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\title{An Empirical Investigation of Assembly Line Balancing Techniques and Optimized Implementation Approach for Efficiency Improvements}
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             \author[1]{Dr. Dalgobind  Mahto}

             \affil[1]{  Green Hills Engineering College}

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\date{\small \em Received: 14 December 2011 Accepted: 1 January 2012 Published: 15 January 2012}

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\begin{abstract}
        


The concept of mass production essentially involves the assembly of identical or interchangeable parts of components into the final product at different stages and workstations. The relative advantages and disadvantages of mass or flow production are a matter of concern for any mass production industry. How to design an assembly line starting from the work breakdown structure to the final grouping of tasks at work stations has been discussed in this paper using two commonly used procedures namely the Kilbridge-Wester Heuristic approach and the Helgeson-Birnie Approach. Line Balancing (LB) is a classic, well-researched Operations Research (OR) optimization problem of significant industrial importance. The specific objectives of this paper is to optimize crew size, system utilization, the probability of jobs being completed within a certain time frame and system design costs. These objectives are addressed simultaneously, and the results obtained are compared with those of single-objective approaches.

\end{abstract}


\keywords{Line Balancing, Kilbridge-Wester Heuristic Approach, Helgeson-Birnie Approach, Optimization.}

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\let\tabcellsep& 	 	 		 
\section[{Introduction}]{Introduction}\par
ecently some of the most successful business corporations seem to have hit upon an incredible solution: Line Balancing. Line Balancing is a classic Operations Research optimization technique which has significant industrial importance in lean system. The concept of mass production essentially involves the Line Balancing in assembly of identical or interchangeable parts or components into the final product in various stages at different workstations. With the improvement in knowledge, the refinement in the application of line balancing procedure is also a must.\par
This reproof gives the methodology of application of line balancing in an ABC company, where four areas were selected as a sampling to study and implement line balancing. The four areas are Feeder frame assembly, Base frame assembly, Revolving vibratory feeder, and Gear housing. The characteristics of the relevant departments of ABC Company are studied and with the purpose of reducing assembly time and hence cost, this assignment has been undertaken. The assembly machines are selected and then the layout of the selected facilities has been performed. Task allocation of each worker was achieved by assembly line balancing to increase an assembly efficiency and productivity. 
\section[{II.}]{II.} 
\section[{Formulation of Assembly Line-Balancing Problem}]{Formulation of Assembly Line-Balancing Problem}\par
The Assembly line balancing is generally a problem of minimizing the total amount of idle time or equivalently minimizing the no of operators to do given amount of work at a given assembly line speed. This is also known as minimizing balance delay. Balance delay is defined as the amount of idle time for the entire assembly line as a fraction of total working time resulting from unequal task time assigned to the various stations. Mathematically, this objective can be stated as follows:min ? = R J Wj 1\par
Subject to t j ? C wj for j = 1..?R \hyperref[b0]{(1)} Where,\par
? R is the number of work centers,\par
? W is the (integer-adjusted) number of required workers in work centre j,\par
? t j is the estimated time required to complete the tasks in work centre j, and\par
? C is the pre specified cycle time.\par
In short, with the traditional assembly linebalancing problem, it is desirable to place minimum number of workers, as far as possible, to each work centers, at the same time one should also adhere to the policy that no worker is 'overloaded'. 
\section[{III.}]{III.}\par
Or Characterization of Line Balancing R Problem. SALBP is defined as follows, "Given a set of tasks of various durations, a set of precedence constraints among the tasks, and a set of workstations, assigns each task to exactly one workstation in such a way that no precedence constraint is violated and the assignment is optimal". The optimality criterion gives rise to two variants of the problem: either a cycle time is given that cannot be exceeded by the sum of durations of all tasks assigned to any workstation and the number of workstations is to be minimized, or the number of workstations is fixed and the line cycle time, equal to the largest sum of durations of task assigned to a workstation, is to be minimized. Becker and Scholl \hyperref[b1]{[2,}\hyperref[b2]{3]} define many extensions to SALBP. One of the extensions is GALBP, which stands for Generalized Assembly Line Balancing Problem. Each of the extensions reported in their authoritative survey aims to handle an additional difficulty present in real-world line balancing. The real-world line balancing, as faced in particular by the automotive industry, requires tackling many of those generalizations, simultaneously. 
