involves the enclosing of the casing with the top cover using pop rivets. At this stage elements and thermostats are fitted and the product is readied for the market.
The types of geysers that are produced are the roof and wall type geysers. Schematic illustrations of the geyser types are shown in Figure 3.29 overleaf.
ROOF 'RF' GEYSER
WALL 'R' GEYSER
Figure 3.29 Geyser Schematic Drawings
3.5 Conclusions
In conclusion, the manufacturing processes that are practiced at Monarch Steel are in great depth and hence educative to any student.
CHAPTER FOUR PRODUCTIVITY, QUALITY AND SAFETY

4.0 Introduction
This chapter brings into light productivity, quality and safety issues at Monarch Steel. These issues are key in the efficiency and success of the organization.
4.1 Productivity
This measures the relationship between inputs into the manufacturing processes and the resultant outputs. The most commonly practiced measure of productivity at Monarch Steel is the output per day. 4.1.1 Productivity Measurement at Monarch Steel For the past few months the company has suffered low productivity due to unskilled personnel who operate equipment and machinery, also the lack of spare parts to fully service and overhaul the machinery has been a factor whereas costs had been high due to the high wages of skilled personnel. One measure of productivity practiced is capacity utilization. Capacity Utilization A firms productive capacity is the total level of output or production that it could produce in a given time period. Capacity utilization is the percentage of the firms total possible production capacity that is actually being used? Capacity utilization is calculated as follows:
4.1.2 Performance Measurement Adams, Kennerley and Neely defined performance measurement as the process of quantifying the efficiency and effectiveness of past action. Effectiveness is the performance measurement practiced in this steel manufacturing organization. Effectiveness concentrates on whether the right products are being produced, rather than on how efficiently they are being produced. Examples of effectiveness measures across the organization include market share, profitability, competitor growth rates, raw materials, direct labour, indirect labour,
R&D, overhead costs, capital costs, product features, customer service, product quality, brand image, manufacturing, distribution, sales force, human resources and finance.
4.2 Quality Assurance Department

At the present moment Monarch Steel does not have such a department in place, to effect quality there are skilled personnel in every department that carry out inspections at different production stages. 4.2.1 Quality Management Systems Quality Management Systems (QMS) are an important aspect in any manufacturing setup, as these will help out in bringing about a product that will be fully appreciated by the customers. Monarch Steel (Pvt) Ltd quality system was audited by Energy and Environmental Accredited Quality Assessment (EAQA), a United Kingdom based organization. ISO 9001 certification was obtained in 1999. Product quality is monitored at every stage of the production line so that deviations from set standards or limits are quickly identified, such that corrective action or measures are taken so as to achieve the desired limits or standards. 4.2.2 Quality Policy The Monarch Steel Quality Policy states that: It is our Policy to deliver products that conform to stated or agreed specifications and satisfy customers in terms of consistent quality, timely delivery and agreed quantity. To achieve the above objectives, Monarch Steel shall; Maintain an effective quality management system through the involvement of all employees. Develop an attitude of right first time to all activities. Continuously strive to improve products and manufacturing processes so as to enable Monarch Steel to meet the ever changing needs of customers through the creative involvement of all employees. Provide value for money at the highest level of customer services through the optimal use of resources. Develop all personnel through training at all levels of our operations.
See attached at back of report:
4.2.3 Standard Operating Procedures (SOPs) A Standard Operating Procedure is a written document detailing all steps and activities of a process or procedure. ISO9001 essentially requires the documentation of all procedures used in any manufacturing process that could affect the quality of the product. At Monarch Steel this used to be a means of ensuring that product quality was achieved. The SOPs state what is to be done as well as who is responsible for a particular task. The SOPs also help in letting everyone involved in the production setup know what is required of them. As a recommendation the company should reintroduce these documents to effect product quality.
4.3 Safety, Health and Environmental Systems

