Chapter - 4B

“Tool Management Activities”

(TM Pillar)
Sr. No Contents Page No.
4B.1 Status of Homework 91

4B.2 Aim of Pillar 91

4B.3 Need of Pillar 92

4B.4 Pillar TPM Journey 92

4B.5 KMI, KPI & KAI relationship 92

4B.6 Benchmarks and Targets 93

4B.7 Pillar Master Plan 93

4B.8 Pillar Organization Structure 93

4B.9 Pillar Connectivity 94

4B.10 Cutting Tool cost reduction 94

4B.11 Tool Life Enhancement 95

4B.12 Tool Procurement, Issue & Consumption System 99

4B.13 Cutting Tool Inventory Reduction 99

4B.14 Tool Change Time Reduction 101

4B.15 Improvement in tool quality 101

4B.16 Capacity improvement Crankcase Machining 104

4B.17 Tool Dexterity Training for JH – Step7 106

4B.18 Results 106

4B.19 Future Plan 107

- Annexure- Results Represented in Graphical Form 4B-I

 Chapter 4B
Tool Management Activities

Tool Management (TM) Pillar is having direct linkage with Farm Division KMI of Cost
Reduction. Tool Management Pillar scope is only for Mumbai & Nagpur Plant. TM Pillar
scope is very limited at Rudrapur plant due to small machine shop (i.e. 7 Machines only),
hence the Tool Management activities are being taken care by KK Pillar in Rudrapur Plant.

4.2.1. Status of Homework (TPM Consistency Award’2012) -

Sr. Home Work Action Done Status
TM1 Tool consumption data should also be Monitoring of Tool consumption per
monitored on cost per component basis component as well as per Equivalent
Tractor is started from F12 (shown below)
TM2 Develop Tool Dexterity for New Employees Dexterity made for New employees
Completed In Process To Be Done
HW Indicates Homework
HW- TM1
Cutting Tool Consumption

Rs./ Eq. Tractor

Reasons for adopting TM Pillar:
 Major machining activity is carried out at 2500 Mumbai Nagpur 2111
Mumbai Plant on 320 metal cutting m/c 2000
 Around 1500 different tools are used in 1500
1000 639 558 553
Mumbai & 292 in Nagpur plant, which fall 218 205
500
in 3 major categories as shown in Pie Chart 0
below. All tools are bought out BM3 F13 F14 F15Q3
 Tool inventory at the time of Benchmark In Nagpur plant at F15Q3, Cutting tool consumption
was substantial is high, Due to new M-star production
 Tool procurement lead time was high
Mumbai Plant Nagpur Plant

34% 24%
49%
6%
70%
16%

Use & Throw Use & Throw

Regrindable life > 3 month Regrindable life > 3 month
Regrindable life < 3 month Regrindable life < 3 month
Total 1500 Tools Total 292 Tools
Regrindable
Use & Throw
Tools Tools > 3 Month

Grinding Diamond Shaving Shaping

Inserts Spares Hobs Broaches
Wheel Dressers Cutter Cutters
Regrindable
Tools <3 Month

Drills Taps Reamers Hole Mills

4.2.2 Aim of Pillar -

“To improve productivity through continual improvement in cutting tools
and to reduce cutting tool cost”

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4B.3 Need of Pillar -

Need of TM Pillar

Tool Quality High Tool Change High Cutting Tool High Tool
Issues Time Inventory Consumption Cost

4B.4 Pillar TPM Journey -

After addressing prevailing needs in Phase 1 & 2, we have
taken two new initiatives.
TPM Special
F14 Onwards • Improvement in quality of bought out tools & Improvement in
quality of In-house reground tools
• Develop cutting tool training content for imparting tool & allied
knowledge to operators

TPM Consistency
• Tool change time reduction
(F12- F13)
• IT based material requirement Planning system for tools
Scheduling system for identified tools

TPM Excellence
(F07- F11) • Saving through cutting tool cost reduction projects
• Cutting tool inventory reduction

4B.5 KMI, KPI & KAI Relationship -

Q 1. CRUSADE  
P&C 2. Cost Reduction    
P&D 3. Improve End to End Supply Chain Efficiency 
D 4. Blockbuster Product
S, M & E 5. Sustainability
Increase no. of tool changes

KMI
Improve quality of bought
Saving through tool cost

Improve quality of tools

within single digit i.e.
Cutting tool inventory

Machine Productivity
reground in-house

KPI
within 9 minutes
reduction

reduction

out tools

KAI
Improvement projects for cutting tool cost reduction through change in design, 
material, process, reuse, etc. with focus on tool life improvement

Review, redefine and maintain stock levels of tools using Replenishment model
of inventory

