co-op training report - industrial engineering

King Fahd University of Petroleum and Minerals

System Engineering Department

Final Coop Report

ISE 351 Cooperative work

(Term 142-143)

Quality Improvement and Productivity & Engineering Design For

General Electrical International Inc.

Done by Sultan Alkishawi

ID : 201061540

Prepared For

COOP Advisor : Dr.Sayyid Annas Vaqqar

COOP Cordinator : Dr.Samir Alamer

Absrtact

This report will cover my seven months experience in Coop training in General Electric company

as customer services and will be discussed on some project that I had done and led the team during

the training.Also, it will cover the technical experience that I gained in the field .

December 2015

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ACKNOWLEDGEMENT

After seven months of real work life experience in GE company. I have learned much deal things

during my coop training. I have learned many useful applications in many projects and tasks that

I had been working on them during my training. I really would like to thank all employees, for

their support, time and patience. Also, I appreciate King Fahd University of Petroleum and

Minerals (KFUPM) which gave us opportunities to apply what we have learned and improve our

skills in the real life environment. Finally I am grateful to my managers Yahya Al Shami, Ammar

Masoud, and Abdulrahman Almalki .Also, I would like to thank my coop advisor Dr. Sayyid Anas

Vaqar who supported and helped me in my coop report and the coop coordinator Dr.Samir Alamir

who helped me during coop.

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Table of Contents

Table of Figures ............................................................................................................................................ 6

Table of Tables ............................................................................................................................................. 7

CHAPTER ONE: INTRODUCTION ABOUT GE POWER & WATER .................................................... 8

1.1 INTRODUCTION .............................................................................................................................. 9

1.2 COMPANY PROFILE ....................................................................................................................... 9

1.3 GE & POWER AND WATER ......................................................................................................... 10

1.4 CUSTOMER SERVICE IN GE POWER GENERTION SERVICE ............................................... 10

1.5 GEMTEC (GE Manufacturing Technology Center) ......................................................................... 10

1.6 COOP PLAN .................................................................................................................................... 11

CHAPTER TWO: QUALITY IMPROVEMENT (LEAN SIX SIGMA) ................................................... 14

2.1 DEFINE PHASE ............................................................................................................................... 15

2.1.1 Introduction ................................................................................................................................ 15

2.1.2 Problem Statement ..................................................................................................................... 15

2.1.3 Objective .................................................................................................................................... 15

2.1.4 Used Tools ................................................................................................................................. 15

2.1.4.1 SIPOC ................................................................................................................................. 16

2.1.4.2 Conventional Process Mapping .......................................................................................... 17

2.1.4.3 Cross-Functional Process Map ............................................................................................ 18

2.2 MEASURE PHASE .......................................................................................................................... 19

2.2.1 Data Collect ............................................................................................................................... 19

2.2.2 Histogram ................................................................................................................................... 20

2.2.3 Normal Probability Plot ............................................................................................................. 21

2.3 ANALYZE PHASE .......................................................................................................................... 22

2.3.1 Cause and Effect Diagram ......................................................................................................... 22

2.3.2 Pareto Chart ............................................................................................................................... 23

2.4 IMPROVE PHASE ........................................................................................................................... 23

2.4.1 Replacement the New Process ................................................................................................... 24

2.4.2 After Implementing the New Process ........................................................................................ 27

2.5 CONTROL PHASE .......................................................................................................................... 28

2.5.1 Control Phase Steps ................................................................................................................... 28

2.5.1.1 Standardization.................................................................................................................... 28

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2.5.1.2 Mistake-proofing ................................................................................................................. 29

2.5.1.3 Giving control of the process back to the process owner. ................................................... 29

2.6 CONCLUSION ................................................................................................................................. 29

CHAPTER THREE: PRODUCTIVITY IMPROVEMENT & REDESIGN ENGINEERING .................. 31

3.1 BACKGROUND .............................................................................................................................. 32

3.2 INTRODUCTION ............................................................................................................................ 32

3.3 PROBLEM STATEMENT ............................................................................................................... 32

3.4 WORK SYSTEM MEASUREMENT .............................................................................................. 33

3.4.1 Standard Time ............................................................................................................................ 33

3.4.2 Direct Time Study ...................................................................................................................... 34

3.4.2.1 Direct Time for Frame 6b ....................................................................................................... 36

3.4.2.2 Direct Time for Frame 7E ....................................................................................................... 37

3.4.2.3 Direct Time for Frame 9E ....................................................................................................... 38

3.4.3 Time Calculation: ....................................................................................................................... 39

3.3 PRODUCT REDESIGN AND IMPROVEMENT ........................................................................... 39

3.3.1 Need Identification ..................................................................................................................... 40

3.3.1.1 Current Design .................................................................................................................... 40

3.3.1.2 Advantages and Disadvantages of the Current Design ....................................................... 41

3.3.2 Design Problem Definition ........................................................................................................ 41

3.3.2.1 Goals ................................................................................................................................... 41

3.3.2.2 Design Objectives and Basic Measurements ...................................................................... 41

3.3.2.3 Design Constraints .............................................................................................................. 42

3.3.2.4 Development of Design Criteria ......................................................................................... 42

3.3.3 Gathering Design Information ................................................................................................... 43

3.3.3.1 Technical Information ......................................................................................................... 43

3.3.3.2 Information Statistics and Analysis .................................................................................... 43

3.3.3.3 Development of Customer and Technical Requirements .................................................... 45

3.3.3.3.1 Quality Function Deployment ...................................................................................... 45

3.3.3.3.2 The House of Quality ................................................................................................... 46

3.3.3.4 Key Findings of the Technical and Market Research ......................................................... 47

3.3.4 Generation of Design Alternatives ............................................................................................. 47

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3.3.4.1 Development of Engineering Design Specifications .......................................................... 47

3.3.4.2 Design Physical/Functional Decomposition ....................................................................... 48

3.3.4.3 Conceptualizing Design Alternatives .................................................................................. 50

3.3.5 Design Evaluation and Selection ............................................................................................... 53

3.3.5.1 Evaluation of Design Alternatives ...................................................................................... 53

3.3.5.2 Selection of Preferred Design ............................................................................................. 53

3.3.6 Conclusion ................................................................................................................................. 55

3.3.6.1 Project Summary ................................................................................................................. 55

3.3.6.2 Design Technical Specifications ......................................................................................... 55

3.3.6.2 Improvement and Implementation ...................................................................................... 56

CHAPTER FOUR: FIELD SERVICES EXPERIENCE ............................................................................ 58

4.1 INTRODUCTION ............................................................................................................................ 59

4.2 FIELD SERVICE ENGINEERS ...................................................................................................... 59

4.3 OUTAGE DEFINITION................................................................................................................... 59

4.5 FIELD SERVICES EXPERIENCE .................................................................................................. 59

4.5.1 Jeddah Power Plant Outage ........................................................................................................ 59

4.5.2 Rabigh Power Plant Outage ....................................................................................................... 61

Chapter Five: Summary & Conclusion ....................................................................................................... 62

5.1 SUMMARY ...................................................................................................................................... 63

5.2 CONCLUSION ................................................................................................................................. 63

Reference .................................................................................................................................................... 64