The aspect of safety is of paramount importance in any manufacturing environment. To achieve the desired results in most areas, a manufacturing company has to put in place and implement sound safe working policies. A safe and healthy workforce can be a drive behind the success of any organization. Consequences that arise from failure to implement safety systems are; Loss of production time due to injuries and fatalities. Reduced productivity due to fear of injury. Mass departure of manpower / employees. Penalties by legal authorities for failure to comply with legal requirements. Loss of profits due to operational problems and high compensations for occupational illnesses, injuries and fatalities. Closure of operational premises or seizure of operational license.
Consequently it is wise to think of safety before production.
4.3.1 Safety and Health Policy The Monarch Steel Safety Policy states that: Safety Management is committed to providing a safe working environment for all its employees by keeping its place and machinery in good working order and maintaining it at the highest professional level. Where necessary; employees will be provided with the relevant safety equipment. Management shall ensure that only trained personnel operate the machinery and equipment. Management shall comply with safety legislation as enshrined in the Factories and Works Act and other related legislation (NSSA and NEC). Management shall liase with appropriate authorities and individuals in implementing and maintaining this policy. Health Management is committed to; Ensure all employees work in a healthy environment. Provide basic health care that is work related. Provide pre and routine employment medical examinations. Ensure that only competent personnel are appointed to administer medicines and examine personnel. Educate the workers and management on the Health and safety matters including complying with the regulations of the national policy on HIV / AIDS through an appointed body comprising of both management and employee representatives.
4.3.2 HIV / AIDS Policy On issue of HIV / AIDS the company has in place an AIDS Policy as regulated by the national AIDS policy. The Monarch Steel AIDS Policy states that: Monarch Steel Management; Acknowledges the seriousness of the HIV / AIDS pandemic. HIV / AIDS shall be treated in the same way as any other disabling or terminal illness.
Seeks to minimize the social, economic, and developmental consequences to the company and its staff by creating awareness through information and communication activities through social partners.
Commits itself to providing resources and leadership to minimize the impact of HIV / AIDS in the workplace. Maintaining a work environment that responds to the working issues created by HIV / AIDS infection. Recognizing that a supportive and caring response is an important factor in maintaining the quality of life for an employee who has HIV / AIDS. To protect the confidentiality of information regarding any employees health condition including HIV / AIDS infection. To provide moral support for both infected and affected staff. HIV status shall not constitute a reason to preclude any person from employment. No employee shall be required to undergo HIV testing without his / her consent. The company shall continue to follow the process of medical research on HIV / AIDS infection and if any significant discovery does occur this policy will be modified accordingly.
4.3.3 Implementation of Safety At Monarch Steel safety and health practices are implemented in quite a number of ways and these are in the form of; (i) Working Areas Barricades are erected around some work areas so as to prevent loose flying objects from accidentally hitting people. Markings of gangways that show which areas are safe to walk around the factory. Provision of extractor fans in work areas where there are gases / fumes that may not be safe to be inhaled in excess. Machine guards are fitted in areas where there are belts and pulleys.
(ii)
Protective Clothing / Equipment Employees are issued with overalls and / or work suits for protection. This is the most important form of clothing an employee must have before they can do any form of
work. Overalls are issued twice a year. In some areas of work which involve the use of acid, employees are issued with acid proof overalls. In areas where there is a need for safety boots, employees are issued with them. In cases where there is water gumboots are issued. Hard hats are recommended in certain areas of the workplace and these are also available to the employees exposed to the work area. Respirator masks are used in areas with smoke or fumes that may be hazardous to humans if inhaled. These areas are usually at the tyre plant, paint shop and butt welding section in the windows area. As is recommended, employees working in high decibel levels of noise should be protected. Ear plugs are issued in areas where there is a lot of noise so as to protect employees against ear damage. Safety gloves in the form of leather or plastic are issued to employees exposed to handling material that may cause injuries on their hands. Plastic gloves are used in areas which involve the use of acid. In the welding areas there is the use of long leather gloves which protect the welders hands. For the welders feet leather spats are issued. Goggles are also used as eye protection when performing tasks such as the turning, drilling, milling, and grinding.
(iii)
Posters or Banners These are used as reminders to employees on what they should or should not do. The posters are stuck in places such that they are not hidden away from employees. These contain information that is very useful to everyone in the factory.
(iv)
Health Care Facilities There is a clinic that is manned by a qualified Industrial Nurse and this caters for employees who will not be feeling well. There are first aid personnel amongst the employees in the factories who render their services in the case of an emergency before a casualty can be taken to the clinic for attention by the industrial nurse. There is a facility that is also in place; employees are attended to at Mpilo Central Hospital without any payments rendered.
(v)
Fire Prevention Firefighting equipment is in place in case there is an outbreak of fire. The extinguishers are placed strategically as to be easily reachable in the case of an outbreak of fire. There are fire fighting teams per section and these are trained personnel who have the basic know-how in fire fighting. These are responsible for alerting and educating fellow employees on what to do in the case of an outbreak of fire. There are also visibly demarcated areas that are to be used as fire assembly points for employees in the case of an outbreak.
(vi)
Safety Committee This is a body that comprises of both management and employee representatives. The body is responsible for bringing about suggestions as to how safety can be improved so as to better the working conditions. This body meets every month to discuss whatever business may be an issue. The safety committee is also tasked with carrying out factory inspections on a monthly basis and then records their findings. Whatever anomaly that comes up is brought before the committee and possible solutions are discussed. The body facilitates for the improvement of safety systems in the organisation.
4.3.4 Environmental Management Systems Monarch Steel has not yet had an audit of the Environmental Management System. Although without the ISO 14001 certification on Environmental Management, the organisation has tried by all means of keeping its surroundings in an appreciable appearance. Environmental Management is also achieved through; Safe disposal of chemicals that are used to degrease steel when being readied for painting. Application of excellent housekeeping habits. Waste disposal in a way such that the environment is kept clean at all times.
CHAPTER FIVE PRODUCTION PLANNING AND CONTROL, INVENTORY MANAGEMENT
5.0 Introduction
Production planning and control entails the acquisition and allocation of limited resources to manufacturing activities so as to satisfy customer demand over a specified time span. As such, planning and control problems are inherently optimization problems, where the objective is to develop a plan that meets demand at minimum cost or that fills the demand that maximizes profit. Planning initiates action while control is an adjusting process, providing corrective measures for planned development. Production control regulates and stimulates the orderly how of materials in the manufacturing process from the beginning to the end. This chapter provides an overview of production planning and control practiced at Monarch Steel.
5.1 Production Planning

Production planning is carried out so that activities and resources are well coordinated over time so as to achieve the desired goals with as minimum resource consumption as possible. This is done so that control over operations can be maintained. Planning is complex due to the fact that accurate information has to be gathered in order to avoid wrong decisions with far reaching repercussions on the company.
Production planning and scheduling is triggered and controlled principally by the Marketing department. The planning and scheduling function operates as follows: The Marketing Department advises the various Production Departments on what to produce in terms of the type of product the market requests, together with the volume requirements. The respective department heads then consider the production capacity and constraints facing the department in terms of: o Human resources. o Plant capacity. o Raw material at hand.
o Time available and other factors.
5.2 Inventory Management

Another tool that is important in this aspect is Inventory management, which provides information to efficiently manage material flow and efficiently utilize manpower and equipment. The concept of Inventory Management does not make decisions or manage operations; instead, it provides information to management who make more accurate and suitable decisions to manage their operations. Inventory management is basically designed to complement the following; Sales and Operations Planning Production Planning Material Requirements Planning
Undoubtedly, the best-known and most fundamental inventory decision model is the Economic Order Quantity Model, and it is practiced at Monarch Steel. The purpose of using the EOQ model is to find out the particular quantity, which minimize total inventory costs that are the total ordering and carrying costs in turn managing material flow and optimizing the utilization of manpower and equipment. EOQ Assumptions To be able to calculate a basic EOQ, certain assumptions are necessary: (i) That there is a known, constant, stock holding costs; (ii) That there is a known, constant ordering costs; (iii) That the rates of demand are known (iv) That there is a known constant price per unit (v) That replenishment is made instantaneously, that is the whole batch is delivered at once. (vii) No stock-outs are allowed.
The rationale of EOQ ignores buffer stocks, which are maintained to cater for variations in lead-time and demand. The EOQ calculation is a useful starting point in establishing an appropriate reorder quantity.
The EOQ formula is given below;
Where: Co, Cc and D denote the ordering costs, carrying cost and annual demand respectively. Graphically, the EOQ is represented in the figure below.
Figure 5.1 Presentation of EOQ graphically
5.3 Job Planning-Production Documents

