THE FOLLOWING ORDERING CODES ARE USED;
CODE LEFT OR RIGHT SIDE DRAINER
EUROLINE EULN LSD OR RSD
LEXIN LXN LSD OR RSD
Methods of investigation
Will include:
Computer data: -
All records of production outputs are stored on P.C weekly, and can be readily transferred to graphs and charts.
Previous records: -
All previously hand written documentation of production runs over several years can be accessed.
Contact with robot companies: -
All the leading robot automation companies were contacted, and the initial installation costs and equipment specs were sourced.
Interview with Production Director: -
Several key questions were asked of the production director about the impact an automated system would have on Leisure Consumer Products
Competitor production lines: -
A limited amount of knowledge has been gained from our competitors about their production techniques, but it is obviously a sensitive issue due to the impact it has on their product prices
Observation of current production methods: -
Current output and scrap levels are monitored continuously, and production methods altered accordingly. These are all documented and used as evidence in the report
Discussion group with operators from all three shifts: -
A similar discussion was held with the operators who currently run the three presses, and a simple question and answer survey was documented
Section ONE
To identify an automation supplier that will satisfy Leisure’s needs.
Who are the suppliers
There are several leading automation suppliers currently available. They include, ABB – Kawasaki – Moto man – Kuka and Fanuc. Having contacted these companies by phone or on the Internet, it is clear that the company with the most experience in this particular field is ABB.
Expertise
Of the companies stated above, ABB is a clear choice to supply an automated system to Leisure. The reasons for this choice are, that they have a press automation centre of excellence in Spain, and can supply complete after sales service cover from ABB Milton Keynes UK, whilst still providing a very competitive pricing structure. Having sent all the relevant details to Andreas Niederstein, my contact in Spain, regarding the presses, the tooling and the increase in production we are hoping for. He has since sent back a simulation of the suggested format the robots would adopt. The simulation that was given to me by ABB Spain has a cycle time of 17 seconds. I.e. every 17 seconds a sink will be produced and pass through the exit conveyor. The original, and the suggested format are shown over leaf. Also shown are the production routes for each of the formats i.e. the path that the flat sheet of stainless steel takes, right through to the finished article.
PRODUCTION ROUTES
See Current and New set-up drawing
Suitability
Having been allowed to see very similar robot applications at the Lear Corporation at Wollaton, it is obvious from their success, that ABB have the equipment and the experience to produce an automated line at Leisure. Having spoken to the robot engineers at the site already using the systems, they had very high recommendations for ABB. Shown overleaf is an equipment specification for the robot line at Leisure sent to me by ABB Spain (SFAC).
Leisure
Meadow Lane
Long Eaton
Nottingham
NG10 2AT
FAO: Mr D Mayfield – Toolroom Team Leader 01/05/07
Robotic Press Automation
ABB Proposal No. FJ93-074 (8/S/RC/0440/52)
Dear Sir
We have pleasure in submitting our quotation for the supply of a Robot based Press Automation system as described in the enclosed technical specification.
Item Qty Description
- Press Automation with Phased Installation
1.1 2 IRB 6400 Industrial Robot 2.8m reach, 120kg capacity with S4C controller, programming unit and floppy disk unit.
1.2 1 IRB 6400 Industrial Robot 2.4m reach, 120kg capacity with S4C controller, programming unit and floppy disk unit.
1.3 3 Robot mounted services panels for the control of gripper functions.
1.4 3 Robot base plates.
1.5 1 Modular vacuum gripper for Robot 1, comprising of three wands, the destack wand incorporating a hall effect double blank detector.
1.6 1 Double blank detection controller.
1.7 1 Modular vacuum gripper for Robot 2, comprising of a single wand with functionality for scrap removal.
1.8 1 Modular vacuum gripper for Robot 3, comprising of two wands for internal press transfer and one for interpress transfer.
1.9 1 Destack table for three pallet stacks of blanks, table includes air knife systems to aid blank separation.
1.10 1 Heavy duty powered belt exit conveyor, 5m long approx.
1.11 1 Intermediate nest station between Robots 1 and 2.
1.12 1 Intermediate nest station adjacent to C & W Press.
1.13 1 Heavy duty powered belt Scrap conveyor 4m long approx.
1.14 1 System guarding incorporating, blank loading access doors, scrap access doors, two sliding doors for tool change access, four personnel access doors. All panelling to be 2m high using 50mm square mesh.
1.15 1 Electrical control of system, interfaced to your Junction Boxes on each of the three presses and the new PC controlled Zibulla greasing machine.
1.16 1 Engineering services comprising project management, system design, installation, commissioning, and development of standard cell operation logic and documentation.
1.17 1 Phased installation of project the two installation phases will be completed within 120 days of each other.
