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A PROJECT REPORT
ON
A)Streamlining Program Management Tracking System for
Original Equipment Manufacturers
B)Time Study Of Muffler End Spinning Machine
Submitted in partial fulfilment of the requirement for the award of the degree of
BACHELOR OF ENGINEERING
in
Production Engineering
By
Samhita Prajapati (60012115020)
Under the guidance of
Prof. Rajendra Khavekar
(Training & Placement Officer)
DEPARTMENT OF PRODUCTION ENGINEERING
DWARKADAS J. SANGHVI COLLEGE OF ENGINEERING
MUMBAI
YEAR (2014-2015)
UNIVERSITY OF MUMBAI

iii
CERTIFICATE
This is to certify that
Ms. Samhita Prajapati
Has completed his INPLANT TRAINING PROJECT titled
A) Streamlining Program Management Tracking Systems for Original
Equipment Manufacturers
B) Time Study Of Muffle End Spinning Machine
In partial fulfillment of the requirement for the degree of
BACHELOR OF ENGINEERING (PRODUCTION)
During the academic year 2014-2015
From: Tenneco Automotive Pvt. Ltd.
__________________ __________________
Prof. Rajendra Khavekar Dr. Hari Vasudevan
Internal Guide Principal
_____________ _____ __________________
Mr. Praveen Garrote Dr. Hari Vasudevan
Head of Department
. Production Department

iv
Declaration
I declare that this written submission represents my ideas in my own words and where others'
ideas or words have been included, I have adequately cited and referenced the original sources. I
also declare that I have adhered to all principles of academic honesty and integrity and have not
misrepresented or fabricated or falsified any idea/data/fact/source in my submission. I understand
that any violation of the above will be cause for disciplinary action by the Institute and can also
evoke penal action from the sources, which have thus not been properly cited, or from whom
proper permission has not been taken
-----------------------------------------
Samhita Prajapati
BE Production
60012115020

v
Project Report Approval for B. E.
This thesis / dissertation/project report entitled
A) Streamlining Program Management Tracking System for Original Equipment
Manufacturers
B) Time Study of a Muffler End Spinning Machine
by Samhita Prajapati is approved for the degree of Production Engineering.
Examiners
1.---------------------------------------------
2.---------------------------------------------
Date:
Place:

vi
PREFACE
Practical knowledge means the visualization of the knowledge, which we read in our
books. For this, we perform experiments and get observation s. Practical knowledge is very
important in every field. One must be familiar with the problems related to that field so that he
may solve them and become a successful person.
After achieving the proper goal in life, an engineer has to enter in professional life.
According to this life, he/she have to serve an industry, may be public or private sector in self-
own. For the efficient work in the field, he/she must be well aware of the practical knowledge as
well as theoretical knowledge.
To be a good engineer, one must be aware of the industrial environment and must know
about management, working in the industry, labour problems etc. So he/she can tackle them
successfully.
Due to all the above reasons and to bridge the gap between theory and practical, out
engineering curriculum provides a practical training of approximately 06 months. During this
period, a student works in the industry and gets all type of experience and knowledge about the
design and problem solving methods.
I have undergone my in plant training at Tenneco Automotive Pvt. Ltd. (Program
Management Department) this report is based on the knowledge, which I acquired during my
training period at the plant.

vii
Acknowledgement
I would like to express my deep gratitude and sincere thanks to my mentor Prof. Rajendra
Khavekar for helping me complete this internship and guiding me in this project. It gives me
tremendous pleasure to present this report of In-plant training at Tenneco Automotives Pvt. Ltd.
for a period of six months. This training provided me a golden opportunity to expose myself to
the Industrial environment.
I am grateful to Mr. Kiran Damdhere who willingly backed up my queries and difficulties during
my training period at workplace as well as Mr. Avinash Chaudhary who diligently guided me in
my project and patiently answered my numerous queries and doubts. I consider my most
significant gain as the bestowal of a degree of maturity for which I thank Mr. Rishi Verma and
Mr. Santosh Tavadare who guided me to gain knowledge and made me realize that engineering
is not a mere possession of abundant knowledge. Further I believe that the list of people would
remain incomplete if I fail to mention the Department heads & Supervisors, they were constant
source of encouragement and timely help.
Samhita Prajapati
Dwarkadas J. Sanghvi College of Engineering

