SIEMENS

Maneja, Vadodara
 Introduction

Siemens India is a technology powerhouse that has

stood for engineering excellence, innovation, and
quality and reliability.
Siemens Ltd. Vadodara is a steam turbine
manufacturing facility.
 Factory Layout
The principal processes includes manufacturing of SST 300[Siemens Steam
Turbine-300] and assembly of SST-600[Siemens Steam Turbine -600],other
• BAY 1
auxiliary parts/processes required are also manufactured/carried out.
• Balancing tunnel
• Machine shop
• Rotor Assembly

• BAY 2
• Hydrotesting
• Diaphragm Riiveting
• GBC Assembly
• ESV Assembly
• SST 300 Assembly

• BAY 3
• Compressor
• Processes
• Testing and Packaging

• BAY 4

• gas turbine assembly

• SST 600
• IE office

• BAY 5
 HYDROTESTING
It is used to test pressure vessels such as pipelines, gas cylinders,
boilers and fuel tanks can be tested for strength and leaks.
Strength is usually tested by measuring permanent deformation of
the container .
The vessel is filled with a nearly incompressible liquid usually
water or oil –pressurised to test pressure, and examined for leaks or
permanent changes in shape.
 1.Put the casing on the base.
2.Get bottom casing by adjustable check.
3.Insert flanges.
4.Tighten the flanges (creating chambers)
5.Apply joining paste on outer surface.
6.Put the top casing.
7.Insert bolts.
8.Heat and tighten bolts in sequence.
9.Fill water.
10.Put gauges at the top.
11.Apply pressure for about 30 minutes.
12.Then check for leakages.
13.Drain water from bottom.
14.Heat the bolt and unlock it.
15.Lift the top casing and remove flanges.
16.Clean the surface on which joining paste was applied.
17.Spray water jet to was component.
18.Ready for next assembly.
 Steam Turbine
A steam turbine is a mechanical device that converts thermal energy in pressurized steam
into useful mechanical work. The steam turbine derives much of its better thermodynamic
efficiency because of the use of multiple stages in the expansion of the steam
 Parts of a steam turbine
• Nozzle: The nozzle expands steam of comparatively low velocity and high static pressure within considerable increase in
velocity. The nozzle is so positioned as to direct the flow of steam into the rotor passage.
• A nozzle is often intended to increase the discharge velocity and to direct the flow in one particular direction.
• Diffuser:
• It is a mechanical device that is designed to control the characteristics of steam at the entrance to a thermodynamic open
system.
• Diffusers are used to slow the steam's velocity and to enhance its mixing into the surrounding steam.
• Blades or Buckets: The blades or buckets form the rotor flow passage and serves to change the direction and hence the
momentum of the steam received in the stationary nozzles.
• Guide Or Guide blades: The purpose of the guide blades is to reverse the direction of steam leaving the preceding moving blade
row so that general direction of steam leaving the preceding moving blade rows is similar. If guide blades were not provided,
opposing force would be exerted on the rotor which would largely negate each other.
• Casing Shell Or Cylinder: The turbine enclosure is generally called the casing
• Shaft, Rotor, Spindle: These terms are applied to the rotating assembly which carries the blades.
• Disc Or Wheel: The moving blades are attached to the disc which in turn is keyed to the shaft.
• Diaphragm: The diaphragm which is fixed to the cylinder or casing contains the nozzle and serves to confine the steam flow to
nozzle passage.
• Packing:Packing in the form of carbon rings minimizes the leaking in the annular space between the diaphragm and shaft.
• Thrust Bearings: Usually a combination of Kingsbury and collar types absorbs the axial forces.
• Exhaust Hood: The exhaust hood is the portion of the casing which collects and delivers the exhaust steam to exhaust pipe or
condenser.
• Steam Chest: The steam chest is the supply chamber from which steam is admitted to the nozzles.
Governor: The governing system may be designated to control steam flow so as to maintain constant speed with load
fluctuations to maintain constant pressure with variation of demand for processed steam or both.
• Throttle Or Stop Valves: The throttle and stop valves are located in the steam supply line to the turbine. The stop valve is
hydraulically operated quick opening and shutting valves designed to be either fully opened or shut. The throttle valve is used in
smaller turbines in addition to stop valve as a means of regulating steam flow during the starting or stopping the operation.
VALUE STREAM MAPPING
 Value stream mapping is a lean-management method for
analyzing the current state and designing a future state for the
series of events that take a product or service from its
beginning through to the customer.

