W10 205222 2017 Praca Magisterska

POLITECHNIKA WROCŁAWSKA WYDZIAŁ MECHANICZNY KIERUNEK: Zarządzanie i Inżynieria Produkcji w języku angielskim SPECJALNOŚĆ: Production management

PRACA DYPLOMOWA MAGISTERSKA Modernizacja wybranego gniazda produkcyjnego z uwzględnieniem częściowej robotyzacji operacji montażu Modernization of the production cell including robotic assembly operations

AUTOR: Magdalena Żuk

PROMOTOR: dr inż. Kamil Krot, W10/K3

OCENA PRACY:

WROCŁAW 2017

TABLE OF CONTENTS Abstract ............................................................................................................................. 5 Abstract in Polish ............................................................................................................. 6 Introduction ...................................................................................................................... 7 Objectives, scope and tasks to do ..................................................................................... 9 1. Trends in automatization of production processes .................................................... 10 1.1. 1.2. 1.3. 1.4. 1.5.

Industry 4.0................................................................................................................................... 10 The Internet of Things (IoT)......................................................................................................... 11 Big Data ....................................................................................................................................... 13 Cloud Computing ......................................................................................................................... 15 Robotization ................................................................................................................................. 17

2. Methods and tools used in production optimization .................................................. 20 2.1. 2.2. 2.3. 2.4. 2.5. 2.6.

Working day study ....................................................................................................................... 20 Standard work .............................................................................................................................. 21 Time study .................................................................................................................................... 24 SMED ........................................................................................................................................... 25 PDCA ........................................................................................................................................... 26 JIT ................................................................................................................................................ 28

3. Guidelines & plan of the modernization .................................................................... 31 4. Initial state of the assembly cell ................................................................................. 33 4.1. 4.2. 4.3. 4.4. 4.5.

Produced component .................................................................................................................... 33 Used technology ........................................................................................................................... 36 Work places .................................................................................................................................. 39 Layout .......................................................................................................................................... 52 Presentation of the process ........................................................................................................... 53

5. Modernization of the assembly cell ........................................................................... 59 5.1. 5.2. 5.3. 5.4. 5.5.

Analysis of manual operations ..................................................................................................... 59 Selection of the robot ................................................................................................................... 65 Ergonomic and safety at workstations .......................................................................................... 69 New layout ................................................................................................................................... 70 Presentation of the modernized process ....................................................................................... 71

6. Comparison ................................................................................................................ 76 Summary......................................................................................................................... 80 Bibliography ................................................................................................................... 83 List of figures ................................................................................................................. 85 List of tables ................................................................................................................... 87

ABSTRACT

The subject of this Master Thesis is development of the modernization concept about really existing assembly cell in GKN Driveline company in Oleśnica. Therefore, should be described some methods and techniques in production improvement, on which we can base on. It should be also presented evaluation parameters of initial and modernized state, which show that implemented changes improve production. The structure of this diploma thesis are two theoretical chapters and three chapters about the main problem: one introductory part about assembly cell and one chapter about my own modernization activities. In theoretical chapters are described nowadays trends of automatization and robotization in production processes. Then was presented a lot of methods and techniques which we can use during improvement the quality of producing product. We can distinguish two ways of techniques: methods used in betterment production organization and some philosophies in constantly improvement of quality. Next chapter is about initial state of the really existing assembly cell. It is described assembled component, work stations which are the part of assembly cell and all steps of operations during assembly process. When whole view about assembly process was clear, there was time for thinking about what we want to improve and in which way. The last chapter is about concept of modernization. First, the guidelines was presented and, using initially characterized trends and techniques, the modernization idea was described. Then, the selection of the robot and the main part of this thesis – process simulation and comparison of two state – was presented. Creating the modernization concept and doing simulations of two processes – with and without robotization – were needed to make a decision about improvement. After that, it can be possible to see which solution brings more benefits and will be more lucrative for company.

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ABSTRACT IN POLISH

Tematem niniejszej Pracy Dyplomowej jest stworzenie koncepcji modernizacji rzeczywiście istniejącej linii produkcyjnej w firmie GKN Driveline w Oleśnicy. W związku z tym powinny zostać opisane niektóre metody oraz techniki używane w usprawnieniu produkcji na których można bazować w niniejszej pracy dyplomowej. Dodatkowo powinny zostać

zaprezentowane

informacje

na

temat

stanu

wejściowego

oraz

stanu

zmodernizowanego, które po porównaniu pokażą korzyści płynące z modernizacji. Strukturą tej pracy dyplomowej są dwa rozdziały teoretyczne oraz trzy rozdziały dotyczące głównego problemu: jeden wprowadzający, w którym opisany został produkt oraz gniazdo produkcyjne w stanie początkowym, oraz 2 ostatnie dotyczące moich własnych pomysłów i koncepcji działań modernizacyjnych. W ostatnim rozdziale znajdują się również proste kalkulacje, które pomagają porównać stan przed i po robotyzacji. W rozdziałach teoretycznych opisane zostały trendy występujące w automatyzacji przemysłu oraz techniki i metody organizacyjne używane w usprawnieniu procesów produkcyjnych, między innymi te, z których korzysta współpracująca przy pracy dyplomowej firma GKN. Rozdziały praktyczne kończą się podsumowaniem, w którym ostatecznie porównane zostają miarodajne parametry dotyczące gniazda produkcyjnego przed i po modernizacji. Przypomniane zostają również szerokie korzyści płynące z zastosowanie robotyzacji w naszym konkretnym przypadku.

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INTRODUCTION

In the past, many things were done manually. Great manufactures were created. There were certain machines in them, but they came gradually and were not like today. Today many functions can be performed as a human machine. And it has its advantages. First of all, because machines can replace a person in many difficult situations. Industrial robots are very popular. And no wonder. It could have been predicted that robotization would not prevent the industry. Robots can handle a man where he needs a lot of strength, endurance, where repetitive work is or where work can be dangerous to man. This is related to the use of chemicals or high temperatures. The robot can be used to paint individual parts of a product that is manufactured at the factory. Imagine car production. The robot can paint individual parts of the car that are subsequently passed on the production line. The use of a robot in this case has many advantages. Man does not get stained with paint, the robot can have a paint tank and do the same thing over and over again. The same applies to chemical reagents. This robot can spray the elements passing through the production line. Robots can be used for storage. They can carry individual items, and those that would be too heavy for a man and arranged according to a certain pattern. They can pick up individual items from the final section of the production line and store them in strictly defined areas. Then these finished products will be picked up and transported to the warehouse, and from there will be prepared for further efforts. [25] In this Diploma Thesis we meet with the first described situation – repeatable actions in automotive industry. GKN Driveline company order new assembly cell – which will be called LINE20 planned for 4 employees, but with the idea of later robotization. Moves doing by employees was not complicated and repeatable – so robot seem to be better option for this production process. Robots are also increasing productivity in the manufacturing facility. And security. This means not only additional financial gains. It also means easier work and saves time. GKN Driveline company want to implement robotization in order to get better results on

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LINE20 and more profits from production. Company wanted also reduce 2 employees – at the beginning there were 4 employees on the line, without robot. There will be some limitation like place on the hall and maximum times for transport operation. GKN Driveline wanted also, that cost of implementation of robot will return during 2 years. Above issues are described in subsequent chapters in this Diploma Thesis. First, in chapters 1. and 2. are considered trends in automatization of processes and also methods used in improvement of production processes. In chapter 3. we goes to the man problem in this Diploma Thesis – here was presented guidelines and limitations of project. It was also formulate an action plan for our modernization. Chapter 4. showing us producing product, processes and initial state of LINE20. It was needed to create first balance for employees and observe how it works. From this chapter we have data about times can be collected and used in analysis and calculations in next two chapter. Whole chapter 5. was about modernization of LINE20. The main part of Diploma Thesis was described there – robot was chosen, new times for robotic operation was calculated and also production process was modernized for new situation. Because of all this steps the times of producing one component can be estimate and then we can go to the last chapter – calculation. At the end of this Diploma Thesis it has to be done some simple calculation connected with 2 year term for cost returning. Summary will be the answer on question: Did the robotization of this assembly cell have sense and can it bring expected profits?

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OBJECTIVES, SCOPE AND TASKS TO DO

OBJECTIVES AND SCOPE: The aim of the master thesis is to analyse the methods and tools used in mass production optimization with particular emphasis on assembly operations. The practical part of the work should describe the initial state of the really existing (in GKN Driveline in Oleśnica) assembly cell for a single product and propose the use of the previously described methods and optimization tools due to guidelines.

TASKS TO DO: 1. Literature analysis in the area of cell optimization in mass production. 2. Presentation of initial state of the assembly cell, product, technology and guidelines which aims to modernize. 3. Proposition of new layout, description of processes which will be modernize. 4. Presentation of valid parameters show positive impact on production process.

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1. TRENDS IN AUTOMATIZATION OF PRODUCTION PROCESSES

Innovation and development of modern technology is one of the most important elements for the industry to gain competitive advantage. Intelligent solutions, the use of Big Data and the increasing integration capabilities of the systems make the term Industry 4.0 increasingly popular and no one is surprised by the investment in this tool. Puls Biznesu reports that 25% of business executives know what the smart industry term is, while 56.7% of them use the robotics elements of their production lines. That's not all - 44.3% of the respondents indicated that they use Big Data solutions, and 40.2% use machine to machine and internetbased solutions (data from the Millward Brown, a large-scale, on- Siemens). The use of smart technology is therefore inevitable for all industries. [1] 1.1. INDUSTRY 4.0 The first industrial revolution initiated the invention of a steam engine and mechanization of work, the second one involved the introduction of mass production techniques, the third was in the last few decades with the introduction of electronic systems and information technology which automatize production processes. It is assumed that the fourth industrial revolution is fuelled by the development of new technologies such as cloud computing, Big Data and Internet of Things. Most of the solutions needed to run it are: internet, standardized data transfer protocols for production sites, simulation software, and collaborative portals that facilitate real-time engineering. The socalled Revolution 4.0 is a transition to cyber-physical systems. [2, 26]

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1.2. THE INTERNET OF THINGS (IOT) The Internet of Things are all everyday devices incorporated into a global network, smart and managed remotely. Today we can control the TV, change the temperature at home and receive remote notifications. The Idea of the Internet Things are also developing dynamically outside the immediate area of each of us. The industry in all its varied forms begins to intensively build competitive advantage by using "connected" machines (Figure 1.1.). IoT consists of 4 basic elements: •

devices that allow for active collection and transmission of measurement data representing their operation,

•

the communication network that connects the device (ie the Internet),

•

information systems capable of gathering incoming data,

•

analytical solutions that process data and allow for inference and gaining additional business value.