Procurement lead time reduction 
Implementation of material req. planning for id. tools (IT based scheduling) 
Kaizen for tool change time reduction 
Dexterity to impart cutting tool Knowledge 
Process improvement at suppliers of bought out tools 
Process improvements for In-house regrinding of reusable tools 
 Strong Relation  Medium Relation ◌ Weak Relation

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4B.6 Benchmarks & Targets -

KMI KPI F14 F15 F16
NO. Key Performance Indices UMO Better Plant F07 BM1 F11 BM2 F13 BM3
No. T T T

Cumulative Saving though reduction MUM N.A. 182 288 300 340 380
2 1 Rs. Lacs
in cutting tool consumption cost NGP N.A. 130 178 200 220 270
MUM 424 392 343 330 310 290
2 2 Cutting tool inventory Rs. Lacs
NGP New addition of Arjun Novo in F15 545 491

Increase No. of tool changes within MUM N.A. 121 193 225 270 300
2 3 Nos.
single digit i.e. within 9 min. NGP N.A. 44 57 57 252 271
Quality of bought out tools
1 4 % MUM N.A. N.A. 99.3 99.5 99.7 100
(OK tools)
Quality of In-house reground tools
1 5 % MUM N.A. N.A. 93 95 98 100
(OK tools)
Machine shop Productivity 203 230 240
2,3 6 Nos./day NGP 60 200 201
Improvement- Crankcase
Machine shop Productivity Nos./day
2,3 7 NGP 140 177 210 220 230 250
Improvement- Cylinder Head
Machine shop Productivity Nos./day
2,3 8 NGP 60 315 415 415 425 435
Improvement- Trans Case
Machine shop Productivity Nos./day
2,3 9 NGP - - - 30 60 120
Improvement- M-star Rear Housing

4B.7 Pillar Master Plan -

F14 F15 F16
Sr Activity F7 F11 F13
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Identify high value tools P
1
using Pareto A

TPM Health Check Up for Special Award

2nd Stage Assessment for Special Award

1st Stage Assessment for Special Award
Identify & implement P
2 projects for saving cutting
tool cost A
TPM Consistency Award

P
TPM Excellence Award

Reduce cutting tool

3
inventory A
TPM Kick Off

Increase No. of tool changes

within single digit i.e. within P
4 9 minutes (reduce Tool
change time - A & B
Category machines) A

Improve quality of bought P

5 out tools A
Improve quality of in-house P
6 reground tools A
Impart cutting tool and P
7 allied knowledge to
identified operators A

4B.8 Pillar Organization Structure -

Mumbai Plant
Sunil Rele
TM Pillar Head

Bharat Doke Anur Raut Pramod Prabhudesai Hemant Panchal

Transmission Process Indirect Material Engine Process Engg. Transmission Process Engg.
Engg. Purchase

Makarand Jadhav Tushar Kulkarni

Cutting Tool Supply Module Indirect Material Purchase

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Nagpur Plant
Amol Joshi
TM Pillar Head

Shyam Jibhkate Prakash Nayak Kishor Thakare Rajendra Kadu

Engine Engineering Transmission Transmission

Pratap Shinde Mahesh Lutade

Engine Engine

4B.9 Pillar Connectivity -

TM Pillar

KK Pillar QM Pillar
JH & E&T Pillar PM Pillar
Focused on cutting Support quality IFC Pillar
Support for Input for restoration
tool cost reduction improvements Capacity
imparting cutting of basic condition to
- Productiivity through tool Improvement
tool knowledge maximize tool life
Improvement improvements

4B.10 Cutting Tool Cost Reduction -

Approach:

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Step 7

Prioritise Operator
Observe & Experiment Counter
based on Implement Standardize education &
Analyse root ation and measure and
consumption solution & & Horizontal Training
cause of idea validation
value. Define Benefits Deployment (thro’ E&T
problem generation trials
problem. Set Pillar)
benchmark
target

Focus in Special award phase

Steps followed for analysis aspects 1. Innovations
1. Investigate actual condition 2. Latest tool technology
2. Investigate current cutting conditions 3. Continue use of Taylor’s Tool Life formula
3. Investigate equipment accuracy
4. Review tool design, process, coating, 10 Steps for reducing Cutting Blade change
material, reuse possibility & sequence
losses have been integrated in above approach
5. Study effect of machine vibrations
6. Study effect of electrical power

Area wise Tool Cost categorization (Case Study of Nagpur Plant)

Areawise Tools Cost - F15 H1
 M-Star and Engine 94.66% 99.81% 100.00%
Machining contribute 180 81.80% 100.00%
81.80% of the Tool Cost 61.92%
cumulative %

75.00%
Rs in lacs

120 105.9
50.00%
 Projects are 60 34
22 25.00%
undertaken in M-Star & 8.8 0.33
Engine Machining for 0 0.00%
M- Star Engine Trans Hyd Tool Room
reduction in Tool Cost Machining Machining Machining Area

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Study F15Q1 tool consumption within the top identified tools

Pareto chart shows
example of tool cost
analysis in M-Star
Machining for F15Q1.