\section[{IV. Aims and Objectives of the Present Study}]{IV. Aims and Objectives of the Present Study}\par
The aims and objectives of the present study are as follows ? To minimize the total amount of idle time and equivalently minimizing the number of operators to do a given amount of work at a given assembly line speed\par
? To optimize the production functions through construction of mix form of automation assembly and manual assembly.\par
? To classify the whole assembly process into each unit and decide the automation possibility of each process, and if, automation assembly is not possible, decide criteria for manual assembly. ? To determine machinery and equipment according to assembly mechanism.\par
V. 
\section[{Literature Review}]{Literature Review}\par
According to Becker and Scholl \hyperref[b0]{[1,}\hyperref[b1]{2]} and Scholl and Becker \hyperref[b2]{[3]} the earliest forms of the presented problem, along with the more modern research efforts, have typically concentrated on the minimization of workers needed to staff a line while adhering to task precedence and cycle time restrictions. In short, with the traditional assembly line-balancing problem, it is desirable to place workers in work centres in such a way that as few workers as possible as used, while simultaneously adhering to the policy that no single worker can be 'overloaded'. Askin and Zhou \hyperref[b3]{[4]} have explained that with line balancing the objectives of system utilization could be met. Gocken and Erel \hyperref[b4]{[5,}\hyperref[b5]{6]} expressed the similar views. 
\section[{Vilarinho and}]{Vilarinho and}\par
Simaria \hyperref[b11]{[7]}gave the mathematical solution about the probability of jobs being completed within a desired time frame. Merengo et al  {\ref [8]}, have addressed the issue of system design cost. Askin and Zhou \hyperref[b3]{[4]}, Rekiek et al. \hyperref[b6]{[9]}, Bukchin and Rubinovitz \hyperref[b7]{[10]} and Ponnambalam et al. \hyperref[b8]{[11]}, have proposed and concluded that evenness of workload assignments is pre requisite for line balancing. Either a cycle time is given that cannot be exceeded by the sum of durations of all tasks assigned to any workstation and the number of workstations is to be minimized or the number of workstations is fixed. The line cycle time, equal to the largest sum of durations of task assigned to a workstation, is to be minimized. Falkenauer and Delchambre \hyperref[b9]{[12]}, Salveson \hyperref[b10]{[13]} provided the first mathematical attempt by solving the problem as a linear program.\par
It has been seen from the literatures \hyperref[b12]{[14]} that assembly line balancing problem is generally minimizing the total amount of idle time or equivalently minimizing the number of operators to do a given amount of work at a given assembly line speed. This is known as minimizing the balance delay. One very compelling reason why few researchers have addressed the multiple objectives of the assembly line-balancing problem simultaneously is because the job is very difficult. Past research by McMullen and Frazier \hyperref[b12]{[14]} has indicated that many of these important objectives are in conflict with each other. According to them, these objectives are directly opposed to each other. They further emphasized that when a solution is obtained requiring a relatively large number of workers, there is a high probability that these jobs will be assembled within a certain period. The Line balancing problem can be gauged with the help of data like line efficiency, Balance delay and smoothness index.\par
Kirkpatrick et al. \hyperref[b13]{[15]}, Glover \hyperref[b14]{[16]}, Goldberg \hyperref[b15]{[17]}, Dorigo and Gambardella \hyperref[b16]{[18]} have mentioned that construction of the efficient frontier for a problem cannot be obtained by direct application of a simple rule . Even though the assembly line balancing problem has received significant attention over its lifetime, many companies still do not utilize the methods proposed in the literature. This fact can be seen in a survey conducted by Chase \hyperref[b17]{[19]}. His survey showed that roughly only 5\% of companies with production lines utilize traditional line balancing techniques to balance their assembly lines. A more recent article by Milas \hyperref[b18]{[20]} showed that this trend is still valid in today's manufacturing environment. Milas further stated that most companies perform their line balancing based on historical precedent or the 'gut feel' of their engineers. Tsujimura, et al \hyperref[b19]{[21]} presented solutions for assemblyline balancing problem with genetic algorithms.\par
Similarly, Gen et al 22have presented their work in assembly line balancing using genetic algorithm.\par
The important conclusions witnessed from the literature reviews  {\ref [1 -22]} on Line balancing are to minimize time of worker's movement and assembly. It has been recommended that it ensure balanced allocation of assembly work to each worker by realizing assembly line balancing after deciding the number of workers who can produce the target yield. 
