IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE)

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IMPROVEMENT OF OVERALL EQUIPMENT

EFFECTIVENESS (OEE) IN INJECTION MOULDING
PROCESS INDUSTRY
S.R.Vijayakumar1 , S.Gajendran2
1
(PG student- Department of Production Technology, MIT Campus, Anna University, Chennai/India)
2(
Associate Professor- Department of Production Technology, MIT Campus, Anna University, Chennai/India)

ABSTRACT: Injection moulding is a plastic-forming process used in the production of most of the plastic parts
(about 70%) in automobile industries.The manufacturing industry has gone through significant changes in the
recent years. For a good manufacturing plant, the most recommended thing is quality, efficiency and operating
cost. These parameters depend on the function of the equipments used in the industry. Nowadays a remarkable
improvement has taken place in the maintenance management of the physical assets and productive systems to
reduce the wastage of energy and resources. Because of this, the organization should introduce a maintenance
system to improve and increase both the quality and productivity continuously.OEE is one of the performance
evaluation methods that are most common and popular in the production industries. In this work, the OEE of
the injection moulding process was increased from 61% to 81% through the implementation of availability,
better utilization of resources, high quality products and also raised employee morale and confidence.
Keywords:- Focused quality improvement , Major Losses, Maintenance, , Manufacturing performance, Overall
Equipment Effectiveness improvement, Planning, Training etc.,

I. INTRODUCTION
Management is the process of getting things done, effectively and efficiently, through and with other
people.
Objective: to attain the organizational goals.
Efficiency: doing things right.
Effectiveness: doing the right things!

In most of the automotive parts manufacturing units lack of higher rate of quality defects in produced
parts and minor stops due to workforce, planning and unskilled operators for their competitive. So that it is
required to keep proper observation for reducing product rejection and wastage, producing parts without defect,
proper training for workers and reducing equipments breakdown and down time. The term Total productive
maintenance (TPM) is originated in Japan in the year 1971 as a method for improved machine availability
through better utilization of maintenance and production resources. In most production settings the operator is
not viewed as a member of the maintenance team, in TPM. The machine operator is trained to perform many of
the day-to-day tasks of simple maintenance and fault-finding. Teams are created that include a technical expert
(often an engineer or maintenance technician) as well as operators [1]. The concept of overall equipment
effectiveness was originated from Japan in 1971.The Japan Institute of Plant Maintenance promoted the total
productive maintenance (TPM) which includes overall equipment efficiency. The OEE calculation is quite
general and can be applied to any manufacturing organization [2]. It is closely tied to JIT (Just in Time) and
TQM (Total Quality Management) and it is extension of PM (preventive maintenance), where the machines
work at high productivity and efficiency, and where the maintenance is all employee responsibility, and focus to
prevent the problem before it may occurs [3]. The aim of TPM to reduce the six major equipment losses, to zero,
has been recognized as necessary for corporate survival. TPM is a unique Japanese system of plant
management, developed from preventive maintenance concept. This approach emphasizes the role of team
work, small group activities, and the participation of all employees to accomplish equipment improvement
objectives [4]. It challenges a sense of joint responsibility between operators and maintenance workers, not only
to keep the machines running smoothly, but also to extend and optimize their overall performance [5] TPM is
intended to bring both functions (production and maintenance) together by a combination of good working
practices, team working and continuous improvement [6]. This work focus on improving the Overall Equipment

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IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE)
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Effectiveness of the Injection Moulding machine through the implementation of availability, better utilization of
resources, high quality products and also raised employee morale and confidence.

1.1 Injection Moulding

The Process of manufacturing by shaping pliable raw material using a rigid frame is called Molding
(American English) or Moulding (British English). It is also known as Coving (UK, Australia). Injection
moulding is the most widely used polymeric fabrication process. It evolved from metal die casting, however,
unlike molten metals, polymer melts have a high viscosity and cannot simply be poured into a mould. Injection
moulding process is a dynamic process known for its speed and preciseness when compared to other moulding
processes. Injection moulding is a process of forming an article by forcing molten plastic material under
pressure into a mould where it is cooled, solidified and subsequently released by opening the two halves of the
mould. Injection Moulding is used for the formation of intricate plastic parts with excellent dimensional
accuracy. A large number of items associated with our daily life are produced by the way of Injection Moulding.

