rohini report

8/2/2019 Rohini Report

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PRODUCT DESIGN AND DEVELOPMENT

A

REPORT

Submitted in partial fulfillment of the requirement

For the award of the degree

Of

BACHELOR OF ENGINEERING

InPRODUCTION & INDUSTRIAL ENGINEERING

By

ROHINI SINGHAVI

SHAILENDER SINGH

RAJESH KUMAR JATAV

DEPARTMENT OF PRODUCTION & INDUSTRIAL ENGINEERING

M.B.M. ENGINEERING COLLEGE

JAI NARAIN VYAS UNIVERSITY

JODHPUR (RAJASTHAN) - 342011

2010-11


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CANDIDATES DECLARATION

We hereby declare that the work which is being presented in the Product Design and

Development project on DESIGNING OF ROTARY TABLE OF RADIAL DRILLINGMACHINE WITH INDEXING SYSTEM in the partial fulfillment of the requirement for

the award of degree of BACHELOR OF ENGINEERING in PRODUCTION &

INDUSTRIAL ENGINEERING, submitted in the department of production & industrial

engineering, M.B.M. Engineering College, Jodhpur (Rajasthan), is an authentic record of

our own work carried out, under the supervision of Dr. Milind Kumar Sharma, Associate

Professor, Department of Production & Industrial Engineering, M.B.M. Engineering college,

Jodhpur (Rajasthan).

Date: 21May,2011 ROHINI SINGHAVI

SHAILENDER SINGH

RAJESH KUMAR JATAV

Place: Jodhpur

CERTIFICATE

This is certified that the above statement made by the candidates is correct to the best of my

knowledge.

Dr. Milind Kumar Sharma

Associate Professor,

Department of Production & Industrial Engineering

M.B.M. Engineering College, Jodhpur

Jodhpur (Rajasthan)342001


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ACKNOWLEDGEMENT

We take this opportunity to express our deep regards and sincere gratitude for the valuable,

expert guidance rendered to us by Dr. Milind Kumar Sharma, AssociateProfessor ,

Production & Industrial Engineering Department, M.B.M. Engineering College, J. N. V.

University, Jodhpur. His guidance by going through project critically and holding informal

discussion is grateful acknowledge. We consider ourselves fortunate to have had opportunity

to work under Milind Kumar Sharma and enrich myself from his vast knowledge, and

analysis power. He shall always be a constant source of inspiration for us.

ROHINI SINGHAVI

SHAILENDER SINGH

RAJESH KUMAR JATAV


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Index

Contents Page-no.

1. Chapter-1 . 1-141.1Introduction1.2 Course objectives1.3 Procedure for new product1.4Design morphology

2. Chapter-2 15-182.1 The product characteristics2.2 The threes

3. Chapter-3 19-213.1 Product life cycle

4. Chapter-4. 22-254.1Introduction of drilling4.2Radial drilling machine

5. Chapter-5 26-315.1Design of product5.2Advantages5.3Applications5.4

Types of rotary turn table

6. Chapter-6 32-356.1Design of Rotary Turn Table construction6.2Main components6.3Design of worm wheel

7. Chapter-7 36-377.1 Questionnaire Design:7.2 Steps to Developing a Questionnaire7.3 Feedback analysis

8. Chapter-8 38-428.1 Swot analysis8.2Balanced Scorecard

9. Chapter-9 43-459.1Introduction9.2 Value analysis9.3 Cost analysis

Conclusion.. 46

References 47

Appendix 48-51


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LIST OF FIGURES

S.NO. CONTENTS PAGE-NO.

1 DEMING CYCLE 7

2 DESIGN MORFOLOGY 10

3 3-S 16

4 PRODUCT LIFE CYCLE 19

5 HOLES 22

6 RADIAL DRILLING MACHINE 23

7 HORIZONTAL ROTARY TURN TABLE 28

8 VERTICAL TURN TABLE 28

9 TILTING TURN TABLE 29

10 AUTOMATIC TURN TABLE 29

11 WORM AND WORM WHEEL 30

12 ROTARY TABLE WITH INDEXING PLATE 31

13 STEPS OF SWOTS ANALYSIS 41

14 SWOT ANALYSIS OF EXISTING MACHINE 43

15 NEW PROPOSED MACHINE 44


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CHAPTER I

PRODUCT DESIGN AND DEVELOPMENT

In this chapter we discuss about introduction,course objectives,procedurr fornew product,design morphology.

1.1 Introduction

Product Design & Development comprises the set of complementary activities and

disciplines which start with the identification of a market opportunity followed by the

development of initial concepts and culminate in the manufacture, sale and delivery of an end

product to the customer. The activity of Product Design and Development (PDD) is defined

as the design of the all the goods and services that compose the process through which a good

or a service is created. It incorporates not only the design of the product itself, but also the

design of new technologies used in the manufacturing processes. The aim of this program ofstudy is to provide students with a select group of modules, which address the product design,

development and supply life-cycle by bringing together the core disciplines of marketing,

design (industrial and engineering) and manufacture. In addition, strong emphasis is placed

on product quality and cost, as well as on the key aspects of the design and development

phase, namely project management, cost and time to- market. Since the product design and

development activity within a company is inter-disciplinary by nature, group and team-

working skills are also emphasized.(SHARMA, A Text book of Production Engineering,Dhanpat Rai & Co.,) 2004, page no. 230.

1.2 Course Objectives:

The focus of Product Design and Development is integration of the marketing, design,

and manufacturing functions of the firm in creating a new product. The course is intended to

provide you with the following benefits:

Competence with a set of tools and methods for product design and development. Confidence in your own abilities to create a new product. Awareness of the role of multiple functions in creating a new product (e.g. marketing,

finance, industrial design, engineering, production).

Ability to coordinate multiple, interdisciplinary tasks in order to achieve a commonobjective.

Reinforcement of specific knowledge from other courses through practice andreflection in an action-oriented setting.


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1.3 Procedure for New Product Development

In industry for develop new product and improve its design its essential requirement

is proper planning and execution it in proper time. Failure for an organization to change could

result in a decline in sales and with competitors racing ahead. The process of NPD is crucial

within an organization. Products go through the stages of their lifecycle and will eventually

have to be replaced through Deming cycle we can divided all stages in four steps. These

stages will be discussed briefly below:

Fig.1: Deming Cycle

STAGE 1: PLAN

I. Idea generation

New product ideas have to come from somewhere. But where do organizations get theirideas for NPD? Some sources include:

Within the company i.e. employees Competitors Customers Distributors, Supplies and others.