viii
ABSTRACT
The Program Management Department handles multiple projects with a number of
clients. There arose a need to create a centralised database to keep track of the status of the
product. Using Excel Visual Basic for Applications (VBA) Programming a “Project Health
Report” excel file was designed and created with specifications dictated by the Program
Manager.
The “Project Health Report” compiles all the data of active projects as well their statuses
and displays them on a ‘Dashboard’ for quick analysis. This feature will not only help in
strategizing but will help in making quick executive decisions with respect to production and
sales. This program also has a life of around 10 years and is capable of housing large amounts of
data.
A Time Study is conducted to calculate the production rate of a particular product while
considering allowances for the worker. The “Minimum Repetitive Time” method was
implemented in calculating the cycle time for a machine and subsequently the entire cell.

Table of Contents
1. Company Profile ................................................................................................................. 1
2. Introduction......................................................................................................................... 2
3. Review of Literature ........................................................................................................... 4
3.1 Dashboards........................................................................................................................ 4
3.2 Methodology..................................................................................................................... 5
4. Program Sheets ................................................................................................................... 7
4.1 Screenshots ....................................................................................................................... 8
4.2 Conclusion ...................................................................................................................... 16
5. Time Study........................................................................................................................ 17
5.1 Introduction..................................................................................................................... 17
5.2 Methodology................................................................................................................... 18
5.3 Readings and Calculation ............................................................................................... 20
5.4 Conclusion ...................................................................................................................... 27
6. Bibliography ..................................................................................................................... 28
7. Personal Experience.......................................................................................................... 29
8. LIST OF FIGURES AND TABLES................................................................................. 30

1 D. J. Sanghvi College of Engineering
Chapter 1
Company Profile
Tenneco Inc. is one of the world's leading designers, manufacturers and distributors of
clean air and ride performance products and systems for the automotive, commercial truck
and off-highway markets and the aftermarket. The company is well-balanced across end-
markets, geographic regions, customers, product lines and vehicle platforms.
Using a combination of leading-edge technology, manufacturing expertise and dedication
to customer service, Tenneco has increased revenues to $8 billion annually and penetrated
new markets to solidify its leadership in the global supplier industry. The company is well
positioned to capture significant revenue growth, driven by stricter light and commercial truck
and off-highway emissions regulations being implemented globally.

Tenneco’s Global Presence
Tenneco India has 5 manufacturing locations in Bawal, Chakan, Chennai, Hosur and
Podicherry each of which have an ISO 14001:2004 certification and TS/16949:2009
certification.
Their objective is to support the growth of the independent Aftermarket in India. In
addition to superior products, they are also committed to providing their customers leading-
edge logistics solutions to ensure rapid delivery of products, customer service, training and
electronic catalogues and websites designed to provide easy access to the very latest
information.
In addition to manufacturing products that clean the environment and improve driver comfort
and safety they are focused on environmental stewardship and the health and safety of their
employees, their customers and their communities.
Figure 1.1

Tenneco’s Vision
Pioneering global ideas for cleaner air, and smoother, quieter and safer transportation.
Tenneco’s Values
Accountability - Accepting responsibility.
Health & Safety - Committed to a healthy and safe work environment for all employees.
Innovation - Discovering new solutions using engineering expertise and advanced
technologies.
Integrity - Being honest, fair and never compromising our ethics.
Passion and a Sense of Urgency - A consuming desire to win now.
Perseverance - Resolute and unyielding; the unrelenting pursuit of a goal.
Results Oriented - Taking authority; driving to achieve and meet commitments.
Teamwork - Seamless collaboration.
Transparency - Raising issues; being forthcoming and open.
Trust - Relying on and having faith in one another.
Figure 1.2