A. Present Status &

Target Setting
Rail bore Diameter
17.5mm x 388 mm
of Carbide Reamer
Cost – Rs. 35888 /- per tool
Target –50% reduction per tool
B. Analysis
1. Reamer was in 2 piece construction
2. Tool life was less i.e. 147 Parts/ tool
3. Tool shank getting rubbed during cutting in upper rail hole.
C. Countermeasures:
1. Reamer made in single piece
2. Shank design change (bearing area reduced)
3. Speed reduced from 200 to 100 m/min, Feed reduced from 2000 to 1200 mm/min
Results:
Reamer Life Improvement Reamer Cost Reduction
1500 400
296
No. of Parts

975
Rs./ Parts

1000 300 88%

200
500 100 37
121
0 0
Before After Before After

Savings per year Rs.4.66 Lacs.

Summary of Kaizen done for Tool Cost Savings

No. of Project Completed
Sr. Idea used
Mumbai Plant Nagpur Plant
1 Design change 49 27
2 Process change 48 6
3 Source change 29 0
4 Reuse 8 3
5 Machine condition restoration 5 0
6 Material change 12 0
7 Coating 10 0
Total Projects 161 36
Total Cost Reduction in Lacs 347 217

4B.11 Tool Life Enhancement (Case Study of Mumbai Plant) -

Stage 1 – Prioritization, Problem statement & Target setting
Based on consumption value of tools in NEF Crankcase cell shown in Pareto, tool No.1
(i.e.9565314081) which is finish milling insert is taken as a priority for cost reduction.

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NEF Crancase Cell Cutting tool consumption- F14

100
87 89 90 91 93 94 95 95
20.0 70 73 75 77 79 81 84 86 100
64 67

Cumulative %
Rs. in Lacs

15.0 43 49 53 57
35
10.0 26
5.0 50
5.0 1.7 1.6 1.0 0.8 0.7 0.7 0.7 0.6 0.6 0.5 0.4 0.4 0.4 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.2 0.2 0.2 0.9
0.0 0
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
Tool Number

Problem: High cost of milling on machine No. 1265 for finish milling of front & rear faces
of NEF Crankcase.
Target: Reduce cost of milling insert per part by 30 %. Surface flatness to be within – 0.070
mm & Surface finish -3.2 Ra.

Stage 2- Observations & Analysis

Details of current tool life & cost/part are shown below.
Sr. Details Cost
1 No. of inserts on milling cutter 14
2 Cost of each milling insert – Rs. 858.5
Milling Cutter
3 Cost of one set of milling insets (14 Nos.) Rs. 12019
4 Cutting edges per insert 12
5 Life per cutting edge 35 parts
6 Life per set of inserts (12 cutting edges) 420 parts
Cost / part Rs. 28.6
NEF Crankcase Milling insert
Other critical observations are given below:
Sr. Aspect Observation
1 Actual condition Insert edge gets chipped off
2 Current cutting conditions RPM – 430 (216 m/min), Feed – 1050 mm/minute
Depth of single cut – 0.5 to 0.7 mm, Interrupted cut
3 Equipment accuracy Geometrical accuracies are as per test chart
4 Review- Tool design -Insert design is Hexagonal, with chip breaker, without edge
 Material honing
 Coating -Insert grade is harder & suitable for super alloys
 Process & sequence -PVD coating
 Reuse possibility -Finish milling with one wiper
-Reuse not possible (throw away insert)
5 Effect of machine vibrations No abnormal vibrations observed
6 Effect of electrical power Only 25% of motor power is used. No overload
Why – Why Analysis
Problem Why-1 Why-2 Why-3
High cost Less life of Milling inserts Carbide grade harder
of milling milling cutting edge Cutting speed higher
inserts chipping off Cutting edge of insert is sharp, prone to breakage on
interrupted cut
Root causes identified - Carbide grade harder, cutting speed higher, cutting edge sharp
Stage 3 -
Root cause Idea
Carbide grade is harder Use tougher carbide grade
Cutting speed higher Use lower cutting speed
Cutting edge of insert is sharp Use edge honed milling inserts to moderate sharpness
Following trials were carried out at different cutting speeds with tougher carbide grade
& having honed cutting edge. Life was monitored considering quality requirements.