In order for production to commence there are documents that facilitate communication between departments that are sent out to relevant departments, so as to alert them of what is going on. These documents are in the form of; (i) Job Card This document is from the Sales department and is sent to Production departments as a means of communicating customer requirements. This document is complete with product specification. Various job cards are used in different departments are shown below, Table 5.1 shows the Windows Factory Job Card.
Table 5.1 Windows Factory Job Card WINDOWS FACTORY JOB CARD
JOB CARD DATE: 16 / 06 / 2011 JOB CARD No: M 16977
SECTION TYPE: FX7 / F4B
CUSTOMER:
STORE
SUNNY
ITEM 1 2 3 4
QTY 350 400 500 250
PRODUCT DESCRIPTION NC2F WINDOW FRAMES D4H WINDOW FRAMES ND4F WINDOW FRAMES ND11F WINDOW FRAMES
This document is served to the Production Foreperson in the windows department such that he is made aware of the product specifications. As can be seen the job card consists of as much information as possible, that is very useful to the Production Foreperson.
As like in the windows department, the Production Foreperson in the doors department executes production from specified requirements stated in the job card system. These job cards have information on the type and quantity of products required. These facilitate for proper planning by production personnel on as to how to tackle the job at hand. An illustration of the Doors Factory Job Card is shown in Table 5.2 below.
Table 5.2 Doors Factory Job Card DOORS FACTORY JOB CARD
TYPE: STANDARD
CUSTOMER: RADIAN
LR
QTY 300 250 200
PRODUCT DESCRIPTION 813 X 2032 X 115 PBS DOOR FRAMES 813 X 2032 X 230 PBS COMPLETE WITH STEEL DOOR (PADLATCH) 1613 X 2032 X 230 PBS COMPLETE WITH STEEL DOOR (MORTICE LOCK)
7 50 8 10 7 10
Other departments with specifications on their products are the geysers, wheelbarrow, stainless steel and kitchen units departments. These specifications are important as they help production personnel to properly plan on, how to tackle the job, material requirements and production time frame. The geysers, wheelbarrow and kitchen units job cards are shown overleaf. Table 5.3 Geysers Factory Job Card GEYSERS FACTORY JOB CARD
TYPE: RF & R
CUSTOMER: UBM
ITEM 1 2 3 4
QTY 25 12 23 15
PRODUCT DESCRIPTION 100 LTR RF GEYSERS 100 LTR R GEYSERS 150 LTR RF GEYSERS 200 LTR RF GEYSERS
Table 5.4 Wheelbarrows Factory Job Card WHEELBARROWS FACTORY JOB CARD
TYPE:
CUSTOMER: HALSTEDS
ITEM 1 2 3 4
QTY 350 200 500 50
PRODUCT DESCRIPTION FLAT PAN WHEELBARROWS LIGHT DUTY CONCRETE PAN WHEELBARROWS HEAVY DUTY CONCRETE PAN WHEELBARROWS MASTIFF MINING PAN WHEELBARROWS
Table 5.5 Kitchen Units Factory Job Card KITCHEN UNITS FACTORY JOB CARD
JOB CARD DATE: 14 / 05 / 2010 JOB CARD No: 19457
TYPE:
CUSTOMER:
ITEM 1 2 3
QTY 500 200 300
PRODUCT DESCRIPTION 3PCE 900 MODULINE RANGE 3PCE 900 TUDOR RANGE 3PCE 900 TUDOR KNOCK DOWN UNIT (KDU) RANGE
(ii) Material Requisitions These are documents that are used to draw raw material from stores so that it is used in the manufacturing process. Material drawing process is done when an order has been sent into the factory and the Production clerk has completed calculations on the amount of material required for the particular order. There are different types of material request documents that are used within Monarch Steel, and these are: 1. Coil - Sheets Request Forms These are used to request steel sheets from the Steel Service Centre (SSC). The steel would have come in coils. These sheets are provided in specific sizes as would have been requested by the relevant production department. The production departments that usually use these documents are; Doors and Doorframes Department requesting sheets to be used for doors and door frames production. Wheelbarrows Department - requesting sheets to be used for wheelbarrow pan production. Geysers Department requesting galvanized sheets to be used for geyser casing production. Kitchen Units Department requesting mild steel sheets to be used for steel cabinet production.
An illustration of the coil sheets request form is shown in figure 5.2.
Figure 5.2- Coil Sheets request form.
2. Material Requisition / Return Form This is used by all production departments to order smaller components from stores. These components can be screws, bolts and nuts. It can also be used to draw pipe, flat bar, steel rods and angle iron from the steel storage area. An Illustration of the Material Requisition / Return Form is shown in Figure 5.3.
Figure 5.3 Material Requisition / Return Form The Material Requisition / Return Form are used to order smaller components that are kept in the stores. The quantities of components are calculated on means of finding out
how many components constitute one product and then multiplied by the number of products on order. 3. Purchase Requisition Form This document is used to order material that is not in stock at stores. It is written by the Production Manager or Foreperson to the Buying Department. If this document is received in the Buying Department, it prompts them to source the components in question so that production commences without any hiccups. An illustration of the purchase form is shown in Figure 5.4.
Figure 5.4- Purchase Requisition Form
5.4 Conclusion
It is visible that there is a strong coordination which exists in the department, and if the coordination is strengthened, positive results may be achieved, in a way that when planning is done on time results will be positive.
CHAPTER SIX ENGINEERING AND MAINTENANCE MANAGEMENT
6.0 Introduction
Maintenance plays a very crucial part in any production plant, as it seeks to keep plant operations at an optimum level. Higher levels of plant efficiency tend to give a good reflection on production. The maintenance department is divided into two sections. These sections are Mechanical and Electrical. At the present moment there is no maintenance manual or schedule which clearly lays out the procedure on maintenance of plant machinery and equipment. Documentation is required for proper maintenance to be carried out.
6.1 Role of Maintenance Department

Apart from high plant efficiency levels, the maintenance department plays a role of; Ensuring that the plant is fully utilized. Increasing plant availability levels. Minimizing plant down time. Increasing plant reliability levels.
6.2 Current Maintenance System Utilized