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Table of Figures

Figure 1 GE Bussniseline .............................................................................................................................. 9

Figure 2 GEMTEC Tour ............................................................................................................................. 11

Figure 3 SIPOC ........................................................................................................................................... 16

Figure 4 Conventional Process Mapping .................................................................................................... 17

Figure 5 Cross-Functional Process Map ..................................................................................................... 18

Figure 6 Histogram of Delay Days ............................................................................................................. 20

Figure 7 Normal Probability Plot ................................................................................................................ 21

Figure 8 Cause and Effect Diagram ............................................................................................................ 22

Figure 9 Pareto chart ................................................................................................................................... 23

Figure 10 New Process Map ....................................................................................................................... 24

Figure 11 Example of sheet requirement (SEC Customer) ......................................................................... 25

Figure 12 Example of sheet requirement (MARAFIQ Customer) .............................................................. 25

Figure 13 Truck Selector for Example Dyan Truck.................................................................................... 26

Figure 14 Truck Selector for Example F Bed Truck................................................................................... 26

Figure 15 Old Packing List ......................................................................................................................... 27

Figure 16 New Packing List........................................................................................................................ 28

Figure 17 Award cover ............................................................................................................................... 30

Figure 18 Award litter ................................................................................................................................. 30

Figure 19 Grit Blasting Machine ................................................................................................................ 32

Figure 20: Standard Time Methods ............................................................................................................ 33

Figure 21 Relative Accuracy of Time Standards ........................................................................................ 33

Figure 22 Job Activities one Tap the button of bucket ............................................................................... 35

Figure 23 How to Standard Time for Job ................................................................................................... 35

Figure 24 Current Design ............................................................................................................................ 40

Figure 25 House of Quality.......................................................................................................................... 46

Figure 26 Benchmarking B .......................................................................................................................... 47

Figure 27 Benchmarking A .......................................................................................................................... 47

Figure 28 Physical Diagram ........................................................................................................................ 48

Figure 29 Functional Diagram .................................................................................................................... 49

Figure 30 Base of the Mask ........................................................................................................................ 49

Figure 31 Design Alternative 1 ................................................................................................................... 51

Figure 32 Design Alternative 2 ................................................................................................................... 52

Figure 33 Design Alternative 3 ................................................................................................................... 52

Figure 34 Chosen Alternative 1 .................................................................................................................. 55

Figure 35 Generator Stator before Rewind ................................................................................................. 60

Figure 36 Figure 37 Generator Stator after Rewind.................................................................................... 60

Figure 38 Bucket Installation ...................................................................................................................... 61

Figure 39 Measuring the Errors .................................................................................................................. 61

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Table of Tables Table 1 Coop Program Schedule ................................................................................................................. 12

Table 2 Delay Days Data .............................................................................................................................. 19

Table 3 Job Activities ................................................................................................................................... 34

Table 4 Direct Time Observation for 6b Frame........................................................................................... 36

Table 5 Direct Time Observation for 7E Frame ........................................................................................... 37

Table 6 Direct Time Observation for 9E Frame ........................................................................................... 38

Table 7 Objective and Basic ........................................................................................................................ 42

Table 8 Objective and Criteria..................................................................................................................... 43

Table 9 Customer Survey ............................................................................................................................ 44

Table 10 Customer Requirements Ranking................................................................................................. 44

Table 11 Requirements and their Specifications ........................................................................................ 48

Table 12 Systematic Combination .............................................................................................................. 50

Table 13 Rating value by Modified Pugh’s concept .................................................................................... 53

Table 14 Pairwise Comparison ................................................................................................................... 54

Table 15 Time Observation after Improvement for Frame 6b ................................................................... 56

Table 16 Time Observation after Improvement for Frame 7e.................................................................... 56

Table 17 Time Observation after Improvement for Frame 9E .................................................................... 57

Table 18 Improved Time for Frame 6B ...................................................................................................... 57

Table 19 Improved Time for Frame 7E ...................................................................................................... 57

Table 20 Improved Time for Frame 9E ...................................................................................................... 57

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CHAPTER ONE: INTRODUCTION ABOUT GE

POWER & WATER

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1.1 INTRODUCTION

GE is one of the global companies that provide power energy and its service to the

worldwide. GE supports coop students and provides special courses and training to give them the

real chance and get in industrial environment. General Electric has been selected to be the second

around the world in profit wise. During 7 months training at General Electric in Jeddah in customer

service department of GE power & water. I have worked in many projects, tasks and issues. This

report, I would like to discuss the projects, tasks that I have applied and worked on them.

1.2 COMPANY PROFILE

General Electric (GE) is an American multinational conglomerate corporation incorporated

in New York and headquartered in Fairfield, Connecticut. As of 2015, GE operates through the

following segments:

More than 120 years ago, GE founder Thomas Edison changed the world with the first

affordable light bulb, the power of “imagination at work.” in 1878.Today, GE has diversified and

grown, and they make a significant impact on the communities they serve. Globally, GE purify

enough water to satisfy the daily needs of 39 million people around the world; GE has the fourth

most recognized brand in the world, worth almost $48 billion.GE healthcare technology helps

doctors save nearly 3,000 lives each day; GE-powered aircraft take off every 2 seconds; and GE

power generation equipment creates a quarter of the world’s electricity every day. GE is the only

company listed in the Dow Jones Industrial Index today that was also included in the original index

in 1896. GE is listed the fourth-largest in the world among the Forbes Global 2000, further metrics

being taken into account .In 2010, Forbes ranked GE as the world's second largest company, based

on a formula that compared the total sales, profits, assets and market value of several multinational

companies. Then, GE was ranked between the 500 companies as the 26th-largest firm in the U.S.

by gross revenue, as well as the 14th most profitable in 2011

Figure 1 GE Bussniseline

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1.3 GE & POWER AND WATER

GE power and water has more than 700 units in world and GE power generation equipment

equivalent to approximately a quarter of the world’s electricity every day. GE Power & Water

provides a broad array of power generation, energy delivery, and water process technologies to

solve your challenges locally. They work in several areas of the energy industry, including

renewable resources such as wind and solar, biogas and alternative fuels, and coal, oil, natural gas,

and nuclear energy. GE power and water also develop advanced technologies to help solve some

of the world’s most complex challenges related to water availability and quality. Headquartered in

Schenectady, New York, Power & Water is GE’s largest industrial business, with more than $27

billion in revenue in 2014 and approximately 38,000 employees serving customers in more than

125 countries. Power & Water’s six business units include Distributed Power, Nuclear Energy,

Power Generation Products, Power Generation Services, Renewable Energy, and Water & Process

Technologies. My business unit was Power Generation service (PGS) as customer service under

my company’s advisor Mr. Ammar Masoud .