\section[{VI.}]{VI.} 
\section[{Optimization Criteria in Line Balancing}]{Optimization Criteria in Line Balancing}\par
The following terms are very much associated with Kilbridge-Wester Heuristic approach and the Helgeson-Birnie Approach. a) Line efficiency (LE) This is the ratio of total station time to the product of the cycle time and the no of workstations. We can express this as It may be noted that in designing an assembly line the no of work stations, K cannot exceed the total no of work elements, N ( in fact K is an integer such that 1? K ? N. Also the cycle time is greater than or equal to the maximum time of any work element and less than the total of all work element times, that is Many of the OR approaches implicitly assume that the problem to be solved involves a new, yet-to-bebuilt assembly line, possibly housed in a new, yet-to-bebuilt factory. The vast majority of real-world line balancing tasks involve existing lines, housed in existing factories -in fact, the target line typically needs to be rebalanced rather than balanced, the need arising from changes in the product or the mix of models being assembled in the line, the assembly technology, the available workforce, or the production targets.LE = [\{ ? = K I STi 1 / (K) x (CT)\} x 100 \%]T max ? CT ? ? = N I Ti 1 (5) 
\section[{b) Workstations identities}]{b) Workstations identities}\par
As pointed out above, the vast majority of realworld lines balancing tasks involve existing lines housed in existing factories. In practice, this seemingly "uninteresting" observation has one far-reaching consequence, namely that each workstation in the line does have its own identity. 
\section[{c) Unmovable operations and zoning constraints}]{c) Unmovable operations and zoning constraints}\par
The need to identify workstations by their position along the line (rather than solely by the set of operations that would be carried out there) is illustrated by the typical need of line managers to define unmovable operations and zoning constraints. 
\section[{d) Elimination of workstations}]{d) Elimination of workstations}\par
Since workstations do have their identity (as observed above), it becomes obvious that a real-world LB tool cannot aim at eliminating workstations. Indeed, unless the eliminated workstations were all in the front of the line or its tail, their elimination would create gaping holes in the line, by virtue of the other workstations' retaining of their identities, including their geographical positions in the workshop. 
\section[{e) Need to match loads and time}]{e) Need to match loads and time}\par
Since eliminating workstations cannot be the aim of the optimization of the line, as pointed out above, it is the equalization or smoothing (indeed "balancing") of the workload and time among workstations that should be the practical aim of LB. It is worth noting that the classic objective of minimization of the cycle time, i.e. minimization of the maximum lead-time over all workstations, is not necessarily the same objective as load equalization. The important practical point to be made here is that the line's cycle time is almost always given by the company's marketing that sets production targets. The maximum cycle time set by marketing cannot of course be exceeded by the line, but it is typically useless to reduce the line's cycle time below that value. 
\section[{f) Many operators}]{f) Many operators}\par
In many industries, in particular automotive, the product being assembled is sufficiently voluminous to allow several operators to work on the product at the same time. Since that possibility does exist, not exploiting it would lead to unnecessarily long assembly lead times, implying a reduced productivity. Once a workstation features more than one operator, the workstation's lead time ceases to be a simple sum of durations of all operations assigned to it. First of all, the workstation as a whole will need the time equal to the lead-time of its "slowest" operator. 
\section[{g) Multi-operator operations}]{g) Multi-operator operations}\par
Assembly of large products such as cars sometimes requires the collaboration of several operators to carry out an operation. It is therefore desirable to make that operator carry out other operations as well. That, however, significantly complicates the scheduling of operations within the workstation: all the operators in the workstation must be kept as busy as possible, must execute the operations in compliance with the precedence constraints, and must be made available at the same time to carry out multi-operator operations. 
\section[{h) Ergonomic constraints (operator position)}]{h) Ergonomic constraints (operator position)}\par
A major difficulty in assembly of large products is that they are too bulky to be moved (elevated, rotated) easily. In other situations, the working position is imposed from the outset. These considerations give rise to Workstation-Level Ergonomic Constraints. housings, feeder frames, revolving frames, couplings, arms, booms and gears. Feeder frame is an important prime complicated part and its subassembly is composed of base frame, tension holder, magnetic load cell, drive pulley, tail pulley, struts, guide chutes, guide covers, idlers, bearings, motors, gear drive, couplings, bolts and belt. Hence, the case study was selected to balance the assembly process as the misbalancing of production of this item effects the other activities. Variables: L = List of tasks for assignment into work centers n j = number of tasks in work center j R = total number of work canters from the solution t j = expected duration of all tasks in work center j ? j = estimated standard deviation of work center j j ? = workers required in work center j W j = integer-adjusted workers required in work center j p j = probability of on-time completion in work center j u j = utilization of work center j metric i =evaluation metric associated with task i ph i = pheromone associated with task i M (i, g i ) = n by n linkage matrix to used to detail the number of times task i is preceded by task g i . 