Fig.1.Injection Moulding Machine

Manufacturing Process
Pellets placed in hopper
Pellets fall into barrel through throat
Pellets packed to form solid bed. (air forced out through hopper)
Pellets melted by mechanical shear between barrel and screw
Melted plastic form shot in front of screw (screw moves back as plastic moves forward reciprocating
screw)
Screw moves forward to inject plastic into mould cavity
Part cooled and solidifies (next shot is made)
Mould opens
Ejection pins move forward to eject part
Mould closes and Process starts again
Note:-
o Injection Pressure typically 15,000 psi.(3000 ~ 40,000 psi)
o Hydraulic pressure is about 10x less

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Fig.2. Cycle of Operations

Application

Injection moulding is a manufacture technique for making parts from plastic material. (polystyrene,
nylon, polypropylene and polythene)
Heated, fluid plastic is injected at high pressure into a mould, which is the inverse of the desired shape.
Injection moulding is used to create a variety of parts, like plastic milk cartons, containers, bottle caps,
automotive dashboards, pocket combs, and most other plastic products available today.
Injection moulding is extensively used in automobile manufacturing industry.
1.2 Polymers
Polymer (poly-many; mer-unit or parts) is defined as a substance composed or molecules characterized by
the multiple repetition or one or more species of atoms or groups or atoms linked to each other in amounts
sufficient to provide a set or properties that do not vary markedly with the addition or removal or one or a few or
the constitutional units. Oligomer is a substance composed or molecules containing a few or one or more species
or atoms or groups or atoms (constitutional units) repetitively linked to each other. Constitutional unit is a
species or atoms or group or atoms present in a chain or polymer or oligomer molecule. Monomer is a
compound consisting of molecules each or which can provide one or more constitutional units. When the
polymer is formed by polymerization of two or more than two types of monomers together the polymer is called
Copolymer. Polymerization is the process of converting a monomer or a mixture of monomers into a polymer.
Plastics: A polymeric material with the ability to flow into a desired shape when heat and pressure are
applied to it.
Polymeric material - A chemical compound formed by linking many monomer units to form larger
molecules that contain repeating structural units.

Fig.3 Molecular structure of Polymer

Thermoplastics: The polymer is softened by heating, shaped and then cooled to retain shape. This process
is repeatable as no chemical change occurs in the polymer.
Molecular structure - chain is liner able to break chain, so easily remelt.

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Fig.4. Molecular structure of PE

Thermosetting: The polymer is softened by heating, shaped and then further heated to produce a chemical
change which gives permanence of shape. This process is irreversible therefore the material cannot be
reprocessed.
Molecular structure - Networked structure, not able to break the structure.

Fig.5. Molecular structure of Thermosetting

Environment, Safety, Recycling

The Customer has an objective of minimizing the negative effects of products on humans and the
environment while taking account of technical/ economic factors according to ecological criteria. Adherence to
valid laws and directives therefore represents a minimum requirement for the supplier. The materials used and
their components must conform to the legal regulation relating to the environment, safety and recycling as well
as to agreed customer standards.

Recommendation: Identification of materials in accordance with relevant standards and regulations.

Identifications must be easily visible and easily legible after the used phase

Advantage: Manual fractionation possible, avoidance of complicated subsequent process steps.

Fig.6. Material marking

Note :- The component on the left side is clearly labelled polymer blend PP + EPDM-T20 (Polypropylene +
Ethylene propylene diene monomerTalc20). On the right side, there are several marks within to cover all
equipment variants. This information is useless for a recycling process; the material cannot be clearly assigned.

Recycling of Plastic
State and Federal Regulation
Codes for Plastics

1 PET (Polyethylene terepthalate)

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2 HDPE (High Density Polyethylene)

3 Vinyl / PVC (Poly Vinyl Chloride)
4 LDPE (Low Density Polyethylene)
5 PP (Polypropylene)
6 PS (Polystyrene)
7 Others
It was developed by the Society of the Plastics Industry (SPI) in 1988, and is used internationally. The
primary purpose of the code is to allow efficient separation of different polymer types for recycling. Separation
must be efficient because the plastics must be recycled, even one item of the wrong type of resin was found.

II. OVERALL EQUIPMENT EFFECTIVENESS

The Effectiveness of the equipment is the Actual Output over the Reference Output.
Equipment Effectiveness shows how effectively an equipment is utilized.
Overall Equipment Effectiveness shows the effectiveness of a machine compared to the ideal machine as a
percentage.