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Stage 4 - Counter measure & validation trials

Based different trials shown above, milling inserts mentioned in Trial No. 5 were selected
as a counter measure to be used at cutting speed of 370 rpm.
Trial Supplier Insert Cutting Speed Feed Avg. Tool Life
No. Name Specification (RPM) (mm/min) /Edge/Parts
HNHX 1006 ANTN-MM TT
1 Taegutech 370 400 430 1050 25 23 20
6030
HNGX09050 KCK15
5 Kennametal 370 400 430 1050 65 45 40
951015032
Three validation trials were conducted & consistency in improved tool life was confirmed.

Stage 5 – Implementation of Sr. Details Cost

1 No. of inserts on milling cutter 14
solution & Benefits
2 Cost of each milling insert – Rs. 980
Validated solution was
3 Cost of one set of milling insets (14 Nos.) Rs. 13720
implemented and following 4 Cutting edges per insert 12
cost per part is achieved. 5 Life per cutting edge 65 parts
6 Life per set of inserts (12 cutting edges) 780 parts
7 Cost / part Rs. 17.6

Results:
Tool Life Improvement Tool Cost Reduction
1000 780 50 28.6
Rs./ Parts
No. of Parts

420 17.6
500
86% 0 38%
0 Before After
Before After

Savings per year Rs. 6 Lacs.

Stage 6 – Standardisation & Horizontal Deployment

Cutting insert specification and tool life was updated in SOP

Stage 7 – Operator education & Training

Operators were communicated about revised cutting insert specification, cutting speed and
tool change frequency & learning from the case study.

Tool Life Improvement:

We have applied for patent registration for a project for preventing premature breakage of
tappet hole application brazed carbide reamer at brazed joint due to excess heat through
innovative idea of “Introduction of Coolant grooves on reamer flute for heat dissipation to
prevent breakage through brazed joint”. Patent application No. is 3803/MUM/2014.

Theme: Tool life enhancement by preventing premature breakage of reamer from brazed
joint on Tappet hole machine no. 1269

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BEFORE AFTER

Patent Applied
Reamer flute design changed. Grooves provided on
Heat generated due to friction between Solid flutes
reamer flute to facilitate coolant flow between
of reamer guided in Bush. Heat causing weakening
reamer flutes & bush to dissipate heat. Tool
of brazed joint & tool breakage
breakage is prevented

Tool life enhancement based on Taylor’s tool life equation (Case study –Mumbai)
We have also implemented tool life enhancement projects based on Taylor’s tool life
equation by conducting machining trials at different cutting speeds and examining effect
on tool life. One such example is shown below where experiments are conducted at three
different cutting speeds (including prevailing speed) and tool life is measured.
Tool life equation derived from the experiments is VT0.27=438
Project: Cutting Tool Life Enhancement
Location : FD Mumbai Department: MFG Engg. Engineer Prabhudesai/Parkar
Engine PU
Part EUV Cylinder head- Machine VMC
name/No. : 0020115E05 Type:
Part Cast Iron M/C Good Operation Injector boring
Material: Condition:
Hardness: 180 to 220 BHN Machine No: 1217
Taylors formula: VTn= C Results :
V-Cutting speed m/min, T- Tool life in minutes, n- Constant based on tool Tool life with different Speeds
material & work condition, C - constant
V1 85
Tool life in no.

600 T1
Tool life in no.

600
400 V2 76
of parts
of parts

400 400 T2 600

275
n 0.27
200 200 V3 93
T3 300
0 0
Category 1 Category 1
Parts per resharpening Parts per resharpening

Present " V" reduced by 10 % " V" increased by 10 %

Technical Data
(Trial 1) (Trial 2) (Trial 3)
Holder# Hydrogrip Hydrogrip Hydrogrip
Insert# NA NA NA
Tool material /Grade/
Brazed Carbide Brazed Carbide Brazed Carbide
coating
Diameter in meter 0.017 0.017 0.017
Cutting (RPM) 1584 1430 1750
Cutting speed (m/min) 85 76 93
Feed rate(meters/min) 0.2 0.2 0.2
No. of cuts Single Single Single
Length of cut (m) 0.30 0.30 0.3
Contact time (min) 1.5 1.5 1.5
Performance data
Parts per edge(tool life) 275 400 200

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Present " V" reduced by 10 % " V" increased by 10 %

Technical Data
(Trial 1) (Trial 2) (Trial 3)
No. of edge on insert N.A N.A N.A
Tool life time (min) 413 600 300
Cost data
Tool cost 2500 2500 2500