Tenneco provides a wide range of products for vehicles in various markets.
 Passenger car
 Light truck
 On- and off-road commercial vehicles
 Locomotive
 Agricultural
 Construction
 Marine
 Forestry vehicles
 Mining vehicles
 Two-wheelers
 Off-road recreational
Tenneco has a sizeable list of satisfied and dedicated clients. They supply the product to
Original Equipment Manufacturers like:
 General Motors
 Ford Motor Co.
 Volkswagen
 Daimler
 Toyota
 PSA Peugeot Citroen
 BMW AG
 Chrysler
 Harley-Davidson
 Nissan
 Honda
 Suzuki
 Mazda
 Renault
 Caterpillar
 International Truck
 Tata Motors
Tenneco sells their Ride Performance products under the well-known Monroe brand and
clean air systems under the Walker brand.
Figure 1.3
Figure 1.4

Chapter 2
Introduction
The Program Management department is tasked with the handing of multiple products
almost simultaneously. There is a single program manager supervising two project managers
in the Clean Air division of the company. These managers work in tandem with other
department heads of Quality, Engineering, Design and Supply Chain Management to monitor
the progress of the project. Regular meetings are held to plan and strategize future steps and
actions.
Business is always done on paper. However, physical copies take up considerable
space. A single project requires multiple years for the detailed planning, execution and
maintenance. All this planning is done on paper. Documents concerning design, shipping,
supplier contracts, customer orders and contracts, etc. are essential for the purpose of auditing
and the tracking of the project timeline. The monitoring of multiple products becomes
disorienting after a while. Project documents are processed and filed in document folders of
concerned projects.
There arose a need to quickly determine the status of a project without having to go
through the concerned project folder which was time consuming.

Most company documentation is created using MS Office based applications like MS
Word, MS Excel and MS PowerPoint. Every employee, especially those concerned with
management and general administration is expected to be well-versed in these softwares. It
seemed ideal to create a model of project data summarization and project status tracking in
such a familiar format. Hence, the creation of an MS Excel based program was commissioned
with specifications prescribed by the managers as to which features, charts, graphs and tables
were of importance and needed to be included in the program for quick and easy analysis.
This program was intended to track the progress of the project, display the basic
project details, the cumulative information and data of all the current and open projects. This
helps in financial and resource allocating decisions.

Chapter 3
Review of Literature
3.1 Dashboards
Dashboards often provide at-a-glance views of KPIs (key performance indicators) relevant to
a particular objective or business process (e.g. sales, marketing, human resources, or
production). The term dashboard originates from the automobile dashboard where drivers
monitor the major functions at a glance via the instrument cluster. Dashboards give signs
about a business letting the user know something is wrong or something is right.
Dashboards typically are limited to show summaries, key trends, comparisons, and
exceptions. There are four Key elements to a good dashboard.
1. Simple, communicates easily
2. Minimum distractions...it could cause confusion
3. Supports organized business with meaning and useful data
4. Applies human visual perception to visual presentation of information
In management information systems, a dashboard is
"An easy to read, often single page, real-time user interface, showing a graphical
presentation of the current status (snapshot) and historical trends of an organization’s KPIs
to enable instantaneous and informed decisions to be made at a glance."
Dashboards are unique. The design of each dashboard is driven by the business and its
needs and culture. What may work for one business may not work for another. There are

general guidelines that are available when initially developing the tool or when looking to
improve current performance metrics.
Planning and researching a good design is crucial for dashboards. A good information
design will clearly communicate key information to users and makes supporting information
easily accessible. Setting up a business dashboard can also be fun and worthwhile if done
correctly.
The program manager dictated the specifications and features expected in the
Dashboard and the program. Dynamism and simplicity of the program was stressed upon.
User-friendliness was the key factor considered in the program development.
3.2 Methodology
The Windows version of Excel supports programming through Microsoft's Visual
Basic for Applications (VBA), which is a dialect of Visual Basic. Programming with VBA
allows spreadsheet manipulation that is awkward or impossible with standard spreadsheet
techniques. Programmers may write code directly using the Visual Basic Editor (VBE), which
includes a window for writing code, debugging code, and code module organization
environment. The user can implement numerical methods as well as automating tasks such as
formatting or data organization in VBA and guide the calculation using any desired
intermediate results reported back to the spreadsheet.
Sheets designed specially for the program are:
 Pilot
 Paynter
 CT+EDT
 TAVA
 Status
 Customer Milestones
 Dashboard