OEE is essentially the ratio of Fully Productive Time to Planned Production Time. In practice, however, OEE is
calculated as the product of Availability, Performance and Quality.

OEE = Availability X Performance Rate X Quality Rate

Availability is enhanced by eliminating equipments breakdowns, setup/adjustment losses and other stoppages.
It measure Productivity Losses from Breakdown times and remaining time is called Operating Time.
Availability is the ratio of Operating Time to Planned Production time. It represents the percentage of schedule
time that the equipment is available to operate. It takes into account Down Time Losses.
Availability = (Available Time Unplanned Downtime) / Available Time
Available Time = Total Available Time Planned Downtime
Planned Downtime Excess Capacity, Planed breaks, Planned maintenance, Communication break,
Team meetings.
Unplanned Downtime Breakdowns, Setup and Adjustment, Late material delivers, Operator
availability
Performance Rate is enhanced by eliminating equipment idling and minor stoppage and reduced speed losses.
It measure Productivity Losses from slow cycles and remaining time is called Net Operating Time.
Performance is the ratio of Net Operating Time to Operating Time. It represents the speed at which the
equipment runs as a percentage of its designed (Ideal) speed. It takes into account Speed Losses.
Performance = (Total Production Parts / Operating Time) / Idle run rate
Operating Time = Available Time Unplanned Downtime
Idle run rate = Number of parts per minute
Output (Quantity of Product) = Operating Time / Actual Cycle Time
Net Operating Time (Productivity) = (Output x Actual Cycle Time) / Actual Operating Time
Rate Efficiency = Processed Amount x (Actual Cycle Time / Actual Operating Time)
Speed Efficiency = Design (Ideal) Cycle Time / Actual Cycle Time
Quality Rate is enhanced by eliminating quality defects and rework, and start up losses. It takes into account
Quality Losses and remaining time is called Fully Productive Time. Quality is the ratio of Fully Productive
Time to Net Operating Time. It represents the Good units produced as a percentage of the Total units produced.
Quality Rate = (Total Produced Parts Defects Parts) / Total Produced parts
3. PILLARS OF TPM

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Fig.7. Eight Pillars of TPM

1. Autonomous maintenance:
Fostering operator ownership.
Perform Mould cleaning water flow material flow adjustment inspection readjustment on
production equipment.
2. Focused improvement:
Systematic identification and elimination of 16 losses.
Working out loss structure and loss mitigation through.
Structured why-why analysis, FMEA (Failure Mode Effective Analysis).
Achieve improved system efficiency.
Improved OEE on production systems.
3. Planned maintenance:
Planning efficient and effective PM, PdM and TBM systems over equipment life cycle.
Establishing PM check sheets.
Improving Mean Time Between Failure (MTBR), Mean Time To Repair (MTTR).
4. Quality maintenance:
Achieving zero defects.
Tracking and addressing equipment problems and root causes.
Setting3M(machine/man/material) conditions.
5. Education and training:
Imparting technological, quality control, interpersonal skills.
Multi-skilling of employees.
Aligning employees to organizational goals.
Periodic skill evaluation and updating
6. Safety, health and environment:
Ensure safe working environment.
Provide appropriate work environment.
Eliminate incidents of injuries and accidents.
Provide standard operating procedures.
7. Office TPM:
Improve synergy between various business functions.
Remove procedural hassles.
Focus on addressing cost-related issues.
Apply 5S in office and working areas.
8. Development Management:
Minimal problems and running in time on new equipment
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Utilize learning from existing systems to new systems Maintenance improvement initiatives

III. MAINTENANCE MANAGEMENT

In modern industry, equipment and machinery are a very important part of the total productive effort.
Therefore, their idleness or downtime becomes very expensive. Hence, it is very important that the plant
machinery should be properly maintained

Preventive Maintenance (PM)

Breakdown Maintenance (BM)
Corrective Maintenance (CM)
Maintenance Prevention (MP)
Predictive Maintenance (PdM)

The main objective

To achieve minimum breakdown and to keep the plant in good working condition at the lowest possible
cost.
To keep the machine and other facilities in such a condition that permits them to be used at their optimal
capacity without interruption.
To ensure the availability of the machines, building and service required by other sections of the factory
for the performance of their functions at optimal return on investment.

Fig.8. Maintenance Process

Maintenance Strategies:
Maintenance actions can be divided into four general categories or strategies. The maintenance plan for
a company's assets will be a combination of these four strategies (Fig.9), often they could all be used on the
same machine.