Figure 1.1. Internet of Things in relation industrial – consumer [29]

We are witnessing the fourth industrial revolution. Its key element is the creation of systems of interconnected sensors and actuators operating within a single global network. On the factory halls are built so-called. Things, but unlike the consumer market, they meet much more difficult requirements. In order to meet customer expectations, many automation

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companies have now started to offer solutions specifically tailored for the Internet of Things in the industry. [3] The fact that the Internet Things is a novelty confirms the state of implementation of this type of technology in the industry, where always the application of new technological solutions is somewhat delayed in relation to the consumer market. Industrial Internet Things are conceptually strongly promoted but also met with great resistance from maintenance engineers or factory managers. As for certain issues, there is no doubt that modern factories, in order to remain competitive in their fields, need to monitor the conditions of their respective processes more and more precisely. This, however, requires the use of a large number of sensors, from which large amounts of data are collected. Furthermore, the separate processing of individual data groups usually significantly limits the possibility of reasoning based on them. Therefore, it is crucial to send and collect all this information in central database systems and then process them efficiently. These data can be very valuable and this is for many completely different reasons. Not only do they contain some critical information about ongoing processes that could have leaked important business secrets if leaked. They are also valuable because of the hidden knowledge that can be drawn from them using appropriate algorithms. To do this, in practice, you need to use the most powerful enough computers, and a good way to get high computing power at low cost is to use the servers in the cloud. However, the idea of passing large amounts of valuable data to the Internet is often the point at which industrial owners say "stop." That's why IoT technology vendors in the industry have had to address some additional problems to convince their customers of the benefits of the Industrial IoT. [4] A major problem in deploying the Internet Things in the industry are connecting the two worlds: IT and operational (OT). Industrial IT systems are used to plan logistics, manage customer relationships, and help you make key decisions about how your business operates. Operating systems, however, serve to monitor the operating conditions of the devices, control them and to control the processes. The differences between IT and OT lie not only in different software but also in the requirements of these systems, implemented standards, and even in the way people work. [3] The benefits of IoT implementation can be estimated on the example of manufacturing plants. Accenture, based on its contacts and partners, has calculated that a well-organized

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Internet of Things in a factory increases its productivity by up to 30%. It is also said to reduce downtime by up to 12% with predictive maintenance, allowing up to 30% reduction in maintenance costs and up to 70% unforeseen failures. This data comes from real-world installations, such as the London Water and Sewage Plant, which significantly reduces the number of vulnerabilities in its infrastructure through thorough installation, deep analysis and access to real-time data. [4] Internet Things in the industry is a concept that can be implemented in many ways. The same is true of Industry 4.0, which also functions as a concept for the development of industrial plants. What is more, both these ideas are very close to each other, and their differentiation results more from the origin of the individual terms. It is possible that the Industrial Internet Stuff is perceived as the same concept for Industry 4.0, but not from Europe, but from the USA. In addition, some companies are trying to spread the word about their own products and which, if they were popularized, could have a positive impact on their device's recognizability. All this is happening for a reason. The Internet of Things seems to be a natural consequence of the evolution of devices, both consumer and industrial. In the latter case, it is a change that is so significant and profound that it can be called another industrial revolution. And while it sometimes leads to a performance improvement of only one percent, it should not be ignored. Current realities require that this type of optimization be pursued and the Internet for Things seems to be the best way to be successful. 1.3. BIG DATA Big Data defines the tendency for the search, retrieval, collection and processing of available data. It is a method of legal gathering of information from various sources and then analyzing and using it for your own purposes. As a result, a consumer profile is created which is later used to, for example, increase sales. The main thing in Big Data is therefore to process information and use in practice the conclusions flowing from it rather than collecting data itself. It is worth pointing out once again that the data collected and processed by analysts is obtained lawfully. Most often, they are related to services that already use it. So for example: •

banks collect data that results from movements in user accounts, such as payments made, their size and type of items purchased, 13

•

companies release their own applications that are downloaded by users to smartphones or tablets. When you install a product on your device, you most often automatically agree to the application's access to your data,

•

internet service providers may also collect such data through the service provided. Most often, consent is given in the rules.

Big Data is a tool that helps organizations better understand their own environment and consumers who use their products or services. So it is up to the qualified and knowledgeable staff to determine whether the companies will be able to use the collected data in an ethical and non-damaging manner to current and future users. [5] The manufacturing sector, particularly the process industry, is an excellent "generator" of information. It is estimated that in a typical FMCG facility producing hygienic articles, the number of events and changing values that could be recorded gives about a thousand data samples every ... 5 ms. After conversion it is 500 million per hour and 4 trillion per year. This is a huge amount of information that hides a lot of tips on how to optimize production processes, energy consumption and efficient use of machinery. In the case of chemical industry and related industries the numbers are about orders of magnitude larger and even minimal process improvements translate into big money. The only problem is how to find the most important data. With this problem industry is trying to cope not from today. Businesses use database software, they also implement historical data analysis tools to find trends and anomalies. There are also possibilities of using complex algorithms that, based on real-time correlation calculations, define, for example, the reason for stopping the production line and can direct the operations of the personnel. The fact that GE and IBM are the most "advanced" companies in the industry's Big Data industry are the new numbers and variations of this data. This necessitates the use of completely new technologies that will allow for the most efficient archiving of all process information - regardless of quantity and then efficient analysis. They are based on the example of Proficy Historian HD, data wholesalers, the use of global, distributed computing infrastructure and cloud computing. The purpose of these treatments is to enable the "full" bandwidth of the terabytes per year, only those that are actually needed at the time to optimize the process or, for example, predictive maintenance.

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Of course, as is the case for MES systems, they are not tools for everyone. They will certainly be interested in companies with extended machinery parks and companies operating in geographically large areas, ie, for example media providers. Over time, however, these technologies will penetrate into smaller analytical systems and standard database software. Today, however, it is important to note that a new, promising concept in the area of process data processing and data mining is developing. [6] However, the outline of technological development is, however, a catch. The main barrier to the implementation of the discussed systems is not the ability to analyse data but, above all, to retrieve them. Hence, the cost and often the prerequisite for implementing any IT solution is to measure the installation and complete data acquisition. Assuming that the Internet of Things will come with help, and that in the future we will have unbelievable resources in the future, one thing will not change - the other side will still need man. He must have knowledge of the process, be able to decide what to analyse and how to use his tools. Big Data will certainly provide new opportunities, but it will not slow it down because it cannot be programmed. So if we ever decide before we invest in ultra-modern IT tools, it is important to remember that every system is just as good as the operator operating it. [7]

1.4. CLOUD COMPUTING A computing cloud is a service that provides remote access to the computing power of IT equipment offered by external entities, available on demand at any time, and scalable as needed. Cloud computing (Figure 1.2.) is an alternative to your own data centre, without requiring significant investment costs associated with the construction of an appropriate data centre infrastructure. In this case, we will use the professionally prepared infrastructure and computing power of the IT service provider (resource pool). The computing power (processors, RAM, disk space, network devices, firewalls, bandwidth, etc.) will be increased or decreased at any time at our request, and the only limitation will be the size of the available pool of service provider resources. Thanks to the use of virtualization, this pool is available to every user according to his momentary needs. Charges in such a model are only charged and deactivated for actually used computing power at a given time. The user, using a

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specially prepared interface provider, is able to automatically add or remove virtual machines or their resources at any time. The number of information gained from machines and production systems is increasing exponentially, so there is a need for intelligent applications that allow for the analysis and analysis of inferences. The latter should be different, depending on the organizational level of the company. Then it would be best to manage the production, optimize it and increase the quality of the product.

Figure 1.2. Example of cloud computing – MindSphere [8]

At the bottom of the computing cloud are different data sources and devices - for example, drivers, robots, drives, sensors, computers, and more. On the other hand, cloud computing is the "on top" of IT systems that allow for the processing, analysis and visualization of data. Introducing the cloud not only reduces the cost of storing data, but it makes it possible to connect all systems and applications to one location. Combining two cloud and IoT technologies, we can now use global sensors to store, process, and share data to mobile devices anywhere in the world. [8]

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1.5. ROBOTIZATION Automation and robotization enters more and more sectors of the economy - not just the typical applications in the machinery (Figure 1.3.), food industry, but also in other areas of social life. It is currently believed that the development of robots will involve expanding the use of robots to new non-industrial areas, mainly in services, medicine and the pharmaceutical industry.

Figure 1.3. Cooperative robots’ work processing automotive body frames

Increased labour costs, increased competitiveness and continuous search for investment cost reductions, increased production flexibility while ensuring high repeatability of endproduct quality are key factors in the development of automation and robotics, which encompasses not only single sites but also entire production lines. Contemporary industrial robots are the solutions that contribute to a significant increase in production efficiency, financial success of an enterprise and increase its prestige. Manufacturers of industrial robots (Figure 1.4.), by introducing new designs to the market, strive for greater mobility and adaptability. The most popular robotic articulated constructions of robots have the ability to be used for practically any application. The

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benefits of buying a robot, however, are their price. This is particularly evident in applications where the task can be performed by a mechanism with less degrees of freedom than the one offered by the robot. This is why simple manipulators often use manipulators of a design that is dedicated to a specific application instead of robots. Dedicated solutions are characterized by the fact that it is difficult for them to replace a particular manufacturer. Mostly, however, they are based on kinematic schemes that allow the execution of motion in 2, 3 or 4 axes - usually linear. The manner in which the manipulator moves in the axes of the manipulator often uses commonly available components, such as bearings and linear guides or ball screws. Currently available in the market in this area allow to meet even very specific customer requirements, ie increased load capacity or resistance to dirt and thus the ability to work in a dusty environment. [9]

Figure 1.4. Types of robots using in industry [30]

At this time we are witnessing some interesting changes in automation and robotics, called the fourth industrial revolution, or industry 4.0. The basic principle of the change is the combination of the information technology world with highly developed industrystandard technologies in the CPPS (Cyber Physical Production Systems). Only with efficient, flexible and, above all, safe manufacturing systems, will future-oriented automation concepts be developed. The robot is the decisive component of the future factory in which the human being stands (Figure 1.5.). Developed new products must also be compatible with the surrounding digital world. For flexible response, control of data streams from global networks around the 18

globe and their processing and linking of digital control systems to different systems, standardized interfaces based on mainstream information technologies are indispensable.