Sample Coding used in the program:
Sub CopyProjectPaynter()
Worksheets("Paynter").Activate
Dim i As Integer
Dim Proj_num As Integer
Proj_num = 0
For i = 4 To 50
With Worksheets("Pilot")
For Each Cell In .Cells(i, 2)
If Cell = "" Then
Exit For
Exit For
Else
Proj_num = Proj_num + 1
End If
Next Cell
End With
Next i
Dim a As Integer
a = Proj_num + 4 - 1
Dim wb As Workbook
Set wb = ActiveWorkbook
wb.Worksheets("Pilot").Range("B4:B" & a).Copy
wb.Worksheets("Paynter").Range(Cells(5,2),Cells((5+Proj_num),2)).PasteSpecial xlPasteValues
End Sub

Chapter 4
Program Sheets

4.1 Screenshots
The company designed the “Manager Input” sheet. It includes all the important and
necessary details that need to analysed and translated into various charts and graphs on the
excel dashboard. Modifications made to this was the inclusion of the buttons – “Add Project”,
“Hide Closed Projects”and “Show Closed Projects” as requested by management.
Figure 4.1

The Pilot page is designed to give a basic summary of all projects at a single glance. The
update button will update the information entered by respective managers onto this sheet. The
project status, milestones at risk, progress of various departments and issues if any are
included in this pilot sheet.
Figure 4.2

The Paynter chart is used to determine the number of delays that have occurred in different
departments over a definite period irrespective of the project. This is to determine which
department has caused the most delays in a project so it can be pinpointed for improvement
techniques. A review can be demanded to determine the root cause of the issues.
Figure 4.3

Customer ED&T & Customer Tooling charts and TAVA charts are the direct
representation of the cumulative financial data of all the projects being presided over all the
managers in both the clean air and ride performance divisions.
Figure 4.4
Figure 4.5

Figure 4.6

Status chart is used to determine the departments causing the most delays in production and
manufacturing. By plotting the trend of the R, Y or G curves, a pattern can be determined and
studied in order to take further action for various improvement processes. An internal review
is always the best solution to determine faults and delays in manufacturing. However, it may
be time and labour consuming.
Figure 4.7

The Customer Milestone chart provides the perfect template in determining the company
milestones. The customer milestones provide certain deadlines for various stages in design
and production.
Figure 4.8

The Dashboard serves as the news feed of the Program Management Department.
Various financial data and Project status of multiple projects are cumulatively presented here
for the purpose of analysis and assisting in decision making skills. The excel program is
intended for use during monthly meetings. The project managers will regularly update the
data of their respective and concerned projects. The Program Manager will then execute
actions provided on the Dashboard and as a result will be presented with a view of all relevant
data during a monthly strategic and decision planning meeting. This will enable him to
conduct a thorough review of the company’s finances as well. If any shortcomings or risks are
detected, they can brainstorm solutions. The Project Health Report is an internal program tool
designed for the exclusive use of the Program Management Department.
Figure 4.9

4.2 Conclusion
 The Project Health Report is a handy Program Management Tool.
 It is user-friendly and can be used by anyone with minimal knowledge of MS Excel.
 It is color coded for quick analysis with financial data represented in the form of
charts.
 It is based on MS Excel software enabling those well-versed with it to make personal
modifications if required.
 It has a long life of around 10 years and is capable of storing data of over 200 projects.

Chapter 5
Time Study
5.1 Introduction
A Time Study is conducted with the aim of reducing overall lead time and boosting
productivity rates.
A Time Study is initiated when:-
 The desired productivity rate is not being achieved.
 When an improvement is desired, it is necessary to conduct a review of the old system
to determine the areas requiring improvement
 It is also conducted when a new machine is installed or a layout/cycle time undergoes
a change.
 It is also conducted as a periodic review of the manufacturing process.
Time and Motion Study is carried out every 6 months. This period varies from
Organization to Organization. Time Study is conducted on every product. Its final outcome is
to achieve the ideal production rate.