1.18 1 System Training courses for up to 4 people at Leisure during 1.20 below.
1.19 6 Place on training course in robot programming and operation (5 days at Milton Keynes).
1.20 1 10 days continuous, single shift, post Phase 1 final acceptance on site support, to ensure staff is fully acquainted with the system.
1.21 1 5 days continuous, single shift, post Phase 2 final acceptance on site support, to ensure staff are fully acquainted with the system.
TOTAL PRICE £ 257.500
Section TWO
To identify all cost implications of an automated system.
Cost of equipment
Although the price for the ABB robot cell is not the cheapest, the overall package that they can offer, is much more suitable to Leisure. Kuka robotics could not provide us with the backup or the training that would be required to run the system effectively. This would also be the first system of this nature that they have installed. Therefore ABB’s knowledge and experience in this field, is far superior to that of any of their competitors and the slight price difference can be easily justified.
Savings on manpower
The area in question for the production of Lexins and Euroline product is currently working a three-shift system. The hourly rate for this production cell is averaged out, so that regardless of what shift the operator is working it is a set rate. This system is currently being tried in this area, as the old system of having a different rate of pay for each shift was very difficult to administrate. Shown below are the hourly rates for the current manual system that requires six operators and those of the automated system that would require two operators.
Current manual system
£9.85 hourly rate x 39 hr week = £384.15 per man
x 6 men = £2304.90 per shift, per week
x 3 shifts = £6914.70 total per week
x 50 working weeks = £345.735 per year
Automated system
£9.85 hourly rate x 39 hr week = £384.15 per man
x 2 men = £768.30 per shift, per week
x 3 shifts = £2304.90 total per week
x 50 working weeks = £115.245 per year
Cost saving on labour alone is: £230.490 per year
Savings on product
With the obvious savings on manpower, this will impact heavily on the margin of the product, thus increasing profits. Leisure is already very competitive in the market place, but this large saving will push us considerably ahead of the opposition. With the increase in output of an automated cell, it will allow greater volumes to pass through this cell in shorter time scales and allow Leisure to expand its high volume product range.
Installation down times
Shown below is an estimated time for delivery from order placement to production.
The last three weeks shown above in red, highlights a period that Leisure will need to have sufficient products in stock to cover the installation down time. This has been achieved before when presses have been retrofitted or serviced, by working weekends on the run up to the items of equipment being out of service. Unfortunately the cost of running the press shop all weekend for several weeks to build up stock, has to be absorbed into the general running costs.
Scrap savings
Shown overleaf in the next section is a table that displays an average hourly output from a four-week production period for the models in question. Shown on this chart is the average hourly scrap for manual production. Also stated are some of the reasons why this scrap occurs, this can be vastly reduced using an automated system because:
There is no manual handling in the process from start to finish.
The blanks are placed onto the various tooling to an accuracy of four- one thousandths of an inch, thus taking away any errors that occur during the drawing process.
The blanks are greased using a PC controlled Zibulla oilier that can fully control the grease pattern. This will allow repeatability and storage of all the possible grease patterns into its memory.
Just-in-time
Due to the considerable savings in time we can now produce more products on a faster scale. This now means there is no need to hold large amounts of stock, we are there for selling the large storage area that we own opposite our current site. This currently holds 10,000 sinks, 2,000 each of lexin and euroline models. We should now be able to operate a just in time production schedule.
The only problem could be the blanks that we cut to length in house, but a small stock will be held in case of an emergency. We have took a contract out with ABB and a press contractor that will ensure they can get the production route up and running again within a maximum of 24 hours. Any time after that and they will be fined x amount of money for further hours.
There are also similar arrangements with the providers of the draw grease manufacturers, packaging material producer and the stainless steel provider. All must be delivered on time or will be fined accordingly.
This will be one of the great benefits of installing an automated cell as it will save money on storage and should hopefully help the place to run more effectively.
Section THREE
To compare the present manual output to that of an automated system
Number of operators
As discussed earlier in the project justification, the number of operators for the manual system is six, but for an automated cell it would only require two operators. One would be removing the parts off of the conveyor while the other will observe the rest of the operations and make suitable adjustments from outside the cell.
Outputs
The table below shows an average hourly output from a four-week production period for the models in question.
There are several reasons for the variation in outputs and scrap levels between the two models. They are:
When the blanks are greased by hand with a roller before having the bowl drawn in them, the pattern required for the Euroline models is slightly more complex and intricate than that of the Lexins thus taking more time.
The shape of the bowl on the Lexin lends its self to the process of being drawn into a bowl, where as the Euroline is much more of a challenging shape for manufacture which makes its design so popular.
The number of scrap items shown above may be caused by manual handling errors between the various operations, splits or marking on the drawn pressing or a change in stacks of material which can influence the process quite dramatically. This comes from a slight change in the structure of the material from one coil of material to the next.