Figure 1.5. Employee working with robot [9]

Three main priorities are emerging: mobility, control and human co-operation, which reflect specific solutions in the field of robotics and control systems. [10]

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2. METHODS AND TOOLS USED IN PRODUCTION OPTIMIZATION

Technological progress in the production process manifesting itself in mechanization, automation and chemistry, as well as the growth of small and medium manufacturing plants, the expansion of infrastructure, etc. It is increasing the demand for good organization of workstations, methods of job evaluation, the value of this work. Since the beginning of the establishment of the work organization industry, these problems have been solved by various methods. Particular attention was paid to the reduction of

production

costs.

Electricity

consumption,

elimination

idle

of

machines.

Entrepreneurships are trying to make the most of the work of manufacturing and office equipment, saving the use of light energy - not by reducing light intensity, but by optimizing the intensity for different types of work. These issues are the subject of ergonomic analyses, an important element of the close environment of the workplace. In contrast, the degree of use of machines and their efficiency depends on technical parameters, depends on working time. Therefore, organizational research is aimed at determining, for example, the unproductive working time of machines, the cost-effectiveness of multi-machine operation, and the use of time-based techniques based on direct observation (snapshot of the working day) and the analysis of production and economic documentation. These, and other organizational techniques are described in this chapter. [22, 27] 2.1. WORKING DAY STUDY Working day study is an element of projects aimed at studying the effectiveness of working time and, consequently, optimizing work processes and analysing employee effectiveness. The main source of information for work day photography is observation based on a specially prepared observation sheet. This sheet may have varying degrees of complexity depending on the specific objectives to be achieved.

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Purpose of taking photos of the working day: •

review and analysis of work processes including such elements as work organization, working time, time relationship used ineffectively to the time effectively used, importance of particular tasks and activities.

•

analysis of workload at individual positions,

•

analysis of ergonomics of processes and work practices,

•

observation of employee behaviour during their work (the main source of information in this case is observation and information collected from employees).

•

observation and analysis of workplace relationships, such as the climate of cooperation, the level of involvement of employees.

Implementing the above aims allows us to draw conclusions concerning: •

the degree of time spent by the employee,

•

determine the ergonomics of work and the number of necessary posts and staff,

•

identification of job evaluation criteria

•

production planning,

•

analysis of the processes taking place in the company,

•

analysis of hardware needs and technologies necessary for work. [11, 28]

2.2. STANDARD WORK Standardization is the process of introducing, communicating and improving standards. Without it, it is impossible to continually improve and achieve operational excellence. Standardization, standard and standard work are three concepts that should be understood by every employee of the company - from the CEO to the operator. Standard work is the best method of producing products. Its basic principle is to conduct production in an effective and repetitive manner, by concentrating on human movements and systematically improving the elements of work. Standardization allows each line employee and supervisor to regulate and control the process. Standard is a rule or example that clearly describes the specific requirements. Must be strict, defined, documented and respected. [12]

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Standardization is one of the basic principles of Lean Manufacturing. It makes it easier to observe processes, measure them, discern discrepancies, and reveal problems. We often associate standardization with stiffening of working methods, freezing of change and bureaucracy, which is a direct result of our experience of the examples of standardization as an end in itself, without realizing that it only makes sense in balance with continuous improvement and as a building tool needed for improvement. stability. Standardization used as a method of work organization for making changes for the better is undoubtedly a dynamic process.

Figure 2.1. Standardization presented as a wedge that allows the change to be fixed until further improvement [21]

Standardization (Figure 2.1.) is a wedge that prevents the ball from rolling off the ramp. Standardization of the process provides him with a point of momentary support, from which one can continue the way up. This is momentary support, as the wedge can crunch under the weight, so standard, the meaning and content of which is not constantly being made known to users who are not audited and updated if necessary, ceases to play its role of fixing the change and will not stop it from returning to use. Previous, worse practices and norms. Man trying to sort out the world around him has long used standardization. [21] In Lean Management systems, standardization has several basic uses: •

organization of the workplace,

•

visualization,

•

standardization of work,

•

time management tact.

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The first focuses on defining the organization of the environment in which the work is done, the second introduces the rules for describing and marking in the environment, the third defines the desired behaviour of the human and its interaction with the machine, and puts the work in measurable temporal categories. Standard work is defined as: approved, documented, currently the best method for safe and efficient work on the required quality level. Standardization can yield all processes that meet two basic conditions: •

are repetitive,

•

can be described.

It would seem that the repetition condition disqualifies processes that are not happening in frequent cycles, that is, standardization will make little sense for short work that results in long series of the same product. In practice it is difficult to imagine a process that is not to some degree repetitive: •

it may not repeat itself at any given hour on a given day but may appear repeatedly on a monthly or yearly scale (for example, the production of a rare variant of a product),

•

you may not repeat yourself, but will repeat to other employees (e.g. pretraining),

•

it may not repeat itself for a given plant, but it has a good chance of repetition (for example, the construction of a new factory). [13]

Standardization will bring us benefits if we apply it in all of the aforementioned situations, but for frequently repetitive production and peri-productive work, its introduction is an essential prerequisite for obtaining control of process parameters as well as any possibilities for improvement. All Lean Management tools and methods can be assessed for the difficulty of implementation and the benefits they can bring. One could argue for a precise positioning of the standardization of work in a matrix that takes into account both of these criteria, but it is undoubtedly a relatively difficult tool to implement fully (permanently, throughout the enterprise, with all the elements), while giving a very measurable, substantial benefit. [14]

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2.3. TIME STUDY This is one of the research methodology: continuous monitoring using a chronometer. Chronometry is the recording of the duration and rate of execution of individual components of a technological operation, which allows you to specify the performance standards of a work task or part thereof. Chronometry consists of phases such as analysis of the work process with the breakdown of the component activities, the completion of the necessary measurement of each activity, presentation of the results in tabular form (Figure 2.2.) or in the form of a man-machine card and determination of the process time under normal conditions.

Figure 2.2. Example of Time Study sheet [31]

Chronometry is used in the study of working methods and in the development of labour standards in an analytical-experimental way. The timing method has been developing since the second half of the 19th century. Its present form owes to S.E. Thompson, who developed it by measuring the time during the construction work, then took the experience he used to formulate the principles of timing measurements. [27]

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Hourly observations include measuring the duration of work cycle components using the appropriate instruments, recording results in the form, and estimating the pace of work. Because the time itself is usually measured at the time of the timing, it is necessary to enlarge it with appropriate additional times, i.e. preparatory and finishing time, and additional time overhead, including time for rest (tf) and workstation (to). [15] 2.4. SMED SMED Methodology (Single Minute Exchange of Die) is a collection of techniques and tools designed to shorten the time of setting up machines, devices and production processes. The main goal of the method, developed by the Japanese engineer Shigeo Shingo, is to make each unit in minutes (up to 10 minutes) by dividing and simplifying the process so that the arms are made with the smallest amount of tools. SMED is an acronym for the English Single Minute Exchange of Die, which means exchanging forms in one-digit minutes. The methodology originally created to assist in the quick setting up of presses has been successfully used in many different industries. It is worth pointing out that while it is often impossible to shorten the duration of armaments to less than 10 minutes, practice shows that every use of the SMED approach results in a very shortening and simplification of the tuning process. [23] Seven steps (Figure 2.3.) of Setup Reduction in the picture below:

Figure 2.3. Seven stages of SMED [32]

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SMED is based on the basic division of all operations and treatment in two groups: •

•

internal rebuilding,

external rebuilding.

All internal actions must be performed when the machine or machine is switched off (eg replacing a drill in a drill bit, replacing a die on a press). On the other hand, external revolutions are all those actions that can be performed before the machine is stopped or after the restart of the re-engineered process for the production of a new type of product. This division has far-reaching consequences because it is the internal rebuilding that results in loss of machine efficiency and downtime. The consequence is to lengthen the production series. It is most often from internal rearmament analysis and shortening process. [24] The most important advantages of reducing the time of changeover by using the SMED method include: •

higher production flexibility by reducing production batches and thus the ability to respond more quickly to customer order variables (which results in increased customer satisfaction).

•

lowering stocks of raw materials and materials, work in progress and finished goods,

•

the shorter productive transition time of a product through a stream of goodwill and thus improved liquidity,

•

better control over the rebuilding process, which manifests itself in raising the standards of work, safety and stability of the process itself,

•

higher productivity of machine and process upgrades,

•

raising the standards of the organization of the workstation by rebuilding it by ordering the process and all equipment associated with rebuilding. [16]

2.5. PDCA The PDCA is an acronym for the English words Plan-Do-Check-Act, which uses the term Standardize for the last shortcut. As one of the first in the 30s of last century, the PDCA cycle drew the attention of pioneer statistical solutions in the industry, Walter Shewart. Hence the PDCA cycle is also called the Shewart cycle. In the 1950s, PDCA was returned

26

to the PDCA concept, promoted by Edward Deming. So now you can also meet the name Deming Circle. The PDCA method is so universal that its use can relate to any activity. It is used as an element of continuous improvement of organization (ISO 9000), especially in broadly understood TQM. It is also the basis for improvement in relation to production plant environment (ISO14000 standards). The PDCA method can be applied to almost every situation in your business, regardless of your company's business profile and activity area that you want to optimize. It will be useful both when you have a task to do and a problem to solve. In production, the PDCA method is applicable to: •

solving problems,

•

organization of teamwork,

•

naming the tasks facing the project teams.

PDCA is a natural approach to solving problems and tasks raised to the rank of a method. There are four main phases (Figure 2.4.) in it, along with the steps to be taken to improve the organization and solve problems that are specific to each phase.

Figure 2.4. The Plan – Do – Check – Act cycle [33]

27

Phases of the PDCA cycle: •

Plan (Plan) - characterize the problem and then develop an implementation plan.

•

To (do) - introducing planned solutions and small scale changes to keep threats current.

•

Check - to check whether the results and results have been achieved earlier, with constant follow-up of key processes, whether new solutions arise or problems arise.

•

Act - implementing changes to a larger than expected target scale if previously achieved for the smaller scale has achieved the expected results, standardization of activities and introduction as our routine practice, plan and carry out the necessary training and monitoring solutions on a longer time scale.

