Fayoum University,

Faculty of Engineering,
Industrial Dep.
4th year

Productivity Measurement and analysis

Report
of
Performance Measurement Process

Submitted to:
Dr.Ahmed El-Saied
Dr. Hanaa Soliman

Submitted from:
Ahmed Esmail
Ahmed M. Saeed
Ahmed Khaled
Osama Adel
Sara Fouad
Noha M. Bahaa El-Din

23-4-2018
Step 1: Identify Process
 Company name: Industrial Control for Engineering
Industrials

 Industry Type: automotive feeding industries

 Products: complete frame and components, suspension

parts, wheel rims, scooters, assembly of propeller shaft and
front axles.

 Customers: General Motors (GM)

 The flow diagram of Processes:

Step 2: Identify Critical Activity (ies) to be measured

All activities are critical:

1. Purchasing Dep. Send Purchase orders to supplier:
what is lead-time of the raw material would take to arrive at the
company.

2. Quality inspection: the standards of the quality and the time the
process will take.

3. Manufacturing Dep.: what is the time that the process will take,
is what produced enough for what required or not?
How effective are the equipment? How is the performance of
workers?

4. Quality inspection for final product.

5. GM receive the final product: are the products delivered on

time?
Do they meet their requirement?

Step 3: Establish Performance Goal(s) or Standard(s):

 Production:
The main goal is to increase efficiency of the production
process, as it is a critical process in our system.
so, we need to reach a 75% labor productivity,
reduce ideal time by 20% and reach an efficiency 90%

 Maintenance:
As unplanned time which happens because of sudden
breakdowns in machines and that will lead to be a variance
in production, so the goal is to reach zero shutdowns.

Step 4: Establish Performance Measurement(s)

Production:
  The percent of variance of monthly production =[planned-
Actual production(units)/ planned production(units)] x 100
 Labor Productivity= [actual worked time (hr/month)/ standard
labor hours(hr/month)] x 100

 Ideal time = (Production downtime(hrs) / total labor hours) x

100

 Efficiency=[actual/planned]*100

Maintenance:
record how many shutdowns had happened and compare to the
goal.

Step 5: Identify Responsible Party (ies)

 Collect the data: workers

 Analyze/report actual performance: Production planning and
quality Dep.
 Compare actual performance to goal/standard: quality Dep.
 Determine if corrective action is necessary: management
 Make changes: Production planning Dep.