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II. Idea ScreeningThis process involves shifting through the ideas generated above and selecting ones

which are feasible and workable to develop. Pursing non feasible ideas can clearly be costly

for the company.

STAGE 2: DO

III. Concept Development and TestingThe organization may have come across what they believe to be a feasible idea, however,

the idea needs to be taken to the target audience. What do they think about the idea? Will it

be practical and feasible? Will it offer the benefit that the organization hopes it will? or have

they overlooked certain issues? Note the idea and concept is taken to the target audience not a

working prototype at this stage.

IV. Marketing Strategy and DevelopmentHow will the product/service idea be launched within the market? A proposed marketing

strategy will be written laying out the marketing mix strategy of the product, the

segmentation, targeting and positioning strategy sales and profits that are expected.

STAGE 3: CHECK

V. Business AnalysisThe company has a great idea, the marketing strategy seems feasible, but will the product

be financially worthwhile in the long run? The business analysis stage looks more deeply into

the cash flow the product could generate, what the cost will be, how much market shares the

product may achieve and the expected life of the product.

VI. Product DevelopmentFinally it is at this stage that a prototype is finally produced. The prototype will clearly

run through all the desired tests, and be presented to the target audience to see if changes

need to be made.

VII. Test MarketingTest marketing means testing the product within a specific area. The product will be launched

within a particular region so the marketing mix strategy can be monitored and if needed, be

modified before national launch.


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Step 2: Identification and Formulation of Design Problem Informationavailable comes from the preceding step, particularly the specifications of the

desired outputs, and from relevant technical knowledge about environments,

resources and general engineering principle. With this information, activity analysis

is performed whereby the design problem is given a technical formulation.

Step 3: Synthesis of Possible SolutionsSynthesis implies combining or bringingdifferent ideas to produce an integrated whole.

Step 4: Physical ReliabilityProblem is whether it is possible to accomplish sucha practical physical embodiment, as is suggested by the concept.

Step 5: Economic WorthwhilenessThis means that the object of the design mustbe of sufficient value to repay off the effort.

Step 6: Financial FeasibilityA project, meritorious from every point of view andof great economic worth, cannot be realized because it is difficult to mobilize

resources for its implementation.

2. Phase IIThe Preliminary Study Step 1: Selection of Design Concept The most promising selection to the

problem is identified and design concept is selected on the basis of utility.

Step 2: Formulation of Mathematical Model Design proceeds from theabstract to the concrete, by describing ideas in words, in graphical illustrations

and in mathematical equations.

Step 3: Sensitivity Analysisas geometrical tolerance or chemical tolerance. Step 4: Compatibility Analysis Compatibility may involve straightforward

considerations such It is to know how sensitive the performance of the system

is to the adjustment of several design parameters. Those, which critically

affect the performance, must be carefully adjusted.

Step 5: Stability AnalysisA designer would like the systems he designs tohave an inherent stability so that uncommon perturbations in the environment

or accidental large inputs or loads will not cause catastrophic failure or

malfunctions.

Step 6: Formal Optimization For the design to advance, parameters mustreceive specific design values, among all feasible values only one is superior

to all, the optimum combination. The process for finding this destination is

called Optimization.


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Step 7: Projections into Future Development period for a product shouldnot be so large that by the time it comes in the market, competitors would have

launched a superior product. The other aspect of future projections is the

expected useful shell life of the product.

Step 8: Prediction of System Behavior A system must function in anacceptable manner throughout a reasonable service life.

Step 9: Testing the Design ConceptEvolutionary design waits for evidenceand allows time to pass for its utility to be revealed, but novel design can wait

as it relies more on innovation. New design concept can be tested with a scale

model or through computer simulation.

Step 10: Simplification of Design As design moves through various steps,original concept becomes more complicated and designer must always go for

the simplest projected solution.

3. Phase IIIDetail Design Step 1: Preparation for Design In order to go ahead we need budgetary

approvals and a strong design team. The commitment to proceed is not final

until close estimates of time and money are made, prior to design.

Step 2: Overall Design of SubsystemsEach sub-system must be looked atas an individual entity and compatibility of each with others is verified. Then a

provisional master layout is prepared for each subsystem translating the results

of the subsystem designs into drawings and become the basis for developing

design of the components.

Step 3: Overall Design of Components The work required for the overalldesign of components is a repetition of what has been done for the design of

subsystems.

Step 4: Detailed Design of PartsWhen a part is being designed no questionpertaining to its design may remain unanswered; no ambiguities about its

shape, its material or its surface treatment should interfere with instructions for

its manufacture.

Step 5: Preparation of Assembly Drawings After the constituent partshave been designed, the form of a component can be fixed. Provisional layout

of the component can now be replaced by tentative final assembly drawings.


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Step 6: Experimental Construction With the complete drawings at hand,the prototype shop can undertake to build the first full-scale prototype.

Step 7: Product Test ProgramThe programs provide scant information onwhich suitable revisions can be based but can be enormously expensive, and if

improperly planned, yield insufficient evidence for or against the design.

Step 8: Analysis and Prediction With notes and records of experimentalconstruction and the data and other general observations of the test program,

preparation for revision of redesign can start, if required.

Step 9: Redesign Analysis and prediction of performance are prelude toredesign.

1.5 Basic Design Consideration

There are major factors which the designer must consider before design a new product:

1) Convenience of use: No matter what the product is, convenience is of primaryimportance. It is the designers primary objective to make the product desirable

through its utility. In determining the proper approach, he has several sources from

which he may seek assistance. These sources are:

It is always possible for marketing research people to find out what the customerdislikes about the companys previous model.

Customer surveys may be conducted by making working models and pre-testingpotential users

The least costly and the most commonly used approach is common sense.2) Maintenance: Ease of maintenance and life of parts are important factors. It is the

customer who ultimately benefits from proper consideration in this area, and the

designer must be careful to resist the temptation of designing primarily to phase the

service personal. It cant be repeated too often the customer must always come first in

the designers thinking.

3) Cost: Although the cost certainly cant be ignored, it should not be the overridingconsideration in all cases. The lowest- priced items doest necessarily outsell the

highest prices, as the automobile industry offers ample evidence. It is the customer

who must ultimately decide how much the product is worth.


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4) Sales: We must know the volume of sales anticipated, the competition that will beencountered, what the competitor are offering, and what we plan to offer. With regard

to sale, it will be better to remember that maximum efficiency and good performance

dont necessarily help in selling the product.