Calculations for 'n' Calculations for Estimated Tool life by Taylor's formula:
V1T1n = V2T2n (T3/T1)n= V1/V3
n
V1/V2=(T2/T1) V1/V3= 0.905142857
V1/V2 =a= 1.11 log a = 0.0444191 T3 = T1. n√(V1/V3)
T2/T1 =b= 1.45 log b = 0.1627273 In mins. Parts
log a=n log b n=loga/logb T3 = 286 191 Estimated by formula
Index n = 0.27 T3 act = 300 200 After Actual Trial
C=VTn Tn=5.732 C =438

Tool life equation - VT0.27=438

Based on the above study, reduced speed of 76 m/min is implemented for life improvement
from 413 to 600 minutes (improvement of 45%). Reduction in cutting speed has not affected
cycle time of the operation as feed is not changed. Quality parameters were verified and
were found within specifications. Total No. of Tool life Improvement Project Completed
Mumbai Plant 137 Nos.
Nagpur Plant 21 Nos.
4B.12 Tool Procurement,
Issue & Consumption System -
Identify need for new tool (for new
product, new machine, cost reduction, Define stock levels in SAP system (Safety level,
capacity enhancement, quality Re-order level, Maximum level, etc.).
improvement, etc.). Conduct trials of Periodic review and revision of stock levels.
new tools and establish results

When stock reaches Reorder level, No. of suppliers rationalized from

give call to supplier for supply of 42 to 24 and Annual rate contracts
tools implemented in Phase1
Book tool consumption
when tool life is over

Regrinding &
Supplier manufactures tools /
recoating of reusable
tools dispatches tools from stock

Tools issued and used for

manufacturing Receive tools, inspect, Vendor Managed Inventory
make goods receipt entry in system implemented in
SAP and store Phase1

4B.13 Cutting Tool Inventory Reduction -

Step-A Step-B Step-C Step-D Step-E Step-F
Implement
Review & Rationalise
Stop Material Improve Control
redefine stock vendors
Identify Running procurement & Requirement System &
levels of running Implement
& Obsolete tools write off Planning (MRP) monitor
tools using Vendor managed
obsolete tools System & continuously
Quantity based Inventory (VMI)
integrate with
replenishment System Vendor Managed
Inventory Model Inventory (VMI)
system

First four steps of inventory management system implemented in phase 1 are illustrated
below. Cutting tool inventory is managed to ensure availability of tools and simultaneously
minimize inventory levels.
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As mentioned in Step-E, we are continuing IT based Material Requirement Planning System

for identified tool introduced in Phase 2 to reduce manual errors and delays and to improve
accuracy of tool order planning and scheduling process. The system is explained below:
Tool Planning & Procurement - Old System
A B C D E F
Annual Rate Vendor SAP Menu run Manual E-mail Material
Manual
Contract for Managed to identify of delivery Receipt as per
Calculation of
tools Inventory (VMI) tools reaching schedule to schedule
Order Quantity
Reorder Level supplier

Tool Planning & Procurement- New System

A B C1 D1 E1 F1
Vendor MRP software integrated with
Annual Rate Automatic
Managed SAP & VMI generates delivery
Contract for Email of
Inventory schedules for suppliers based on Material
tools delivery
(VMI) reorder point Receipt as
schedule to
supplier per schedule
through SAP

Activities – C, D & E are changed in new system (other activities – A, B & F remain same)

Benefits of the IT based MRP system

 Minimize manual interventions,
errors & delays in scheduling
 Order small quantities more
frequently
 Ensure timely tool availability and
simultaneously minimize inventor
The system is implemented on 62%
tools so far, will be implemented on
remaining 38% by F16

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4B.14 Tool Change Time Reduction -

Tool change Idea

Prioritise tool Study &
time generation & Implement
changes analyse Horizontal
(For “A” & counter solution &
>Single digit. current Deployment
“B” category measure Standardise
(9 minutes) activities.
machines)

Focus on increase in number of tool changes within 9 minutes (single digit)

Example1 - Tool change time reduction on machine No. 1190 used for MDI Cylinder Head
injector bore machining is shown below:
BEFORE AFTER

Tool clamped by two side clamping screw Tool Clamped by Hydro-grip tool holder
Tool change time – 15 minutes Tool Change time – 5 minutes
Example 2: Tool change time reduction on machine No. 1096 used for Transmission case
multi drilling is shown below:
BEFORE AFTER

Conventional drill adopter Quick change drill adopter

Tool change time – 10 minutes/tool Tool Change time – 2 minutes/tool

4B.15 Improvement in Tool Quality

All 1500 Nos. tools used by us are bought
out. Around 50% types of tools are reused
after regrinding. New initiative to improve
quality of all new bought out tools and tools
re-used after regrinding in-house was
started in Phase 3 to address need based on
existence of sporadic tool quality issues.
New bought out tools:
 All new tools are bought out from 30 different suppliers
 17 are proprietary tool suppliers and

