International Journal of Science and Research (IJSR)

ISSN (Online): 2319-7064

Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438

Study and Analysis of Cost Reduction Techniques

in Press Part Production: A Case Study of Stamping
Unit
Anuroop Athalye1, Pankaj Gera2, Dr. A.R. Madan3
1

Department of Mechanical Engineering. MITS, Ujjain (M.P.), India

Associate Professor, Mechanical Engineering, MITS, Ujjain (M.P.), India

Workshop Superintendent, Ujjain Engineering College, Ujjain (M.P.), India

Abstract: In this paper, industrial engineering and management tools like TQM, TPM, JIT, Value Analysis & Value Engineering,
Lean manufacturing, Kaizen etc. have been studied and analyzed for cost reduction in a specific production process of an auto ancillary
industrial firm. For this a case study was performed on sheet metal stamping process of LCV/HCV body parts at XYZ Company at
Pithampur (Indore)M.P.. A survey in interview form was conducted among managerial and engineering professionals from various
similar type industries. The survey is based on cost reduction techniques, related challenges, market role etc. Attempts have been made
to investigate the role of vendors in cost reduction and the problems faced from their side. Application of job plan in investigating the
problems in productivity improvement has also been studied. The outcomes have been analyzed and discussed in details.
Keywords: Cost reduction, productivity improvement, lean manufacturing, Kaizen etc.

1. Introduction
An industrial organization needs sustainable design analysis
and process optimization in manufacturing and service for
controlling production cost. There is always demand for
quality improvement with product price drop from end
users. Share and stock holders also anticipate excellent rate
of returns against investments. Thus, cost has become a
residual. The challenge is to manufacture or provide service
within the stipulated cost frame work. Thus, cost
management has to be an ongoing continuous improvement
programme. Today the market leaders are even pursuing
cost reduction as strategic imperative. They want to stay
ahead of the market by continuously widening the gap
between their cost and that of their competitors and redeploy the recourses for profitable growth. The project will
focus on impact of cost control and cost reduction
techniques in present scenario.
A business enterprise must survive, grow and prosper only if
the unwanted cost must control and reduced necessarily.
There is now a cut throat competition from various concerns
of the world.
As a result there is now a raise to secure a place for survival.
This has increased the importance of cost control and cost
reduction. Hence it is required to study the different tools
and techniques used for the same. We can classify the cost
according to their nature, behavior then we can easily know
the cost which can be controlled or reduced. Here more
emphasis is on the controllable and non- controllable cost,
because this classification of the costs helps us
understanding what and how we can control. If the cost can
be controlled then what steps should be taken for controlling
purpose; if cannot be controlled, what should be done. It
totally depends up on the managerial decisions and it is the
activity of management accounting. The study identifies the

Paper ID: SUB15187

scope in manufacturing industry by means of conventional

methods/techniques like TQM, TPM, Kaizen, Lean
manufacturing, Value analysis &Value engineering, JIT etc.
in different areas.
The interview sessions are conducted to get the opinion
about modern methods for reducing cost in their
organizations.

2. Literature Review
There are some techniques/concepts is being studied to
benefitting different areas of the organizations, also Identify
the process which can reduce their cost and improve
working environment.
2.1 What is Cost and Cost Reduction
An amount, that has to be paid or given up in order to get
something. In business, cost is usually a monetary valuation
of effort, material, resources, time and utilities consumed,
risk incurred, and opportunities for gone in production and
delivery of a goods or service.[1]
Cost Reduction is to be understood as the achievement of
real and permanent reduction in the unit cost of goods
manufacture or services rendered without impairing their
suitability for the use intended. [1]
2.2 What is TPM
In 1971, Nippon Denso Co., Ltd. first introduced and
successfully implemented TPM in Japan. They won the
Japan Institute of Plant Maintenance (JIPM) PM Excellent
Plant Award for their activities. This was the beginning of
TPM in Japan. Since then, TPM has spread progressively
throughout the world and established itself as a renowned

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International Journal of Science and Research (IJSR)

ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438
cultural improvement programme. First example of TPM
used in Europe to deliver world class performance was by
Volvo in Ghent, Belgium, who won the PM prize for their
work in the paint shop. This was quickly followed in the
early 1990s by other European automotive companies trying
to close the productivity and quality gap to their Japanese
competitors.[7]
Unilever, Wrigley, Tetra Pak, Heineken and Arcelor Mittal.
The Japan Institute of Plant Maintenance (JIPM) approach
to TPM
The JIPM definition of TPM is:
T = Total. Must involve all employees at all levels of the
organization.
P = Productive. Effective utilization of all resources.
M = Maintenance. Keeping the Man-Machine-Material
system in optimum condition.
JIPM developed an eight pillar approach to TPM focused on
achieving:
Zero Accidents
Zero Break-downs
Zero Defects

was a way to do it. Miles often found that many of the

substitutes used were providing equal or better performance
at less cost. The function approach proved to be effective.
[4]
With active support of his superiors Miles developed and
refined the technique that he called as Value Analysis
(VA). Based upon the success experienced by General
Electric, the concept soon spread throughout private industry
because of its ability to yield a large return for a relatively
modest investment.[4]
2.5 Lean Manufacturing
The fundamental philosophy behind Lean Manufacturing is
to provide superior quality products for more Customers at a
significantly lower price and to contribute to a more
prosperous society. [5]
It is important to build a Company production system based
on this philosophy. Lean Manufacturing has Endeavour to
rationalize production by:
To completely eliminating waste in the production
process
To build quality into the process
To reduce costs - productivity improvements
To develop its own unique approach toward corporate
management
To create and develop integrated techniques that will
contribute to corporate operation.
2.6 Kaizen

Figure 2.1: Pillars of TPM

2.3 Total Quality Management
Total quality management is a general philosophy of
gradually improving the operations of a business. This is
done through the application of rigorous process analysis by
every involved employee and business partner. TQM is
usually applied at the tactical, front-line level, where
production, clerical, and low-level managers are deeply
involved. There are a number of tools available to assist in a
TQM effort, such as: [3]
Benchmarking
Failure analysis
Plan-do-check-act (PCDA) cycle
Process management
Product design control
Statistical process control
2.4 Value Engineering & Value Analysis
The Value Engineering (VE) technique emerged during the
years of World War II at General Electric Company, USA.
Mr. Lawrence D. Miles of General Electric Company was
assigned the task of "finding, negotiating for and getting a
number of vital materials that were in short supply.
Invariably suppliers declined to supply. In this desperate
situation, Miles was forced to basics. Whenever he was
faced with serious shortages, he aimed at getting the product
functions met by some alternate means. Repeatedly there

Paper ID: SUB15187

"Kai" means change, and "Zen" means good ( for the better
). Basically kaizen is for small improvements, but carried
out on a continual basis and involve all people in the
organization. Kaizen is opposite to big spectacular
innovations. Kaizen requires no or little investment. The
principle behind is that "a very large number of small
improvements are move effective in an organizational
environment than a few improvements of large value. This
pillar is aimed at reducing losses in the workplace that affect
our efficiencies [7].
2.7 Just-in-Time Inventory System
When considering the costs of housing inventory, it is
important to distinguish between value added activities and
non-value added activities.[21]
Value added activities add value to a product or service at
a given stage in the production cycle or supply chain;
customers are willing to pay for value added activities
because they make the product or service better.
Non-value added activities increase the final cost of the
product or service, but do not increase the value to the
customer.
The cost of warehousing inventory is a non-value added
activity. Upon receiving merchandise, your customers only
concern is, Does it work and is it going to perform the
function for which it was purchased? Just-in-time (JIT)
purchasing and just-in-time production help combat these
undesirable, non-value added inventory costs. These
demand-pull inventory systems are applied by requiring that

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International Journal of Science and Research (IJSR)

ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438
raw materials arrive in your warehouse exactly as they are
needed for production or distribution. The goal of JIT
systems is to eliminate all non-value added activities.[20]

3. Research Methodology
As we know, any product is made of different parts used to
perform the desired function. The cost of that product
includes cost of all parts used inside it. Many times we are
observing that, large scale manufacturing industries
purchases some parts (used in the product) by the vendors or
suppliers. Such parts are known as bought out parts (BOP).
As we have discussed earlier that the profit maximization is
depends on cost reduction and there are many ways to
reduce unwanted cost of product or process. [24]
The price of bought out parts are depends on their cost of
manufacturing. If we analyze the scope of cost reduction in
bought out parts, then it can improve the overall profit of
that product.
The above thought was encouraged me to conduct a study in
supplier industry to find out the scope in cost reduction
comparing with the cost reduction techniques used in
present large scale Original Equipment Manufacturing
(OEM) Industries.
To understand the working of such manufacturers and their
focus towards the cost reduction for betterment, The
Interview sessions are conducted with different area of
personnel to discuss their experiences on cost reduction
techniques used in their respective organizations.
3.1 The Interview Sessions
Following are the general information of the personnel.