In the industry, the PDCA cycle was widespread after World War II by Deming in support of the development of the Japanese economy. Then Deming as a quality guru was asked by the US authorities to support the Japanese industry in developing and improving quality. One of the first companies to have contact with Deming was Toyota. Utilizing the PDS(C)A approach and the natural Japanese pursuit of excellence in every aspect of business and life, Toyota has become a forerunner and has over the years been a role model for competition and the rest of the industry. [17]

2.6. JIT The just-in-time method is to deliver the materials needed to produce the products or services exactly as needed for the company and exactly as they need it. The main goal of this method is to reduce stocks to the minimum necessary, optimize supply, and consequently reduce production costs. The specifics of JiT concept (Figure 2.5.) well explains Masaaki Imai. The Japanese author cites the differences between push production and pull production. [22]

28

Figure 2.5. Just in Time concept [34]

Push production (used by most manufacturing companies) is that every cell in a company produces as many products as possible. It is based on the premise that once the company is going well, it is necessary to produce as much as possible in order to have stocks in the future if the situation is worse. The disadvantage of such a method is, however, to accumulate too much stock that causes high costs of storing products or components used in production, the risk of reducing the value of products, and the use of employee energy in the wrong way, as they perform tasks that are not needed at the moment. On the other hand, pull production, which are typical of JiT businesses, are exactly the opposite. This type of production is reduced to the production of as much goods as is needed at a given moment. Companies using this type of production try to anticipate the demand for a product for the immediate future and control the manufacturing process to adjust the quantity produced to supply on the market. In this way, the company becomes more flexible and avoids problems with product storage and the unprofessional use of energy and skills of the company's employees. The experience of just-in-time companies shows that this method can bring many benefits. Some of them have already been mentioned before, but it is worth pointing out once again the greatest benefits of the just-in-time concept:

29

•

cost optimization. This is especially true for a sustained reduction in product storage costs and a reduction in the costs of over-production,

•

adaptation of the process of manufacturing products or services to the needs of the market, i.e. generating as many products as they want to buy customers at a given moment,

•

efficient use of energy and employee skills, which is a consequence of optimization of production processes. This enables employees to focus on those tasks that are most important to the company at the moment,

•

better organization of supplies. This applies both to supplies of materials needed to produce products or services and to the delivery of final products to the customer,

•

reduce the risk of product impairment. When a company produces more products than it is able to sell at the moment, stocks are in a store where they may be destroyed or lost. Just-in-time greatly reduces this possibility. [18]

30

3. GUIDELINES & PLAN OF THE MODERNIZATION

When we want to prepare concept of modernization, we have to formulate some guidelines, which will help us to do plan of the modernization. We aim to: 1. Limiting or liquidation of manual assembly stations (reduction of posts from 4 workers to 2 workers). 2. Increase efficiency (now we producing something about 750 components per one shift) while reducing production costs. In GKN Driveline company, new project must be returned within 2 years. 3. More efficient use of working time. 4. Reduce the number of defective products. 5. Improved repeatability and end-product quality. Simultaneously, we must take into consideration the limitations such as: 1. Restricted space on the production hall - 9,33m x 9,66m (Figure 3.1.), 2. Last workplace (OP60) must be next to the special platform for finished parts (the platform should be placed along the transportation path), as below:

Figure 3.1. Special place for LINE 20 on production hall [mm]

31

3. We cannot overstep the maximum manual times for operations: Table 3.1. Maximum manual times for each operation OPERATIONS:

OP10

OP20&30

OP40

OP50

OP60

MAXIMUM MANUAL TIMES:

17 sec.

9 sec.

30 sec.

22 sec.

25 sec.

Let me now analyse which steps I need to do in order to improve new LINE 20. After get acquainted with the guidelines and with initial state of the assembly cell I should create an action plan: 1. Analysis of manual operations suitable for robotization, 2. Analysis of ergonomic aspects on work places, 3. Selection of the robot , 4. Adaptation workplaces to robot, 5. Create a new layout, 6. Define the times for robotized operations 7. Presentation of valid parameters depicting the impact of the modernization.

32

4. INITIAL STATE OF THE ASSEMBLY CELL

Described assembly cell, also called as LINE 20, is a new cell. It contain new, special, produced by external company, machines, designed in way, that they had to meet the requirements – especially requirement for production time. There are plans to modernize LINE 20 by robotizing several workstation in close future. Because of that, we have to know more about product, each workstation and all production steps – especially manual steps. When initial state will be well known, we will be able to find some places in assembly process, in which robot can be a better option. More information about LINE 20 below. 4.1. PRODUCED COMPONENT The CV (constant velocity) half shaft (or drive axle) is a mechanism that transmits power from the transaxle/differential directly to the wheels. Each shaft has two homokinetic joints - a fixed joint on the side of the wheel and an articulated axle with a large angle of inclination of the axle on the gearbox side, connected by a connecting shaft (Figure 4.2.).

Figure 4.1. Half-shaft – finished component

The joints that connect half shafts on either end are subject to significant wear. The most prudent maintenance for these systems is to maintain the integrity of the joint boots, which are rubber sleeves around the constant velocity joints. The boots keep grease in and debris out. A torn or missing boot allows for accelerated wear.

33

Figure 4.2. Location of half-drive in a car [4]

A half shaft is essentially a drive axle, and it's so named because it does half of the job, extending from a transaxle or differential to one of the wheels. Its twin on the side completes the set. [4] The half shaft produced in GKN Driveline (Figure 4.1.) is composed of several elements which are assembled on production cell: Table 4.1. Components of the half shaft OP

SUBASSEMBLY

COMPONENTS

shaft UF boot (left – wheel side)

OP10

VL boot (right – gearbox side)

small clamp (wheel side)

34

big clamp (wheel side)

small clamp (gearbox side)

big clamp (gearbox side)

circlip

OP20

joint (wheel side)

OP40

joint (gearbox side)

35

OP60

label

Weight of some types of half shafts varies between 8 – 10 kg. [19]

4.2. USED TECHNOLOGY In GKN Driveline we have any author’s technologies, just technologies ordered from outside companies. We have to present some of them, because of later analysis of operations and adapting this to the robot. Table 4.2. Technology used in each operations NUMBER OF OPERATION

ACTIVITIES

TECHNOLOGY clamp closing

OP10

assembly boots, clamps and circlip Assemble: Retaining Circlip

OP20

joint (wheel side) greasing

Using flowmeter

OP30

joint (wheel side) with shaft assembly, tests

Press: IC-shaft into Fixed Joint

OP40

joint (gearbox side) with shaft assembly, tests, greasing (under the both boots)

Press: IC-shaft into VL Joint

OP50

clamp crimping, small clamp closing, big clamp closing

Clamp closing (oetiker gun) Multicrimp - link

OP60

label applying, weight and visual control

Barcode scanning

Assemble: Fixed Joint Retaining Circlip o Field of Validity: This standard is valid for all fixed joint retaining circlips fitted to the IC shaft groove. Compliance with this standard is a mandatory requirement; deviations must be authorized through the Product Deviation Control Procedure (STD 100010).

36

o Process Definition: The circlip standard drawing states “the circlip internal diameter has to be maintained after the part has alternately passed over a mandrel and through a ring gauge five times”. The mandrel diameter is the maximum IC-shaft spline diameter. It is recommended that assembly be performed in the same way, with a cone and in the IC-shaft axial direction. The circlip has to be pushed to its location position inside the IC-shaft groove. The retaining circlip assembly can be performed either manually or automatically. o Active Tooling: A cone and pusher is used to assemble the circlip. The large diameter of the cone is the maximum spline diameter at the end of the IC-shaft. The IC-shaft is placed directly onto the cone. It is recommended that the cone angle is between 5 and 10 degrees. The pusher (multi-part tooling) must have an adjustable internal diameter, so that it matches the external diameter of the cone and doesn’t allow the circlip to jam between the cone and pusher at any section. Figure 4.3. shows a three-segment pusher. [19]

Figure 4.3. Example of Multi-part Circlip Pusher Tool [19]

37

Crimp: Stepless Ear Clamps o Field of Validity This standard is valid for crimping both large and small Stepless Ear Clamps on standard joints as defined in STD 100273. Compliance with this standard is a mandatory requirement; deviations shall be authorized through the Product or Process Deviation Control Procedure (STD 100010). The naming convention for clamps’ parts is defined in Figure 4.4. below. This is to ensure the use of common terminology within GKN Driveline.

Figure 4.4. Part Names: Stepless Ear Clamp [19]

o Process Definition: The clamp is closed (Figure 4.5.) by drawing the lower radii of the ‘ear’ together, using tools (pincers) developed or endorsed by the clamp supplier.

Figure 4.5. - Gap after Clamp is closed [19]

The clamp ear is deformed with a constant tool jaw force (force priority closure: the force has to be applied rather than achieving a specified position).

38

Upon application of the correct clamping force (on a clamp correctly sized), the two crimped sections (sides) of the clamp must not contact each other (‘s’ must be greater than zero). Contact between the sides of the clamp must be prevented because the boot would be compressed with a lower force than is applied by the pincer (because part of the force is just being used to compress the clamp ear against itself). [19] 4.3. WORK PLACES Described assembly cell contain 5 workstations (Figure 4.6.): 1. OP10 – which is supported by WORKER_1. Here shaft, boots and crimps are assembled together. 2. OP20&30 – which is supported by robot in OP20 and WORKER_2 in OP30. In OP20 joint is greasing by robot. In OP30 subassembly from OP10 is assembled with join (wheel side). 3. OP40 – which is supported by WORKER_2 and WORKER_3. Here subassembly from OP30 is assembled with joint (gearbox side) and grease is given under boots. 4. OP50 – which is supported by WORKER_3. Here all clamps are positioned and crimped. 5. OP60 – which is supported by WORKER_4. Here finished component are measured and verified, label is sticked.

Figure 4.6. Simple scheme of process flow

39

Due to points above, we have 4 workers in 5 workstations. Each workstations has special machine, produced by external company, according to requirements of GKN Driveline in Oleśnica. Mostly, worker should only put the parts into machine’s nest, and wait for automatic assembly by it. LINE20 was produced with intention of later robotization – so here we have more automatic moves, and quite little manual moves for employees. But we have some exceptions: •

in operation OP50 worker has to positioning clamps (using 2 hands) sometimes here is also greasing operation,

•

in operation OP60 (quality control), worker must also do a visual control and stick a label.

Workstations have to be placed in specially defined area (Figure 4.7.), intended for LINE 20 rectangle with dimensions 9,33m x 9,66m. Last workstation should stay next to special PLATFORM FOR FINISHED PARTS. Above the assembly cell should stay the frame for screens and wiring. Dimension of this frame may be agreed later – the only requirements are rectangle shape and supporting columns cannot overlap the machinery.

Figure 4.7. Hall space for LINE 20

Below we can read all requirements and deep characteristic of all operations, which was show to producer of machines. All guidelines and total times for each operation comes from customer order.

40

OPERATION 10 (OP10): •

Assumption: o Assembly position – horizontal, o Automatic transport to OP30 (operator 2), o Operator is able to do manual actions during automatic cycle (prepare boot and clamps, small clamp crimping).