Fig.9. Maintenance Strategies

IV. SIX LOSS CATEGORIES

To achieve Overall Equipment Effectiveness, elimination of Six Big Losses from the Injection
Moulding that are formidable obstacles to equipment effectiveness is required. (Refer Table.1)

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Break down losses: These are losses of quantity via defective products and losses of time due to
decreased productivity from equipment breakdowns.
Setup and adjustment losses: These losses stem from defective units and downtime that may be
incurred when equipment is adjusted to shift from producing one kind of product to another.
Idling and minor stoppage losses: Typically, these kinds of small losses are relatively frequent. They
result from brief periods of idleness when between units in a job or when easy to clear jams occur.
Reduced speed losses: These losses occur when equipment is run at less than its design speed.
Quality defects and rework: These are product related defects and corrections by malfunctioning
equipment.
Startup losses: These are yield losses incurred during early production, from machine startup to
steady state.
Table.1.Six Big Losses
OEE Loss OEE Loss Category
Six Big Loss Comment
Category Metric Examples
Equipment Failure
Unplanned
Downtime Losses

Loss due to Breakdown of

Breakdown Maintenance
Availability

Equipments (more than 10 min)

General Maintenance
Tooling Damage
Setup/Changeover
Setup and Material Shortage Time lost due to adjustments in
Adjustment Operator Shortage the Equipments (less than 10 min)
Mould warm up Time
Material Flow
Small stops losses occur when
Performance

Idling & Minor Stoppage

equipments stops for a short time
Speed Losses

Stoppage Components Jams

as a result of temporary problem
Material mis-feeds
Mould Life/Wear Reduced speed refers to the
Reduced Speed Operator inefficiency difference between Design speed
Under Design Capacity and Actual Operating speed
Some equipment require warm up
Material warm up time and certain adjustments to
Quality Losses

Startup Rejects Lumps obtain optimum output ( Startup

Quality

Material unfilled Rejection occurs during this

startup time)
These losses occurs when products
Scrap / Rework
produced are not conforming to
Production Rejects Undercutting
the specification ( Reject during
Child part mis-feeds
steady state production)

V. DATA ANALYSIS
Plant Operating Time = Fully Productive Time + Quality Losses + Speed Losses + Downtime Losses +
Planned Shutdown
Planned Shutdown = Tea Break + Lunch/Dinner/Supper Break
Down Time = Waiting Time for Operator + Setups & Changeover Time + Material Flow Shortage
Time + Failure or Breakdown Time + Meeting Time

Production Data:
Shift Length (Plant Operating Time)
Tea Breaks
Meals Break
Down Time
Idle(Design) Run Rate
Total number of Production Quantity
Total number of Rejected Quantity

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Support Variable:
Planned Production Time = Shift Length Breaks
Operating Time = Planned Production Time Downtimes
Good Quantity = Total Production Quantity Total Rejected Quantity

VI. CASE STUDY

This study is done in the Automobile parts manufacturing sector using Injection Molding at M/s.
Unitech Plasto Components Pvt. Ltd., Mugalivakkam, Chennai. The values chosen are meant for justifying
the research initiatives only. Finally, to evaluate the effectiveness of TPM implementation steps, OEE value in
the plant was calculated and analyzed before and after the implementation of TPM in industry. In the process
industry it is very much essential to maximize the production effectiveness; the effectiveness of the plants
production depends on the effectiveness with which it uses equipments, materials, peoples and methods. This is
done by examining the inputs to the production process and identifying and eliminating the losses associated
with each other to maximize the production. Major industry losses were identified as shut down (planned
maintenance), production adjustment, equipment failure, process failures, normal production loss, abnormal
production loss, quality defects, and reprocessing.
The company was facing some problems due to break downs, equipment defects and poor working
condition. The management of company took a decision to overcome these problems by implementing TPM
concept. The management also took a decision if there is an improvement in the overall equipment efficiency,
and then this method will be extended to other machines.

The objectives of this case study were,

To improve equipment reliability and maintainability.
To cultivate the equipment-related expertise among operators.
To maximize OEE, through total employee involvement.
To create an enthusiastic work environment.
To pick up the weakening in the production system those do not allow the company to achieve
its full capacity and meet the set goals.
To suggest the ways to improve the situation.
To upgrade each operators skills.
To improve problem solving by the team members.