5) Appearance: Appearance should not be underestimated, for it determines the wholecharacter of the product (TATA McGraw, 2008). It should reflect pride of

ownership, the function serve, high product quality and value, and the reputation of

the maker.


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CHAPTER 2

ABOUT THE PRODUCT

In this we discuss about product characteritcs,three ss.

2.1 The Product Characteristics

The various relationships in design which consider incorporation of production into the

design are another important aspect of design and development. Aesthetic or consideration of

product appearance usually enters product design at a later stage. After the product design is

complete, the subsequent step is prototype production and later on, batch or mass production.

The next step involves the actual selling of the product to the appropriate market. From themarket, the feedback loop too needs analysis is complete.

1) Functional AspectWhen the marketing possibilities have been explored, the functional scope of the product has

to be carefully analyzed and properly defined. Sometimes functional aspects are multiple, and

usage of the product can be left to the customers choice. The customer can decide whether

and when to exploit this characteristic of the apparatus.

2) Operational Aspect (Ergonomic Considerations)After determining the functional aspect, the operational aspect has to be considered.

Not only must the product function properly, it must be easy to handle and easy to operate.

Some time it has to be adaptable to various operational conditions, and very often it is

subjected to varying degrees of skill of potential operators. The designers problems all the

more critical with the rising trend for increased versatility because this characteristic implies

using basic attachments as elements for building suitable combinations for specific purposes.

This requires certain amount of operator intelligence and skill, which increases with the

complexity of the machine (www.scibe.com). The scarcity of skill is the constraint in this

respect on the product designer.

3) Ease of Maintenance and DurabilityThese are two factors closely related to the selection of materials and class of

workmanship and hence to the design of product and the economical analysis of its cost.

Quality is not always a simple characteristic to define, but durability and dependability are

two factors that often determine quality and have to be carefully considered by the designer.


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Durability is defined mainly by the length of the service life or endurance of the product

under given working conditions, but a measure of the product capability to idle or withstand

storage is also often considered in assessing durability.

4) Aesthetic AspectThe aesthetic aspect mainly concerned with molding the final shape around the basic

skeleton. This molding of shape may very often be severely limited in scope, and what finally

emerges is sometimes termed a functional shape. if the market is turbulent and eager to

discard outdated designs in favor of new ones, styling becomes a race against time, a race that

determines the salability of the product.

2.2 The Three Ss

The three Ss refers to standardization, simplification, and specialization. The three Ss can

be defined as follows:

Fig.3: 3-S

1) Standardization:It is the process of defining and applying the conditions necessary to ensure

that a given range of requirements can normally be met with a minimum of variety

and in a reproducible and economic manner on the best of the best current techniques.

Standardization covers a wide field of activity. These activities include:


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Physical dimension and tolerances of components within a defined range. Rating of machines or equipment (in unit of energy, temperature, current,

speed etc).

Specification of physical and chemical properties of materials. Methods of testing characteristics of performances. Methods of installation to comply with minimum precautionary measures and

convenience of use.

Standardization has, however, many advantages, some of which may be briefly listed now:

Reduction of material waste and obsolescence. Concentration of effort in manufacturing: hence, simplification and

specialization.

Reduction in inventories, both of materials, and semi finished and finishedproducts.

Reduction in price: hence expansion of the market. Reduction in book-keeping and other paper work. Lowering the grade of skill required in manufacture and assembly. Reduction in repair and maintenance costs.

2) Simplification:It is the process of reducing the number of types of products within a definite range. It

is also an attempt to reduce variety. Simplification is the constant source of disagreement

between the marketing department and the production personnel. A production engineer

prefers little variety, minimum sit-up, and long runs. Simplification enables theproduction department to improve planning, achieve higher rates of production and

machine utilization, and simplify control procedures. The salesman, on the other hand

strives to satisfy the customer by giving him a choice of offering him a choice or by

offering him the nearest to what he wants.

Some advantages of simplification:

Reduce inventories of material and finished products. Reduce the investment on plant and equipment.


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Save storage space. Simplify planning and production control. Reduce required technical personnel. Reduce the sales price. Eliminate the order queues.

3) Specialization:It is the process whereby particular firms concentrate on the manufacture of a limited

number of products or types of products. Specialization often is a result of ones aim to

monopolize the market. A method of production where a business or area focuses on the

production of a limited scope of products or services in order to gain greater degrees of

productive efficiency within the entire system of businesses or areas. Many countries

specialize in producing the goods and services that are native to their part of the world.

This specialization is the basis of global trade as few countries produce enough goods to

be completely self-sufficient. Specialization can also refer to production, for example

when in a factory an assembly line is organized in a specialized manner rather than

producing the entire product at one production station. The three processes are usually

linked together and develop as a logical sequence. From a wide range of requirements it isfirst necessary to sort out the essential features, define them, and then work out in a

scientific manner the minimum variety required to meet these essentials. This is a process

of standardization, and it is mainly an engineering process. Within a given rang, whether

covered by standards of not, a process of simplification can be carried out with a view to

reducing the variety of products or materials that are produced or purchased, this is both

an economic and an engineering process, and specialization is one of its natural

outcomes.


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CHAPTER 3

3.1 Product Life Cycle

The Product Life Cycle (PLC) is based upon the biological life cycle. A new product

progresses through a sequence of stages from introduction to growth, maturity, and decline.

This sequence is known as the product life cycle and is associated with changes in the

marketing situation, thus impacting the marketing strategy and the marketing mix.

The product revenue and profits can be plotted as a function of the life-cycle stages as

shown in the graph below:

Fig.4: Product life cycle (SHARMA, A Text book of Production Engineering, Dhanpat Rai &Co., 2004, page no. 2340.)

a) Product development phaseProduct development phase begins when a company finds and develops a new product

idea. This involves translating various pieces of information and incorporating them into a

new product. A product is usually undergoing several changes involving a lot of money and

time during development, before it is exposed to target customers via test markets. Those

products that survive the test market are then introduced into a real marketplace and the

introduction phase of the product begins. During the product development phase, sales are

zero and revenues are negative. It is the time of spending with absolute no return.


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a) Introduction phaseThe introduction phase of a product includes the product launch with its requirements to

getting it launch in such a way so that it will have maximum impact at the moment of sale. A

company must be prepared to spend a lot of money and get only a small proportion of that

back. In this phase distribution arrangements are introduced. Having the product in every

counter is very important and is regarded as an impossible challenge. Some companies avoid

this stress by hiring external contractors or outsourcing the entire distribution arrangement.