1.4 CUSTOMER SERVICE IN GE POWER GENERTION SERVICE

PGS is mainly concerned on Power Generation Products services and parts. CUSTOMER

SERVICE team is responsible for preparation, planning, leading execution, and close out

planned/emergent Outage events for gas turbine, steam turbine and generator .As Customer service

(CS) in GE, we have to ensure that the needs of customers are being satisfied. The aim of customer

service is to provide excellent service and to promote this idea throughout the organization they

work for. (CS) in power & water deals with

 Installation new unit

 Field service (FS)

 Unit under Warranty

 Repairs

1.5 GEMTEC (GE Manufacturing Technology Center)

GE has been investing in Saudi Arabia for nearly eight decades, as a key partner in helping

the Kingdom meet its developmental goals. GE power generation technology is installed in nearly

40 Saudi Electricity Company (SEC) sites and more than half of the entire Kingdom’s electricity

comes from over 500 GE turbines. GE invested more than of 150 million us dollars to build

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GEMTEC in 2011 the largest repair shop of its kind in the world. The GE Manufacturing

Technology Center (GEMTEC) is located in Dammam. GEMTEC serves components from more

than 550 turbines. GE is planning that the next phase is going to start in January 2016, which will

hold the manufacturing stage of turbine components with an investment of more than 200 million

us dollars. GEMTEC is promising the development of Saudi Arabia with great opportunities.

GEMTEC divides in 6 cells as the following: Coating Cell, Bucket/shrouds/fuel nozzles Cell,

Generator/Rotor/Mechanical Cell, power nozzles Cell, Combustion Cell and Special Processes

cell.

Figure 2 GEMTEC Tour

1.6 COOP PLAN

GE's Early Identification (EID) program allows university students to gain valuable work

experience while creating a talent pipeline for new hires and GE’s leadership development

program. An internship at GE enables the students to interact with innovators in their field whilst

being mentored by leaders who will develop their experience. My internship started on 25th of

January 2015.Through (29) weeks of the internship, I met my assignment leader Ammar Masoud

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and he introduced me to the power & water‘s employees and stuff. Then, he gave me explanation

about customer service tasks for power & water and what is the main job and functions in PGS.

My role was mainly focus on repair jobs between GEMTEC and customer. The following table

shows my coop program schedule.

Table 1 Coop Program Schedule

Training Period

Department Name Tasks

W e e k

#

From

(DD/MM/YYYY)

To

(DD/MM/YYYY)

1 25/1/2015 31/1/2015 Power Generation

Services

On boarding and HR induction.

2 1/2/2015 19/2/2015 Power Generation

Services

Training package (Safety &

Technical)

3 8/2/2015 12/2/2015 Power Generation

Services

Systems set up & user access

4 15/2/2015 19/2/2015 Power Generation

Services

Quality Work instructions

5-8 22/2/2015 19/3/2015 Power Generation

Services

Logistics Improvement Project

8 15/3/2015 19/3/2015 First Progress Report to Assignment Leader

8-11 15/3/2015 9/4/2015 Power Generation

Services

Power Plant Assignment (PP3)

12-13 12/4/2015 23/4/2015 GEMTEC GEMTEC Visit

13-17 26/4/2015 21/5/2015 Power Generation

Services

Customer Top Issues

17-24 17/5/2015 9/7/2015 Power Generation

Services

Planning & Tracking

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25 12/7/2015 16/7/2015 Second Progress Report to Assignment leader

25 12/7/2015 16/7/2015 Power Generation

Services

Co-op Report Preparation

26 19/7/2015 23/7/2015 Power Generation

Services

Projects review and control

27-28 26/7/2015 6/8/2015 Power Generation

Services

Power Plant Assignment (Rabigh)

29 9/8/2015 13/8/2015 Power Generation

Services

Final Report and Presentation with

Saudi GM/off boarding in Riyadh

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Project I

CHAPTER TWO: QUALITY IMPROVEMENT

(LEAN SIX SIGMA)

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2.1 DEFINE PHASE

2.1.1 Introduction

GE gas turbine components need to periodic maintenance after 12,000 operating hours. The

transportation of one component to / from the customers should go through four elements, which

are the power plants (customers), customer service (CS), GEMETE, and Agility (Transportation

Company).

2.1.2 Problem Statement

Every week, there are between 6 to 8 delay days Avg. of the transportation between 13 power

plants and GEMTEC. The delay cost of transportation is 1000 per day. The four elements, which

are the Power plants, (CS), GEMETE, and Agility, are part of every pick up components.

2.1.3 Objective

Lean focus on flow through eliminating waste, whereas six sigma’s focus is on reducing

variability to enhance consistent performance. The objective of applying Lean Six Sigma on this

project is to improving the logistics process of transporting gas turbine components from the GE

repair facility (GEMTEC) to several customer sites in Saudi by

 Reduce the cycle delaying time

 Minimizing wasting money

 Reduce effort

 Provides many tools to identify, eliminate, and control waste

2.1.4 Used Tools

Three tools are used to understand how the process is going.

1. SIPOC

2. Conventional Process mapping

3. Cross-Functional Process Map

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2.1.4.1 SIPOC

In order to develop a general understanding of the process, inputs, outputs, suppliers and

customers, we used SIPOC. This tool allows us to see the transportation system suppliers, inputs,

all process job tasks involved to do the main purpose, the output which is the target we trying to

reach and then the customer. The customer here is SEC Saudi Electric Company where GE works

in their power plant.

Figure 3 SIPOC

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2.1.4.2 Conventional Process Mapping

Conventional Process mapping is to understand what the process is and the related element

between each.

Figure 4 Conventional Process Mapping

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2.1.4.3 Cross-Functional Process Map

Cross-Functional Process Map provides the same as Conventional Process mapping type of

information but it will explain more information concerning who is the responsible for every stage.

Figure 5 Cross-Functional Process Map

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2.2 MEASURE PHASE

2.2.1 Data Collect

The data was collected during six (6) months. Every week, there are number trucks were

delayed during transporting gas turbine components from the GE repair facility to several

customer sites in Saudi. The number of delay trucks increase when there are too many jobs. The

table below shows the delay days per week:

Table 2 Delay Days Data

Week Delay days

1 6

2 7

3 5

4 5

5 7

6 6

7 5

8 7

9 9

10 8

11 10

12 8

13 7

14 7

15 5

16 9

17 7

18 6

19 8

20 4

21 9

22 8

23 6

24 6

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2.2.2 Histogram

The histogram is a graphical summary that group data into classes to show the location,

distribution’s shape and variation. It is an estimate of the probability distribution of a continuous

variable (quantitative variable) .The histogram of delay days shows in figure below:

As is shown in the graph looks normal curve, but it still cannot give any conclusions about

the data distribution.

Figure 6 Histogram of Delay Days

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2.2.3 Normal Probability Plot

After analysis the histogram, the normal probability plot should be used to know whether

the assumption is following normal distribution or not. The normal probability plot is shown

below.

Figure 7 Normal Probability Plot

As is shown in the probability plot the P-Value is 0.236, and because the P-Value is high,

our assumption regarding normality of the data is correct.

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2.3 ANALYZE PHASE

The third step in the Six Sigma DMAIC (Define, Measure, Analyze, Improve, and Control)

is analyzes phase that is the beginning of the statistical analysis of the problem. The practical

problem was created earlier. This phase statistically reviews the families of variation to determine

which significant contributors to the output are.

2.3.1 Cause and Effect Diagram

Cause and Effect Diagram is known as “fishbone diagram”, “Ishikawa diagram” or “feather

diagram”. It defines the relationship between an “effect/Defect/symptom” and all possible

“causes” on that effect, hence the name “Cause and Effect” Diagram.