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 13 supply tools as per our specifications and design

 There has been no tool rejection from 17 proprietary suppliers
 There was cumulative 0.7 % rejection (acceptance – 99.3%) from custom made tool
suppliers at the time of F13 benchmark.
Supplier wise rejection details are given below:
Sr. Tool supplier Tool supplied Tool defect % Rejection
1 Emkay Tools Tap Major Diameter & Pitch Circle 1.8
Diameter not as per specification
2 Metcut Tools Carbide hole Overall length not as per drawing 2.29
making tools
3 Kubera Tools Carbide hole Outside diameter run out more 5.6
making tools than drawing specification
Our objective is to eliminate rejection for all bought out tools. Approach for quality
improvement at supplier’s end for achieving the objective is given below:
Improve Process Control, Quality Dynamic Evaluation of supplier
Periodic Process & Quality
Control, Document Control, and based on rejection at receipt
Audits of supplier
Handling & Packaging at supplier stage and on production line

To evaluate the prevailing status of suppliers and to priorities efforts for improvement, a
system of Dynamic evaluation of the suppliers is started based on the following criteria:
 The supplier is classified as GREEN if all acceptance gates are satisfactory, i.e. Line
rejection, Goods receipt rejection is zero for supplies in previous six months and if no
issue is reported by the user.
 The supplier is classified as RED if any of the gates is not satisfied.
Dynamic Supplier Evaluation Matrix
Logic Vendor Product Qualifying GATEs Call Status
to Performance- Last 6 months Receipt Any problem from for
used LR PPM GR PPM in last 6 end user status
months
X1 Y1 0 0 Yes No Defect  
X2 Y2 If any of the above GATEs not qualifying  
Custom built tool suppliers have been given priority for improvements. Various
improvement actions have been taken which have resulted in 7 custom built tool suppliers
attaining green status after evaluation. One example of improvement done at supplier’s
end is shown below:
Supplier: Emkay Tools Tools Type: HSS Tap
Tool No. 0022041T017 & 0022041T018
Tool Description: M10X 1.5mm Tap& M8X1.25 mm Tap
Rejection Type Root cause of failure Improvement Action Taken
Major diameter 1. Incorrect tap roller used 1. Tap roller used as per specification
& pitch circle 2. Manual control for thread depth 2. Auto setting on machine for thread
diameter not as setting causing variation depth control to eliminate manual error
per 3. Tap inspection done as per standard 3. Tap inspection done as per M&M
specification specification & not as per M&M specification
specification
Rejection %
Improvement
1.81 action taken
2
1
%

0 0
0
F13 F14 F15

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Tools re-used after regrinding in-house:

49% (575 Types) of the total tools are regrindable. Certain category of tools were having
rejections as shown in graph (Acceptance was 93%, Rejection was 7%):
400 3.3 Regrindable Tool Types Nos. % 4

300 2.1

%
205
Nos.

200 2
89 0.9
75 0.7 51
100 45 18
0 74 0 15 3 0
0 0
0 0
Drill Tap Shaving Hole Mill Hob Reamer Shaping Gleason Broach
Cutter Cutter Blades

Details of quality issues causing

7% rejection pertaining to
different tool categories and
approach for improvement in
quality of regrindable tools.

Improvement actions have

been taken to eliminate quality
issues based on the approach.
Examples of improvements on
the quality issues highlighted in
above table are given below:

Tool Issues No of defective Defect %

tools
Tap Tap not entering component 6 3.3 %
Tap cutting oversize 4
Tap cutting undersize 2
Incorrect chamfer angle of tap 2
Tap chip-off at chamfer 2
Tapping depth less 2
Tap burning 1
Drill Drill Cutting Over Size 4 2.1 %
Drill not entering 2
Drill Burning 1
Subland drill - excess chamfer / no chamfer / counter 3
depth not maintained
Flat drill Central Ring formation on component 1
Burnishing drill Finish Not Ok 1
Reamer Reamer cutting under size on component 3 0.9 %
Reamer cutting over size on component 2
Hole Mill & Cutter breakage at neck 2 0.7 %
Form Cutter Form cutter Chattering mark at seat of component 1
Hole Mill Cutting Under Size on component 1
Total 41 7%
Various preventive & corrective actions taken, acceptance has improved to 96%.
Theme: Improvement of Tap re-sharpening quality
Problem: Tap not entering component after re-sharpening
Tap re-sharpening includes - Grinding of worn out portion at tap end & Chamfer grinding
involves generation of a proper, positive clearance angle with help of cam mechanism
situated in tap holding unit.