•

Production procedures: Table 4.3. Steps and times in operation OP10

STEP

DESCRIPTION

CONTROL

MANUALLY AUTOMATIC

1

Presence control of the lower mandrel in the nest

RFID Sensor



2

Presence control of the upper mandrel in the nest

RFID Sensor



3

Loading UF boot with clamp on the lower nest (left)

4

6

Boot presence control on the nest Loading VL boot with clamp on the upper nest (right) Boot presence control on the nest

7

Loading shaft to the nest and jaws

8

Control present shaft in the nest and jaws

9

RFID assembly

10

RFID reading

11

Start button

12

Lock shaft by jaw



13

Assembly boots and clamps on the shaft



14

Assembly UF circlip on the shaft



15

UF clamp positioning

16

18

UF clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control Return assembly heads to the start position

19

Return mandrel to the circlip feeder nest

20

Release part if OK



21

Start button



22

Loading circlip to the mandrel



23

Automatic transport to the next operation



5

17

 

Sensor

 

Sensor

 

Sensor

 RFID Sensor/Reader

 

  

P-Y

 

41

TOTAL MANUAL

TOTAL AUTOMAT

17 seconds

11 seconds

•

Additional equipment with machine: o

Transporter / buffer for two kinds of clamps (small UF clamp and small AAR clamp),

o

Transporter / buffer for two kinds of boots (UF boot and AAR boot),

o

LDVT and encoder to axis position control,

o

Traceability system (RFID),

o

Panel PC with MS Access for machine control (Advantech),

o

Mechanical switch for all movements on the panel (instead of buttons on the touch panel),

•

o

RFID reader in every panel (access to control panel),

o

PY samples if needed with RFID sensor,

o

Lighting on the operator working area,

o

Machine working area height needs to be adjustable.

Position of assembly (Figure 4.8.):

Figure 4.8. The way of assembly in operation OP10 [19]

•

•

Demonstration window real time diagram to show process requirements. o

graph with clamping force vs closing time,

o

graph with gap vs closing time.

Information about: o o o o

reference number, actual gap, actual force, cycle time. [19]

42

OPERATIONS 20&30 (OP20&30): •

•

Assumption: o

automatic transport to op30,

o

buffer in the conveyor for 30 joints,

o

additional buffer for finished parts from op30.

Production procedures: Table 4.4. Steps and times in operation OP20&30

STEP

DESCRIPTION

CONTROL

MANUALLY

AUTOMATIC



20.1

Loading join to the conveyor

20.2

Joint inner race levelling



20.3

Balls presence control in the joint



20.4

Joint greasing



20.5

Grease Quantity control Automatic transport joint in to the station 30 (in to the nest)

PY (flowmeter)

30.1

Presence control of the upper head in the nest

RFID Sensor



30.2

Presence control of the jaws in the nest

RFID Sensor



30.3

Loading joint on the nest

30.4

Control present joint in the nest

30.5

Jaws closing and positioning on the joint

30.6

Loading shaft to the nest and jaws

30.7

Control present shaft in the nest and jaws

30.8

RFID reading

30.9

Lock shaft by jaws (optional – if it is needed)

30.10

Centring and joint assembly with shaft

30.11

Control press force and position (Real time diagram)

30.12

Pull test

30.13

Control position and present assembled joint Return assembly heads and jaws to the start position Release part if OK

20.6

30.14 30.15

 

 

Sensor

  Sensor



RFID Sensor/Reader

  

Linear position sensor HBM force sensor Min / Max Force = 0  30kN

43



 

PY

  TOTAL MANUAL

TOTAL AUTOMAT

9 seconds

16 seconds

•

Additional equipment with machine: o

transporter / buffer for joints. Transporter needs to contain minimum 30 pieces of the joints.

o

on the joint transporter need to be: inner race levelling, visual balls control, greasing station,

o

joint lower head universal for all joint sizes,

o

LDVT and encoder to axis position control,

o

traceability system (RFID),

o

panel PC with MS Access for machine control (Advantech),

o

mechanical switch for all movements on the panel (instead of buttons on the touch panel),

•

o

RFID reader in every panel (access to control panel),

o

PY samples if needed with RFID sensor (without ball),

o

lighting on the operator working area.

Position of assembly (Figure 4.9.):

Figure 4.9. The way of assembly in operation OP30 [19]

44

•

Possible to change from panel / setup for boot assembly process (Figure 4.10., Figure 4.11.).

Figure 4.10. Demonstration window real t. diagram to show process req. [19]

Figure 4.11. Demonstration window to show every step process requirements [19]

•

Information about: o

reference number,

o

actual gap,

o

actual force,

o

cycle time. [19]

45

OPERATION 40 (OP40): •

Assumption: o vertical position assembly, o process cycle PUSH-PUSH, o greasing under UF boots.

•

Production procedures: Table 4.5. Steps and times in operation OP40

STEP

DESCRIPTION

CONTROL

1

Presence control of the upper head in the nest

RFID Sensor

2

Loading big VL clamp on the boot



3

Loading shaft to the jaws



4

RFID reading

5

Loading and centring joint on the shaft

6

Control present joint in the nest

7

Control press force and position (Real time diagram)

8

Process cycle: PUSH – PUSH (without pull)

9

Control position and present assembled joint

10

Greasing (under the both boots)

11

Grease Quantity control

12

UF boot positioning on the joint

13

Release part if OK

•

MANUALLY AUTOMATIC 

RFID Sensor/Reader

  

Sensor Linear position sensor HBM force sensor Min / Max Force = 0  30kN



 

PY

 

PY (flowmeter)

  TOTAL MANUAL

TOTAL AUTOMAT

8 seconds

15 seconds

Additional equipment with machine: o

LDVT and encoder to axis position control,

o

traceability system (RFID),

o

panel PC with MS Access for machine control (Advantech),

o

mechanical switch for all movements on the panel (instead of buttons on the touch panel),

o

RFID reader in every panel (access to control panel), 46

•

o

PY samples if needed with RFID sensor,

o

lighting on the operator working area.

Position of assembly (Figure 4.12.):

Figure 4.12. The way of assembly in operation OP40 [19]

•

Possible to change from panel / setup for boot assembly process (Figure 4.13., Figure 4.14.).

47

Figure 4.13. Demonstration window real time diagram to show process requirements (without pull test) [19]

Figure 4.14. Demonstration window to show every step process requirements (without pull test) [19]

•

Information about: o

Reference number

o

Actual force

o

Archived pressing force/position

o

Amount of grease

o

Archived amount of grease

o

Cycle time [19]

48

OPERATION 50 (OP50): •

Assumption: o assembly position – vertical.

•

Production procedures: Table 4.6. Steps and times in operation OP50

STEP

DESCRIPTION

CONTROL

MANUALLY

AUTOMATIC

3

Presence control of the lower mandrel in the nest Presence control of the upper mandrel in the nest Presence control of the lower MCR

4

Loading shaft to the nest and jaws

5

Control present shaft in the nest and jaws

Sensor



6

RFID reading

RFID



7

All clamps positioning



8

Start button



9

Clamp crimping (MCR – UF big clamp)



10

Return assembly heads to the start position



11

VL small clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control VL big clamp positioning



1 2

12 13 14 15 16

•

RFID Sensor



RFID Sensor



RFID Sensor

 



P-Y

 

VL big clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control Release part if OK



P-Y

 TOTAL MANUAL

TOTAL AUTOMAT

12 seconds

10 seconds

Additional equipment with machine: o

panel PC with MS Access for machine control (Advantech),

o

LDVT and encoder to axis position control,

o

traceability system (RFID),

o

mechanical switch for all movements on the panel (instead of buttons on the touch panel),

o

RFID reader in every panel (access to control panel), 49

•

o

PY samples if needed with RFID sensor,

o

lighting on the operator working area.

Position of assembly (Figure 4.15.):

Figure 4.15. The way of assembly in operation OP30 [19]

•

•

Demonstration window real time diagram to show process requirements. o

graph with clamping force vs closing time,

o

graph with gap vs closing time.

Information about: o

reference number,

o

actual gap,

o

actual force,

o

archived clamping force,

o

archived gap,

o

cycle time. [19]

50

OPERATION 60 (OP60): •

Assumption: o assembly position – horizontal.

•

Production procedures: Table 4.7. Steps and times in operation OP60

STEP

DESCRIPTION

CONTROL

MANUALLY AUTOMATIC

1

Loading half-shaft on the scale

Sensor



2

Half-shaft presence in the station

Sensor



3

RFID reading

RFID Sensor/Reader



4

Label applying

5

Label scanning

2D code reader



6

Weight control

scale



7

Visual control



8

Release part if OK



•



TOTAL MANUAL

TOTAL AUTOMAT

15 seconds

10 seconds

Additional equipment with machine: o

panel PC with MS Access for machine control (Advantech),

o

label printer (linked with traceability system – tags, machines and server),

o

traceability system (RFID),

o

mechanical switch for all movements on the panel (instead of buttons on the touch panel),

o

RFID reader in every panel (access to control panel),

o

2D code scanner for label reading,

o

PY samples if needed with RFID sensor,

o

lighting on the operator working area,

o

machine working area height needs to be adjustable.

o

server to collect data - please include this in offer as separate additional position.

51

•

Position of assembly (Figure 4.16.):

Figure 4.16. The way of assembly in operation OP60 [19]

•

Information about: o

reference number,

o

reference weight,

o

actual weight,

o

all barcode or 2D scanned information,

o

cycle time. [19]

4.4. LAYOUT Layout of initial state (Figure 4.17.) of assembly cell, with all needed dimensions and elements, was created in AutoCAD.

52

Figure 4.17. Layout for initial state of assembly cell

Layout of initial state was suggested by engineers form company, but finally it was created by author of this Master Thesis.

4.5. PRESENTATION OF THE PROCESS Balance for LINE20 of initial state – for 4 production employees – was created by author of this Master Thesis, with some suggestion from process engineer. It was the beginning of implementing LINE20, so balance for worker was not ready in company.

53

As part of this Master Thesis was made measurements of times for each production employee on LINE20. It was done by analysing 20 movies (Figure 4.18.) from production. The results are averaged and presented in the table.