A value stream is all actions (both value added and non-value

added)currently required to bring a product through the main
flows. This mapping tool uses the techniques of lean
manufacturing to analyze and evaluate certain work processes
in a manufacturing operation. It is used primarily to identify,
demonstrate and decrease waste, as well as create flow in the
manufacturing process. VSMs can be created merely using
paper and pencil; however more advanced maps are created
using Microsoft Visio as well as Microsoft Excel.
 VSM identifies where value is added in the
manufacturing process. It will also show the
other steps where there is non
-added value. After analyzing and evaluating
the current
process of the product, the problem areas can
be identified.
Figure 6- material and information flow
Value stream maps identify ways to get material flow

material and information flow without information flow

interruption, improveproductivity and
competitiveness, andhelp
people implement systems rather than isolated
process improvements.
Therefore value stream maps support people to
see wastethat exists in processes, where waste
is defined as an activity or behaviour that adds
cost but does not add value.

information flow
 Our GOAL
The goal is to eliminate non-value-added activities and to
speed up value-added activities:
• To reduce cycle time
• To reduce costs
• To increase revenue
• To reduce process error margins
• To improve customer satisfaction
 The five steps of VSM
1) Identify the product :
which consists of choosing which specific product the VSM will focus on.

2) Create a current VSM :

an initial VSM of the current process is created.

3) Evaluate the current map, identify problem areas :

the team evaluates the process and the steps involved.

4) Create a future state VSM :

Once you have changed the current process to minimize problem areas completely, you
can create a final state VSM.

5) Implement the final plan :

The last step of the value stream mapping process is to implement the new ideas,
which will in turn create a more efficient lean manufacturing process.
 Total Lead Time = total cycle time + total queue time

Total Lead Time

Total of all cycle times from all individual processes within the
value stream, plus all of the queue times between each process step
Cycle Time
Time that elapses from the beginning of a process to the end.
Total Cycle Time
The total of all the cycle times for the individual processes in the
value stream, ie, value added time.
Queue Time
Time that a unit of work is delayed waiting for a downstream
process to be ready to work on it.
Rework Time (RT)
Time spent for reprocessing a process step because
of defects, miscommunication, incomplete information.
 Current State Mapping
It refers to mapping all the activities happening or occurring
currently in a process for the manufacturing of a product.
• The current state mapping of a process includes following
steps:
• Gathering customer data.
• Value Stream process mapping.
• Evaluating value add and process flow.
• Analyzing the timeline.
• Concluding action items
Current state map of turbine
 Future State Map
• Future state maps are created to show what a product or process line
would look like after improvements are made.
• It identifies improvement to be made to the value stream that will
shorten the overall lead time based on the current value stream .It is
the fifth principle in the lean cycle i.e.,
Changes to be made are as follows:
• Reduce Cycle Time
• Reduce setups / reduce batches
• Improve quality performance
• Change delivery schedules
• Implement kanban
 Challenges

waiting time over processing

overproduction rework
inventory waste transportation waste
movement waste intellect waste
 Lean Manufacturing
• Lean is a business philosophy that reduces required resource- and
time effort through the elimination of waste.

• Produce what is needed,

at the time when it is needed,
in the quantity in which it is needed and without defects.
 LEAN
"Create value without waste.“

“Lean is the direct fulfillment of customer

demands!”
 Goals of Lean
• Consistent customer orientation

• Create awareness for waste

• Eliminate waste

• Continuous improvement mechanisms

• Full employee integration

Lean Principles
 2 important pillars of Lean

Just-in-Time System:
The definition of JIT is very simple and self-explanatory i.e. Producing only
what is needed, in necessary quantity and at necessary time .
Kaizen:
a Japanese business philosophy of continuous improvement of working practices,
personal efficiency, etc.

Also lean focuses on eliminating waste or “muda”. According to the TPS, there are
seven original wastes known as “muda,” which means “waste” in Japanese. In order
to create a lean working environment, these wastes need to be identified and depleted.

• Overproduction
• Inventory
• Motion
• Waiting time
• Transportation
• Rework
• Overprocessing
• Overproduction Waste:
• The most significant source of waste is over production. This means producing more, sooner and faster than what
is required by the next process. Overproduction causes all kinds of waste, not just excess inventory and money tied
up in inventory. It results in shortage, because processes are busy making the wrong items. According to lean
philosophy machines and humans should only be busy when they have useful tasks to accomplishOverproduction is
more common when products are made according to forecasts instead of customer’s order. Therefore it is
reasonable to produce according to customer’s orders.