Below is a graph showing the average hourly outputs per shift for a randomly chosen week (Info was recorded using Microsoft excel) using the current manual methods: -
Within the week shown, both Eurolines and Lexins were produced, and an average output of 106.98 sinks per hour was given. This figure multiplied by a working week of 117 hours, means that a total of 12,517 sinks per week were produced.
Within the week shown above, both Eurolines and Lexins can be produced, and an average output of 180 sinks per hour can be achieved. This figure multiplied by a working week of 117 hours, means that a potential total of 21,060 sinks per week could be produced with the automated system.
Having stipulated from the outset that production needed to increase to 180 sinks per hour, or one unit every 20 seconds, it is clear that this is easily obtainable even allowing for tool changeovers and breakdowns, an average of 180 parts per hour can be achieved as the robot actually produces a sink every 17 seconds, which with no stoppages all week could produce: -
60 seconds divided by 17 seconds cycle = 3.53 sinks per minute
3.53 sinks per minute x by 60 mins
= 211.8 sinks per hour
TARGET 180 SINKS - ACTUAL 211.8 SINKS = 31.8 SINKS EXTRA / HR
31.8 SINKS DIVIDED BY 3.53 SINKS PER MINUTE = 9 MINUTES
This means that to average 180 sinks per hour the automated cell can actually afford nine minutes down time within every hour for inspection or repair and still maintain 180 parts per hour.
Rectification levels
Currently 3% of the Lexin and Euroline models require rectifications to be made to them after the production run. The most common of these repairs is to dints and scratches that occur during manual handling. Other marks that can appear on the products are from tooling marks and bits in the atmosphere that land on the tools. A no smoking policy is now in operation at Leisure, partly down to this problem of getting ash on the tooling, which shows very heavily on the product.
Tooling implications
Having spoken to various automation suppliers, it is clear that the current production tooling is more than adequate to cope with the integration of a robot line. The only stipulation for this tooling set up, is that in the 2500t Cowlishaw & Walker press, the tools must be the same height when open to allow easy transfer of parts in the press. Also with only having to make minor modifications to tooling it will allow other high volume sink models to be run through the automated cell. This in turn will impact on the margins of several other Leisure’s sinks.
Interview with the production Director
` The interview with Ian Moss, Leisure’s production director, was to gauge the general opinion, and impact a robot cell would have at Leisure. The following questions were put to him on a one to one basis. All questions and answers are shown below.
Q: Do you think Leisure is capable of selling more products if it had the capacity to do so.
A: We are always looking for new sales areas and growth within the business, but currently we are working overtime to produce the present output, so anything that would give us greater capacity and flexibility will only help Leisure’s situation.
Q: Why do you think Leisure have never considered automation before.
A: Press line automation was always expensive and thought to be exclusive to the production of motor vehicles. Leisure has never been a major investor into new plant or technology but has always maintained its market leader reputation.
Q: What do you think the work forces reaction would be to automation
A: Initially there would be obvious fears over job security. Also there will be an element of the staff that see the down side in everything, and that change is never for the better. In the long run though peoples attitudes change, and eventually they can see it is for the good of the company, and ultimately will keep Leisure as market leader and safeguard everybody’s jobs both there’s and mine.
Q: Do you think that if one automated system was introduced, and the benefits were clear, it would lead the way for other systems throughout the factory.
A: Potentially both at Leisure (Long Eaton) and (Leamington Spa) there must be numerous opportunities for the introduction of robots.
Q: Ultimately do you think that Leisure will invest in such a project.
A: Having considered initial findings, it is very clear of its obvious advantages, and as Production Director I will pursue the matter further with the board.
Section FOUR
To compare the quality of manual output against that of an automated system
Number of rectifications
Rectifications are dealt with in the polishing shop when a product is scratched or slightly damaged, we have a small team constantly working on these sinks. As discussed in the previous section, the number of rectifications will be considerably reduced by using the automated system. Having spoken to several companies that manufacture similar parts to Leisure it is clear that up to 75% of their rectifications have been eradicated, so using a similar process Leisure can expect a similar decrease.
General condition
Of product
From the diagram of how a sink is produced it is clear to see the blue material called nitto on the surface of the stainless steel. This coating is removed on some products to allow for polishing, but on other products it is supplied to trade as nitto coated. This coating must also be kept in as good a condition as possible to see the product at its best. During the manufacturing process this coating very often is damaged and becomes scruffy in appearance due to manual handling, which would be taken out of the equation on an automated cell. This will allow the product to stay in good condition right through to the consumers purchase.
Section FIVE
To identify the impact on staff if an automated system was introduced.