Problem Statement
The bottle neck machines are selected for the implementation of TPM in the Injection Molding
Machine for the following reasons.
Poor performance among other machines
Material Refilling Problem
Oil leakage and Temperature problem
Machine Relay and Thermocouple Problem
Ejection and Clamping problems
Internal Parts Damages
Poor Housekeeping
Heater Zone problem
Quality Problems (Part Shrinkage, Catching, etc., )

Bottleneck Machine
A bottleneck is a phenomenon, where the performance or capacity of an entire system is limited by a
single or limited number of components or resources. In engineering, a bottleneck is a phenomenon by which
the performance or capacity of an entire system is severely limited by a single component. Formally, a
bottleneck lies on a system's critical path and provides the lowest throughput. A bottleneck in project
management is one process in a chain of processes, such that its limited capacity reduces the capacity of the
whole chain. The bottle neck machine is due to which productivity is going down most of the time and this plant
was selected as equipment for OEE calculation.
Table.2. List of Bottleneck Machines
Sl.No Capacity Machine Number No. of Machine Remarks
1 40 T IMM-01, IMM-07 2 Hydraulic Cylinder

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2 50 T IMM-03, IMM-15 2 Single Toggle

3 60 T IMM-09, IMM-14 2 Hydraulic Cylinder
4 80 T IMM-04, IMM-06 2 Hydraulic Cylinder
5 100 T IMM-08 1 Double Toggle
6 150 T IMM-13 1 Double Toggle
7 200 T IMM-12 1 Double Toggle
TOTAL 11

OEE Calculation

Production Data
Plant Operating Time
= Shift length x 60 min
= 24 x 60 = 1440 min/day
Working days in a month
= 25 x 1440 = 36000 min/month
Planned Down Time
= Cleaning+ Break+ Meeting Time
= 30 +150 + 15 = 195 min/day
Table.3. Shift Times
Shift Timing Planned Downtime Remarks
Lunch- 12.30 ~ 01.00
I 08.00 am to 04.30 pm Tea Break- 10.30 ~ 10.40 & Downtime : 50 min
02.30 ~ 02.40
Dinner- 08.00 ~ 08.30
II 04.30 pm to 01.00 am Tea break- 06.20 ~ 06.30 & Downtime : 50 min
10.40 ~ 10.50
Supper- 04.30 ~ 5.00
III 01.00 am to 08.00 am Tea Break- 02.30 ~ 02.40 & Downtime : 50 min
0630 ~ 06.40

A sample calculation for the bottleneck machine IMM-06 is given below and for all other
machines; the values were directly mentioned in the tabular column given below (Refer Table.4).

IMM-06 Machine:
Planned Down Time = Setup & Mould Change Time + Break Time
= 300 min + 195 min = 495 min/day
= 495 min x 25 = 12375 min/month
Unplanned Down Time = Mechanical Breakdown + Electrical Breakdown + Electrical/Safety device
Breakdown
= 52.40 Hrs + 18.40 Hrs + 19.40 Hrs
= 90.20 x 60 = 5412 min/month
Total Production Parts= 1,95,500 Nos.
Total Rejection Parts = 21,600 Nos.
Good Parts = Total Production Parts Total Rejection Parts
= 1,95,500 21,600 = 1,73,900 Nos.
Ideal Run Rate = 12 parts/min
Planned Production Time = Plant Operating Time Planned Down Time
= 36000 12375 = 23625 min
Operating Time = Planned Production Time Unplanned Down Time
= 23625 5412 = 18213 min
OEE Factors
Availability = (23625 / 18213) x 100 = 77.09%
Performance = (195500 / 18213) /12 x 100 = 89.45%
Quality = (173900 / 195500) x 100 = 88.95%
OEE=77.09x 89.45x 88.95 = 61.34%

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Table.4. Initial OEE Calculation

Sl.No. Machine No. Availability Performance Quality OEE
1 IMM-O1 78.50% 88.97% 87.93% 61.41%
2 IMM-03 76.72% 89.37% 88.98% 61.02%
3 IMM-04 79.23% 85.67% 90.58% 61.48%
4 IMM-06 77.09% 89.45% 88.95% 61.34%
5 IMM-07 77.40% 88.41% 89.54% 61.27%
6 IMM-08 76.15% 89.21% 89.91% 61.08%
7 IMM-09 75.92% 89.48% 90.16% 61.25%
8 IMM-12 75.90% 89.93% 89.38% 61.01%
9 IMM-13 76.71% 88.20% 90.74% 61.40%
10 IMM-14 78.01% 86.68% 90.49% 61.19%
11 IMM-15 77.42% 87.93% 90.15% 61.55%