This has the benefit of testing an important marketing tool such as outsourcing. Pricing is

something else for a company to consider during this phase. Product pricing usually follows

one or two well structured strategies. Early customers will pay a lot for something new and

this will help a bit to minimize that sinkhole that was mentioned earlier. Later the pricingpolicy should be more aggressive so that the product can become competitive. Another

strategy is that of a pre-set price believed to be the right one to maximize sales. This however

demands a very good knowledge of the market and of what a customer is willing to pay for a

newly introduced product. A successful product introduction phase may also result from

actions taken by the company prior to the introduction of the product to the market. These

actions are included in the formulation of the marketing strategy. This is accomplished during

product development by the use of market research (HILL, 2004). Customer requirements on

design, pricing, servicing and packaging are invaluable to the formation of a product design.

b) Growth phaseThe growth phase offers the satisfaction of seeing the product take-off in the market

place. This is the appropriate timing to focus on increasing the market share. If the product

has been introduced first into the market, then it is in a position to gain market share

relatively easily. A new growing market alerts the competitions attention. The company

must show all the products offerings and try to differentiate them from the competitors ones.A frequent modification process of the product is an effective policy to discourage

competitors from gaining market share by copying or offering similar products. Other

barriers are licenses and copyrights, product complexity and low availability of product

components. Promotion and advertising continues, but not in the extent that was in the

introductory phase and it is oriented to the task of market leadership and not in raising

product awareness. A good practice is the use of external promotional contractors. This

period is the time to develop efficiencies and improve product availability and service. Cost

efficiency and time-to-market and pricing and discount policy are major factors in gaining


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customer confidence. Good coverage in all marketplaces is worthwhile goal throughout the

growth phase. Managing the growth stage is essential. Companies sometimes are consuming

much more effort into the production process, overestimating their market position. Accurate

estimations in forecasting customer needs will provide essential input into production

planning process. It is pointless to increase customer expectations and product demand

without having arranged for relative production capacity. A company must not make the

mistake of over committing. This will result into losing customers not finding the product on

the self

c) Maturity phaseWhen the market becomes saturated with variations of the basic product, and all

competitors are represented in terms of an alternative product, the maturity phase arrives.

In this phase market share growth is at the expense of someone elses business, rather

than the growth of the market itself. This period is the period of the highest returns from

the product. A company that has achieved its market share goal enjoys the most profitable

period, while a company that falls behind its market share goal, must reconsider its

marketing positioning into the marketplace. During this period new brands are introduced

even when they compete with the companys existing product and model changes are

more frequent. This is the time to extend the products life. Pricing and discount policiesare often changed in relation to the competition policies i.e. pricing moves up and down

accordingly with the competitors one and sales and coupons are introduced in the case of

consumer products. Promotion and advertising relocates from the scope of getting new

customers, to the scope of product differentiation in terms of quality and reliability. The

battle of distribution continues using multi distribution channels.

d)Decline phaseAs sales decline, the firm has several options:

Maintain the product, possibly rejuvenating it by adding new features and findingnew uses.

Harvest the product - reduce costs and continue to offer it, possibly to a loyalniche segment.

Discontinue the product, liquidating remaining inventory or selling it to anotherfirm that is willing to continue the product.


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CHAPTER 4

DESIGNING OF ROTARY TABLE OF DRILLING

MACHINE WITH INDEXINGSYSTEM

4.1 Introduction of drilling machine:

The majority of the work pieces have holes, either through or blind holes. Drill holes

serve all purposes, e.g. to take up rivets, screws, bolts, shafts, pistons and furthermore to pass

through gases, fluids, etc. Drilling and boring are cutting operations and produce round holes

in metallic and non-metallic materials. The holes are cut out of the material with a cutting

tool. In most of the cases drilling and boring machines are used for this purpose. However

lathe capstan lathe and automates are also used. Besides by drilling and boring other methods

can be used for making holes in work piece, e.g., by punching, perforating, enlarging with a

drift, gas cutting, casting etc. However by none of this method the diameter of holes, centre to

centre distances and the surface can be obtain as accurately as by drilling and boring. The

drilling and boring, therefore, is very important operations in all kinds of metal working

industries (SHARMA,P.C., 2010). Very often, drill holes are finish by refining procedures,

such as reaming, grinding, and honing.

Fig 5. Various Holes ( SHARMA, A Text book of Production

Engineering, Dhanpat Rai & Co., 2004, page no. 252.)

(A)Cylindrical through hole, (b) Blind Hole, (c) Tapered Hole4.2 Radial drilling machine:

The radial drilling machine is intended for drilling medium to large and heavy work

pieces. The machine consists of a heavy, round, vertical column mounted on a large base.


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The column supports a radial arm which can be raised and lowered to accommodate work

pieces of different heights. The arm may be swung around to any position over the work bed.

The drill head containing mechanism for rotating and feeding the drill is mounted on a radial

arm and can be moved horizontally on the guide-ways and clamped at any desired position.

These three movements in a radial drilling machine when combined together permit the drill

to be located at any desired point on a large work piece for drilling the hole. When several

holes are drilled on a large work piece, the position of the arm and the drill head is altered so

that the drill spindle may be moved from one position to the other after drilling the hole

without altering the setting of the work. This versatility of the machine allows it to work on

large work pieces. The work may be mounted on the table or when the work is very large it

may be placed on the floor or in a pit. Fig. illustrates a radial drilling machine.

Fig 6. Radial drilling machine (CHAUDHARI,Elements of Workshop

Technology,Media Promoters,2007,page no.335.)


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4.3Radial drilling machine parts:

4.3.1. Base

4.3.2. Column

4.3.3. Radial arm

4.3.4. Drill head

4.3.5. Spindle speed and feed mechanism

4.3.1. Base:

The base of a radial drilling machine is a large rectangular casting that is finished on

its top to support a column on its one end and to hold the work table at the other end. In some

machines T- slots are provided on the base for clamping work when it serves as a table. In

some machines two or more number of bases are provided. When drilling is done on a job

supported on any one of the bases, another job may be set up on the other for a continuous

production.

4.3.2. Column:

The column is a cylindrical casting that is mounted vertically at one end of the base. It

supports the radial arm which may slide up or down on its face. An electric motor is mounted

on the top of the column which imparts vertical adjustment of the arm by rotating a screw

passing through a nut attached to the arm.