Figure 8 Cause and Effect Diagram

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2.3.2 Pareto Chart

Pareto Chart is a cumulative histogram and it has the 80-20 principle rule, it shows that the

important 20% of the (x) s causes 80% of the effect on the response (y) cycle time. I have used

that chart to graphically summarize and display the relative importance of the differences between

groups of data.

Figure 9 Pareto chart

From Pareto chart, we found 80% of the delay days is caused by tasks 2, 4, 3 and 5, which

they represent, half of the tasks that are supposed to be done to pick up one job from the customer.

After analyzing these steps, I found that the miscommunication between the customer and agility,

so the communication takes time between customer service, Agility and the customer .Also, the

customers’ requirements was not clear to Agility and unspecific from the customers.

2.4 IMPROVE PHASE

The purpose of improve phase is to identify, test and implement a solution to the problem in

part or in whole. The goal of this step is to determine the appropriate solutions to implement using

objective means, rather than making a decision based on assumptions or preferences. This is a

common theme throughout the Six Sigma methodology.

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After analyzing the data from the Cause and Effect Diagram and Pareto Chart, we can see

that the most serious factor in delaying the process is communications, unspecific customers’

requirements the and untrained drivers. A suggested solution for this is to provide and clarify the

customer gate pass requirements, redesign the process to reduce communications & determine the

responsibilities for each element in the loop.

2.4.1 Replacement the New Process

The new process is to redesign the process with connects Agility and the customers. In

addition, the new process has rearranged the responsibilities between the elements. The new

process is shown in figure bellow.

Figure 10 New Process Map

Also, the new process is create a sheet requirement for each customer that will has the

contact person in each site who will support pick up/delivery process from beginning to the end.

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Figure 11 Example of sheet requirement (SEC Customer)

Figure 12 Example of sheet requirement (MARAFIQ Customer)

In order to minimize the communication between Agility and GEMTEC due to identify the

tuck type of the transportation. I created a sheer that can be determine the truck type by choosing

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the parts. In the figure, bellow shows the truck sheet In this sheet we have two the component

and set which provide from customer, then the truck type will be determined

Figure 13 Truck Selector for Example Dyan Truck

Figure 14 Truck Selector for Example F Bed Truck

Percentage of improvement = (7-1)/7 = 0.86 *100 = 86% of the process time waste are

eliminated

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2.4.2 After Implementing the New Process

After Implementing the New Process, I had a meeting with Agility and GEMTEC in

order to evaluate the improvement .We face problems that effect on the new process which are

packing list and trucks type that need to pick up / delivery.

The packing list is identify papers should be on the boxes of part. The customer would not

allow the boxes to be in site without packing list

Figure 15 Old Packing List

The problem of the old parking list was made of two papers due to one of them might be

missed because the bad weather through the transportation. The new packing list has one side

page that is shown in the figure below

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Figure 16 New Packing List

2.5 CONTROL PHASE

The purpose of this step is to sustain the gains. Monitor the improvements to ensure

continued and sustainable success. Create a control plan. Update documents, business process

and training records as required.

2.5.1 Control Phase Steps

The Control phase is comprised of three steps:

1. Standardization.

2. Mistake-proofing.

3. Giving control of the process back to the process owner.

2.5.1.1 Standardization

Who is involved at the revised steps of the process?

Customer service, Agility and GEMTEC is involved in the revised steps of the process.

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What should they be doing after standardization of the revised standard operating

procedures?

1. Agility drivers should participate in the training affectively

2. More authorization should be given to the employee to be more productive

3. Customer service department should consider costumer’s awareness and the

requirements as priority

4. Agility should be interacted with the customers

5. The truck selector sheet should be used by Agility

Why should they follow the revised standard operating procedures?

 To ensure the delivery /pick up are done with no delays

 To increase the costumers satisfactions

 To minimize the effort and errors

 To reduce commination time

2.5.1.2 Mistake-proofing

In order to prevent the mistake or errors of transportation time by providing proper training

for the drivers so it will be qualified, and following the new process, and prevent the mistake in

any transportation

2.5.1.3 Giving control of the process back to the process owner.

This concludes the project and the process will now be turned over to the process owner

with the suggestions and improvements to be implemented and then see the improvement tools to

measure the improvement and sustain the gain by good control.

2.6 CONCLUSION

I had a great achievement on improving the logistics process of transporting gas turbine

components from the GE repair facility to several customer sites in Saudi and minimize the delay

days by 86% by applying Sex Sigma methodology .It was a very helpful project to expand my

knowledge and get involved with the work applied to understand more and more. I led several

team members from different functions to achieve faster cycle of delivery and reduce process

defects Finally I just want to thank my GE managers Ammar masuod for his support in this

project and all of team member for their Cooperation.

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After the project is implemented, I have received an Appreciation letter from GE country

manager. In addition, I have received an award form my manager Ammar Musoud

Figure 17 Award cover

Figure 18 Award litter

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Project II

CHAPTER THREE: PRODUCTIVITY

IMPROVEMENT & REDESIGN ENGINEERING

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3.1 BACKGROUND

Grit blasting, or sand blast cleaning, is a surface treatment process widely used in a variety

of different industries with many diverse purposes. Abrasive blasting is the process by which an

abrasive media is accelerated through a blasting nozzle by means of compressed air. The abrasive

used varies based on the surface treatment required

Figure 19 Grit Blasting Machine

3.2 INTRODUCTION

Time is important in work systems because of its economic significance. On any job, most

workers have paid money based on the time they consumed. For any system to operate efficiently,

it is important to know how much time should be required to accomplish a given amount of work.

3.3 PROBLEM STATEMENT

Due to the environmental, health and safety, (EHS) concern and wasting time from the heavy

weight of the shanks metal mask, which are, took time to assemble and disassemble and difficulty

of handling and moving

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3.4 WORK SYSTEM MEASUREMENT

The work measurement is the application of techniques designed to establish the time for an

average worker to carry out a specified manufacturing task at a defined level of performance. It is

concerned with the length of time it takes to complete a work task assigned to a specific job.

3.4.1 Standard Time

Standard time is the time required by an average skilled operator, working at a normal pace,

to perform a specified task .It includes appropriate allowances to allow the person to recover from

fatigue and, where necessary, an additional allowance to cover contingent elements which may

occur but have not been observed. There are several methods by which standard times can be

calculated for a given task. The following figure can be used to determine time standards:

Figure 20: Standard Time Methods

Figure 21 Relative Accuracy of Time Standards

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As shown in figure (12) the standard is more accurate measurement techniques to calculate.

There are many ways to calculate the standard time of a given job, in this problem the Direct Time

Study technique is used to do work measurement

3.4.2 Direct Time Study

Direct time study is a study of the operational steps or production procedure and the time

consumed by them, for the purpose of devising methods of increasing efficiency or productivity

of workers. Also, Measures the time required to perform a task so that an output standard of

production for a worker or a machine could be established. The following table is the data that is

observed for direct time studies several times by a stopwatch. The observed time is Grit blasting

one bucket by assembling and disassembling the bucket shank mask. The normal time (Tn) is

calculated by multiplied the observed time by labor performance rate which is 120%. The standard

time (Tstd) is calculated by multiplied the normal time by allowance factor (Apfd) rate, which is

15%.