\section[{b) Selection of Tasks for Work Centers}]{b) Selection of Tasks for Work Centers}\par
All relevant entities in the above list are initialized to their appropriate values. Before actually selecting a task for membership in the current (nonempty) work center, a decision must be made whether or not to create a new work center. This is done via the following relationship:P (New work center) = j n ? (6)\par
Where, j is the current work center. The above relationship guards against a very large number or a very small number of work centers, thereby guarding against high fixed costs (several machines) and high variable costs (several workers). When a new work center is opened, tj and ? j for new work center j are initialized to zero. 
\section[{c) Task selection}]{c) Task selection}\par
In the event of an empty work center, all relevant statistics are initialized to zero. For each task eligible for membership in L, the utilization and probability of ontime completion are calculated to reflect work center utilization (u j ) and probability (p j ) if task i were to be added to the current work center j:u j = j j W ? (7)\par
Where,j ? = C ti t *) ( + , for i? L and W j = 1 + int ( j ? ) p i = 1 dz z y ) 5 . 0 exp( 2 2 ? ? ? ? (8)\par
Where,Y = \{C (W j -j ? )\} / ? j,\textbf{(9)}\par
and? j = ) ( 2 * 2 i i ? ? + (10)\par
Utilization (uj) is a representation of how 'busy' is work centre j, while probability (pj) is the work centre's ability to finish its tasks within the cycle time. A busy system typically reflects a low probability of on-time completion, and vice versa. After determination of uj and pj, the following multiple-objective function value is determined: metric i = a 1 u j +a 2 p j +a 3 (u j p j )+a 4 u j (1-p j ) \hyperref[b8]{(11)} This value, metrici, is intended to show the relative desirability of adding task I to work centre j. It is desired to maximize this value. The first component of this measure provides the utilization contribution. The second component shows the probability of on-time completion contribution. The third component shows the contribution of a composite measure of uj and pj. The fourth component is included as a surrogate for system The number of workers required for the recently completed assembly line-balancing solution is as follows:W= ? = R J Wj 1 (12)\par
The utilization associated with this solution is as follows:U = cw t n i i ) ( 1 * ? = (13)\par
The probability of completing all tasks within cycle time is as follows:P = ? R j Pj 1 =\textbf{(14)}\par
The design cost associated with the assembly linebalancing solution is as follows:Cost = 60000+2510 ? = R i w n i j 1 (15)\par
The design cost expressed above considers the total associated with both personnel and equipment needed to process jobs passing through the assembly line. The major assumptions of this model are that the annual labour cost for an employee is Rs 60000 /year, and the annual cost for a piece of equipment is Rs2510/year. The labour cost can be modified to reflect the actual average cost of employees on the assembly line. In addition, equipment costs might vary according to the tasks performed, the age of the equipment, and which tasks are assigned to a particular workstation.\par
With the individual assembly line-balancing statistics calculated, the objective measure of performance associated with W workers is as follows:S [W]=a 1 U + a 2 P + a 3 UP + a 4 \{Cost -Cost\} / (Cost) (16)\par
The above function contains the 'ah' values as shown in equation \hyperref[b8]{(11)}, and these ah values are contained in the [0, 1] interval. Cost is the highest possible system design cost for the problem at hand. The above calculations represented by equations (  {\ref 12}) -(  {\ref 15}) are performed each time an assembly line-balancing solution is completed. For each solution, the largest value of S [W] is noted for each value of W. The steps above are repeated number of times -a user-specified number of solutions. The S [W] values and the corresponding values of W then comprise the multipleobjective efficient frontier. 
\section[{IX.}]{IX.} 
\section[{Numerical Examples: Analysis of Assembly Processes}]{Numerical Examples: Analysis of Assembly Processes}\par
Assembly processes of ABC Industry are made up of a number of 27-unit processes like buckets, housings, feeder frames, revolving frames, couplings, arms, booms and gears etc. They can be combined into of 15 processes like frame assembly, magnetic load cell assembly, pulley assembly, grease application, bolting of frames, magnetization of magnet and airtight test, etc. An assembly process of ABC Industry is given in Table \hyperref[tab_0]{1}.  