10

TATA Tech.

D. Tare

Remarks

Gender

35

Age

Organization

R&D

Work Experience
(Years)

Mr.

Designation /Area
of work

S.N.

Table 3.1

Design and
Service
Industry
Tyre
Industry

Prod.

30

Bridgestone

Mr. Swapnil
Saxena

Prod.

29

TATA Motors Automobile

Industry

Mr. Pulin
Sharma
Mr. Paresh
Sharma

Maint.

30

Opt.

31

Bosch India Automobile

Industry
J.P. Cement
Cement
Industry

(General Information about Personnel for Interview)

Paper ID: SUB15187

Following Questions were asked to above personnel of

different organisations to know their experiences about
present cost reduction techniques.
1. What type of cost reduction technique is being used in
your organization?
2. How this technique is being used in organization?
(brief description)
3. For how long you are using this technique?
4. How your organization gets benefited by this cost
reduction technique?
5. What types of challenges you are facing, while
implementing of this technique?
6. Is there any scope after achieving at certain level by this
technique?
7. Would you like to continue this cost reduction
technique, while introducing new product/ process line?
8. Is your current cost reduction technique gives
satisfactory solution to achieve your organization goal.
9. How the market affects the cost reduction technique?
10. How much business relation affects by cost reduction
technique?
3.2 Outcome of Interview sessions
As per the discussion with above personnel followings
points are noted:
1. There are many activities but Lean Manufacturing, and
Kaizen are using frequently
2. Every organization is using technique according their
management objective
3. Cost reduction techniques are using more from last 10
years
4. Every organization is getting benefit.
5. There are some common challenges like resource,
manpower resistance etc.
6. Scope of cost reduction is there by changing techniques.
7. Sometime techniques need to change.
8. Depends up on focus and seniority of management.
9. Depends on market conditions, if sales is down then
profit does not affect.
10. Improve business relations.
3.3 Company Profile

Mr. R. Plotra

Maint.

3.1 Questionnaire

An auto ancillary is being selected for conducting study.

This company is middle scale organization manufacturing
press parts for OEMs.
3.4 Job Plan
The methodology (referred to as the job plan) can be
applied to any subject or problem. It is a vehicle to carry the
project from inception to conclusion. By adhering to certain
formalities. So the ultimate goal of Kaizen strategy and
activities aim at improving Quality, Cost, and Delivery
(QCD), thus QCD target has become a top priority for
survival in business. On the instruction given by
management for cost reduction activity by 600 Tonne press
machine productivity improvement. The Kaizen is being
planned to achieve the goal. For that following methodology
is adopted.

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International Journal of Science and Research (IJSR)

ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438
P- Plan: Define the problem and prepare for study is to be
conducting. How it is done: -Two teams are forming for
indentify the scope in productivity improvement in 6ooT
mechanical press. The targets for improvement and
evaluation factors while building cohesion among team
members. Collection of Bill of material (BOM) from PPC
department and operation standards (ISO 9001:2000 & TS
16494) of above press parts from production department. All
the relative information were mentioned in BOM and
operation standard.

Table 4.1: Operation Standard

Op. std no. OPE/64/101

Part no: IA207437

Customer Name: EML

Press speed
(spm)

112

3.5-5.5

17-Dec

600T

3.5-5.5

15-25

600T

3.5-5.5

15-25

400T

3.5-5.5

15-25

kg/cm

1.5-3.0

600T

Cushion press

kg/cm

4-Apr

4-Feb

Cushion stroke
(mm)

After seen all the operation standards the part which selected
is R/F Cab stays blank of size 1.2x270x405 mm3 needs four
operations one by one at 600 T m/c at least as per standards.
The weight and dimension of dies are suitable to hold in
600T press machine. The operation 3/ 4 die is having less
height than operation 2/4. So the idea is generated to hold
the die the packing plate with the help of long bolts during
trial.