Step 6: Collect Data

Data sheet:
Daily actual and planned production volume for last months:
 ‫‪Month 11‬‬ ‫‪month 12‬‬ ‫‪month1‬‬
‫ال عجز‬ ‫ال من ف ذ‬ ‫الحظا ت‬
‫ال م ال م‬
‫خطط‬ ‫ال عجز‬ ‫تمنف ذ‬
‫ال مخطط ال مالحظا ال‬ ‫ال عجز‬ ‫ال منف ذ‬ ‫ال مخطط‬
‫(‪)3‬‬ ‫‪80‬‬ ‫‪80‬‬
‫‪25‬‬ ‫‪ 100‬كا بينة جك رقم‪75‬‬
‫شابلونة حامل‬ ‫‪14‬‬ ‫‪36‬‬ ‫‪50‬‬
‫‪-8‬‬ ‫‪88‬‬ ‫‪80‬‬
‫‪33‬‬ ‫‪67‬‬ ‫‪100‬‬
‫‪0‬‬ ‫شبلونة ح الموتور‪G..M‬‬ ‫‪69‬‬ ‫‪11‬‬ ‫‪80‬‬
‫‪38‬‬ ‫‪52‬‬ ‫‪90‬‬
‫(‪)3‬‬ ‫‪-8‬‬ ‫‪88‬‬ ‫‪80‬‬
‫‪10‬‬ ‫حامل كا بينة جك رقم‪40‬‬
‫شابلونة ‪50‬‬ ‫‪41‬‬ ‫‪49‬‬ ‫‪90‬‬
‫شابلونة حامل كا بينة جك رقم (‪)3‬‬ ‫‪19‬‬ ‫شبلونة ح موتور‬
‫المقص وعطل فى ‪71‬‬ ‫حامل ‪90‬‬ ‫‪15‬‬ ‫‪65‬‬ ‫‪80‬‬
‫‪0‬‬
‫شبلونة حامل كا بينة جك رقم (‪)3‬‬ ‫‪32‬‬ ‫‪58‬‬‫‪ 90‬اجازة ‪ 6‬اكتوبر‬ ‫‪0‬‬
‫‪0‬‬
‫‪0‬‬
‫‪54‬‬ ‫(‪)3‬‬
‫حامل كا بينة جك رقم ‪36‬‬
‫شبلونة ‪90‬‬ ‫‪51‬‬ ‫‪39‬‬ ‫‪90‬‬
‫(‪)3‬‬
‫شبلونة ح موتور‬ ‫‪50‬على عطل فى‬‫تم التوقف‬ ‫‪40‬‬ ‫‪40‬‬
‫‪84‬‬ ‫حامل كا بينة جك رقم ‪6‬‬
‫شبلونة ‪90‬‬ ‫‪9‬‬ ‫‪41‬‬
‫تم التوقف لصيانة جكات التجميع ‪G.M‬‬ ‫‪-2‬‬ ‫‪78‬‬ ‫‪80‬‬
‫‪24‬‬ ‫‪66‬‬ ‫‪90‬‬
‫تم التوقف عل جانب الشاسية االمامى‬
‫العيد‬ ‫اجازة‬
‫‪-5‬‬ ‫‪75‬‬ ‫‪80‬‬
‫‪20‬‬ ‫‪70‬‬ ‫‪90‬‬ ‫‪0‬‬
‫تم التوقف لوجود مشكلة فى ابعاد ح ‪/‬الموتور‬ ‫‪-25‬‬ ‫‪55‬‬ ‫‪80‬‬
‫‪-1‬‬ ‫‪51‬‬ ‫العيد‬ ‫اجازة‬
‫‪50‬‬ ‫‪0‬‬
‫تم التقوف على ركبة العارضة السابعة‬ ‫‪0‬‬ ‫‪80‬‬ ‫‪80‬‬
‫‪0‬‬ ‫العيد‬ ‫اجازة‬ ‫‪0‬‬