Tstd = Tn(1 + pfd ) where pfd = personal time, fatigue, and delays

Table 3 Job Activities

Activities

Tap the button of bucket to avoid the blasting close the

holes in the button of the bucket

Put the bucket into the shank mask

Grasp & Cover the mask

Wrap the bolts

Put the bucket in the grit blasting machine

Wear the gloves

Grit blasting

Open the door of the machine and Close the door

35 | P a g e

Remove the bucket of the machine and put it out on the

table

Remove the bucket from mask and clean the mask

Figure 22 Job Activities one Tap the button of bucket

Figure 23 How to Standard Time for Job

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3.4.2.1 Direct Time for Frame 6b

Table 4 Direct Time Observation for 6b Frame

Date : 16/4/2015

Operation: Ahmed alkhaldi

Machine: grit blasting

Work Elements Machine Observations Cycle No. (regular elements) in (Sec)

Elemenet Number and

Description 1 2 3 4 5 6 7 8 9 10

Tap the button of bucket

Tobs 28 21 20 23 24 26 30 26 28 24

Tn 33.6 25.2 24 27.6 28.8 31.2 36 31.2 33.6 28.8

Tstd 38.64 28.98 27.6 31.74 33.12 35.88 41.4 35.88 38.64 33.12

Put the bucket into the shank

mask

Tobs 28 27 31 30 31 29 26 32 29 33

Tn 33.6 32.4 37.2 36 37.2 34.8 31.2 38.4 34.8 39.6

Tstd 38.64 37.26 42.78 41.4 42.78 40.02 35.88 44.16 40.02 45.54

Grasp & Cover the mask

Tobs 36 35 37 36 33 38 39 34 32 37

Tn 43.2 42 44.4 43.2 39.6 45.6 46.8 40.8 38.4 44.4

Tstd 49.68 48.3 51.06 49.68 45.54 52.44 53.82 46.92 44.16 51.06

Wrap the bolts

Tobs 42 43 44 46 44 47 43 41 40 49

Tn 50.4 51.6 52.8 55.2 52.8 56.4 51.6 49.2 48 58.8

Tstd 57.96 59.34 60.72 63.48 60.72 64.86 59.34 56.58 55.2 67.62

Put the bucket in the grit

blasting machine

Tobs 31 34 36 40 38 35 30 32 39 34

Tn 37.2 40.8 43.2 48 45.6 42 36 38.4 46.8 40.8

Tstd 42.78 46.92 49.68 55.2 52.44 48.3 41.4 44.16 53.82 46.92

Wear the gloves of grit blasting

machine

Tobs 32 30 29 34 33 35 32 34 31 36

Tn 38.4 36 34.8 40.8 39.6 42 38.4 40.8 37.2 43.2

Tstd 44.16 41.4 40.02 46.92 45.54 48.3 44.16 46.92 42.78 49.68

Grit blasting

Tobs 110 107 103 114 110 113 102 103 102 100

Tn 132 128.4 123.6 136.8 132 135.6 122.4 123.6 122.4 120

Tstd 151.8 147.7 142.1 157.32 151.8 155.9 140.8 142.1 140.76 138

Open and Close the door of the

machine

Tobs 23 20 21 26 21 27 29 24 20 26

Tn 27.6 24 25.2 31.2 25.2 32.4 34.8 28.8 24 31.2

Tstd 31.74 27.6 28.98 35.88 28.98 37.26 40.02 33.12 27.6 35.88

Remove the bucket of the

machine and put it out on the

table

Tobs 28 24 26 21 28 21 26 30 27 24

Tn 33.6 28.8 31.2 25.2 33.6 25.2 31.2 36 32.4 28.8

Tstd 38.64 33.12 35.88 28.98 38.64 28.98 35.88 41.4 37.26 33.12

Remove the mask from shank

Tobs 84 81 80 83 84 81 82 79 80 85

Tn 100.8 97.2 96 99.6 100.8 97.2 98.4 94.8 96 102

Tstd 115.9 111.8 110.4 114.54 115.9 111.8 113.2 109 110.4 117.3

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3.4.2.2 Direct Time for Frame 7E

Table 5 Direct Time Observation for 7E Frame

Date : 16/4/2015

Operation: Ahmed alkhaldi

Machine: grit blasting

Work Elements Machine Observations Cycle No. (regular elements) in (Sec)

Elemenet Number and

Description 1 2 3 4 5 6 7 8 9 10

Tap the button of bucket

Tobs 30 31 29 30 26 30 32 28 26 30

Tn 36 37.2 34.8 36 31.2 36 38.4 33.6 31.2 36

Tstd 41.4 42.78 40.02 41.4 35.88 41.4 44.16 38.64 35.88 41.4

Put the bucket into the shank

mask

Tobs 30 28 32 30 32 31 29 26 30 35

Tn 36 33.6 38.4 36 38.4 37.2 34.8 31.2 36 42

Tstd 41.4 38.64 44.16 41.4 44.16 42.78 40.02 35.88 41.4 48.3

Grasp & Cover the mask

Tobs 46 48 44 43 45 48 43 50 51 45

Tn 55.2 57.6 52.8 51.6 54 57.6 51.6 60 61.2 54

Tstd 63.48 66.24 60.72 59.34 62.1 66.24 59.34 69 70.38 62.1

Wrap the bolts

Tobs 49 50 56 51 53 46 50 49 46 51

Tn 58.8 60 67.2 61.2 63.6 55.2 60 58.8 55.2 61.2

Tstd 67.62 69 77.28 70.38 73.14 63.48 69 67.62 63.48 70.38

Put the bucket in the grit

blasting machine

Tobs 46 47 49 40 45 41 43 48 45 47

Tn 55.2 56.4 58.8 48 54 49.2 51.6 57.6 54 56.4

Tstd 63.48 64.86 67.62 55.2 62.1 56.58 59.34 66.24 62.1 64.86

Wear the gloves of grit blasting

machine

Tobs 31 30 28 31 33 34 36 31 32 35

Tn 37.2 36 33.6 37.2 39.6 40.8 43.2 37.2 38.4 42

Tstd 42.78 41.4 38.64 42.78 45.54 46.92 49.68 42.78 44.16 48.3

Grit blasting

Tobs 121 115 112 120 118 117 115 116 123 140

Tn 145.2 138 134.4 144 141.6 140.4 138 139.2 147.6 168

Tstd 167 158.7 154.6 165.6 162.8 161.5 158.7 160.1 169.7 193.2

Open and Close the door of the

machine

Tobs 22 23 21 23 24 24 29 25 26 24

Tn 26.4 27.6 25.2 27.6 28.8 28.8 34.8 30 31.2 28.8

Tstd 30.36 31.74 28.98 31.74 33.12 33.12 40.02 34.5 35.88 33.12

Remove the bucket of the

machine and put it out on the

table

Tobs 35 36 36 35 30 39 31 32 29 30

Tn 42 43.2 43.2 42 36 46.8 37.2 38.4 34.8 36

Tstd 48.3 49.68 49.68 48.3 41.4 53.82 42.78 44.16 40.02 41.4

Remove the bucket from mask

Tobs 90 105 100 101 99 103 96 92 94 90

Tn 108 126 120 121.2 118.8 123.6 115.2 110.4 112.8 108

Tstd 124.2 144.9 138 139.4 136.6 142.1 132.48 127 129.7 124.2

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3.4.2.3 Direct Time for Frame 9E