Figure 4.18. A frame from a recorded assembly process

In the table below there is also all steps from each operations and generalized names of operations performed by employees for the purpose of creating a Standard Work Form. Table 4.8. Generalized names for each worker

ALL STEPS STEP

DESCRIPTION

1

Presence control of the lower mandrel in the nest

2

6

Presence control of the upper mandrel in the nest Loading UF boot with clamp on the lower nest (left) Boot presence control on the nest Loading VL boot with clamp on the upper nest (right) Boot presence control on the nest

7

Loading shaft to the nest and jaws

8

Control present shaft in the nest and jaws

9

RFID assembly

10

RFID reading

11

Start button

3 OPERATION 10

4 WORKERS

4 5

54

STEP

DESCRIPTION

TIME [s]



Charging and loading boots, clamps and shaft + start button

7

12

Lock shaft by jaw

13

Assembly boots and clamps on the shaft

14

Assembly UF circlip on the shaft

15

UF clamp positioning

16

18

UF clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control Return assembly heads to the start position

19

Return mandrel to the circlip feeder nest

20

Release part if OK

21

Start button

OP 20

17



22

Loading circlip to the mandrel

23

Automatic transport to the next operation

24

Charging part from OP10

6

WALK / TRANSPORT Loading join to the conveyor Joint inner race levelling Balls presence control in the joint Joint greasing Grease Quantity control Automatic transport joint in to the station 30 (in to the nest) Presence control of the upper head in the nest Presence control of the jaws in the nest Loading joint on the nest Control present joint in the nest Jaws closing and positioning on the joint Loading shaft to the nest and jaws

7

Control present shaft in the nest and jaws

8

RFID reading

9

Lock shaft by jaws (optional – if it is needed)

10

Centring and joint assembly with shaft Control press force and position (Real time diagram) Pull test

1 2 3 4 5 6 1 2 3 4 5

OPERATION 30



11 12 13 14 15

Control position and present assembled joint Return assembly heads and jaws to the start position Release part if OK

OPERATION 40

1

Presence control of the upper head in the nest

2

Loading big VL clamp on the boot

3

Loading shaft to the jaws

4

RFID reading

5

Loading and centring joint on the shaft

6

8

Control present joint in the nest Control press force and position (Real time diagram) Process cycle: PUSH – PUSH (without pull)

9

Control position and present assembled joint

10

Greasing (under the both boots)

UF clamp positioning

2

AUTO CYCLE

3

Release part + start button

1

AUTO CYCLE

2

Charging part from OP10

6

8

AUTO CYCLE

3 AUTO CYCLE

Loading to the nest OP30

6

AUTO CYCLE

8



Charging part from OP30

7



Loading clamp on boot and shaft to OP40

7

AUTO CYCLE

8

Start greasing

3

 55

3

(STEP1 – another worker, not from LINE20)



WALK / TRANSPORT

7



AUTO CYCLE

11

Grease Quantity control

12

UF boot positioning on the joint

13

Release part if OK

OPERTION 50

WALK / TRANSPORT

1

Presence control of the lower mandrel in the nest

2

Presence control of the upper mandrel in the nest

3

Presence control of the lower MCR

4

Loading shaft to the nest and jaws

5

Control present shaft in the nest and jaws

6

RFID reading

7

All clamps positioning

8

Start button

9

Clamp crimping (MCR – UF big clamp)

10

Return assembly heads to the start position

11

VL small clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control VL big clamp positioning

12 13 14 15 16

VL big clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control Release part if OK

OPERATION 60

WALK / TRANSPORT

1

Loading half-shaft on the scale

2

Half-shaft presence in the station

3

RFID reading

4

Label applying

5

Label scanning

6

Weight control

7

Visual control

8

Release part if OK

AUTO CYCLE

5



Charging part from OP40

8



Loading shaft to OP50 and clamps positioning

10

AUTO CYCLE

7

Big clamp positioning

2

AUTO CYCLE

6



Charging part from OP50 (BUFFOR)

5



Loading shaft to OP60

4



Label applying + supervision of AUTO CYCLE

7

 

Visual control Charging part from OP60 and put on the PLATFORM



6 5

In order to show using of machines and workers, there are some part from Standard Work sheet below: Table 4.9. Standard steps for each worker

WORKER

WORKER1

WORKER2

STEP

   

DESCRIPTION

TIME [s]

Charging and loading boots, clamps and shaft + start button

7

UF clamp positioning

2

Release part + start button

1

Charging part from OP10

6

56

WORKER3

WORKER4

           

Loading to the nest OP30

6

Charging part from OP30

7

Loading clamp on boot and shaft to OP40

7

Start greasing

3

Charging part from OP40

8

Loading shaft to OP50 and clamps positioning

10

Big clamp positioning

2

Charging part from OP50 (BUFFOR)

5

Loading shaft to OP60

4

Label applying + supervision of AUTO CYCLE

7

Visual control

6

Charging part from OP60 and put on the PLATFORM

5

Below we can see the graphic interpretation (Figure 4.19.) of production process for each worker:

Figure 4.19. Layout with workers and order of operations

57

LINE20 during first months of working is not balanced (Figure 4.20.) at all, WORKER_4 has more time of working than another workers:

25

21

20 15 10

9,5

12

12

WORKER_2

WORKER_3

5 0 WORKER_1

WORKER_4

Figure 4.20. Balance for workers

Now we can collect the most important information from which we will be able to show how is the using of workers and machines, how is the C/T (cycle time) and where we should implement some improvements. Table 4.10. Times of each operations

MANUAL + AUTO TIME [s]

TRANSPORT TIME [s]

OP10

19

5

24

OP20&30

20

8

28

OP40

28

9

37

OP50

28

7

35

OP60

20

5

25

(TO OP. + FROM OP.)

TOTAL TIME [s]

Therefore, the time of producing one component: 37 [s]. It will be needed to calculate amount of components producing during two years and compare it with data from modernized assembly cell.

58

5. MODERNIZATION OF THE ASSEMBLY CELL

As it was written before, company decided to create a modernization concept before implementing the LINE 20. It is important to emphasize, that we are dealing with unusual situation. Usually, modernization actions take place only when currently running line have some problems or when the parameters as efficiency, times etc. are unsatisfactory. It is worth to remind, that LINE 20 was created with intention of later robotization. In order to implementing this plan, we have to do concept of new situation.

5.1. ANALYSIS OF MANUAL OPERATIONS From all steps in each operation we should analyse manual operations, these which are done by worker. Mostly, automatic operations have to remain unchanged. Because of that the special program for special build machines is prepared for operation like this, we will not interfere in machines’ work. But there will be some exceptions. There will be only one criterium, when we consider robotization of manual operation on LINE20 – easy, translational move and putting into the nest using one type of grasper – without holding another parts and doing another activity on the same time (like clamps positioning - which needs another type of grasper like for putting component to the nest or greasing – also needed another type of grasper and holding the instrumentation for greasing).

59

Manual operations for robotic modernization below: OP10: Table 5.1. Analyse of manual steps in OP10 STEP

DESCRIPTION

COMMENT

3

Loading UF boot with clamp on the lower nest (left)

5

Loading VL boot with clamp on the upper nest (right)

7

Loading shaft to the nest and jaws

11

Start button

15

UF clamp positioning

20

Release part if OK

21

Start button

UF/VL boot – difficult to hold by robot’s grasper because of deformable material simple move, can be robotized / automated simple move, can be robotized / automated UF/VL boot – difficult to hold by robot’s grasper simple move, can be robotized / automated simple move, can be robotized / automated

OP20&30: Table 5.2. Analyse of manual steps in OP20&30 STEP

DESCRIPTION

COMMENT

This step will be operate by another worker (not from this assembly cell)

20.1

Loading join to the conveyor

30.6

Loading shaft to the nest and jaws

30.10

Centring and joint assembly with shaft

30.15

Release part if OK

simple move, can be robotized / automated

OP40: Table 5.3. Analyse of manual steps in OP40 STEP

DESCRIPTION

COMMENT

2

Loading big VL clamp on the boot

3

Loading shaft to the jaws

5

Loading and centring joint on the shaft

10

Greasing (under the both boots)

13

Release part if OK

simple move, can be robotized / automated more complicated move, hard to robotizing, necessity to adapt the machine simple move, can be robotized / automated

60

OP50: Table 5.4. Analyse of manual steps in OP50 STEP

DESCRIPTION

4

Loading shaft to the nest and jaws

7

All clamps positioning

8

Start button

13

VL big clamp positioning

16

Release part if OK

COMMENT

simple move, can be robotized / automated more complicated move, hard to robotizing, necessity to adapt the machine simple move, can be robotized / automated more complicated move, hard to robotizing, necessity to adapt the machine simple move, can be robotized / automated

OP60: Table 5.5. Analyse of manual steps in OP60 STEP

DESCRIPTION

4

Label applying

7

Visual control

8

Release part if OK

COMMENT

another robot / gripper is needed, compared to operations above have to be doing by human putting part to PLATFORM FOR FINISHED PARTS – too long distance

We can see then, that it will be easier to consider robotization of OP30, OP40 and OP50, because of simple move in assembly. Analysing manual steps in OP10 and OP60, we stumbled on some issues like: •

in OP10 (Figure 5.1.) - problematic holding of rubber boots by grasper. Needed special grasper. Decision about resignation from the robotization of this operation.

61

Figure 5.1. Rubber boots in OP10

•

in OP60 (Figure 5.2.) - necessary visual control which need specially additional hardware and software for robot. Decision about resignation from the robotization of this operation.

Figure 5.2. Quality control in OP60

62

All of this points to the fact, that we will robotize all simple manual steps for three operations and also transport between each operations (also from OP10 to OP30 and from OP50 to buffer for last operation). But we still need workers to operate OP10 and OP60. Some problematic places will be also: •

step 10 in OP40 (Figure 5.3.) – here operator has to supply grease under both boots and positioning clamps. This activity require using two hands, so this operation has another specific in comparison to other (not only transporting and placement component to the nest).

Figure 5.3. Greasing OP50

63

•

step 7 and 13 in OP50 (Figure 5.4.) – here operator has to position clamps and big clamp in special instrumentation of this process in machine. This activity also require using two hands, so grasper using for transportation component was not be suitable for this step.

Figure 5.4. Clamp positioning in OP50

In cases described above it will be possible to do some changes in machine. In another operation on another line we have similar solution for automated greasing and clamp positioning. For sure it will be helpful in implement changes in machines in OP40 and OP50.

64

5.2. SELECTION OF THE ROBOT

According to the fact, that in GKN company there are some places when we already use robot in assembly applications, there is a few tested machines. One of them seems to be suitable for our particular application in terms of size, price and functionality. Robot, which should be used in this application, on LINE20 should have: •

Range (Figure 5.5) - about 2 meters:

Figure 5.5. Space between machines and range for robot MH24

•

maximum payload – a sum of half shaft weight - 6,78 kg (Figure 5.6.) and grasper weight: it will be something about 20 kg.

65

Figure 5.6. Some part of assembly drawing of half shaft with weight [19]

The most important information about choosing robot below: Model: YASKAWA MH24 (Figure 5.7.)