The time study duration could take as little as a week to a month as it depends upon the
product being manufactured. High runners (month-long production schedule) have longer
time studies than short runners.
Ideal cycle time is the “auto cycle time” of the machine when it is newly installed. The
observed time varies vastly with this figure. Hence studies are conducted to achieve the
observed time as close as possible to ideal cycle time.
Method and Time Study is usually conducted together. Suggestions for improvement
in productivity is provided in the following sequence – Man; Method; Material; Machine
(4M’s).
For ex. the operator’s actions can be easily modified at minimal cost. This can be
followed by employing a safer/quicker method of operation in terms of feeding or fitment.
An issue could arise with the material of the job such as quality and dimensions. It is costly to
change the material of the product and also time consuming.
Lastly, machine modifications take place only in the scenario when other measures
prove ineffective. This is a very expensive solution and hence it is undertaken as a last resort.
5.2 Methodology
The Method and Time study was conducted in the following way:
1. A video study of each of the individual operations in the defaulting manufacturing cell
was conducted.
2. The station with operating time much greater than machine cycle time or other
operations in the same cell, was considered to be the bottleneck operation.
3. A thorough Method and Time Study is then carried out on the bottleneck operation to
weed out the cause of delay.
Note: Always conduct a time study with a highly skilled operator manning the machine.
There are several causes for long lead times. A time study makes these problems
superficial. A Process Flow is first charted. This helps us ascertain the origin of the delay if
any. For ex. the delays could be caused due to low inventory or poor material handling.

The cell in question is the Muffler Assembly cell. The various operations are:-
 Embossing
 Spot Welding
 Notching
 Lock-Seaming
 Flanging
 Stuffing
 Welding (if non-circular shaped muffler shell)
 Spinning
The Spinning machine was found to have a much greater operating time as a result of
machine downtime and operator mishaps. Hence, it was selected for further study.
Machine Cycle Time = 22 seconds
General Operating Time = 39.4 (average) seconds
Figure 5.1

5.3 Readings and Calculation
Ideal Cycle Time Calculation for Muffler End Spinning Machine
The End Spinning machine was further studied. The actions of the operator were divided into
elements for better study. Elements formed were:-
 Waiting for the machine cycle to end, picking up and loading of the job
 Unloading the job and placing on the table; initiate machine cycle
 Place the FG in the FG trolley, walking to the Muffler Shell receiving point
Avoidable delays like chatting with a co-worker or waiting for parts/tools are to be
recorded and mentioned as a comment in the concerned cell of record.
Unavoidable delays like Machine Downtime, power failures, etc. are not to be recorded.
Once the video has been studied, any suggestions regarding a change in the
performance of the operator must be noted and given to the operator. It is beneficial to
develop a rapport with the operator. This will help in the operator adopting the corrections in
his actions with less resistance. Also, the operator gets encouraged to offer a few inputs
regarding the working and handling of the machine.
Figure 5.2

In the table below, the observations are recorded along the table in a running cycle.
The individual cycles are later calculated and noted in the last row.
While observing the individual times taken for each element, a minimum repetitive
time is picked out. This is done for each element and entered into a separate column on the far
right. This helps to calculate the ideal cycle time.
Note: Average Cycle time is not taken into consideration as the productivity rate
is much higher than when considered with minimum repetitive time.
An operator will not perform his operation with 100% consistency. He is subject to
various factors like fatigue and might require frequent personal breaks depending upon the
environmental factors and the nature of his work.
For example, welding operators are exposed to toxic fumes and high levels of heat. They are
required to don safety wear like safety goggles, thick gloves and padded uniforms to protect
themselves in case of accidental fire. This might cause them to perspire a lot and tire easily
and cause a delay in the work and reduction in the overall output.
The ISO Handbook has specified guidelines about the allowances that need to be
made for the workers benefit for his safety and welfare. Certain points are allocated
depending upon the nature of the work. These allowances are added into the machine cycle
time to get the total cycle time of the operation.
WORK ELEMENT /
CYCLE
OBSERVATION TIME - IN LAP (IN
SECONDS)
1 2 3 4 5 6 7 8 9 10 11 12
Min
Rep
Walk,take muffler & load on
m/c
11 6 6 6 6 7 7 6 7 7 6 13 6
Take unloaded job & put on
table
2 2 3 2 2 2 3 2 2 2 2 3 2
Press cycle start button &
observek 1 rotation
3 3 4 3 3 5 6 5 4 8 10 10 3
Walk to LT & right LT value 6 8 7 8 5 23 10 8 20 7 6 6 6
Unload job & put on LT,load
new job,press cycle start
button
11 10 11 11 13 0 9 10 0 10 10 10 9
Check unloaded job & put in
FG trolley
7 8 7 10 8 0 9 7 0 5 6 8 6
40 37 38 40 37 37 44 38 33 39 40 50 32
Table 5.1