• Unnecessary Inventory:
• Keeping parts and products in inventory does not create any extra value for them. When this occurs, it only hides
the problem and prevents a solution. Additionally, keeping inventory means higher tied up capital. However, it is
not advisable to eliminate inventory mindlessly. Instead, the reason for the existence of the inventory must first be
found. Two types of inventories are existed: work in process (WIP) and parts storage. WIP are the parts stored
between each process and parts storage are the raw material which were brought from the main ware house to
the production area to be processed. Lean manufacturing always emphasizes on reducing inventory. This can be
done either by reduction of buffer inventory or the reduction of batch sizes, or both.

• Unnecessary processing:
• An Incorrectly designed process could also be a source of waste. Activities in an organizational process can be
divided into 3 categories: value adding, non-value adding but necessary, and non-value adding and unnecessary.
Lean production emphasizes reducing this non-value adding and unnecessary process. Changing design of parts,
limiting functionally unnecessary tolerances and rethinking process plans can often eliminate and simplify process
activities in the manufacturing process. A tool for determining non-value adding activities is process mapping.

• Unnecessary Transportation:
• Transportation waste includes all types of unnecessary transportation of material, work in process and
components, which do not add value to the products. Most unnecessary transportation is due to the inappropriate
layout of a factory. As such, it is difficult finding methods to optimize the layout of a factory. The machine and
equipment are often grouped on a functional basis. This layout maximizes transportation efficiency between
functional areas. This is in keeping with a lean manufacturing layout
• Waiting:
• Waiting may be due to different reasons such as waiting for correct information, products waiting to be
processed, machines waiting for their operators and machines waiting for material to arrive. One such
common type of waste is waiting associated within inventories. Research has showned that products
spend most of their time in warehouses.

• Unnecessary motion:
• Motion consumes time and energy. It is essential to eliminate all motion that does not add value, such as
stretching for tools and moving materials within a station. This objective should be guiding when designing
workplaces, processes, operation procedures, etc. Reducing waste as the result of unnecessary motion
encompasses everything from describing detailed hand motions in an assembly process to the selection of
machines and design of fixtures to reduce the time for set-ups and material handling.
 Kaizen

“Kaizen thrives on small improvements.”

“Essentially Kaizen attempts to reduce waste.”

 MOST
Maynard Operation Sequence Technique
 Why MOST?
• It is much faster than traditional time study technique.

• Accuracy of up to 95% can be obtained.

• It requires less documentation.

 MOST
Maynard Operation Sequence Technique
• General Move: For a free movement through air
ABG ABP A

• Controlled Move: For a movement in which the object

remains in contact with a surface or is attached to
another object during the movement
ABG MXI A

• Tool Use: For the use of common hand tools

ABG ABP _ ABP A
 TMU(Time Measurement Unit)
• Time for therbligs is measured in Time
Measurement Unit (TMU)
• 1 TMU = 0.00001 hour
= 0.0006 minute
= 0.036 second
• 1 hour = 100,000 TMU
• 1 minute = 1,667 TMU
• 1 second = 27.8 TMU
General Move
 CNC
• The automation of machine tools that are operated by precisely
programmed commands encoded on a storage medium
(computer command module, usually located on the device) as
opposed to controlled manually by hand wheels or levers, or
mechanically automated by cams alone.
• Motion is controlled along multiple axes, normally at least two
(X and Y), and a tool spindle that moves in the Z (depth).
• Examples of cnc machiness:
Cnc mills,Plama cutters,Electric discharge Mechanism,
Wire EDM,water jet cutters,
 Various Codes
• G-codes are also called preparatory codes. Generally it is a code telling the
machine tool what type of action to perform, such as:
1) Rapid movement
2) Controlled feed in a straight line or arc
3) Series of controlled feed movements, etc.
There are other codes; the type codes can be thought of like registers in a
computer. They are:
• M-codes which are Miscellaneous functions.
• X : Absolute or incremental position along X-axis.
• Y : Absolute or incremental position along Y-axis.
• Z : Absolute or incremental position along Z-axis.
• D: Defines diameter or radial offset used for cutter compensation.
• E: Precision feed rate for threading on lathes
• F: Defines feed rate
• N: Line (block) number in program
Thank You!