Figure 5.7. Robot YASKAWA MH24 [35]

Applications: Assembly, Dispensing, Machine Tending, Picking/Packing

66

Controller:

Payload:

DX200, MLX200

24 kg

Horz. Reach (Figure 5.8.):

Vert. Reach (Figure 5.8.):

1,730 mm

3,089 mm

Figure 5.8. The view of robot YASKAWA MH24 and its range [35]

Figure 5.9. Axes legend for YASKAWA MH24 [35]

67

Figure 5.10. Specification of MH24 with maximum speed [35]

The robot manufacturer provides software and a cell or fence together with the robot, it is included in price which is something about 9 000 000 PLN. Choosing of grasper it is not one of the task to do in this Master Thesis – it will be choose by company at the end of the modernization actions.

68

5.3. ERGONOMIC AND SAFETY AT WORKSTATIONS According to point above, we should prepare required layout consisting six machines with buffer and platform for finished parts, one worker and choosing robot. Due to this fact, we have to consider safety aspect for worker and robot. As it was written before, cell or fence will be delivered by robot manufacturer. The robot will be separated from the worker's work area by tight-set machines and a grid (fence) with a hole for the conveyor belt transporting the component to the last operation OP60. The range of the robot will be switched off and adjusted to the working space. There are no limitations when we talk about spaces between machines. Machines can be set tight, one by one, and will not interfere with their work. This way can be saved a lot of space and separate the work from the other two employees. There is one ergonomic aspect for employee and it will be also good choice when we want to adapt workplaces to the robot. Actually there are some deep and high component containers (Figure 5.11.) for employees to bend in unnatural ways, and from which the robot might have problems with grasping the component. It is recommended to replace these containers with belt conveyors set at the height of the work of the hands, both of which the robot and the worker without difficulty and effort capture the component.

Figure 5.11. Container for joints 69

5.4. NEW LAYOUT Layout of modernized state of assembly cell (Figure 5.12.), with all needed dimensions and elements, was created in AutoCAD.

Figure 5.12. Layout of modernized LINE20

Layout of modernized state was totally created by author of this Master Thesis.

70

5.5. PRESENTATION OF THE MODERNIZED PROCESS The times for the robot were counted using the angle dimensions read from the layout (Figure 5.13.) and the speed of one of the robot axes. The working time of the robot actually consists of inter-operability time and the time it takes to load the component into the nest. It was decided that assuming 25% of maximal velocity in the slowest axle, we would put adequate stock of robot manipulation when inserting the component into the nest. Maximum speed in the slowest axle - S-axle (Figure 5.9.) - is 197°/sec. (Figure 5.10.), so we can assume speed 50°/sec. in our case.

Figure 5.13. The route between operations

All needed data and calculation in table below: Table 5.6. Time calculations for the robot

Angle [°] OP10  OP30

78

OP30  OP40

102

Speed [°/s] 50

71

Time [s] 1,56 2,04

OP40  OP 50

151

3,02

OP50  CONVEYOR

77

1,54

In the table below there is also all steps from each operations and generalized names of operations performed by employees for the purpose of creating a Standard Work Form. Table 5.7. Generalized names for each worker and robot

ALL STEPS STEP

DESCRIPTION

1

Presence control of the lower mandrel in the nest

2

6

Presence control of the upper mandrel in the nest Loading UF boot with clamp on the lower nest (left) Boot presence control on the nest Loading VL boot with clamp on the upper nest (right) Boot presence control on the nest

7

Loading shaft to the nest and jaws

8

Control present shaft in the nest and jaws

9

RFID assembly

10

RFID reading

11

Start button

12

Lock shaft by jaw

13

Assembly boots and clamps on the shaft

14

Assembly UF circlip on the shaft

15

UF clamp positioning

16

18

UF clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control Return assembly heads to the start position

19

Return mandrel to the circlip feeder nest

20

Release part if OK

21

Start button

22

Loading circlip to the mandrel

23

Automatic transport to the next operation

24

Charging part from OP10

1 2 3 4 5

WALK / TRANSPORT Loading join to the conveyor Joint inner race leveling Balls presence control in the joint Joint greasing Grease Quantity control

3 4

OPERATION 10

5

17

OP 20

2 WORKERS + ROBOT STEP

DESCRIPTION

TIME [s]



Charging and loading boots, clamps and shaft + start button

7

AUTO CYCLE

3

UF clamp positioning

2

AUTO CYCLE

3

Release part + start button

1

AUTO CYCLE

2

Charging part from OP10 and loading to the nest OP30

1







(STEP1 – another worker, not from LINE20)

AUTO CYCLE

72

8

6

Automatic transport joint in to the station 30 (in to the nest) Presence control of the upper head in the nest Presence control of the jaws in the nest Loading joint on the nest Control present joint in the nest Jaws closing and positioning on the joint Loading shaft to the nest and jaws

7

Control present shaft in the nest and jaws

8

RFID reading

9

Lock shaft by jaws (optional – if it is needed)

10

Centring and joint assembly with shaft Control press force and position (Real time diagram) Pull test

6

OPERATION 30

1 2 3 4 5

11 12 13 14 15



Control position and present assembled joint Return assembly heads and jaws to the start position Release part if OK

AUTO CYCLE

3

Charging part from OP10 and loading to the nest OP30

1

AUTO CYCLE

8

Charging part from OP30 and loading to the nest OP40

1

OPERATION 40

WALK / TRANSPORT

1

Presence control of the upper head in the nest

2

Loading big VL clamp on the boot

3

Loading shaft to the jaws

4

RFID reading

5

Loading and centring joint on the shaft

6

8

Control present joint in the nest Control press force and position (Real time diagram) Process cycle: PUSH – PUSH (without pull)

9

Control position and present assembled joint

10

Greasing (under the both boots)

11

Grease Quantity control

12

UF boot positioning on the joint

13

Release part if OK

7



AUTO CYCLE (with automatic greasing)

15

OPERTION 50

WALK / TRANSPORT

1

Presence control of the lower mandrel in the nest

2

Presence control of the upper mandrel in the nest

3

Presence control of the lower MCR

4

Loading shaft to the nest and jaws

5

Control present shaft in the nest and jaws

6

RFID reading

7

All clamps positioning

8

Start button

9

Clamp crimping (MCR – UF big clamp)

10

Return assembly heads to the start position

11

VL small clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control VL big clamp positioning

12 13

73



Charging part from OP40 and loading to the nest OP50

AUTO CYCLE (with automatic all clamps positioning)

2

20

14 15 16

VL big clamp closing by Oetiker gun Closing force control during clamp closing and clamp presence control Release part if OK

OPERATION 60

WALK / TRANSPORT

1

Loading half-shaft on the scale

2

Half-shaft presence in the station

3

RFID reading

4

Label applying

5

Label scanning

6

Weight control

7

Visual control

8

Release part if OK



Charging part from OP40 and loading to the COVEYOR

1



Charging part from CONVEYOR + loading shaft to OP60

4



Label applying + supervision of AUTO CYCLE

7

 

Visual control Charging part from OP60 and put on the PLATFORM

6 5

Table 5.8. Standard steps for each worker and robot

WORKER

WORKER1

ROBOT

WORKER4

STEP

DESCRIPTION

TIME [s]



Charging and loading boots, clamps and shaft + start button

7



UF clamp positioning

2



Release part + start button

1



Charging part from OP10 and loading to the nest OP30

2



Charging part from OP30 and loading to the nest OP40

2



Charging part from OP40 and loading to the nest OP50

3



Charging part from OP40 and loading to the COVEYOR

2



Charging part from CONVEYOR + loading shaft to OP60

4



Label applying + supervision of AUTO CYCLE

7



Visual control

6



Charging part from OP60 and put on the PLATFORM

5

74

Now we can collect the most important information from which we will be able to show how is the using of workers and machines, how is the C/T (cycle time) and where we should implement some improvements.

Table 5.9. Times of each operations

MANUAL + AUTO TIME [s]

TRANSPORT TIME [s]

OP10

18

2

20

OP20&30

8

4

28

OP40

15

5

20

OP50

20

5

26

OP60

20

4

24

(TO OP. + FROM OP.)

TOTAL TIME [s]

Therefore, the time of producing one component: 26 [s]. It will be needed to calculate amount of components producing during two years and compare it with data from modernized assembly cell.

75

6. COMPARISON

If we want to check, how many half shafts will be produced during two years, we will use times from chapters 4. and 5. and also some data below: •

time of one shift (without break for employee): 7h 45min = 465min = 27900 [s]

•

2 shifts per day

•

252 work day during one year

•

5% of waste

Calculations for initial state:

27900 [s] : 37 [s] = 754 components per shift 754  2 [shifts] = 1508 components 95%  1508 ~ 1435 components 2 [years]  252 [days]  1435 ~ 723.240 components

Calculations for modernized state: 27900 [s] : 26 [s] = 1116 components per shift 1116  2 [shifts] = 2232 [components] 95%  2232 ~ 2120 [components] 2 [years]  252 [days]  2120 ~ 1.068.480 components Calculations of % increase of efficiency (data for one shift): (1116 – 754)100% : 754 ~ 48%

We have to collect some information about forecasted costs of robotization of LINE20 in order to calculate that this project will return:

76

•

Cost of the robot with instrumentation:

•

Cost of the modernization 2 machines (OP40 and OP50): on

1.000.000 [PLN] this

level

of

modernization we cannot estimate it, so it will not be taken in calculation •

Cost of one employee per one month:

6.000 [PLN]

•

Margin of one half shaft:

21 [PLN]

Difference between amount of components before and after robotization (during 2 years): 1.068.480 - 723.240 = 345.240 [components] Benefits from produced half shafts: 345.240 [components]  21 [PLN] = 7.250.040 [PLN] Cost of 2 employees during 2 years of work: 2 [employees]  24 [months]  6.000 [PLN] = 288.000 [PLN]

Final expenses: robotization (1.000.000 PLN) + machines’ modernization (?) = more than 1.000.000 PLN Final benefits: produced half shafts (7.250.040 PLN) + saved money on 2 employees (288.000 PLN) = something about 7.500.000 PLN

From this simple calculation we can say that this robotization will bring benefits for GKN Driveline company, even if we do not exactly know cost of modernization two machines in order to adapting for the robot. We should also adding cost of electricity and robot’s service and maintenance but there was no access to data about this during realize this Diploma Thesis.

77

Below comparison (Figure 6.1.) of initial and modernized production process in the timeline (blue – WORKER1, orange – WORKER2, purple – WORKER3, green – WORKER4, grey – AUTO, pink – ROBOT).

Figure 6.1. Comparison of initial and modernized production process with the longest operations

78

From this comparison (Figure 6.1.) we can take the longest operation from each case, which will be characterized our process. We also can say, that robot have a lot of time between its charging & loading operations, because of duration of autocycle. So robot always will be waiting for its operation – here we have stock of time which can be used for example, when in future there will be twin assembly cell next to this cell. Robot without any problem will be able to support two assembly cell.