1. Breakdown maintenance is the maintenance system followed to service plant machinery and equipment on a day to day basis. Machines are serviced only if a breakdown occurs. This is a risky way of maintenance. The Engineering department waits for a breakdown to occur rather than prevent it, this has become a norm and they have become resistant to change.
6.3 Problems encountered by the current maintenance system

(a) With this kind of maintenance system in place, it is very unpredictable when a breakdown might occur and when it does this might have serious implications in terms of planning and meeting production targets. (b)When a breakdown occurs there might not be enough financial resources to service the equipment or to buy spare parts since it was not planned for, therefore losses occur as a result of work stoppage especially in the case of critical equipment (c) Unexpected breakdowns are costly as they eat away valuable productive time, whilst being attended to. (d) Equipment with faulty calibration can give faulty readings thereby compromising the quality of product. Some parts are more expensive to replace than to service regularly.
6.4 Solutions to problems

6.4.1 Proposed Planned Maintenance Schedule A maintenance schedule is required so that predictability of breakdowns might be worked out and corrective maintenance can be carried out without much disruption in terms of production activity.
1. Assessment Of Critical Machinery And Equipment All critical machinery and equipment should be noted down. The parts in these machines which wear down or which from time to time required replacement or servicing should be highlighted. The correct maintenance procedure should then be advised including whether electrical or mechanical maintenance.
2. Highlighting Of Critical Parts Which Need Servicing Or Replacement
The parts which wear out or need replacement are to be noted down and the wear rate worked out. With the wear rate it is now possible to predict when the equipment will reach a stage when it needs maintenance. This enables planning of resources and time so that maintenance work can be carried out.
3. Creating a maintenance procedure document on all the equipment
Lay out the proper steps to be carried out in order to maintain machinery and parts. This can become a manual which can be used by the properly trained personnel to carryout maintenance works.
6.5 Maintenance Procedure

In order for maintenance to be carried out on a machine or equipment a job card or job request form is sent to the relevant maintenance section, requesting them to attend to the break down. An illustration of the maintenance job card or job request form is shown in Figure 6.1.
Figure 6.1- Maintenance job card or job request form
6.6 Conclusion
The author observed that production pressure is the main cause of the current maintenance system being utilized. On many occasions plant operators refuse to hand over machinery to engineering personnel for maintenance because of high production calls. Priority is thus given to attaining production targets; as a result breakdown maintenance becomes the order of the day.
CHAPTER SEVEN CRITICAL EQUIPMENT

7.0 Introduction
Critical equipment refers to equipment whose failure has the highest potential impact on the business goals of the company. At Monarch Steel there is a wide range of such equipment, such that should it fail, a negative impact on the business is bound to be felt.
7.1 Role of Equipment Criticality Analysis

Equipment Criticality Analysis is an important tool as it views the relationship between equipment failure and business performance as an important factor in the making of sound business decisions, for example, the decision can be as to where and when resources should be applied to maintain or improve equipment reliability. Apart from sound decision making, equipment criticality analysis also plays a role in; Identifying equipment that has the most serious potential consequences on business performance. Making sure that equipment meets its intended function at targeted performance levels. Helping to prioritize resources in performing maintenance work as well as making sure that timely execution of maintenance work is met.
7.2 Critical Equipment at Monarch Steel

The equipment that is said to be critical within Monarch Steel is in the form of different types of machines and these are; (i) De - coiler The main function of this machine is to cut down steel coils into sheets of various sizes. The steel sheets are for use in the following production areas, doors, kitchen units, wheelbarrows, galvanized hardware, geysers and trunks. Apart from Monarch Steel, steel sheets are also supplied to Kango, a division of the Treger Group. Taking into consideration that these sheets are for use by a number of departments within the organization, failure of such equipment is bound to make an impact on the business such that almost everything can come to a standstill.
(ii)
Plastic Extruder
The extruders are used for the melting of rubber and plastic composites which are used in the tyre plant where the production of wheelbarrow tyres takes place. Low productivity in this section constitutes to a low output of wheelbarrows which are the organizations top selling product. (iii) Butt Welding Machine
These are used to join various components of window frames. The window frames are such that they are mitred at the ends and the best way of joining these is through the use of a butt welding machine. The criticality of the butt welding machine is such that it performs a specialized form of welding on the frame components, which are sashes, frames, and fanlights. All these components are put together on the butt welding machines and in the case of any breakdowns there tends to be a re-scheduling process so that all components can be produced in order to meet the desired production output. The maintenance of the butt welding machines is prioritized due to the fact that, there is no alternative replacement for the butt welding machine in joining up window frames. (iv) Overhead Crane The crane is used to ferry material from the steel storage area to the factory for use in different production departments. Its criticality is that it moves bulky material in a short space of time and if it were to fail, difficulties and time consuming processes may be experienced in the movement of material across the factory. The delays encountered due to the use of alternatives so as to get material to the intended destinations affect the production process. (v) Hydraulic Press Machines
These machines are used in the wheelbarrows department for the production of wheelbarrow pans. They are such that each of the machines has a specific operation that it has to perform, in order to have a complete pan. These then become critical such that the operations they are involved in follow a sequence such that should one of them fail, it forces for a change of decision so as to achieve the desired outcome. One critical case is of the Siblet press machine for sink bowl drawing which has since failed and never been run again. The drawing of sink bowl now has to be scheduled on the wheelbarrow presses, hence affecting the desired output in the wheelbarrows department.
(vii)
Pipe Bending Machines
These machines are used for bending pipes that produce the wheelbarrow frames in the wheelbarrows department, chairs and tables in the school and kitchen furniture section. This equipment is critical as it caters for two different sections in order for the desired output to be achieved. Failure of such equipment affects the business adversely due to the fact that not only one section suffers a loss but two, and this may lead to loss in business. (viii) Bending Brake Machines These machines are used in the kitchen units, stainless steel and geysers sections. In the kitchen units section these are used to bend steel sheets of different sizes into various components. In the stainless steel department they are used for the bending of sink bodies, and in the geysers for bending geyser casing bodies. In the kitchen units department, these machines are critical due to the fact that most components used in the production process undergo the bending process. Failure of any of this equipment has therefore an unfavorable effect in a way that machinery may be made to do more work than expected thereby decreasing the lifespan of the machine. The other effect is that this may lead to low output levels than desired hence pushing the business to a loss. (ix) Industrial Power Generators
These are used to provide electrical power to certain machines in the factory in the event of power cuts. There is one installed at the windows section, and it supplies power to the machine shop, where cutting and pressing of window frame components take place. The other is installed at the tyre plant where there are extruders and moulds for the wheelbarrow tyres. This equipment is critical as it has some sections of the factory running so that whatever losses incurred due to power cuts are minimized. (x) Tools (Dies and Punches)
These are the most important gadgets in a production set up due to the fact that they facilitate mass production. Most sections at Monarch Steel rely on the use of dies and punches which are used for various production operations. The criticality of these is that each set of tools has a special function and once it fails to achieve the desired results an impact is felt as production may suffer due to stoppages during repair or replacement which may be time consuming.
7.3 Conclusion
It is therefore important for an organization or business to structure up an Equipment Criticality Analysis programme as this may assist in coming up with sound decisions and strategies that will better their performance.
CHAPTER EIGHT MANUFACTURING SYSTEMS ISSUES
8.0 Introduction
Below is just a brief rundown of the manufacturing systems issues at Monarch Steel as most of them are well knitted in the chapters above.
Manufacturing systems are a method of organizing production they are the back bone of any manufacturing organization, in view of the fact that all the resources are channeled towards production. As been highlighted before, Monarch Steel manufactures a vast range of products. This clearly shows that there is an application of different manufacturing processes and systems in order to accomplish the production task. Here at Monarch Steel, Line Production is practiced. Line production is a repetitive manufacturing process in which each product passes through the same sequence of operations, and the machines and other equipment are laid out in the order used. Looking at the product range and the factory set-ups of each department in Chapter Three above it is evident and clearly proves that Line Production is the practice in this organization.
8.1 Miscellaneous Systems in place