Table 6 Direct Time Observation for 9E Frame

Date : 16/4/2015

Operation: Ahmed alkhaldi

Machine: grit blasting

Work Elements Machine Observations Cycle No. (regular elements) in (Sec)

Elemenet Number and

Description 1 2 3 4 5 6 7 8 9 10

Tap the button of bucket

Tobs 30 31 29 28 30 26 29 31 30 28

Tn 36 37.2 34.8 33.6 36 31.2 34.8 37.2 36 33.6

Tstd 41.4 42.78 40.02 38.64 41.4 35.88 40.02 42.78 41.4 38.64

Put the bucket into the shank

mask

Tobs 30 32 39 30 36 34 33 31 32 40

Tn 36 38.4 46.8 36 43.2 40.8 39.6 37.2 38.4 48

Tstd 41.4 44.16 53.82 41.4 49.68 46.92 45.54 42.78 44.16 55.2

Grasp & Cover the mask

Tobs 42 44 47 40 41 49 43 41 45 48

Tn 50.4 52.8 56.4 48 49.2 58.8 51.6 49.2 54 57.6

Tstd 58 60.72 64.86 55.2 56.58 67.62 59.34 56.58 62.1 66.24

Wrap the bolts

Tobs 39 41 43 44 42 40 44 43 49 42

Tn 46.8 49.2 51.6 52.8 50.4 48 52.8 51.6 58.8 50.4

Tstd 53.8 56.58 59.34 60.72 57.96 55.2 60.72 59.34 67.62 57.96

Put the bucket in the grit

blasting machine

Tobs 47 49 41 40 38 43 39 44 43 41

Tn 56.4 58.8 49.2 48 45.6 51.6 46.8 52.8 51.6 49.2

Tstd 64.9 67.62 56.58 55.2 52.44 59.34 53.82 60.72 59.34 56.58

Wear the gloves of grit blasting

machine

Tobs 32 31 29 30 32 36 37 35 31 36

Tn 38.4 37.2 34.8 36 38.4 43.2 44.4 42 37.2 43.2

Tstd 44.2 42.78 40.02 41.4 44.16 49.68 51.06 48.3 42.78 49.68

Grit blasting

Tobs 163 165 160 165 162 168 164 160 164 166

Tn 196 198 192 198 194.4 201.6 196.8 192 196.8 199.2

Tstd 225 227.7 220.8 227.7 223.56 231.8 226.3 220.8 226.3 229.1

Open and Close the door of the

machine

Tobs 30 29 24 25 26 21 28 26 25 28

Tn 36 34.8 28.8 30 31.2 25.2 33.6 31.2 30 33.6

Tstd 41.4 40.02 33.12 34.5 35.88 28.98 38.64 35.88 34.5 38.64

Remove the bucket of the

machine and put it out on the

table

Tobs 36 34 39 34 33 31 29 30 35 31

Tn 43.2 40.8 46.8 40.8 39.6 37.2 34.8 36 42 37.2

Tstd 49.7 46.92 53.82 46.92 45.54 42.78 40.02 41.4 48.3 42.78

Remove the shank from mask

and clean the mask

Tobs 98 102 108 106 100 109 107 103 104 112

Tn 118 122.4 129.6 127.2 120 130.8 128.4 123.6 124.8 134.4

Tstd 135 140.8 149 146.3 138 150.4 147.7 142.1 143.5 154.6

39 | P a g e

3.4.3 Time Calculation:

After using stopwatch method to calculate the standard time for each frame. The calculation

time summary is:

 Frame 6B

Total Observed Time= 7.32 min

Total Normal Time = 8.784 min

Total Standard Time = 10.102 min

 Frame 7E

Total Observed Time= 8.454 min

Total Normal Time = 10.144 min

Total Standard Time= 11.666 min

 Frame 9E:

Total Observed Time= 9.217 min

Total Normal Time = 10.60 min

Total Standard Time= 12.719 min

3.3 PRODUCT REDESIGN AND IMPROVEMENT

After analysis, the cycle time and determine how the mask is effect on the cycle time between

the set up and remove the bucket shank from the mask. The Improvement was done in order to

redesign the mask to suitable with worker.

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3.3.1 Need Identification

The need to redesign the shank mask is due to meet GEMTEC requirement. The GEMTEC

do not like the current design because it is heavy, hard to assemble, wasting time and safety issues.

The Goal of redesigning and Improve the shank mask to meet and exceed customer’s expectation.

Therefore, need identification are

 Easy to handle

 Light weight

 Should cover the shank & the dovetails

 Wear resistance

 Variable size

 No sharp edges

 Durable

 Tensile

 Load and unload easily

3.3.1.1 Current Design

Figure 24 Current Design

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3.3.1.2 Advantages and Disadvantages of the Current Design

There many advantages of the current design:

 Durable

 Simple

 Tight boxing out

 Tensile

However, there are many disadvantages of the current design such as:

 Heavy

 Not easy to assemble

 Expensive

 Difficult to handle

 Sharp edge

3.3.2 Design Problem Definition

The problem is to have a new design with light and multiple size mask. In addition, it is

to meet customer requirement and be easy to handle with workers, in order to avoid EHS issue

3.3.2.1 Goals

The purpose of project is to introduce a mask for bucket shank from light material for

1) Eliminating EHS concern

2) Reducing loading and unloading time when handling heavy metal mask during grit

blasting operation

3.3.2.2 Design Objectives and Basic Measurements

For redesigning the media & paper organizer, should have goals and objective with

constrains

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Table 7 Objective and Basic

objectives Criteria Unit

Design a mask that can

remove shanks easily

Weight Kg

Durable Time Years

edge “not sharp” Curvy edge Angle

Easy to handle Simple # of parts

Inexpensive Cost SR

Easy to attach Time Sec

Tensile Hardness Pascals

3.3.2.3 Design Constraints

1) The average weight will be 500-1000 g

2) Age virtual 1-3 years

3) Variable size will take the shank frame size

4) Expected price will be 800-1500 $

5) Time to load and unload should be 30-60 sec

6) The material will be used high density with

3.3.2.4 Development of Design Criteria

In order to maximize the product features that are require by operators while keeping

affordable price, the following criteria have been chosen to develop a new design.

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Table 8 Objective and Criteria

Objective Criteria

Easy to handle Difficulty

Has a light weight Weight

No sharp edges Curvy edge

Tensile Hardness

Durable Time

Easy to attach Time

Inexpensive Cost

Easy to handle Simple

3.3.3 Gathering Design Information

The technical information for the product is most important criteria to design a new

product. There are standard measurements or information, which satisfied by companies or

customers, and here are the gathered technical information of a shank mask.