Cycle Time Calculation for Muffler Cell
Calculating allowance
Stn. Name: Muffler Cell
Points allocated for
various strains
Stress Point Definition
Physical strain resulting from Nature of work
1 Average force exerted L 0 Equivalent average wt to be considered
2 Posture L 4
Sitting - 0, Standing or walking free - 4, with
load - 6
3 Vibration L 0 Not applicable for welding, Sizing
4 Short Cycle L 0 1 for 16 to 17 centiminutes, NA for welding
5 Restrictive clothing M 13
Cotton gloves - 0, Rubber - 2, Leather - 5 , face
mask - 8, restrictive clothing 20
Mental strains
1 Concentration L 2
Not Applicable (Applicable for small high
speed assemblies )
2 Monotony L 3
Not Applicable (Applicable for Non
Repetative or high repetitive work )
3 Eye strain L 10
Auto welding - 0, Inspection of faults - 2,
manual full welding with Helmet- 10
4 Noise L 2 Operating in light machine shop
Working condition
1 Temparature L 9 Temp more than 90 F & Humidity upto 75
2 Ventillation L 1 Work shop with reasonable ventillation
3 Fumes L 3 gas cutting equivalent
4 Dust L 0 Normal light assy operation
5 Dirt L 0 Normal light assy operation
6 Wet L 0 Normal factory operations
Grand Points
Total
47
Relaxation
allowance
22%
Table 5.2

Calculating Available Working Time
Cycle Time
Load 42
Process 81 On table & fixture
Unload 9
Idle Time 0
Allowance in sec. 29
Tea time Allowance in
sec.
0
If all allowance is considered in Idle time
then only tea time allowance is applicable
Total Cycle time in Sec 132
Applicable cycle time 161.04
Actual Hourly Output (
5% allowance) 57 min
hour
21
Shift Output 162
Table 5.1

Available shift working time & calculation of hourly output
Method of Hourly production calculation
First we calculate the total available working time in a shift.
Allowances for lunch break, tea break, meetings/inspections and miscellaneous other needs
are considered. These are deducted from the total shift time to give us the total working time.
Time calculation Mins
A Total Shift Time 510
Less Lunch Time 30
B Available time for work 480
C Personal need Allowance 5% 24
D Available time for work 456
Less
E Shift Start , PM , Inspection 10
F Shift end Cleaning & Last off 10
E
Net Working Tiime
( for calculation of Output )
436
Table 5.2
Hence, 436 minutes of a total 510 minutes shift (8.5 hours) is made available for work.
The output will not be the same for every hour of the working shift.
Lunch and tea breaks need to be considered as well the set-up times and time required for
team meetings and/or inspections. Hence, the output per hour is considered for calculation of
the output.
The Cycle Time for the Muffler Manufacturing Cell is 161.04 seconds

For Shift I (7am – 3:30pm):
Time Avl
Time
Net Time
including 5%
personal need
allowance
Net time
( Tea time
distributed
)
Hourly
Output
7-8 am 60.0 47.0 48 18
8-9 am 60.0 57.0 58 22
9-10 am 60.0 57.0 58 22
10-11 am 60.0 57.0 58 22
11-12 am 30.0 28.5 29 11
12-1 pm 60.0 57.0 58 22
1-2 pm 60.0 47.0 48 18
2-3 pm 60.0 57.0 58 22
3-3.30
pm
30.0 18.5 19 7
I Shift 480.0 426.0 436.0 162
Table 5.3
For Shift II (3:30pm – Midnight):
Time Avl
Time
Net Time
including 5%
personal need
allowance
Net time
( Tea time
distributed
)
Hourly
Output
3.30 - 4
pm
30.0 18.5 19 7
4 - 5 pm 60.0 57.0 59 22
5 - 6 pm 60.0 42.0 43 16
6 - 7 pm 60.0 57.0 59 22
7 - 8 pm 60.0 57.0 59 22
8 - 9 pm 30.0 28.5 30 11
9 - 10 pm 60.0 57.0 59 22
10 - 11
pm
60.0 57.0 59 22
11 - 12
pm
60.0 47.0 49 18
II Shift 480.0 421.0 436.0 162
Table 5.4