Systems in place include (WIP) Limiting Control Strategies. Many organizations find themselves with too much work-in-process. The disadvantages of high levels of WIP are numerous, and many of the disadvantages cannot be directly measured economically. Two major disadvantages of high WIP levels that are difficult to economically evaluate are not being able to respond to demand changes quickly and the potential to build a considerable quantity of poor quality stock before realizing that there is a quality problem. To help control inventory within production and manufacturing facilities, WIP limiting production procedures are frequently used. At Monarch Steel the control system depend on the product. An example is with the Doorframes where Just-in-time is implemented and with Wheelbarrows where CONWIP is practised.
8.2 Line balancing

Looking at line balancing, line balancing is the problem of assigning operations to workstations along a production line, in such a way that the assignment is optimal. The procedure of line-balancing at Monarch Steel is such that, given a set of tasks of various durations, a set of precedence constraints among the tasks, and a set of workstations, how to assign each task to exactly one workstation in such a way that no precedence constraint is violated and the assignment is optimal.
The two methods practiced in this organization when it comes to line balancing are: 1. Equalization of Loads -Since eliminating workstations cannot be the aim of the optimization of the line, equalization or smoothing of the workload becomes more practical. Monarch Steel recently purchased a good number of spot welding and butt welding machines so as to optimize the production lines in the various departments. 2. Multiple Operators this method is implemented in departments such as the Windows and Doors, the products being manufactured are sufficiently voluminous to allow several operators to work on the products at the same time. Since that possibility does exist, not exploiting it would lead to unnecessarily long assembly lead times, implying a reduced productivity. It is therefore often the case that several operators are active on the product simultaneously so as to balance the production line and increase output. Also due to the increase in machinery, more operators are required.
8.3 Concurrent Engineering

Concurrent engineering is recognized as a strategic weapon that businesses must use for effective and efficient product development. The need for concurrent engineering in today's business world, is for corporations to be able to react to the changing market needs rapidly, effectively, and responsively. They must be able to reduce their time to market and adapt to the changing environments. Most of, if not all of the products in the Monarch range are manually assembled, due to this fact the organization puts into practice concurrent engineering principles such as the Design Guidelines for Manual Assembly. These are stated below:
Obviously, the following guidelines depend on the skill of the worker:
Eliminate the need for workers to make decisions or adjustments. Ensure accessibility and visibility. Minimize the number of different parts - use "standard" parts. Minimize the number of parts. Avoid or minimize part orientation during assembly (i.e. prefer symmetrical parts). Prefer easily handled parts that do not tangle or nest within one another.
Another Concurrent engineering tool practiced is Design for Manufacturability (DFM). Design for manufacture is the integration of product design and process planning into one common entity, the goal being to design a product that is easily and economically manufacturable. Due to its implementation our products are of high quality, low cost, and excellent manufacturable design.
8.4 Conclusion
No manufacturing organization can function efficiently without any manufacturing systems in place.
CHAPTER NINE PROJECTS

9.0 Introduction
Projects are important accomplishments that are set to transform the performance of organizations that is if correctly run or administered. There were quite a number of projects in which the student was involved in during this period. PROJECT ONE
9.1Title: DEVELOPING A FACTORY LAYOUT FOR THE ZAMBIA DOORFRAME LINE.