VII. METHODOLOGY
The methodology for OEE is based on the study of the steps used in the implementation of TPM in an
organization. This method is divided into various steps, whose aims are bring forth improved maintenance
policies of the mechanical equipment. Also, the continuous and through inspection of the production process is
achieved through measurements of the overall equipment effectiveness (OEE). The goal of developing this
methodology is to bring the competitive advantages, such as increasing the productivity, improving the quality
of the products and this project gives an idea about the outcomes of the industry such as productivity, quality,
profit etc., by introducing the new framework.

5S: 5S is the foundation program for TPM. It is a Japanese Nomenclature used for the implementation of TPM.
Seiri Sort / Organisation
Seiton Systematise / Tidiness
Seiso Sweep / Clean
Seiketsu Standardise
Shitsuke Self Discipline

It is a systematic process of housekeeping to identify and rectify the problems. If the 5S process is not
done in a systematic order, then it leads to more problem in production and quality. In this work the 5S audit
was done and it was finalized with few modifications. Such as, the rejection parts if found, it has to be separated
at the spot itself and sent to rework process. All the moulds and machines should be cleaned before starting the
production in every shift, etc.

Jishu Hozen: Jishu Hozen also called autonomous maintenance is a team based approach to maintenance
activities. The goal of autonomous maintenance is to prepare operators to do some equipment care
independently of the maintenance staff. Jishu Hozen implementation lays the foundation for other maintenance
activities by establishing the basic condition for a machines operation.

Kaizen: Kai means change, and zen means good (for the better). Kaizen refers to continuous improvements
in the production process to achieve better quality. Here the continuous improvement was done in 5M (Man,
Machine, Mould, Method, Material).
The workers are provided additional training and awareness program. Based on the tonnage, the
moulds and machines are listed and separated accordingly. Some required modifications in the mould to achieve
the parts in proper shape and clean surface is done. The raw material grades are varied and some improved
properties in less cost was obtained. Optimization of process parameters were done by trial and error method.
By doing these works, the 5 evils such as defects, mistakes, delay, wastage and accidents can be
avoided or neglected. After successful implementation of TPM, it is found that OEE is increased (Refer Table.6)
upto 20%.

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Table.5. Quality Improvements

Sl.No Problem Root Cause Corrective Action Benefits
Category : Mould Part Name : Glove Box Lens
1 Piece Catching Rust formation core side Cleaned & Check list was added 8%
Category : Mould Part Name : 2 way Connector
Due to less holding strength in Material to be add in flap joint
2 Flap Broken 12%
joint area area
Category : Machine Part Name : 2 Lower Cover
Over Trimming Mould Plastizing area wear & Rectified to get rid of flash issues
3 23%
tear
Category : Method Part Name : 7967-Box
Cooling Line blocked Mould core & cavity temp.-
4 Shrinkage 10%
check list was added
Category : Mould Part Name : 90S2 way male
Terminal Backout Uneven filled in tough area, Air Air vent has been cleaned
5 27%
vent blocked check list was added
Category : Material Part Name : Bezel
42%
Small gap between Bezel & Rib size increased 0.30 mm &
6 Noise Problem (Rs.4.8
Lens Material grade changed
laks/yr.)

Classification of Abnormalities: After setting up of standards for all machines, abnormalities are found in all
machine, which is noted during the initial cleanup. It is systematic method to organize, order, clean and
standardize a work place and keep it that way. In this activity

Table.6.Abnormalities in IMM
Sl.No M/c No. Problem Corrective Action Benefits
1 5&8 Nozzle Heater Problem Heater replaced 6%
2 7,8 & 10 Oil Leakage Problem in Pump side New Hydraulic Hose replaced 8%
3 1,4,5 & 9 Nozzle Temp. variation New Thermocouple replaced 16%
4 3,8 & 7 Zone-01 Heater problem New Heater replaced 6%
5 11 Machine SMPS Problem New one replaced 12%
6 9 Ejection Cylinder Problem Serviced 21%

Production Data
Plant Operating Time
= Shift length x 60 min
= 24 x 60 = 1440 min/day
Working days in a month
= 25 x 1440 = 36000 min/month
Planned Down Time
= Cleaning+ Break+ Meeting Tim
= 30 + 70 + 15 = 105 min/day