‫تم التوقف على العارضة الثانية‬ ‫‪-5‬‬ ‫‪45‬‬ ‫‪50‬‬
‫‪0‬‬
‫العيد‬ ‫اجازة‬ ‫‪0‬‬
‫‪0‬‬
‫‪1‬‬ ‫‪89‬‬
‫العيد‬ ‫اجازة‬
‫‪90‬‬ ‫‪0‬‬
‫‪0‬‬
‫‪0‬‬ ‫‪90‬‬
‫العيد‬ ‫اجازة‬
‫‪90‬‬ ‫‪0‬‬
‫تم التوقف على العارضة الثانية‬ ‫‪-1‬‬ ‫‪79‬‬ ‫‪80‬‬
‫‪2‬‬ ‫‪88‬‬ ‫‪90‬‬
‫‪ 90‬حامل المساعد ‪90‬‬ ‫تم التوقف على ح ‪/‬المساعد عطل الماكينة‬ ‫‪-10‬‬ ‫‪70‬‬ ‫‪80‬‬
‫كنترول‬ ‫توقف ماكينة‬ ‫‪48‬‬ ‫‪42‬‬ ‫‪90‬‬
‫‪0‬‬ ‫‪ 50‬المساعد كنترول ‪50‬‬ ‫‪-10‬‬ ‫‪70‬‬ ‫‪80‬‬
‫حامل‬ ‫‪40‬‬ ‫‪50‬‬ ‫‪90‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪80‬‬ ‫‪80‬‬
‫حامل المساعد كنترول‬ ‫‪17‬‬ ‫‪73‬‬ ‫‪90‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪50‬‬ ‫‪50‬‬
‫‪13‬‬ ‫‪77‬‬ ‫‪90‬‬
‫‪39‬‬ ‫‪51‬‬ ‫‪90‬‬ ‫‪0‬‬
‫‪15‬‬ ‫‪75‬‬ ‫‪90‬‬
‫‪30‬‬ ‫‪60‬‬ ‫‪90‬‬ ‫‪0‬‬
‫‪1‬‬ ‫‪49‬‬ ‫‪50‬‬
‫‪34‬‬ ‫‪56‬‬ ‫‪90‬‬ ‫تم التوقف لصيانة شبلونة ح ‪/‬الموتور م سعيد‪G.M‬‬ ‫‪25‬‬ ‫‪55‬‬ ‫‪80‬‬
‫‪38‬‬ ‫‪52‬‬ ‫‪90‬‬ ‫‪0‬‬ ‫‪80‬‬ ‫‪80‬‬
‫شبلونة حامل كا بينة جك رقم (‪)3‬‬ ‫‪76‬‬ ‫‪14‬‬ ‫‪90‬‬
‫‪3‬‬ ‫‪47‬‬ ‫‪50‬‬ ‫‪0‬‬ ‫‪80‬‬ ‫‪80‬‬
‫‪58‬‬ ‫‪32‬‬ ‫‪90‬‬ ‫‪0‬‬ ‫‪80‬‬ ‫‪80‬‬
‫‪0‬‬
‫‪34‬‬ ‫‪56‬‬ ‫‪90‬‬ ‫‪0‬‬ ‫‪50‬‬ ‫‪50‬‬
‫‪-1‬‬ ‫‪54‬‬ ‫‪53‬‬
‫‪14‬‬ ‫‪76‬‬ ‫‪90‬‬ ‫‪0‬‬
‫‪24‬‬ ‫‪66‬‬ ‫‪90‬‬
‫‪25‬‬ ‫‪65‬‬ ‫‪90‬‬ ‫‪80‬‬
‫‪20‬‬ ‫‪70‬‬ ‫‪90‬‬
‫‪10‬‬ ‫‪40‬‬ ‫‪50‬‬ ‫‪1‬‬ ‫‪79‬‬ ‫‪80‬‬
‫‪34‬‬ ‫‪56‬‬ ‫‪90‬‬
‫‪27‬‬ ‫‪63‬‬ ‫‪90‬‬ ‫‪20‬‬ ‫‪60‬‬ ‫‪80‬‬
‫‪517‬‬ ‫‪943‬‬ ‫‪1460‬‬ ‫‪176‬‬ ‫‪1618‬‬ ‫‪1590‬‬
‫‪538‬‬ ‫‪1445‬‬ ‫‪1983‬‬