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Defect / Problem Why Why Why

Tap not entering in Negative clearance Tap held in incorrect Dependence on manual
component angle maintained at angular position in work skill. No facility for
cutting edge head with respect to correct setting
cam mechanism

BEFORE AFTER

Stopper for
setting tap

 No provision for setting correct angular position  Poka-yoke introduced to set tap in correct
of tap w.r.t. cam mechanism angular position w.r.t. cam mechanism
 Dependence on manual skill leading to manual  Dependence on manual skill and possible errors
errors eliminated

4B.16 Capacity improvement Crankcase Machining -

Study gap between
Data Collection Identify Bottleneck Analysis Data
demand & capacity

Check Implementation of Countermeasure

Standerdization
result Kaizen planning

Present Status: Capacity per Day is 203

Target: Increase the Capacity to 210 per day
400 372 Crankcase Cell machine wise Capacity Actual Target
284 275 280 290
300
210 210 210 210 210 210
Per day Capacity

200
203
100

0
RS/LS Boring Leak Test & Makino SPM Water Leak
Bush Pressing Testing

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Why – Why Analysis:

Why-1: Cycle time of crancase is high (5.26
For reducing the cut time, we increase feed and
min.) speed rate by 10%.

But found that tools creates chatter marks due

Why-2: Total boring length is 150 mm
unbalanced cutting forces.

Why 3: Low Cutting parameters

Why 4: Feed/revolution is less

Why 5: Single edge cutting

Pareto of operations on MAKINO Crancase Cycle time

96 100
83 86 88 91 93
20.0 65 71 76 80 100
51 59

Cumulative %
Time in min.

15.0 41%
2… 41
10.0 5.3 50
2.6 2.1 1.4 1.2 1.1 0.7 0.6 0.6 0.5 0.5 0.5 0.5 59%
5.0 0.5 0.8
0.0 0

Operation Position Time Cut time

Countermeasures – To increase the speed & feed rates we increase no. of cutting edges
from one to four nos. However, again we face chatter mark during cutting.
BEFORE AFTER

 Single Cutting Edge Boring Bar  Four cutting edge Boring Bar

To counter unbalanced radial cutting forces, we asked supplier for introduction of

Dampened boring bar by reinforcing carbide heavy
metal. This has helped in removing the chatter
marks in Crank bore diameter.

Results: Cycle Time Reduction Capacity Improvement

19.5 19.25 215
3.5% 210
210
Minutes

19 18.65 203
Nos.

205
18.5 3.5% 200
18 195
Before After Before After

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HW- TM2
4B.17 Tool Dexterity Training for JH – Step7
To support JH & E&T pillars for imparting cutting tool related training for making operators
process competent, Cutting Tool Manual has been prepared and Tool Dexterity training has
been started along with E&T pillar. Different topics covered in the manual are shown here.

Tool Dexterity (Nagpur Plant)

4B.18 Results -
F07 F11 F13 F14 F14 F15 F15Q3 F15 F16 Status
Sr Key Performance Indices UOM Better Plant A Q3A T
BM1 BM2 BM3 T T T
Cumulative Saving MUM - 182 288 318 300 347 330 340 380 
though reduction in
1 Rs. Lacs
cutting tool consumption NGP - 130 178 205 200 217 210 220 270 
cost
MUM 424 392 343 285 330 258 315 310 290 
2 Cutting tool inventory Rs. Lacs New M- New M-
NGP - - - star M/c star M/c 545 545 545 491 
shop shop
Increase No. of tool MUM - 121 193 225 225 268 260 270 300 
3 changes within single Nos.
digit i.e. within 9 min. NGP - 44 57 57 57 252 252 252 271 
Quality of bought out
4
tools (OK tools)
% MUM - - 99.3 99.5 99.5 99.7 99.6 99.7 100 
Quality of In-house
5
reground tools (OK tools)
% MUM - - 93 95 95 96 96 98 100 
Machine shop
6 Productivity Nos./day NGP 60 200 201 203 203 210 210 230 240 
Improvement- Crankcase
Machine shop
Productivity Nos./day 220 220 220 220 230 250
7
Improvement- Cylinder
NGP 140 177 210 
Head
Machine shop
8 Productivity Nos./day NGP 60 315 415 415 415 418 416 425 435 
Improvement- Trans Case
Machine shop
Productivity Nos./day 30 30 60 60 60 120
9
Improvement- M-star
NGP - - - 
Rear Housing