3.3.3.1 Technical Information

The used data was gathered from some vendors, which GEMTEC deals with them and

these specifications are:

1) The average weight will be 1-3 Kg

2) The color will be white

3) Age virtual 2-5 years

4) expected price will be 1000-1500 $

5) The material will be used high density polyethylene (HDPE)

6) The average size will be same as shank size

7) Number of part is 1 assembly part

3.3.3.2 Information Statistics and Analysis

Customer (GEMTEC) was asked to answer surveys of seven multiple-choice questions as

shown (table 16). In addition, 9th question was ranking as shown (table 16).

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Table 9 Customer Survey

Requirements Option 1 Option 2 Option 3

Material Metal (26.7%) Rubber (13.3%) HDPE (60.0 %)

Cost 600-800 $ (73.3%) 800-1000 $ (20%) 1000-1200 $ (6.7%)

weight 300-500 g (66.7%) 500-700 g (26.7%) 700-900 g (6.7%)

Duration 1-3 years (53.33%) 4-6 years (33.33%) 7-9 years (13.33%)

sharpness 30 ° (80%) 50 ° (20.00%) 70 ° (0%)

Color Black (13.3%) White (66.7%) Red (20%)

# of parts 1 (73.33%) 2 (20%) 3 (6.67%)

Table 10 Customer Requirements Ranking

Ranking by importance Customer Requirements

4 Kind of material

5 Inexpensive

8 Durable

3 Easy to handle

9 Kind of Color

6 Multiple sizes

1 Not too heavy

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7 Circler edge “not sharp”

2 Easy to attach

3.3.3.3 Development of Customer and Technical Requirements

3.3.3.3.1 Quality Function Deployment

The quality function deployment is to identify the relationship between customer

requirements and engineering requirements Quality function deployment (QFD) transfers the

customer requirements into engineering requirement as shown in the next table. QFD helps the

designers to focus on the characteristics of a new or existing product as per customers’

requirements. Therefore, the Quality Function Development has been used, which will transform

the customer requirements into a design quality.

Requirements Engineering and ustomerC Table11

Engineering Requirements Customer (GEMTEC) Requirements

Weight Not too heavy

Cost Inexpensive

Number of part Easy to attach

Safety Circler edge “not sharp”

Durability Durable

material Easily to handle

Colors Multiple size

Shank size Kind of material

Color

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3.3.3.3.2 The House of Quality

The engineering and customer requirement are put in house of quality matrix and there is a

correlation between the customer requirements and the engineering requirements. The

benchmarking area, the websites A, B, is Maxol Studios LLC

Figure 25 House of Quality

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3.3.3.4 Key Findings of the Technical and Market Research

The key findings in the market research were already shown in table3. One of the most

important finding is that customers prefer hidden cables in the tunnel inside the wood also; the

large capacity is preferred by customers and to assemble it easily.

3.3.4 Generation of Design Alternatives

3.3.4.1 Development of Engineering Design Specifications

Once information is gathered using the online survey, the technical data will be analyzed,

and 'EDS' will be developed.

As the result, the needed engineering specifications to improve the product can be easily

specified, which will be shown in (table 19)

Figure Figure 21 Benchmarking A Figure 26 Benchmarking B Figure 27 Benchmarking A

48 | P a g e

Table11 Requirements and their Specifications

Specifications Requirements

high density polyethylene (HDPE) Material

shank size Multiple size

300-500 g Weight

30 ° Sharpness

1-3 years Duration

600-800 Cost

White Color

3.3.4.2 Design Physical/Functional Decomposition

Figure 28 Physical Diagram

Shank Mask

Top Cover Bottom Cover Bolts

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Figure 29 Functional Diagram

Figure 30 Base of the Mask

Make Shanks Povered

Base of Mask

Handle

Connect the Two Part

Control Direction

Tight

Cover Shank

Close

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3.3.4.3 Conceptualizing Design Alternatives

The designer must decompose the designs into sub-functions to develop different alternative

concepts to complete these primary functions, then develop different alternative concept for the

whole product/system

Table 12 Systematic Combination

Alternative Concepts

1 2 3

S u

b

fu n

c ti

o n

s

Mask material rubber Aluminum (HDPE)

Number of Part of the mask 1 2

Base shape Rectangle base Square

Number of bolts 0 2

sharpness 30 ° 50 °

• The number of alternative design concepts will be

48 possible systematic alternative combinations.

• The combinations of the selected three design alternative are:

• Alternative 1:

− high density polyethylene

− 1 stable mask

− Rectangle base

− No needs for bolts

− Sharpness 30°

51 | P a g e

• Alternative 2:

− Aluminum

− 2 parts (base and cover )

− Circle base

− 2 bolts

− Sharpness 50°

• Alternative 3:

− Rubber

− 2 parts (base and cover )

− Circle base

− No needs for bolts

− Sharpness 30°

• Designs Alternatives

• These design will be from vendors depend in our requirement

Figure 31 Design Alternative 1

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Figure 32 Design Alternative 2

Figure 33 Design Alternative 3

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3.3.5 Design Evaluation and Selection

3.3.5.1 Evaluation of Design Alternatives

Alternatives Design of valuationE 13 Table

Current (Ref) Alternative 3 Alternative 2 Alternative 1 Criteria

0 + - + Difficulty

0 + - + Weight

0 + + + Time of

assembly

0 + - + Curvy edge

0 - + + Cost

0 + + + Simple

0 + + + Duration

- same - Hardness

0 5 4 7 ∑+

0 3 3 1 ∑-

0 0 1 0 ∑ same

3.3.5.2 Selection of Preferred Design

The selection of the preferred design between the three

(3) alternatives design by using Modified Pugh’s concept

Table 13 Rating value by

Modified Pugh’s concept

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concept Pugh’s using by alternative design preferred the Selection 15 Table

Alternative 3 Alternative 2 Alternative 1 Criteria

Weighted

Ratting

Ratting Weighted

Ratting

Ratting Weighted

Ratting

Ratting Normalized

Weight

0.501 3 0.334 2 0.668 4 0.167 Difficulty

0.532 4 0.266 2 0.399 3 0.133 Weight

0.132 4 0.033 1 0.099 3 0.033 Curvy edge

0.266 2 0.399 3 0.532 4 0.133 Hardness

0.399 3 0.399 3 0.532 4 0.133 Time of

assembly

0.167 1 0.334 2 0.501 3 0.167 Cost

0.2 2 0.3 3 0.2 2 0.1 Duration

0.532 4 0.133 1 0.399 3 0.133 Simple

2.729 23 2.198 17 3.33 26 100 % Total

Normalized

Weight

Row

Total

Simple Duration Cost Time of

assembly

Hardness Curvy

edge

Weight Difficulty Criteria

0.167 5 1 1 1 1 0 0 1 n.a. Difficulty

0.133 4 1 0 0 1 1 0 n.a. 1 Weight

0.033 1 0 0 0 0 1 n.a. 0 0 Curvy

edge

0.133 4 0 1 1 0 n.a. 1 1 0 Hardness

0.133 4 1 0 1 n.a. 0 0 1 1 Time of

assembly

0.167 5 1 1 n.a. 1 1 0 0 1 Cost

0.1 3 0 n.a. 1 0 1 0 0 1 Duration

0.133 4 n.a. 0 1 1 0 0 1 1 Simple

Table 14 Pairwise Comparison

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3.3.6 Conclusion

3.3.6.1 Project Summary

The project was mainly to eliminate EHS concern and wasting time from the heavy weight

of the shanks metal mask. Then product development of bucket shank mask was done to meet the

customer requirement. The redesign was carried out through recognizing the need.