4-Mar

Punching Trimming

The press machine is in genral each stroke doing a single

operation of particular part, so if combinning two single
action dies in single stroke by loading in press machine
simultaneously under safe working, will increase
productivity by saving production time and operation cost.

Cam
piercing

4-Jan

Balancer press

Part name: Reinforcement cab

stay lcv

No. of cushion
pins

3.5 Problem Identification:

After applying the job plan for productivity improvement of

600 T mechanical press the R/F Cab stay LCV dies 2/4 and
3/4, the calculations are done on the basis of observations
during trial.

Press tonnage

A Act: Standardize the process

How it is done: - Document the results and prepare the
presentation for management approval.

4. Results & Analysis

Drawing Operation

C- Check: Monitor the results

How it is done: - Check the 5 sample parts after each
operation and compare with standard part and operation
standard. The machine parameters are observed during the
trial time.
The results are calculated on the basis of different criteria.

Figure 3.1: Double Die Hold on 600T press during trial.

Operation no.

D DO: Apply the technique by filtering ideas coming out

in brain storming sessions, and finalizing the work schedule.
How it is done: - For 600T machine the improvement of
productivity is depends on reducing number of dies change,
improve production strokes per minute SPM and improve
overall equipment efficiency (OEE) for which the press part
reinforcement cab stay is production process is examine
under the scheduled tool trial. The results of tool trial and
quality check are noted. Calculation of total cost saving
during productivity improvement.

4.1 Trial inspection report: In this report the data is noted

during tool trial.
Table 4.1: Production Parameter

The scheduled is planed by the production planning team.

By this technique we will save the production time and
production cost of one operation. The annual requirement
for the vehicle part is multiplied by this above savings. After
tool trials of a single lot 1000 parts 8 parts were rejected due
to misfeed. The production rate, safety, quality and machine
capabilities were checked during trial. Further the trial report
is send to management for approval from costumer end. As
per definition, the value of the product is increased.

Paper ID: SUB15187

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International Journal of Science and Research (IJSR)

ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438
Note: Per Stroke Cost denoted here as X is calculated as
per annual budget 2,61,27,360/- (Rs/Annum) } allotted for
press shop, which contains all expenditures like Utility
(crane, fork lifter, cooling tower, transportation, DG,
compressors, Lights/lamps etc.), Salaries/ Wages (operators,
helpers, fork lifter driver, line leaders, engineers, press shop
In charge, Production managers etc.), Power consumption
charges, Machine cost, General Maintenance, tool
maintenance
(tools,
nut
bolts,),
Housekeeping,
miscellaneous charges like lockers, safety shoes, safety
goggles, hand gloves, aprons, uniforms, ear plug, stationary
etc.)

Description of figure 4.3

Y red bars shows time taken during die change & blue bars
shows no. of die change.
X axis shows no. of days
Minimum die change on 10th day due to Kaizen for
productivity improvement.
Target die change time is 10 min
4.1.3 Calculations
Machine specifications
Type: Pneumatic Press
Bolster size 1450 x 2210 mm2
Tonnage= 600T
Efficiency = 80%
Stroke length =2260mm
Shut height = 450mm
Die Specifications as per operation standard
Operation 2/4 (Trimming)
Die size =530 x 840 mm2
Height of die = 630mm
Manpower required = 04
Weight of Upper half of die =110.5 kgf
Approved Cost for operation at 600T = Rs 8/stroke

Figure 4.1: SPM trend refers to the number strokes per

minute by any press machine in total available time
Description of figure 4.1
Y axis shows strokes per minute of 600 T mechanical press
X axis shows no. of days
Target SPM 6.3
The maximum SPM at 10th day due to kaizen for
productivity improvement
As per the daily production report the production trend for
the day for all press machines in press shop for the day.
The following observations of 600T mechanical press are:
i) Number strokes for two shifts are 4992
ii) Number of die set up 04
iii) Strokes per minute is 5.74
iv) O.E.E is 90.21

Operation 3/4 (punching)