9.1.1 Introduction Monarch Steel exports knock-down doorframes to Zambia on a monthly basis and in huge volumes. It is important to note that the manufacturing of this type of frame is time consuming and very labour intensive. Due to these unfavorable factors a doorframe rolling machine was built for this Zambian frame type and spot welding machines where purchased for the new line. In this project the author came up with a suitable and efficient floor layout to accommodate the Adjustable Doorframe Rolling Machine together with the new spot welding machines so as to give a fully balanced line that will not disturb the already existing line for the economy doorframes and achieve the set target of 200 Zambian Door types per shift. 9.1.1.1 Aims Add new equipment or technology To develop a floor layout for the Zambia doorframe line that will achieve the set target. Change, or grow, to meet new circumstances
9.1.1.2 Objectives To determine the exact location of all facilities, plant, equipment and staff that constitutes the work centers of the operation. To determine the space to be devoted to each work centre. To determine the tasks that will be undertaken by each work centre.
9.1.1.3 Scope of the Project The project focuses on the development of an optimum plant layout that will produce the targeted number of doorframes and enable production planning without much modification to the existing layout.
9.1.1.4 Need Justification The reason for developing this floor layout is to ease off the pressure of work on the already limited manpower thereby saving on time and in turn on finances.
9.1.1.5 Background Information In any manufacturing environment, understanding the logical movement of people , materials and product between the front door and the dispatch is the primary challenge of developing an efficient plant layout.
9.1.1.6 Conclusion The author seeks to guide the reader through some possible means of developing a stock valuation system in sections that follow.
9.1.2 Literature review
9.1.2.1 Introduction Factory layout is the arrangement of people, materials and machines within a workspace and is at the very heart of productivity in an organization of any size. Laying out a factory involves deciding where to put all the facilities, machines, equipment and staff in the manufacturing operation. This note is intended to provide guidance on laying out machines in a factory, based upon decisions about the type of manufacturing process to be accommodated. Layout determines the way in which materials and other inputs (like people and information) flow through the operation. Relatively small changes in the position of a machine in a factory can affect the flow of materials considerably. This in turn can affect the costs and
effectiveness of the overall manufacturing operation.
Getting it wrong can lead to
inefficiency, inflexibility, large volumes of inventory and work in progress, high costs and unhappy customers. Changing a layout can be expensive and difficult, so it is best to get it right first time.
The first decision is to determine the type of manufacturing operation that must be accommodated. This depends on product volume and variety. At one extreme, the factory will produce a wide variety of bespoke products in small volumes, each of which is different (this is called a jobbing operation). At the other extreme it will produce a continuous stream of identical products in large volumes. Between the extremes, the factory might produce various sized batches of a range of different products.
9.1.2.2 Basic layout types Once the type of operation has been selected (jobbing, batch or continuous) the basic layout type needs to be selected. There are three basic types:
Process layout Cell layout Product layout
Jobbing operations (high variety/low volume) tend to adopt a process layout. Batch operations (medium variety and volume) adopt either a cell or process layout. Continuous operations (low variety/high volume) adopt a product layout. 1. Process layout
In process layout, similar manufacturing processes (cutting, drilling, wiring, etc.) are located together to improve utilization. Different products may require different processes so
material flow patterns can be complex.
An example is machining parts for aircraft engines. Some processes (such as heat treatment) need specialist support (e.g. fume extraction); while other processes (e.g. machining centers) need technical support from machine setters/operators. So the factory will be arranged with
heat treatment together in one location and machining centres in another. Different products will follow different routes around the factory. 2. Cell layout In cell layout, the materials and information entering the operation are pre-selected to move to one part of the operation (or cell) in which all the machines to process these resources are located. After being processed in the cell, the part-finished products may go on to another cell. In effect the cell layout brings some order to the complexity of flow that characterizes process layout.
An example is specialist computer component manufacture. The processing and assembly of some types of computer components may need a dedicated cell for manufacturing parts to the quality requirements of a particular customer. 3. Product layout Product layout involves locating the machines and equipment so that each product follows a pre-arranged route through a series of processes. The products flow along a line of processes, which is clear, predictable and relatively easy to control. An example is automobile assembly, where almost all variants of the same model require the same sequence of processes. 9.1.2.3 Selecting a layout type Table 9.0 shows some of the more significant advantages and disadvantages of each layout type. One significant difference is their association with fixed and variable costs. Process layouts tend to have relatively low fixed costs but high variable costs, as each product is different. By contrast, product layouts have high fixed costs to set up the manufacturing lines, then low variable costs for producing large volumes of the same product. Hence if volume is high and variability low, product layout is likely to be the best option.
Table 9.1: Advantages and disadvantages of different layout types Layout Process Advantages High mix and product Disadvantages Low utilization of machines Can have high work-in-progress Complex flow can be difficult to control More machines needed Can give lower plant utilization
flexibility Robust against disruptions Easy to supervise equipment Cell Good compromise between
cost and flexibility for highvariety operations Fast throughput Product Low unit costs for high volume Equipment can be specialized, improving efficiency Materials movement optimized
Low flexibility Not very robust to disruptions
From the above layout types, the best for the Zambian Knock-down frames would be the Product layout owing to the fact that production will be executed in large volume, the equipment available is specialized and lastly due to the need to optimize material movement. 9.1.2.4 Detailed design of the layout Once the basic layout type has been decided, the next step is to decide on the detailed design of the layout to determine: The exact location of all facilities, plant, equipment and staff that constitute the work centers of the operation. The space to be devoted to each work centre. The tasks that will be undertaken by each work centre.
9.1.2.5 General objectives of the layout: The general objectives of detailed design of factory layouts are: Inherent safety. Dangerous processes should not be accessible without authorization. Fire exits should be clearly marked with uninhibited access. Pathways should be clearly defined and not cluttered. Length of flow. The flow of materials and information should be channeled by the layout to fit best the objectives of the operation. This generally means minimizing the distance travelled by materials. Clarity of flow. All flow of materials should be clearly signposted, for example using clearly marked routes. Staffs comfort. The layout should provide for a well ventilated, well lit and, where possible, pleasant working environment. Management coordination. Supervision and communication should be assisted by the location of staff and communication equipment. Accessibility. All machines, plant and equipment should be easily accessible for cleaning and maintenance. Use of space. All layouts should make best use of the total space available (including height as well as floor space). This usually means minimizing the space for a particular process. Long-term flexibility. Layouts need to be changed periodically. Future needs (such as expansion) should be taken into account when designing the layout.
9.1.2.6 Detailed design in PRODUCT layout Product layout involves arranging the various manufacturing processes to fit the sequence required by the product. Detailed design involves allocating work tasks to locations. The decisions to be made are: What cycle time is needed? How many processing stages are needed? How should variation in time taken for different tasks be dealt with? How should the layout be balanced? How should the stages be arranged?
9.1.3. The laying out process