Opinions of workforce
Having canvassed the twenty-four employees involved in the proposed system to gauge their opinions and views, the following information was collated:
- Are robots the way forward
- Do you fear redundancy
- Do you wish to be part of the cell
- Would you accept the change
- Do you have the skills required currently
- Do you think it will increase production
- Do you think it will help the business
- Can you see yourself at Leisure in five years
It is very clear from the information shown above that there is a definite fear factor surrounding the purchase of robots. The operators were very sceptical regarding the increase in production, and if they were the way forward. With this in mind though there were a high number of operators wishing to join such a cell. The main obstacle appears to be the fear of redundancy, which clouded many people’s judgement. Also having spoken to them in detail about what technical skills would be required to run the system, it was obvious that there would need to be a substantial training program in place. The most encouraging aspect of the group discussion was the obvious desire for Leisure to succeed in all areas.
Which manpower
Currently across the three-shift system there are twenty-four operators. If an automated system is installed it will only require two operators per shift, giving a total of six in all. To determine the operators most suited to the requirements they would be required to sit a series of tests shown in appendix 1. This test is currently used for new starters in the company and determines their overall capabilities. The required score is over 70% in the second part of the test, and in the Belbins profile test an ideal candidate would be either a Team worker or an Implementer. This data, together with present working records would decide the appropriate operators.
Redundancy or redeployment
One of the largest concerns to come out of the discussion group was that of redundancy. Unfortunately this has to be seen as an option to reduce costs and redeem the cost of the equipment. However this is not necessarily the course of action that would be taken. As there would be a considerable rise in output, these parts would still need polishing, packaging and storing, so a certain amount of jobs would be created in other areas, this coupled with natural wastage, such as people leaving or retirements means that redundancy is not the only option available
Training Requirements
Another concern of most of the operators was the issue of training. All the training requirements will be dealt with by ABB.
Shown below is the extract from ABB automation proposal for Leisure Consumer Products.
8.1 Robot Training Overview
ABB recognise the advantage to our customers of having well trained personnel to enable them to optimise the performance of their robots and robot systems. Professionally trained staff are a valuable asset, able to play a significant role in reducing production costs within a company. ABB can help you provide that training.
ABB training is accomplished by combining classroom presentation and instructor led workshop exercises. At least 50% of the course consists of hands on training on the robot system to ensure 'learning by doing'. Our training packages include comprehensive documentation, refreshments and a midday meal.
Courses range from a basic introduction to robots, including programming and operation, to detailed repair and maintenance instruction. We also have the ability to customise courses to meet customer’s individual needs.
ABB training programmes ensure your staff are confident about working with flexible automation and enable you to get the most out of your automation investment. We can offer you complete, company-wide, training programmes for you and all your staff.
8.2 System Training
We have included a systems training course for the duration of one day, covering the following:
Safe operating procedures
Start up and shutdown procedures
Use of system diagnostics and documentation
Basic fault finding
Routine & preventative maintenance procedures
Basic robot teaching
We anticipate that this course will take place at the customer site during commissioning or the standby period.
Recommendations
Because of ABB’s obvious knowledge in the press tending business, the technical backup and training they can provide they are the clear choice to meet Leisure’s requirements
To purchase the robot cell form ABB in order to increase productivity, reduce scrap and rectifications. Also reducing labour costs due to the reduction in manpower required to operate this system
Modify some of Leisure’s existing tooling to allow other high volume models of sink to be produced on this line, thus giving increased capacity and more flexibility.
Ensure that all relevant operators for the automated cell, are sent on the ABB basic programming course at Milton Keynes should the automation go ahead.
Consider similar automated cells in other areas of the business.
Conclusions
Unfortunately the old conventional methods of sink production are no longer profitable, and Leisure must be seen to be making steps forward with new technology. This however, may be at the expense of people’s current jobs. But with redeployment and natural wastage this should be kept to a minimum.
It is very clear from the findings of this report, that there are huge cost savings to be made from the introduction of an automated robot cell at Leisure Consumer products. Although the initial outlay of £257.500 is quite a considerable sum, it will re pay itself several times over in the forthcoming years through increased productivity, savings from just-in-time production and the reduction in labour cost.
Having contacted all the leading robot manufacturers, it was very clear that ABB robot automation were the market leader in the press tending field and are therefore an obvious choice to take on this project.
This investment would be seen in the market place as a very big step forward in sink production, and help to raise the companies profile even further, whilst also reducing the manufacturing costs and increasing the margins on some of our best selling products.
The next step for Leisure would be to invite ABB Spain to the site and add more detail to the information that has already been collated between both parties.
The marketing and sales department must be made aware of the possibility of increased production so as to maximise the benefits of the automated system.
The shop floor must be kept fully informed as to the proposed restructure, and future investments that could be made in their areas.