Then, the problem was identified and found the goals and, objective and constrains Information

were gathered from customer (GEMTEC) survey. After that, conceptualizing alternative were

developed, evaluated, and preferred one is selected. Modified Pugh’s concept selection method is

used to select the preferred design and final modification will be implemented

3.3.6.2 Design Technical Specifications

After evaluating the three design alternatives, it recommends to implement alternative design

number one (1) based on Modified Pugh’s concept selection method, which is made of high-

density polyethylene. Finally, it has one stable mask with no bolts and the base is rectangle

Figure 34 Chosen Alternative 1

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3.3.6.2 Improvement and Implementation

After the alternative (1) was implemented, we recalculate the slandered time for frame 6b,

7E, 9E. The following table shows the improvement on cycle time for each frame:

Frame 6B

Table15 Time Observation after Improvement for Frame 6b

Frame 7E

Table16 Time Observation after Improvement for Frame 7e

Standard time (Min) Observation number

8.31 1 8.25 2 8.37 3 8.69 4 8.16 5 8.91 6 8.64 7 8.76 8 8.72 9 8.86 10 8.567 Average

Standard time (Min) Observation number

9.06 1 9.34 2 9.87 3 9.58 4 9.47 5 10.02 6 9.91 7 9.84 8 10.21 9 10.04 10 9.734 Average

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Frame 9E

Table17 Time Observation after Improvement for Frame 9E

Here are the data taken by a stopwatch after implementation of the solution, the average

slandered time of grit blasting is 8.567 min for frame 6b, 9.734 for frame 7E and 10.447 for frame

9E. The improvement or productivity of the cycle time can be calculated as = (10.102-

8.567/10.102)*100 = 15.2% for frame 6b, 16.6% for frame 7E and 17.9% for frame 9E.

1. Frame 6B

Table 18 Improved Time for Frame 6B

Time saved After Before

1.535 minutes 8.567 minutes 10.102 minutes One bucket

2.354 hours 13.14 hours 15.489 hours One complete bucket stage (92 parts)

2. Frame 7E

Table 19 Improved Time for Frame 7E

Time saved After Before

1.932 minutes 9.734 minutes 11.666 minutes One bucket

2.962 hours 14.93 hours 17.89 hours One complete bucket stage (92 parts)

3. Frame 9E

Table 20 Improved Time for Frame 9E

Time saved After Before

2.272 minutes 10.447 minutes 12.719 minutes One bucket

3.484 hours 16.02 hours 19.50 hours One complete bucket stage (92 parts)

Standard time (Min) Observation number

10.15 1 10.61 2 10.2 3 10.54 4 10.49 5 10.09 6 10.48 7 10.74 8 10.52 9 10.65 10 10.447 Average

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CHAPTER FOUR: FIELD SERVICES

EXPERIENCE

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4.1 INTRODUCTION

As a coop trainee GE support, all coop students to have a great chance and get involved with

site visits to several power plants. In Power plant # 7 the generator of Gas Turbine 19 with frame

7E was damage 2 years ago and accordingly it caused damages to Turbine internal parts, so there

should be major inspection (Outage) for all the unit’s parts in order to maintain this unit.

4.2 FIELD SERVICE ENGINEERS

Field Engineers are involved in the installation and service of gas turbines, steam turbines,

generators and turbine control equipment. They have the unique opportunity to develop proficient

technical, commercial and leadership skills that are highly transferable to any future career path

within the power generation industry.

4.3 OUTAGE DEFINITION

Outage is to fully shut-down the unit for maintenance. There are two categories outage .First

one is planned outage with a particular planed date for it .Second one is forced outage, which

happens accidentally while the unit is running.

4.4 OUTAGE KINDS

There are four kinds of outages:

1. Major inspection

2. Hot Gas path inspection

3. Combustion inspection

4. Advanced hot gas Path inspection

4.5 FIELD SERVICES EXPERIENCE

I had been working in different site during my coop. one of them in Jeddah power plant

and the in Rabigh power plant .Both of them I had different responsibilities and role

4.5.1 Jeddah Power Plant Outage

The outage in Jeddah power plant was about rewind the generator stator. This was planned

outage. The planning for this outage was before I start my Coop. The execution of the outage was

during my coop. My role was site coordinator. I was responsible for the manpower and their gate

passes. Also, I was responsible for materials inspection and their gate passes .Also, I had to prepare

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a daily brief summary during the execution. In addition, I was learning and trainee on turbine

sections and their components

Figure 35 Generator Stator before Rewind

Figure 36 Figure 37 Generator Stator after Rewind

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4.5.2 Rabigh Power Plant Outage

Rabigh outage was a forced outage, because the stator blades have damaged. This problem

caused a failure in the unit and some damages in buckets. During this outage, I was learning many

technical information about the turbine stator and how they are installation the bucket blades on

the stator. In addition, how they are measure the error and can deal with any problem they might

be faced I spent last week of coop there and I asked for one-week extension to be in site more.

Figure 38 Bucket Installation

Figure 39 Measuring the Errors

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Chapter Five: Summary & Conclusion

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5.1 SUMMARY

This report was mainly focus on Quality Improvement and Productivity & Engineering

Design. In addition, there were a many tasks, which were given besides these projects. I

summarized this report into two main Projects .First project was applying lean sex sigma in order

to improve the logistics process of transporting gas turbine components from the GE repair facility

(GEMTEC) to several customer sites in Saudi. In this project, I applied DMAIC Tools were used

to define the problem and measure normality of the data. Then I analyzed the data by using Pareto

chart & cause and effect Diagram. In Improve phase, I redesign the process to connect Agility and

the customers Also, to create a sheet requirement for each customer and create truck selector to

determine the truck type. Finally, in Control phase was the importance phase, which sustain the

gain if standardization, mistake-proofing and giving control of the process back to the process

owner are used. The second project was mainly focus on Eliminating EHS concern and wasting

time from the heavy weight of the shanks metal mask in order to increase labor productivity and

cycle time. I used direct time study in order to calculate standard time .Then I developed a new

design with 3 alternatives. Modified Pugh’s concept selection method is used to select the preferred

design and final modification will be implemented.

5.2 CONCLUSION

GE has gave great training program, which was very helpful for me to improve my technical

and general skills into direction. In addition, it was wonderful experience period to be more

knowledgeable and to get involved with a real work environment. I was giving an access to all the

data and the information needed that support me in my projects and the tasks that I had been

working during my training. I have involved in customer meetings, field opportunity and

GEMTEC visit. Moreover, I learnt how to practice industrial engineering in one of the best

companies in the world. By the end of seven months report , I would to thank all of GE employee

and my coop advisor for their support , encouragement and advise .

64 | P a g e

Reference

1. http://www.ge.com/

2. https://www.gepower.com

3. http://site.ge-energy.com/

4. http://powergen.gepower.com

5. http://www.sciencebuddies.org/engineering-design-process/engineering-design-process-

steps.shtml

6. http://asq.org/learn-about-quality/six-sigma/overview/dmaic.html

7. http://www.tamimipowergroup.com/gemtec.html