4.3.3. Radial arm:

The radial arm that is mounted on the column extends horizontally over the base. It is

a massive casting with its front vertical face accurately machined to provide guide ways on

which the drill he may be made to slide. The arm may be swung round the column. In son

machines this movement is controlled by a separate motor.


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4.3.4. Drill head:

The drill head is mounted on the radial arm and drives tile drill spindle. It encloses all

the mechanism for driving the drill at multiple^ speed and at different feed. All the

mechanisms and controls are house within a small drill head which may be made to slide on

the guide ways of the arm for adjusting the position of drill spindle with respect to the work.

After the spindle has been properly adjusted in position the drill head is clamped on the radial

arm

4.3.5. Spindle drive and feed mechanism:

There are two common methods of driving the spindle. A constant speed motor is

mounted at the extreme end! of the radial arm which balances partially the weight of theoverhanging arm. The motor drives a horizontal spindle which runs along the length of the

arm and the motion is transmitted to the drill head through bevel gears. By train of gearing

within the drill head, the speed of the spindle may be varied. Through another train of gearing

within the drill head, different; Feeds of the spindle are obtained. In some machines, a

vertical motor is, fitted directly on the drill head and through gear box multiple speed and the

feed of the spindle can be obtained.


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CHAPTER 5

DESIGN OF A PRODUCT

5.1 Concept:

A Rotary tableis a precision work positioning device used in metalworking. It enables

the operator to drill or cut work at exact intervals around a fixed (usually horizontal or

vertical) axis. Some rotary tables allow the use of index plates for indexing operations, and

some can also be fitted with dividing plates that enable regular work positioning at divisions

for which indexing plates are not available. A rotary fixture used in this fashion is more

appropriately called a dividing head (indexing head). A rotary fixture used in this fashion is

more appropriately called a dividing head (indexing head). Rotary indexing tables are used to

index parts and components in defined, angular increments so that they can be machined,

worked, or assembled in multiple operations. The Tables affect substantial savings in time

and money in a wide variety of applications. For example. The Tables permit fast, automatic

feeding of parts to tools in machine and assembly operations (MAHADEVAN, 2004). Parts

can be loaded and unloaded while machining operations continue.

5.2 It has following advantages

Rotary indexing machine provide flexibility for handling or machining multiple

components.

Suitable for mass production, it is easy and time saving method for machining multiple

components.

It provides precise angular increment. Due to that we get higher precision.

By using of rotary indexing turn table we can get higher accuracy and tolerance.

It perform function like jig and suitable for NC and CNC machines also.

It reduces manual labour work as its partially automated machining process.

It increases versatility and utilization of machine tools.

5.3 Applications:

To machine spanner flats on a bolt.

To create large-diameter holes, via milling in a circular tool path, on small milling

Machines that don't have the power to drive large twist drills (>0.500"/>13 mm).

To mill helixes.


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To drill equidistant holes on a circular flange.

To cut a round piece with a protruding tang.

To cut complex curves (with proper setup).To cut arcs with the addition of a compound

Table on top of the rotary table, the user can move the centre of rotation to anywhere on

The part being cut. This enables an arc to be cut at any place on the part.

To cut complex curves (with proper setup)

To cut straight lines at any angle

To cut arcs.

With the addition of a compound table on top of the rotary table, the user can move the

Centre of rotation to anywhere on the part being cut. This enables an arc to be cut at any

Place on the part.

5.4 Types of Rotary Turn Table:

5.4.1 Based On Orientation:

5.4.1.1 Horizontal:

Figure 7. Horizontal Rotary turn table (SCRIBD)

Rotary tables are most commonly mounted "flat", with the table, the tool rotating around a

vertical axis, in the same plane of a vertical Milling Machine or Drilling Machine.


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5.4.1.2 Vertical:

An alternate setup is to mount the rotary table on its "flat" on a 90, so that it

Figure 8. Vertical Rotary turn table (www.scrib.com)

Rotates about a horizontal axis. In this configuration a tailstock can also be used, thus holding

Work piece "between centres.

5.4.1.3 Tilting:

Figure 9 Tilting Rotary Axes turn table (www.scrib.com)

A tilting rotary table provides all of the benefits of the 4th axis integration described above,

plus an extra axis of titling.


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5.4.2 Based On Operating:

5.4.2.1 Manual: Horizontal axes, vertical axes and tilting axes rotary table in which angular

Increment is given by Manual feed. Rotation of shaft causes the angular increment of table.

5.4.2.2 Automatic: An angular incremental feed is given by using Stepper motor.

Figure 10. Automatic Rotary turn table (www.scrib.com)

5.4.3 Based On Indexing Mechanism:

5.4.3.1 Worm and Worm Wheel:

Figure 11 : Worm and Worm Wheel drive( www.scrib.com)


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5.5 CAD modelling:

Fig 12: Rotary table with indexing plate (CAD CENTRE)


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CHAPTER 6

DESIGN OF ROTARY TABLE

6.1 Construction:

Rotary tables are made with a solid base, which has provision for clamping onto

another table or fixture. The actual table is a precision-machined disc to which the work piece

is clamped (T slots are generally provided for this purpose). Main body is housed on this

solid base, consisting worm and worm wheel drive, and supports indexing plate, worm &

worm wheel shafts and rotary table. This disc can rotate freely, for indexing, or under the

control of a worm (hand wheel), with the worm wheel portion being made part of the actual

table. High precision tables are driven by backlash compensating duplex worms.