Shift III (Midnight – 7am):
Time Avl
Time
Net Time
including 5%
personal need
allowance
Net time Hourly
Output
12-1 am 60.0 47.0 47 18
1-2 am 60.0 57.0 57 21
2-3 am 60.0 57.0 57 21
3-4 am 30.0 28.5 29 11
4-5 am 60.0 57.0 57 21
5-6 am 60.0 57.0 57 21
6-7 am 60.0 47.0 47 18
III Shift 390.0 350.5 350.5 131
Table 5.5
Inference
The time study conducted on the individual machines of a manufacturing cell is computed
together to determine the ideal cycle time of the complete cell while considering the various
allowances to be made to operators working in the cell.
Once this cycle time has been calculated, the hourly output is calculated.
The hourly output was calculated to be 162 units for Shifts I & II and 131 units for Shift III.

5.4 Conclusion
 A video study of the Muffler End Spinning Machine was conducted.
o Ideal machining time is = 32 seconds
 The Cycle Time for the entire Muffler Assembly Cell for Product X was calculated to
be 161.04 seconds
 The calculated cycle time was used to calculate the hourly output rate.
Thus for output for each shift are:
o 162 products in Shift I
o 162 products in Shift II
o 131 products in Shift III

Chapter 6
Bibliography
 http://www.tenneco.com/
 Excel 2010 Power Programming with VBA by Walkenbach
 http://en.wikipedia.org/wiki/Dashboard_%28business%29
 A Paper on “Time Study Method Implementation In Manufacturing
Industry” by Nor Diana Hashim of UNIVERSITI TEKNIKAL
MALAYSIA MELAKA
 http://businessroundtable.org/resources/create-grow-sustain

Chapter 7
Personal Experience
My time at Tenneco Automotive lasted for a duration of 6 months (during the
period between July 1st
and December 31st
, 2014)
During this period, I learnt about the various managerial techniques that go into
ensuring a smooth and efficient running of a company. I was exposed to the
professional manner in which the various heads of departments conduct
meetings so as to arrive at a combine solution together to any problem that
arises.
I was assigned to the Program Management Department headed by Mr. Rishi
Verma. My primary function was to compile the various project folders and
understand the vast documentation that is required in the development of a
project. The program that I created for the department’s use eliminates the need
of constant referral to the project file. It helped me understand the necessity of
streamlining the managerial process and that it is not strictly the characteristic of
a shop floor production line.
The various tasks assigned to me inculcated in me a sense of responsibility and
the value of hard work. By working in a team, I realized the importance of team
work and how brainstorming of ideas in tackling of an issue is the most efficient
way in getting the job done.

LIST OF FIGURES AND TABLES
FIGURES
Fig No. Description
Page
No.
1.1 Tenneco’s Global Presence 2
1.2 Tenneco Automotive, Chakan 3
1.3 Monroe Logo 4
1.4 Walker Logo 4
3.1 Manager Input Sheet 5
3.2 Pilot Sheet 6
3.3 Paynter Sheet 7
3.4 Customer ED&T Sheet 8
3.5 Customer Tooling Sheet 8
3.6 TAVA Sheet 9
3.7 Status Sheet 10
3.8 Customer Milestones Sheet 11
3.9 Dashboard 12
4.1 Process Flow Diagram
4.2 Muffler End Spinning Machine Layout

TABLES
Table
No.
Description Page
No.
5.1 Observation Time for Muffler End Spinning Machine 21
5.2 Allowance calculation 22
5.3 Cycle time calculation 23
5.4 Available working hours 24
5.5 Hourly Output for Shift 1 25

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