Die size =560 x 810 mm2
Height of die = 610mm
No of packing plates required of thickness 5mm = 04
Weight of upper half of die after packing plates = 110.5kg
Manpower required = 04
Approved Cost for operation at 600T = Rs 8/stroke
Procedure
Operation cost is indicated here as number as production
strokes of the press machine
(A) Operation cost = approved per stroke cost x annual
requirement of parts = 8 x 22000 = 1, 76,000/Standard die change time is the time taken during
removing of previous operation die and uploading next
operation die on bolster.
Standard die changing time = 10 mins
Annual saving in standard die change time(SDCT)
=(annualproduction/lotsize)xSDCT
=(22000/1000)x10min =220minsStandard SPM of
600T Machine = 6.3 strokes/min
Annual increment in production strokes as per standard
SPM of 600T Machine = Annual savings in SDCT x
Standard SPM of 600T Machine =220x6.3 = 1386
production strokes
(B) Annual improvement in production cost= productions
strokes x standard costing of M/c =1386x8 = 11088/Total savings in VAVE = (A) + (B) =176000+11088 =
187088/-

5. Conclusion & Discussion

5.1 Conclusions of the Work
Figure 4.2: Die changing time refers to the average time
taken for total die change in a day on a press machine.

Paper ID: SUB15187

This paper is based on analysis and finding various

opportunities, where any organization can reduce the
unwanted cost. Following are the conclusions:

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International Journal of Science and Research (IJSR)

ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438
1) The paper is based on cost reduction techniques at
supplier end for reduce overall cost of the final product
& also contributes to improve in value of the product.
The study is conducted in press shop of an automotive
stamping part supplier unit, to check the scope in
productivity improvement, scrap utilization on the
concept of lean manufacturing & Kaizen, studied
during this project. During the study, there are 300 types
of press parts manufacturing in press shop as per bill of
material (BOM).
2) There are following parameters of productivity
improvement in 600T Mechanical Press

SN
1

Table 5.1: Data Findings

Factors
Findings
Previous
Strokes per
minute SPM
Over all
equipment
efficiency
OEE

No. of strokes

Cost reduce
per annum

5.74

5.67

90.21%

89.65%
Average of
month
4927 (Targeted
for two working
shifts)

4992

187088/-

Dimensions, weight of die and tonnage requirement are

selected from operation standard for productivity
improvement. The part Reinforcement Cab stay LH/RH is
having die is selecting for tool trial. After finding the ok part
the die Operation no. 3/4 upper half is require to increase its
height by 20mm. The O.E.E. for the day FTD is 90.21%,
which is more than month till date MTD 89.65%. The
improved SPM (strokes per minute) of the 600 T press
machine for the day is 5.74 which is maximum SPM from
last 09 days production. The die change is minimum for the
day FTD is 04 and the no. of strokes for the day for two
shifts are 4992, which are higher than the target strokes per
two shifts 4927.
5.2 Limitation of Study
The study is based on standard value which are set by
company on their past experience and analysis. There are
many factors like, working environment, operator skill,
manpower efficiency, machine performance and other
miscellaneous factors are not considered. Cost reduction
technique may vary for purpose of study, product, process,
geometry, weight and material grade and fitment in vehicle.
This study excludes production losses because of low
production dies, which have complex geometries and also
cause accidents of operator during work.
The concept is checked during tool trials and final part is
compared by the standard part, so if all parameters are ok
during trial then only consider. This method is based on
ideas comes in the mind during work in production. There

Paper ID: SUB15187

are some thumb rules, which can affect the results on the
others parts.
5.3 Scope for Future Work
This study is a specific study restricted to the case
organization .A number of such studies can be done in
variety of industries to reach at common conclusions,
which can be generalist in nature.
The interview sessions are conducted with different
personnels to find out the cost reduction techniques which
are used at their organizations. There are some more
techniques, which can be used in the case organization
like technical surveys, weighted score method, decision
matrix etc.
This study is conducted at the scale of middle level
organization. It can be scale down at small scale industries
and scale up for large scale industries.
In this work, five interview sessions are conducted. The
sample size can be increased up to 10, 15, 20, 30, 40 up to
50 for taking different opinions about cost reduction
techniques.

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ISSN (Online): 2319-7064
Index Copernicus Value (2013): 6.14 | Impact Factor (2013): 4.438
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Paper ID: SUB15187

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