6.2 Main Components:

1. Main Body.

2. Table.

3. Worm and Worm wheel with indexing assembly.

4. Hand Wheel.

5. Assembly.

6.3 Design of Worm and Worm Wheel:

Design Consideration:

Machine specification, Power = 1.5 HP

=1.104 kW

Available Speed, N = 1850 rpm

6.3.1 Design of Worm:

Following Dimensions Are Taken from Design data book,

Module (m) =4.2 mm

Worm taken Single-Start, z1= 1(Single Start)

Reduction Ratio, i = 30

i = z2/z1 = 30, z2= 30

Diametral Quotient, q = 9.5

Now, q = D/m

D = m q = 4.2 9.5 = 40mm


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Axial Pitch of Worm, P = m = 4.2 =13.195 = 13.2mm

Lead of Worm, l = P z1 =13.2 1=13.2 mm

Lead Angle, ()

tan = = 0.105

= tan1

0.105 = 5.996

Helix Angle, () + = 90

= 90 6 = 84

Length of Worm, L

L = 59.64 60 mm

Normal Module, m=4.17 mm

Addendum of Worm, h1= m = 4.2mm

Dedendum of Worm, h2 = (2.2 cos - 1) m

h2 = 6.24 mm

Clearance = 0.2 m cos

C = 0.835 mm

Outside Diameter of Worm, d=D + 2 h1

d=40 + 2 4.2

d=48.4 mm

Root Diameter OF Worm, d= D2 h2

d= 30 mm

6.3.2 Design of Worm Wheel:

Reduction Ratio, i=30

i = z2

/z1

=

30, z2

=

30

Now M = D2/z2

D2=126mm

Addendum of Worm Wheel, h = m (2cos1) = 4.15mm

Dedendum Of Worm Wheel, h = (m+0.2cos ) = 5mm

Addendum Diameter of Worm Wheel, D = D2+ 2h = 126+ 2(4.150) = 135mm

Dedendum Diameter of Worm Wheel,D =D2 2h= 126 2(5) = 116mm


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Gear Drive

6.3.3 Force Analysis of Worm

To find the face-width b ofworm-wheel, we have to do force analysis, considering

Bending, we have to find face-width and checking for wear.

Power = 2NT/601000

Torque, = T = 5.659N-m

T= 5659N-mm

Tangential Force on Worm, P = 2T/D = 282.95N

Resultant Force, P = 1413.38N

Radial Force on Worm, P = 489.56N

Axial Force on Worm Wheel, P = P =282.95N

Tangential Force on Worm Wheel, P = P = 1322.73N

Peripheral Speed of Worm Wheel, (V)

V = D2N2/60 = 12.2m/s

Velocity Factor,

Cv = 6/6+V = 0.33

Lewis Form Factor,

Y = 0.484 - 2.85/30 (for 20 involutes)

Y = 0.389


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6.3.4 Calculation for Indexing:

Indexing Mechanism in Rotary Table is used for Rotating the worm Shaft in Such a wayso that table is rotated at desired angle

In our Rotary table our desired gear ratio is 1:30. In indexing plate, we drill 12 holes at angular increment of 30. So when the worm shaft rotates at 12, the worm wheel shaft rotates at 1.

If, = angle at which table to be rotated,

N= number of complete revolution of Worm shaft have to be rotate.

n= no. of holes to which plunger have to move,

= (12 N) + n

It should be noted that N is greatest multiple of 12, whose product is equal to or nearer to

desired Angel.

For Example, we need to create the hole at 68 from the current position,

So our,

N =5 (rotate the shaft 5 revolutions)

And n = 8 holes (and fix the plunger into 8th hole)

If we divide the indexing plate into 120 holes at 3, we can get accuracy of 0.1.

Here, it is clear that we can obtain angle between 1 to 360, with accuracy of 1.

If we use indexing plate having 120 holes at an angular intervals of 3 then we can get

accuracy of 0.1 and with the introduction of vernier scale, we can achieve even higher

accuracy of 0.01, which confirms with present requirements of accuracy of machining

industries.


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CHAPTER 7

7.1 Questionnaire Design:

The questionnaire is a structured technique for collecting primary data in a marketingsurvey. It is a series of written or verbal questions for which the respondent provides answers.

A well-designed questionnaire motivates the respondent to provide complete and accurate

information.

7.2 Steps to Developing a Questionnaire

The following are steps to developing a questionnaire - the exact order may vary

somewhat:

Determine which information is being sought. Choose a question type (structure and amount of disguise) and method of

administration (for example, written form, email or web form, telephone

interview, verbal interview).

Determine the general question content needed to obtain the desired information. Determine the form of response. Choose the exact question wording. Arrange the questions into an effective sequence. Specify the physical characteristics of the questionnaire (paper type, number of

questions per page, etc.)

Test the questionnaire and revise it as needed.

7.3 Physical Characteristics of the Questionnaire

Physical aspects such as the page layout, font type and size, question spacing, and

type of paper should be considered. In order to eliminate the need to flip back and forth

between pages, the layout should be designed so that a question at the bottom of the page

does not need to be continued onto the next page. The font should be readable by respondents

who have less-than-perfect visual acuity. Each questionnaire should have a unique number in

order to better account for it and to know if any have been lost.


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FEEDBACK ANALYSIS:

Feedback of the questionnaire from 15 different people has been taken. In all there are

21 questions with feedbacks of 15 people. It is shown in a table format below. Questionnaire

is referred from appendix.

No. of feedbacks

1 2 3 4 5

Bad

Fair

Good

verygood

Excellent

Likert Scale is shown by above which is on scale 5.

1 2 3 4 5 6 7 8 9 10 11 12 13 14 15

1 A B B B B B B A B B A C B B B

2 A A A D B A A C B B B B B A A

3 F F F F F F F C F D F F F C C

4 A B A D D B D D D B D D A B A

5 B A B B C A B B B B B A C B B

6 C C C C C C A C A C C C C B A7 A C A C C A B A A B A B A B B

8 B B B B B B A B A B A A A B B

9 B C B B B B B B B C C B B B B

10 B B B A A B B A B A A A B B B

11 B C B B B B B B B B B B B B B

12 A A A A A A A A A A A A A A A




16 A A A A A A A A A A A A A A A17 A A A A A A A A A A A A A A A


19 A A A A A B A A A B B A B A A

20 B B B A A B B A B B A B A B B

21 C C C C C C A C C C A C C C A


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CHAPTER 8

8.1 SWOT Analysis

Planning is an important component in every implementation process. The success or

failures of any project or major steps in development process are

Fig.13: Steps of product development through SWOT ANALYSIS (www.scrib.com)

1) StrengthsA firm's strengths are its resources and capabilities that can be used as a basis for

developing a competitive advantage. Examples of such strengths include:

Patents Strong brand names Good reputation among customers Cost advantages from proprietary know-how Exclusive access to high grade natural resources Favorable access to distribution network

2) WeaknessesThe absence of certain strengths may be viewed as a weakness. For example, each of

the following may be considered weaknesses:


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Lack of patent protection A weak brand name Poor reputation among customers High cost structure Lack of access to the best natural resources Lack of access to key distribution channels.