The laying out process carried out in this situation is a special case of the facility layout due to the already existing facilities at known distinct points and a new facility must be located at some point within this layout. Comparison between the existing Economy Doorframe line was done and this resulted in the new layout having an outlook like that of the figure shown:
Fig 9.1- Proposed Doorframe line layout FTA- final tie bar assembly Key: BKT- bracket spot welder RS- rubber stops station CP- corner plate spot welder - Direction of material flow HNG-hinge spot welder LGS- lugs spot welder - Operator LB- lockbox spot welder IA- initial assembly FA- final assembly
9.1.3.1 Calculations It is in this section where the actual calculations are done based on timing each process. This helps out in coming up with a proper detail of what we seek to achieve: Total work content (Twc ) Work elements Table 9.2 Rolling machine production times
No.
Element description
Tej(min)
0.66 0.31 0.25 0.18 0.18 0.4
Preceded by
1 1 2 3 5
Roll forming process(cutting, punching and rolling)
2 3 4 5 6
Spot welding hinges Spot welding lockbox Spot welding lugs H/S Spot welding lugs L/S Inserting rubber stoppers
Given that table above then
Possible frames per shift: Minimum number of frames that can be produced in a 9 hour shift= = 272frames
**Considering the process is not continuous.
9.1.3.2 Conclusion The above calculations prove to be useful in knowing the actual time that it should take to come up with one complete doorframe and aid in the production planning process. It also proves that the chosen layout is effective and efficient.
9.1.4 Results and Findings
9.1.4.1 Introduction This section is mainly based on the outcome of the project.
9.1.4.2 Results Table 8.3 Manual production times
Element description Tej(min) Preceded by o.

1 2 3 4 5 6 7 8 9 Cutting Mitering Punching Bending Spot welding hinges Spot welding lockbox Spot welding lugs H/S Spot welding lugs L/S 0.66 0.55 0.34 0.89 0.31 0.25 0.18 0.18 1.00 1 2 3 4 4 5 6 8
Inserting rubber stoppers 0.4 Inter-movements
Frames produced per shift: 540/4.76=113frames At times the production figure would be less than 113 frames per shift due to the fact that the mechanical presses, guillotines and bending brakes are not entirely dedicated to the Zambian type Frame.
9.1.4.3 Conclusion The developed layout and dedicated equipment has increased the production by more than 100% hence proving the developed layout to be efficient and balanced.
9.1.5 Recommendations
The author recommends that the organization should invest in more spot welding machines so as to fully balance the adjustable rolling machine line, especially in instances when the economy line is being run on the new adjustable rolling machine in parallel with the existing economy rolling machine so as to maximize on output.
PROJECT TWO
9.2Title: REDUCTION OF COST OF A DOORFRAME THROUGH SIMPLIFICATION OF ITS DESIGN

9.2.1 Introduction It is important for companies or organizations to know from time to time how glowing and appreciated their product is, in the market being serviced. This is vital as it helps the company or business to know where it stands in terms of performance.
9.2.1.1 Aims To redesign the economy doorframe so as to cut on manufacturing cost and not compromise on quality
9.2.1.2 Objectives Reduction of number of components. To reduce the number of production operations and hence labour-force. To reduce the cost of manufacture per doorframe thereby becoming more competitive in the market.
9.2.1.3 Scope of the Project The project focuses on the development of a product redesign. Product redesign is a strategic decision as the image and profit earning capacity of the organization depends largely on product design.
9.2.1.4 Need Justification The reason for this redesign is to cut on production cost currently being incurred by unnecessary component which can be replaced. By reducing components we lower material cost, improve quality, reduce inventories and reduce inspections and rework.
9.2.1.5 Background Information Economy door frames are roll formed from steel to produce a smooth aesthetically pleasing design and finish. They have an integrated architrave with fine curved edges and a finish that enhances the overall appeal of the brand. The Economy doorframe is welded internally which creates a refined and precise mitre. This welding process allows for a smooth and even external surface which results in a free flowing and attractive corner finish and a high quality frame. The organization wishes to reduce the cost of manufacturing the economy frame without compromising the quality so as to compete in this dynamic market. Review Below in a diagram of an Economy Door frame, showing all its dimensions.
Figure 9.2- Economy doorframe dimensions
Introduction The economy doorframe has component that are used in its assembly such as the corner plates and the corner bracket so as to give firm and strong corners. The figures below show the positions of these components. Their purpose is to reinforce the corners of the doorframe.
The table below shows the dimensions of the above components and the processes involved so as to come up with them. COMPONENT DIMENSIONS(mm) GAUGE(mm) Corner Bracket Corner Plate 81*81 57*127 0.7 0.7 MAN. PROCESSES Cutting, slitting and forming Cutting and bending
9.2.2 Redesigns
Introduction This section is mainly based on the redesign of the economy frame so as to cut on material used on components. REDESIGN 1: Eliminate the use of corner plates. Instead of reinforcing each corner using the (57mm*127mm) corner plates, the head of the doorframe can be mitred with a tongue to cater for the plate as shown in figure...
Figure 9.3- Redesign 1 This redesign saves on material and also makes the frame much more firm due to the elimination of multiple joins. It also presents a better outward show on the frame with minimal welds.
REDESIGN 2: Corner bracket modification
Figure 9.4- Redesign 2 The current bracket uses too much material and has an intricate shape hence it has too many processes which in turn take up a lot of production time, labour and cost. Comparing to the simple L-shape bracket redesign above, it serves the same reinforcing purpose, it is also faster to produce in large quantities and in turn cheaper in cost of manufacturing.
9.2.3 Results and Findings

9.2.3.1 Introduction This section is mainly based on the results found. Proposed redesign DIMENSIONS(mm)
COMPONENT
MAN. PROCESSES
Corner shape)
Bracket(L-
Cutting punching
and
Head (tongue-type)
57*67
Bending
Below is an extract that of a production study carried out to see the viability of producing piece parts for a target of 1800 doorframes. It was noted that the processes that the piece parts go through are numerous and too lengthy in the end taking up too much labour and production time. The current design is very costly and time consuming.
9.2.3.2 Conclusion The redesigns will be costly in the tool making process but in the long run prove to be cost effective and consume less production time hence production rate is increased substantially.
CHAPTER TEN CONCLUSIONS AND RECOMMENDATIONS