79

SUMMARY

Robotic production is an increasingly prominent trend in Polish manufacturing companies. Both single sockets as well as entire technological lines are equipped with robotic posts. The cost-effectiveness of industrial robots always has to be supported by an economic account. Many other advantages of robots also affect the concept of slim production management. Every investor, when deciding to robotize his plant, expects this investment to increase production efficiency, improve the quality of manufactured items, and relieve workers from heavy and monotonous tasks. From the point of view of the customer for whom the purchase of a robotized job will be the first such venture, it is certainly not an easy decision, which will cost him a lot of time and thought. In this case it was obvious, that robotization brings a lot of benefits. This is more complicated process, where we have repeatable activities. Even without analysing times and cost for this production process. In addition, here we have assembly line which was created for future robotization which means, that engineers in company know about advantages. Among the most important criteria taken into account when planning a robotized production slot is certainly the cost-effectiveness of the implementation, i.e. the return on investment. For a production slot to be effective and the return on investment as short as possible, the company must meet several conditions. The first and most important of them is the development of guidelines for the project. It is made by a technologist-planner, working in the company where the line is to be assembled. Sometimes, this task is entrusted to an integrating company that will be responsible for implementation. As part of the objectives of the project are included standards for the manufacturing company. This applies mainly to assemblies and parts and some technical solutions, such as additional safety requirements, the company's control systems or space available. In chapter 3. was presented guidelines and limitations of project described in this Diploma Thesis. From this information we know what are the expectations of company and

80

where we can find some problems. It was also formulate an action plan for our modernization. Then, whole chapter 4. showing us how LINE20 work at the beginning of their existing. It was needed to create first balance for employees and observe how it works. After a few months, data about times can be collected and used in analysis and calculations in next two chapter. Chapter 5. was about modernization process. There has to be analyse which operation can me robotize, which machine have to be adapted to the robot and how new layout will be look like. The main part of Diploma Thesis was described there – robot was chosen, new times for robotic operation was calculated and also production process was modernized for new situation – work for 2 employees and robot instead of 4 employees. Because of all this steps the times of producing one component can be estimate and then we can go to the last chapter – calculation. At the end of this project it has to be done some simple calculation connected with guidelines – 2 year term for cost returning. It is clearly visible that robotization should bring company benefits in the amount of about 6.000.000 PLN. In addition to these visible benefits are also those resulting from the stock of time that created the application of the robot. It is about time stocks created between the auto cycles for the work of the robot and the stock of time resulting from the shortening of the entire production process. In the last chapter, suggestions have been made as to how to use the previously accumulated time stocks. The use of the robot will naturally introduce a measure at this stage of production. Tasks will be executed precisely and repeatedly with the cycle time preserved at the individual stations and constant productivity of the entire production line. Thanks to the commitment of the robot to accomplish this task eliminates downtime. The line will work smoothly and tasks will be carried out without mistakes. This will increase productivity while reducing the number of defects and reimbursements, which will have a positive impact not only on the company's financial performance, but also on image in the eyes of product recipients.

81

Robotization allows for an optimal and stable production process, eliminating unnecessary work and stabilizing cycle times. An important aspect of robotization is the fact that it allows you to easily collect complete information about the activities performed on the position and their duration, which can lead to further improvements and continuous improvement of the production process. In addition to the purely economic benefits of robotization, there is also an easier organization of production and logistics. The introduction of robotic production facilities allows for further development and continuous improvement of the process, which allows us to keep up market trends and stay competitive on the global market. [20]

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[17] http://lean-management.pl/lean-management/zmniejszaj-koszty-dzieki-pdca/ [date of access: 10.08.2017] [18] https://shaikmoin.wordpress.com/jit-just-in-time/ [date of access: 10.08.2017] [19] GKN Driveline company documentation [20] http://www.utrzymanieruchu.pl/menu-gorne/artykul/article/przemysl-40-internetrzeczy-w-produkcji-przemyslowej/ [date of access: 10.08.2017] [21] M. Rother, Toyota Kata, Lean Enterprise Institute Polska, Wrocław 2011 [22] M. Imai, Gemba Kaizen, A Common-sense, Low-Cost Approach to Management, The McGraw Hill Companies, Wrocław 2006 [23] L. Kornicki, OEE dla Operatorów, Całkowita efektywność wyposażenia, ProdPress.com, Wrocław 2009 [24] L. Kornicki, Standaryzacja pracy na hali produkcyjnej, ProdPress.com, Wrocław 2008 [25] G. Kost, Automatyzacja i robotyzacja procesów produkcyjnych, Polskie Wydawnictwo Ekonomiczne, Warszawa 2013 [26] T. Iwański, Jarosław Gracel, Przemysł 4.0, Rewolucja już tu jest. Co o niej wiesz?, ASTOR whitepaper, broszura firmy ASTOR 2016 [27] J. Żurek, O. Ciszak, Metody badania czasu pracy w procesach montażu, Technologia i Automatyzacja Montażu, Poznań 2006 [28] Z. Jasiński, Zarządzanie pracą – organizowanie, planowanie, motywowanie, kontrola, Agencja Wydawnicza „Placet”, Warszawa 1999 [29] http://eecatalog.com/IoT/2015/07/06/software-quality-and-the-industrial-internetof-things-why-it-matters-now/ [date of access: 10.08.2017] [30] http://www.roboticstomorrow.com/article/2014/02/the-less-is-more-approach-torobotic-cable-management/236/ [date of access: 10.08.2017] [31] http://www.velaction.com/time-observation-sheet/ [date of access: 10.08.2017] [32] http://setupreductiononline.com/ [date of access: 10.08.2017] [33] https://www.mindtools.com/pages/article/newPPM_89.htm

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LIST OF FIGURES

Figure 1.1. Internet of Things in relation industrial – consumer [29] ............................ 11 Figure 1.2. Example of cloud computing – MindSphere [8] .......................................... 16 Figure 1.3. Cooperative robots’ work processing automotive body frames ................... 17 Figure 1.4. Types of robots using in industry [30] ......................................................... 18 Figure 1.5. Employee working with robot [9] ................................................................ 19 Figure 2.1. Standardization presented as a wedge that allows the change to be fixed until further improvement [21] ............................................................................................... 22 Figure 2.2. Example of Time Study sheet [31]............................................................... 24 Figure 2.3. Seven stages of SMED [32] ......................................................................... 25 Figure 2.4. The Plan – Do – Check – Act cycle [33] ..................................................... 27 Figure 2.5. Just in Time concept [34] ............................................................................. 29 Figure 3.1. Special place for LINE 20 on production hall [mm].................................... 31 Figure 4.1. Half-shaft – finished component .................................................................. 33 Figure 4.2. Location of half-drive in a car [4] ................................................................ 34 Figure 4.3. Example of Multi-part Circlip Pusher Tool [19] ......................................... 37 Figure 4.4. Part Names: Stepless Ear Clamp [19] .......................................................... 38 Figure 4.5. - Gap after Clamp is closed [19] .................................................................. 38 Figure 4.6. Simple scheme of process flow .................................................................... 39 Figure 4.7. Hall space for LINE 20 ................................................................................ 40 Figure 4.8. The way of assembly in operation OP10 [19].............................................. 42 Figure 4.9. The way of assembly in operation OP30 [19].............................................. 44 Figure 4.10. Demonstration window real t. diagram to show process req. [19]............. 45 Figure 4.11. Demonstration window to show every step process requirements [19] ..... 45 Figure 4.12. The way of assembly in operation OP40 [19] ............................................ 47 Figure 4.13. Demonstration window real time diagram to show process requirements (without pull test) [19] .................................................................................................... 48 Figure 4.14. Demonstration window to show every step process requirements (without pull test) [19].......................................................................................................................... 48 Figure 4.15. The way of assembly in operation OP30 [19] ............................................ 50 Figure 4.16. The way of assembly in operation OP60 [19] ............................................ 52

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Figure 4.17. Layout for initial state of assembly cell ...................................................... 53 Figure 4.18. A frame from a recorded assembly process ................................................ 54 Figure 4.19. Layout with workers and order of operations ............................................. 57 Figure 4.20. Balance for workers .................................................................................... 58 Figure 5.1. Rubber boots in OP10 ................................................................................... 62 Figure 5.2. Quality control in OP60 ................................................................................ 62 Figure 5.3. Greasing OP50 .............................................................................................. 63 Figure 5.4. Clamp positioning in OP50........................................................................... 64 Figure 5.5. Space between machines and range for robot MH24 ................................... 65 Figure 5.6. Some part of assembly drawing of half shaft with weight [19] ................... 66 Figure 5.7. Robot YASKAWA MH24 [35] .................................................................... 66 Figure 5.8. The view of robot YASKAWA MH24 and its range [35] ............................ 67 Figure 5.9. Axes legend for YASKAWA MH24 [35] .................................................... 67 Figure 5.10. Specification of MH24 with maximum speed [35] .................................... 68 Figure 5.11. Container for joints ..................................................................................... 69 Figure 5.12. Layout of modernized LINE20 ................................................................... 70 Figure 5.13. The route between operations ..................................................................... 71 Figure 6.1. Comparison of initial and modernized production process with the longest operations ........................................................................................................................ 78

86

LIST OF TABLES

Table 3.1. Maximum manual times for each operation .................................................. 32 Table 4.1. Components of the half shaft ......................................................................... 34 Table 4.2. Technology used in each operations.............................................................. 36 Table 4.3. Steps and times in operation OP10................................................................ 41 Table 4.4. Steps and times in operation OP20&30 ........................................................ 43 Table 4.5. Steps and times in operation OP40................................................................ 46 Table 4.6. Steps and times in operation OP50................................................................ 49 Table 4.7. Steps and times in operation OP60................................................................ 51 Table 4.8. Generalized names for each worker .............................................................. 54 Table 4.9. Standard steps for each worker...................................................................... 56 Table 4.10. Times of each operations ............................................................................. 58 Table 5.1. Analyse of manual steps in OP10.................................................................. 60 Table 5.2. Analyse of manual steps in OP20&30 .......................................................... 60 Table 5.3. Analyse of manual steps in OP40.................................................................. 60 Table 5.4. Analyse of manual steps in OP50.................................................................. 61 Table 5.5. Analyse of manual steps in OP60.................................................................. 61 Table 5.6. Time calculations for the robot...................................................................... 71 Table 5.7. Generalized names for each worker and robot .............................................. 72 Table 5.8. Standard steps for each worker and robot ..................................................... 74 Table 5.9. Times of each operations ............................................................................... 75

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