3) OpportunitiesThe external environmental analysis may reveal certain new opportunities for profit and

growth. Some examples of such opportunities include:

An unfulfilled customer need Arrival of new technologies Loosening of regulations Removal of international trade barriers

4) ThreatsChanges in the external environmental also may present threats to the firm. Some

examples of such threats include:

Shifts in consumer tastes away from the firm's products Emergence of substitute products New regulations Increased trade barriers

Swot analysis is a tool, which helps in proper planning. In which we make a relationship

between strategic thinking or strategic planning to get a for better design of product

development here strategic thinking attempts to determine the what of corporate visioning

or strategic planning looks at how to achieve that vision .


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SWOT Analysis:-

Existing M/C:-

Fig. 14: Swot Analysis of Exiting Machine


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New Proposed Design-

Fig.15: New Proposed Machine (www.scrib.com)

Suggested Development

The present development is related to change in Drilling machine through

by increase the capacity of machine make the product flexible according to customer Proper safety Reduce Cycle time

Proposed Change in Design of M/C

Improve capacity by increase product capacity of working table ( in existing m/coperation only 1 raw material at a time or mounted only four piece on working table

on working table. In improved design 12 work pieces can mount on work table.


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Use worm & worm wheel, stepper motor, indexing mechanism to rotate the table.8.2 Balanced Scorecard

The balanced scorecard (BSC) is the most widely applied performance management systemtoday. The BSC was originally developed as a performance measurement system in 1992 by

Dr. Robert Kaplan and Dr. David Norton at the Harvard Business School. Unlike earlier

performance measurement systems, the BSC measures performance across a number of

different perspectivesa financial perspective, a customer perspective, an internal business

process perspective, and an innovation and learning perspective. Through the use of the

various perspectives, the BSC captures both leading and lagging performance measures,

thereby providing a more balanced view of company performance. Leading indicators

include measures, such as customer satisfaction, new product development, on-time delivery,

employee competency development, etc. Traditional lagging indicators include financial

measures, such as revenue growth and profitability. (Johnson. 2004)


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CHAPTER 9

9.1 Introduction to Value Analysis

Lawrence Miles conceived of Value Analysis (VA) in the 1945 based on the

application of function analysis to the component parts of a product. Component cost

reduction was an effective and popular way to improve "value" when direct labor and

material cost determined the success of a product. The value analysis technique supported

cost reduction activities by relating the cost of components to their function contributions.

Value analysis defines a "basic function" as anything that makes the product work or

sell. A function that is defined as "basic" cannot change. Secondary functions, also called

"supporting functions", described the manner in which the basic function(s) were

implemented. Secondary functions could be modified or eliminated to reduce product cost.

As VA progressed to larger and more complex products and systems, emphasis shifted to

"upstream" product development activities where VA can be more effectively applied to a

product before it reaches the production phase. However, as products have become more

complex and sophisticated, the technique needed to be adapted to the "systems" approach that

is involved in many products today(PC SHARMA).

9.2 Value Analysis:-

The Concept of Value: - The value of a product will be interpreted in different ways by

different customers. Its common characteristic is a high level of performance, capability,

emotional appeal, style, etc. relative to its cost. This can also be expressed as maximizing the

function of a product relative to its cost:

Value = (Performance + Capability)/Cost = Function/Cost

Value is not a matter of minimizing cost. In some cases the value of a product can be

increased by increasing its function (performance or capability) and cost as long as the added

function increases more than its added cost. The concept of functional worth can be

important. Functional worth is the lowest cost to provide a given function. However, there are

less tangible "selling" functions involved in a product to make it of value to a customer.


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9.2 Analysis for cost:

The main components of a redesigned Drilling machine are:

Cost of existing Rotary Table of Drilling Machine = Rs. 1, 00,000 (average)

Cost of purposed Rotary Table of Drilling Machine with indexing system = Rs.1, 30,000

(average)

Manufacturing perspective (Existing machine)V1

(Average)

(Purposed machine)V2

(Average)

Design complexity 3 4

Design standardization 3 4

Design specialization 2 3

Process complexity 3 3

Process standardization 3 3

Process specialization 2 3

Availability of spare parts 3 3

Cost of quality 3 4

Machining range 2 3

Customer perspective

Cost of machine 3 4

Availability of spare parts in

market

3 4

Service life 3 3

Quality 2 3


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Reliability 3 3

Value of product 3 5

Eco friendly 3 3

Efficiency 3 5

Accuracy (in location) 2 4

Financial perspective

Manufacturing cost 3 4

Maintenance cost 3 3

Replacement cost 3 4

Production rates 2 5

Utility 3 4

VALUE=functions/cost 63/1,00,000 = 0.00063 84/1,30,000 = 0.000646

From above result found that proposed cost is more than to exist method cost.

Value analysis ratio V2/V1 = .000646/.00063 = 1.025

Value analysis ratio is more than one then design is improved

So, we can buy this rotary table.

9.3 Costs-Benefit Analysis:

Cost-Benefit Analysis (CBA) estimates and totals up the equivalent money value of

the benefits and costs to the community of projects to establish whether they are worthwhile.

These projects may be dams and highways or can be training programs and health care

systems. The idea of this economic accounting originated with Jules Dupuit, a French

engineer whose 1848 article is still worth reading. The British economist, Alfred Marshall,

formulated some of the formal concepts that are at the foundation of CBA. But the practical

development of CBA came as a result of the impetus provided by the Federal Navigation Act

of 1936. This act required that the U.S. Corps of Engineers carry out projects for the


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improvement of the waterway system when the total benefits of a project to whomsoever they

accrue exceed the costs of that project. Thus, the Corps of Engineers had created systematic

methods for measuring such benefits and costs. The engineers of the Corps did this without

much, if any, assistance from the economics profession. It wasn't until about twenty years

later in the 1950's that economists tried to provide a rigorous, consistent set of methods for

measuring benefits and costs and deciding whether a project is worthwhile. Some technical

issues of CBA have not been wholly resolved even now but the fundamental presented in the

following are well established.

Cost of new machine = 125000 for life of 5 years per month= 125000/60

Cost of new machine for one month = 2083.33 Installation cost = Rs. 1500 Increase revenue = 200 per day 54 = 4000 pieces

= 400020 =Rs. 80,000

Quality increase revenue = 2% of sale = .02*4000 = 80*20= Rs. 1600 Reduce revenue cost = Rs. 3200 New operator training = Rs. 2,000 Increase power consumption = Rs. 4,000 Depreciation of machine = 10% of new machine cost

= 12,500

Reduction Labor cost = Rs. 5,000 Saving = increase revenue + quality increase revenue + reduce rework cost

+ Reduction Labor cost - Cost of new machine for one month - depreciation -

Installation cost - New operator training - Increase power consumption

= 80,000 + 16, 00 + 32, 00 + 5,000 2083.32,0004,00012,500

= Rs. 69,216.67

Hence, it is satisfied to buy new improved rotary table.