10.0 Introduction
This chapter deals with the experiences that the author had and the work he was involved in. Recommendations are also given on various areas that need improvements.
10.1 Conclusions
Monarch Steel is a good training ground for students undergoing industrial attachment, especially in the field of Industrial and Manufacturing Engineering. As has been seen from previous chapters, the ground that was covered is in depth especially in Manufacturing Processes, Safety Health and Environmental Systems, Quality Management Systems, Materials Handling Systems, Facilities Layout, Engineering Practice, Plant Maintenance, Production Planning and Scheduling and Human Resources. These areas are the core of the Industrial and Manufacturing Engineering major. In conclusion the author recommends Monarch Steel as the best place for an engineering student to be in since all areas of concern are covered for the students benefit.
10.2 Recommendations
The following are the recommendations which the student sees fit to be taken into consideration for the effective and optimal running to take place; (i) Safety Health and Environmental (SHE) Systems There is a need for the demarcation of gangways in the windows factory as this will clearly define walkways around the factory. Apart from having clearly defined walkways, this will also define points for piling window frames which are work-in progress. The provision of an extractor fan will help in driving the fumes emitted from butt welding machines, which may be a health hazard to the valuable workforce.
Time should be created for the Heath and Safety Committee to hold meetings and discuss safety issues, the recommendation is that meetings can be held once in two months.
Develop and implement an Environmental Policy, which will adhere to the ISO 14000 Environmental Management System standards.
(ii)
Quality Management Systems The re-establishment of a Quality Assurance Department and Quality Committee comprising of relevant personnel and other personnel will help in solving quality related problems in the organization. Both the department and committee should assess the quality of products and come up with means to effect a better quality system. This may lead to the reduction of quality related costs. From my own point of view each department must have a quality controller to minimize on rejects.
(iii)
Maintenance Systems The development and implementation of a Maintenance Policy will be very important as this is an element of effective maintenance management. Maintenance spares have to be sourced timely, so as to cut down on high maintenance costs due to an unspecified downtime. There is a need to introduce and implement the Total Productive Maintenance (TPM) technique as this will improve not only plant maintenance systems but on productivity as well. Reliability Analysis techniques should be applied so as to improve and optimize plant maintenance. This tends to be a positive move as Optimized Maintenance will help strike a balance between cost and reliability. The implementation of the ABC analysis technique on plant maintenance will help in assessing not only the condition of machinery but its value at the current state.
(iv)
Production Some of the departments especially the Doorframes should organize for the re-supply of raw material from the main store before what is in store runs out, as this timely sourcing will avoid unnecessary stoppages that are taking place. The company has to strive for the acquisition of a pipe rolling machine that can be in a position to supply the types of pipe needed, this is so as to avoid long waiting periods which tend to halt production for days whilst awaiting pipe to come from elsewhere. There is need for an overhaul of the three old extruders in the tyre plant; this will ease the pressure on extruder No 4 such that should it fail, the other three will be in a position to cope with the required output of plastic composites for the production of wheels. There should be a provision for spare tools (dies and punches) such that when one set fails and taken for repairs production continues. This will cut down on down time hence have the toolmakers work on the tools unhurried by production personnel. An improvement on the wheel moulds is needed such that, it is flash moulded to cut down production time on the trimming process.
10.3 Conclusion
In conclusion, it is to the immense benefit of the company to commit itself to adhere to the above recommendations as they promote continuous improvement, maintenance of plant equipment which leads to optimum reliability, cost effective production and competitive products and thus, realization of the companys objectives.
REFERENCES AND BIBLIOGRAPHY

1. Compton W D, et al Design and Analysis of Integrated Manufacturing Systems (1988) National Academic Press (Washington DC). 2. Habraken Joe Microsoft Office 2003: All in One (2003) Que Publishers (Indianapolis). 3. Halevi Gideon, et al Handbook of Production Management Methods (2001) Butterworth Heinemann (Oxford). 4. Niebel Benjamin W Industrial Engineering: Maintenance Management 2nd Edition (1994) Marcel Dekker Inc (New York). 5. Singh Rajender Introduction to Basic Manufacturing Processes (2006) New Age Publishers (New Delhi). 6. Wright Paul Kenneth 21 st Century Manufacturing (2002). 7. Zandin Kiel B, et al Industrial Engineering Handbook 5th Edition (2004) McGraw Hill Publishers (New York).
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Monarch Steel (Pvt) Ltd

National University of Science & Technology

1.9 Conclusion .......................................................................................................................................... 11

CHAPTER TWO LITERATURE REVIEW ................................................................................................. 12

CHAPTER THREE MANUFACTURING PROCESSES ................................................................................. 39

Monarch Steel (Pvt) Ltd

National University of Science & Technology

Geysers Manufacturing Processes .................................................................................................... 65

3.5 Conclusions ......................................................................................................................................... 70

CHAPTER FOUR PRODUCTIVITY, QUALITY AND SAFETY ................................................................ 71

CHAPTER SIX ENGINEERING AND MAINTENANCE MANAGEMENT .......................................... 90

CHAPTER SEVEN CRITICAL EQUIPMENT................................................................................................ 94

Monarch Steel (Pvt) Ltd

National University of Science & Technology

MANUFACTURING SYSTEMS ISSUES ....................................................................... 98

CHAPTER NINE PROJECTS ..................................................................................................................... 101

iii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

CHAPTER TEN CONCLUSIONS AND RECOMMENDATIONS .......................................................... 118

REFERENCES AND BIBLIOGRAPHY ....................................................................... 121 APPENDICES ................................................................................................................. 122

iv Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

Monarch Steel (Pvt) Ltd

National University of Science & Technology

vi Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

vii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

viii Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

ix Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

CHAPTER ONE COMPANY PROFILE

1 Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

1.1 Company Background

2 Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

1.2 Company Location and Site

3 Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

1.3 Company Vision and Mission Statement

1.3.2 Mission Statement

4 Submitted in partial fulfillment of a B.Eng (honors) in Industrial & manufacturing

Monarch Steel (Pvt) Ltd

National University of Science & Technology

1.4 Organizational Structure

Human Resources Manager Sales & Marketing Manager

Chief Accountant Cost Accountant Credit Controller

Salaries & Wages Officer

Apprentices Stores Supervisor Shipping Clerks Semi Skilled Workers

Sales Reps Stores Issuers

Monarch Steel (Pvt) Ltd

National University of Science & Technology

Figure 1.2- Human Resources reporting structure