‫‪Month 2‬‬ ‫‪month 3‬‬

‫ال عجز‬ ‫ال من ف ذ‬ ‫الحظا ت‬
‫خطط‬ ‫ال م ال م‬ ‫ال عجز‬ ‫ال من ف ذ‬ ‫ال مخطط‬
‫‪11‬‬ ‫‪79‬‬ ‫‪90‬‬ ‫‪9‬‬ ‫‪41‬‬ ‫‪50‬‬
‫‪10‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪50‬‬ ‫انتاج‬
‫اجازة ‪50‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪1‬‬ ‫‪69‬‬ ‫‪70‬‬
‫‪4‬‬ ‫‪76‬‬ ‫‪80‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪10‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫‪-10‬‬ ‫‪80‬‬ ‫‪70‬‬
‫‪10‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫‪30‬‬ ‫‪40‬‬ ‫‪70‬‬
‫‪10‬‬ ‫‪80‬‬ ‫المصنع‬
‫اجازة من ‪90‬‬ ‫‪50‬‬ ‫‪50‬‬
‫‪10‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪0‬‬
‫‪0‬‬ ‫اجازة المولد النبوى‬ ‫‪70‬‬ ‫‪70‬‬
‫‪-10‬‬ ‫‪90‬‬ ‫‪80‬‬ ‫‪4‬‬ ‫‪66‬‬ ‫‪70‬‬
‫‪11‬‬ ‫‪79‬‬ ‫‪90‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫جانب‬ ‫‪30‬‬ ‫‪60‬‬ ‫‪90‬‬ ‫‪9‬‬ ‫‪61‬‬ ‫‪70‬‬
‫جانب‬ ‫‪41‬‬ ‫‪49‬‬ ‫‪90‬‬ ‫‪1‬‬ ‫‪49‬‬ ‫‪50‬‬
‫‪0‬‬ ‫‪90‬‬ ‫‪90‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪10‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪0‬‬ ‫‪90‬‬ ‫‪90‬‬ ‫‪-10‬‬ ‫‪80‬‬ ‫‪70‬‬
‫‪10‬‬ ‫‪80‬‬ ‫‪90‬‬ ‫‪10‬‬ ‫‪40‬‬ ‫‪50‬‬
‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪50‬‬ ‫‪50‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪0‬‬ ‫توقف على ركبة ع ‪ 7‬و‪ 6‬كنترول ونور الهدى‬ ‫‪46‬‬ ‫‪24‬‬ ‫‪70‬‬
‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬ ‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪0‬‬ ‫‪70‬‬ ‫‪70‬‬ ‫‪70‬‬ ‫‪70‬‬
‫‪1‬‬ ‫‪69‬‬ ‫‪70‬‬ ‫‪50‬‬ ‫‪50‬‬
‫‪-10‬‬ ‫‪80‬‬ ‫‪70‬‬ ‫‪0‬‬
‫‪0‬‬ ‫‪0‬‬
‫‪148‬‬ ‫‪1732‬‬ ‫‪1880‬‬ ‫‪330‬‬ ‫‪1040‬‬ ‫‪1370‬‬

‫‪Another data:‬‬
‫‪work shift= 8hr/day, 6 days /week‬‬
‫‪standard shift hours=8*6=42 hr/week‬‬
‫‪actual Worked hours= 5hrs/day=5*6=30 hr/week‬‬
 Maintenance:

Month No. of Shutdowns

11 0
12 1
1 6
2 0
3 0

Step 7: Analyze/Report Actual Performance

Month Planned(u Actual(u Actual/plan Variance Varianc No. of

nits) nits) ned % in e% Shut
productio downs
n
volume(u
nits)
11 1983 1445 72.8% 538 27.2% 0
12 1460 943 64.5% 517 35.4% 1
1 1590 1618 101.7% -58 -3.6% 6
2 1880 1732 92.2% 148 7.8% 0
3 1370 1040 75.9% 330 24% 0
avera 1656.6 1355.6 81.8% 295 18.16% 1.4=2
ge

5
 Labor productivity (hr/day) = x 100=55.5%
9
 Total downtime (hr/day) = 9-5=4 hr/day
4
 Idle time %= x100=44.4%
9
 Efficiency=81.8%

Step 8: Compare Actual Performance to

Goal/Standard

actual Standards/ goals

Variance 18.16% 0%
percentage of
production volume
(unit/month
Average 2 0
shutdowns
Labor productivity 55.5% 75%
Efficiency 81.8% 90%

Variance in production volume's causes are:

1. There is no scheduled maintenance plan, which leads to sudden
breakdowns and increase downtime.
2. Shortage of raw materials lead to stops in production process,
which increase lead-time and that, means losses in money and
time.
3. Effectiveness of labor is low

Step 9: Determine if Corrective Action(s) is Necessary

Therefore, we need to make a plan to achieve our goals, we need

to:
1-improve maintenance system
2- improve efficiency
3-increase labor productivity

Step 10: Make Changes to Bring Process Back in Line

with Goal or Standard

1. Making scheduled maintenance plan to reduce downtime and

stopes and that will lead to reduce idle time, also it will reduce the
variance in production volume and increase labor productivity.
2. We can use overtime to compensate shortage in production
3.Another way to improve labor productivity that we can specify the
required working conditions, tools and equipment in each worker's
job description to provide optimal work conditions.
4. Production lines are most efficient when management makes
changes and improvements to keep pace with technological
advances.
5. Efficient processes and low error rates minimize production
costs.

Step 11: Determine if New Goals or Measures are

needed

New goals:
Reach a labor productivity 85%.