Table.7.Modified Shift Times

Shift Timing Planned Downtime Remarks
Breakfast- 08.30 ~ 09.00
I 06.00 am to 02.00 pm Downtime : 40 min
Tea Break- 11.00 ~ 11.10
II 02.00 pm to 10.00 pm Tea Break- 03.45 ~ 04.00 Downtime : 10 min
III 10.00 pm to 06.00 am Tea Break- 03.45 ~ 04.00 Downtime : 10 min
A sample OEE calculation for the bottleneck machine IMM-06 is given below and for all other machines; the
values were directly mentioned in the tabular column given below. From this we can see the dramatic
improvement in OEE (Refer Table.6).
IMM-06 Machine:
Planned Down Time = Setup & Mould Change Time + Break Time

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= 180 min + 100 min = 280 min/day

= 280 min x 25 = 7000 min/month
Unplanned Down Time = Mechanical Breakdown + Electrical Breakdown + Electrical/Safety device
Breakdown
= 26.20 Hrs + 10.30 Hrs + 9.40 Hrs
= 45.90 x 60 = 2754 min/month
Total Production Parts= 2, 90,000 Nos.
Total Rejection Parts = 7,400 Nos.
Good Parts = Total Production Parts Total Rejection Parts
= 2,90,000 7,400 = 2,82,600 Nos.
Ideal Run Rate = 12 parts/min
Planned Production Time =Plant Operating Time Planned Down Time
= 36000 7000 = 29000 min
Operating Time = Planned Production Time Unplanned Down Time
= 29000 2754 = 26246 min
OEE Factors

Availability = (26246 / 29000) x 100 = 90.50%

Performance = (290000 / 26246) / 12 x 100 = 92.08%
Quality = (282600 / 290000) x 100 = 97.45%
OEE=90.50x 92.08x 97.45 = 81.21%

Table.8. Final OEE Calculation

Sl.No. Machine No. Availability Performance Quality OEE

1 IMM-O1 89.28% 93.58% 97.51% 81.47%

2 IMM-03 90.73% 91.59% 97.86% 81.33%
3 IMM-04 90.15% 91.39% 98.46% 81.12%
4 IMM-06 90.50% 92.08% 97.45% 81.21%
5 IMM-07 90.09% 92.74% 97.70% 81.62%
6 IMM-08 90.59% 93.26% 97.53% 82.40%
7 IMM-09 90.77% 91.97% 97.54% 81.43%
8 IMM-12 91.56% 92.51% 96.54% 81.77%
9 IMM-13 90.73% 93.30% 96.82% 81.97%
10 IMM-14 91.17% 91.06% 97.88% 81.26%
11 IMM-15 90.50% 91.60% 98.23% 81.44%

VIII. CONCLUSION
It is essential for a company to improve the production rate and quality of the products. In order to
achieve this, the Overall Equipment Effectiveness was improved with low machine breakdown, less idling and
minor stops time, less quality defects, reduced accident in plants, increased the productivity rate, optimised
process parameters, worker involvement, improved profits through cost saving method, increased customer
satisfaction and increasing sales. The Overall Equipment Effectiveness of the Injection Moulding machine was
increased from 61% to 81% through the implementation of availability, better utilization of resources, high
quality products and also raised employee morale and confidence.

REFERENCES
[1] Abhishek Jain, Rajbir Bhatti, Harwinder Singh Deep and hiv kumar Sharma, Implementation of TPM
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[2] Philip Godfrey, Overall Equipment Effectiveness Manufacturing Engineering, 2002, Vol, 81(3), 109-
112.

National Conference on Contemporary Approaches in Mechanical, 59 | Page

Automobile and Building sciences-2014
Karpaga Vinayaga College Of Engineering & Technology
IOSR Journal of Mechanical and Civil Engineering (IOSR-JMCE)
e- ISSN: 2278-1684, p-ISSN : 2320334X
PP 47-60
www.iosrjournals.org

[3] Islam H. Afefy Implementation of Total Productive Maintenance and Overall Equipment Effectiveness
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[6] Cooke, F. L., Implementing TPM in plant maintenance: some organizational barriers, International
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[8] Melesse Worknesh Wakjira, Ajit Pal Singh Total Productive Maintenance: A Case Study in
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[10] Gaurav Gera, Gurpreet Saini, Rajender Kumar, S.K.Gupta Improvement of Operational Efficiency of
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