Assumption-

Installation cost Increase revenue


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Quality increase revenue New operator training Increase power consumption

Formulation of LPP:

The mathematical model which tells to optimize (maximize or minimize) the

objective function Z subject to certain conditions on the variables is called a linear

programming problem. During World War II, the military managements in the U.K and the

USA engaged a team of scientists to study the limited military resources and form a plan of

action or programmed to utilize them in the most effective manner. This was done under the

name 'Operation Research' (OR) because the team was dealing with research on militaryoperation.

The standard form of the linear programming problem (LPP) is used to develop

the procedure for solving a general programming problem. A general LPP is of the form

Max (or min) Z = c1x1+c2x2++cnxn

x1,x2xn are decision variables.

Following lpp is formulated:

Maximize Performance Z = 5 x1 + 4 x2+ 5 x3

Subject to: 5000 x1 + 4000 x2 + 5000 x3300000

x13 ,

x22,

x3 2

1 x1, x2, x3 5

Here, x1, x2, x3 are decision variables and they represent set up time, floor space and

production capacity respectively. The objective function Z represents the market acceptability

of the product and the two constraints i.e. the first one represents cost and second one

complicacy of the system. Coefficients of variables are taken from the value analysis done.

LPP is solved by means of TORA software.


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CONCLUSION:

Any new product which is to be launched or a product in which innovations are made

has only one basic aim and that is market acceptability. If the product is accepted by the

market then all the factors related to it, transforms into its plus points. The product designed

by us was Rotary Table Of Radial Drilling Machine. Its SWOT analysis, Value analysis

and LPP formulation along with sensitivity analysis is done and compared with existing

radial drilling m/c. The product has certain advantages with respect to its competitive

friends. In SWOT analysis strength, weakness, opportunity and threat for the product is

shown. This gives an overall idea of the product and its features. Value factor found for the

product is nearly equivalent to the existing one. This is clearly shown in Value analysis. LPP

is also formulated taking certain factors regarding the product. In nutshell, the product is

found suitable and can be designed for further use.These are values of SWOT Analysis,Value

Analysis,Cost Benefit Ratio.

Cost of existing Rotary Table of Drilling Machine = Rs. 1, 00,000 (average)

Cost of purposed Rotary Table of Drilling Machine with indexing system = Rs.1, 30,000

(average).

VALUE=functions/cost V1 = 63/1,00,000 = 0.00063

VALUE=functions/cost V2 = 84/1,30,000 = 0.000646

From above result found that proposed cost is more than to exist method cost.

Value analysis ratio V2/V1 = .000646/.00063 = 1.025

Value analysis ratio is more than one then design is improved

So, we can buy this rotary table.

Saving = increase revenue + quality increase revenue + reduce rework cost

+ Reduction Labor cost - Cost of new machine for one month - depreciation -

Installation cost - New operator training - Increase power consumption

= 80,000 + 16, 00 + 32, 00 + 5,0002083.32,0004,00012,500

= Rs. 69,216.67

Hence, it is satisfied to buy new improved rotary table


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REFERENCES

(1) SHARMA, A Text book of Production Engineering, Dhanpat Rai & Co.,2004, page no. 230.

(2) REDDY , Design Data Book, IISC Bangalore, 2003, page no. 159.

(3)GIRISH PUNJ, School of Business Administration University of Connecticut, 2006, vol. 80

(4)KHURMI, Textbook of Machine Design, Euro Publication House, 2004,

Page no. 563.

(5)CHAUDHARI,Elements of Workshop Technology,Media Promoters,2007,page no.335.

Web Link References-1. www.scrib.com2. Springer link3. Vikipedia
http://www.scrib.com/http://www.scrib.com/


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APPENDIX I

QUESTIONIARE:(For drilling machine)

NAME:. OCCUPATION:..

COMPANY: DATE:..

CONTACT NO:. EMAIL:

1. What is your experience with this machine?

..

2. What is your Designation?

a) Engg. Student b) Technician c) Engineer d) Professor

3. From which industry you belong?

a) Foundry b) Fabrication c) Bearingd) Needle e) Pipe f) others

4. What factor do you consider the most important while purchasing radial drilling?a) Power b) Cost c) Mechanisms d) Production Rate or Material

5. Are you frequent user of this?

a) Yes b) No

6. Which factor do you think to improve in new Designed Product?

a) Efficiency b) Cost c) production rate d ) Accuracy

7. What is the Production rate per day (in pieces) of existing?

a) 0-500 b) 0-200

c) >2001000-


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c) 0.2 - 0.5 d) 25

10. How much space is available for machine foundation?

a) As per customer requirementb) As per manufacturer requirement

11. How much money you can pay for this machine (in laces)?

a) 1 b) 1.5c) 2-5 l d) > 7

12. Would you prefer to give extra money for making your product eco-friendly?

a) Yes b) No13. Is efficiency increases in improved design?

a) Yes b) No

14. Is production rate increases in this?

a) Yes b) No

15. Is manual work decreases?

a) Yes b) No

16. Is it more accurate than existing drilling machine?

a) Yes b) No

17. Would you like automated working in this machine?

a) Yes b) No

18. Would you like that we organize a training program for your untrained worker for

executing this machine?

a) Yes b) No19. Would you like to purchase this machine when it will come in the market?

a)Yes b) No

20. How likely are you to recommend [Product] to others?

a) Definitely will recommend

b) Probably will recommend

c) Not sured) Probably will not recommend


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e) Definitely will not recommend

21. Overall, how satisfied are you with this product?

a) Very dissatisfied b) Dissatisfied

c) Satisfied d) Very satisfied

1

(bad)

2

(fair)

3

(good)

4

(very good)

5

(excellent)

Manufacturing perspective

Design complexity

Design standardization

Design specialization

Process complexity

Process standardization

Process specialization

Availability of spare parts

Cost of quality

Machining range

Customer perspectiveCost of machine

Availability of spare parts in

market

Service life

Quality

Reliability

Value of productEco friendly

Efficiency

Accuracy

Financial perspective

Manufacturing cost

Maintenance cost

Replacement cost


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rohini report

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