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Tool Management Activities

4.2.18 Future Plan -

Sr. Key Performance Indices Action plan Tgt. Date
Saving though reduction in
Focus on cost reduction projects for high
1 cutting tool consumption 30.03.2016
consumption cost tools
cost
Perpetual reduction of tool inventory by
controlling procurement based on revised stock
2 Cutting tool inventory levels, Vendor Managed Inventory System & 30.03.2016
implementation of Material Requirement
Planning System
Increase No. of tool changes Focus on increasing tool changes within single
3 within single digit i.e. within digit 30.03.2016
9 minutes
Improve Process Control, Quality Control,
Quality of bought out tools
4 Document Control, and Handling & Packaging at 30.03.2016
(OK tools)
all suppliers
Ensure equipment upkeep through JH & PM,
Quality of in-house reground periodic calibration, up gradation of grinding and
5 30.03.2016
tools (OK tools) inspection facilities, de-skilling of operation and
operator skill up gradation

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Annexure- Results Represented in Graphical Form (4B-I To 4B-II)

1. Saving though reduction in cutting tool 1. Saving though reduction in cutting tool
consumption - Mumbai consumption - Nagpur
500 500
81%
67%
Improvement 380
400 347 400 Improvement
330 340
318
288 300
270
Rs in Lacs

300 300 210

Rs in Lacs
200
217 220
182 205
200 200 178
Consistency
130
Excellence Consistency
100 100 Excellence

0 0
0 0
F07 F11 F13 F14 F15 F15 F16 F07 F11 F13 F14 F15 F15 F16
BM1 BM2 BM3 Q3 BM1 BM2 BM3 Q3
Target Actual Target Actual

2. Cutting Tool Inventory - Mumbai 2. Cutting Tool Inventory - Nagpur

700 700
39%
600 Reduction 600
545 545 545
491
500 500
424
Rs in Lacs

392
Rs in Lacs

400 400
343 330 315
310 290
300 285 258 300
Consistency Consistency
200 Excellence 200 Excellence
New M-Star
Not Monitored Machine Shop
100 100
0 0 0 0 0
0 0
F07 F11 F13 F14 F15 F15 F16 F07 F11 F13 F14 F15 F15 F16
BM1 BM2 BM3 Q3 BM1 BM2 BM3 Q3
Target Actual Target Actual

3. Tool changes in Single Digit - Mumbai 3. Tool changes in Single Digit - Nagpur
500
500
1.21 Times 5.7 Times
Improvement 400 Improvement
400

300 271
300
300 260 268 270 252 252 252
No's

No's

225 225
193 200
200 Consistency Consistency

121
100 Excellence 100 Excellence 57 57 57
44
0 0
0 0
F07 F11 F13 F14 F15 F15 F16 F07 F11 F13 F14 F15 F15 F16
BM1 BM2 BM3 Q3 BM1 BM2 BM3 Q3
Target Actual Target Actual

4B-I I
 Chapter 4B
Tool Management Activities

5. Quality of In-house reground tools -

4. Quality of Bought out tools - Mumbai
Mumbai
150
0.40% 3%
140
130 Improvement Improvement
99.5 99.6 120
110 99.3 99.5 99.7 99.7 100 98 100
93 95 95 9696
100
%

90

%
80
70
Consistency 60 Consistency
50
Excellence
40 Excellence
30
20
10 0 0 0 0
0
-10 F07 F11 F13 F14 F15 F15 F16 F07 F11 F13 F14 F15 F15 F16
BM1 BM2 BM3 Q3 BM1 BM2 BM3 Q3
Target Actual Target Actual

6. Machine shop Productivity 7. Machine shop Productivity Improvement-

Improvement- Crankcase - Nagpur Cyl. Head - Nagpur
400 400
2.5 Times 1.5 Times
Improvement Improvement
300 300
210 220 220 250
203 230 240 230
210 210 220 220
No's / Day

200 201
No's / Day

203
200 200 177
140
Consistency

100 Consistency 100 Excellence

60
Excellence

0 0
F07 F11 F13 F14 F15 F15 F16 F07 F11 F13 F14 F15 F15 F16
BM1 BM2 BM3 Q3 BM1 BM2 BM3 Q3
Target Actual Target Actual

8. Machine shop Productivity 9. Machine shop Productivity Improvement-

Improvement- Trans case - Nagpur M-Star housing - Nagpur
600 250
7 Times
Improvement 100%
500 416 Improvement
415 435 200
415 415 418 425
400
315 150
No's / Day

Nos. / Day

120
300
Consistency 100 60
200 60 60
Consistency
Excellence
50 Excellence
100 60 30 30
0 0 0
0 0
F07 F11 F13 F14 F15 F15 F16 F07 F11 F13 F14 F15 F15 F16
BM1 BM2 BM3 Q3 BM1 BM2 BM3 Q3
Target Actual Target Actual

4B-IIII