\section[{An Empirical}]{An Empirical} 
\section[{a) Layout of assembly machinery equipment}]{a) Layout of assembly machinery equipment}\par
The basic objective of machinery equipment and facility layout in assembly system is to improve assembly productivity. Its detail objectives shall be smooth inner transporting, efficient place utilization, safe location for the machinery and equipment, and creation of safe and ease inner circumstances for workers, etc.The information and data that are needed to plan and determine the placement of equipment are production capacity, forms of production and processes, inner systems, amount of transporting, amount of work at each positions; and size and form of plants. There are several equipment layouts namely product layout (line layout), process layout, fixed position layout. In this research, the existing old product layout has been studied for the selected item of ABC Industry. The existing process layout is presented in Fig 1.\par
Work allocation to each worker in a shift has been studied, which was done on the basis of above existing product layout and data has been collected.Then worker allocation has been changed from a shift into groups. The group-work allocation analysis has been tabulated in Table \hyperref[tab_1]{2}. 
\section[{b) Determination of Automation possibility of assembly process automation}]{b) Determination of Automation possibility of assembly process automation}\par
According to geometrical characteristics of products and degree of complexity of assembly process, it can whether the assembly processes has to automated or not. Sometimes, manual assembly may be performed easily. There are some more factors or parameters, i.e. production volume, cycle time, investment cost, etc., may also influence upon the decision of automatic or manual assembly as to its economic consideration. Secondly, Manual assembly is performed, if part characteristics are weak in transporting, arrangement, feeding, joining areas. In the present work, it was analyzed that whether assembly process can be automated or not. The processes that are determined by manual assembly are decided upon the method of transporting, arrangement, feeding and joining.  A1 0 T2 -1 A2 -1 T3 -2 A3 -2 T4 -1 A4 -1 Sum -6 Sum -4 Feeding Criteria Degree Joining Criteria Degree F1 0 J1 +1 F2 -1 J2 -1 F3 -2 J3 +1 F4 -1 J4 -1 Sum -\textbf{4}\par
Sum 0 Total Point = -14 Legend: -2 = Very difficult, -1 = Difficult, 0 = Same, +1 = Easy, +2 = Very easy c) Determination of assembly equipment After determination of automation possibility of each assembly process; the method and machine of transporting, arrangement and feeding were determined. Assembly machines and equipments are determined on only process that is performed by automation assembly. Assembly machines equipment is determined by characteristics of process. Therefore, this research is consisted of two numbers assembly; Bearing Placing Machine, Motor Pulley Coupling Tester Machine.\par
X. 
\section[{Work Allocation According to New}]{Work Allocation According to New}\par
Process Layout and Selection of Equipment Actually, as observed there are coexistence forms of different layout in ABC industry. The required space to assembly lines of ABC Industry is 5700mm x 40000mm. In this space, it is impossible and inefficient that equipment like a straight line is determined. So, it has been chosen U-line like Fig. 2 in order to efficient rationing and flexible production. The advantages of Uline are to improve line balancing and work efficiency with minimum space size with a free movement of worker in a coexistence of manual and automation line. A U-like shape platform was created for assembly, and an automatic hanging type Monorail system was erected for smooth advancing of the job with a provision of rotation of 3600. The monorail enabled the workers of Group B and C to assemble the components simultaneously after completion of the work of Group A. This reduces the idle time between B and C and ultimately the cost of adjoining group activities. The new process layout and selection of equipment were done in order to improve and optimize the line efficiency. The Table \hyperref[tab_3]{4} represents the situations after line balancing study. From the Table \hyperref[tab_1]{2} and 4 it is evident that there are improvements in the assembly process. The cost is considered for 600 assemblies per annum. The cost has been calculated using Eqn. \hyperref[b13]{(15)} and it has been tabulated in Table \hyperref[tab_4]{5}. To study the line efficiency of link aggregate, the following points were taken into consideration.\par
? First, the item is regular and used in various models of Apron\par
? The quantities required are huge and\par
? The Contribution to the revenue generation of this product is 21.2\% of the monthly sales.\par
The product has to go through the primary operations in the sequence as Cutting, Grinding, Rolling, Bending, Drilling, Sub Assembly and Welding and Boring. The sequence of final operation is Assembly, Welding, Cleaning, and Painting. Based on the available data (Table \hyperref[tab_5]{6}) the numbers of predecessors for each work element has been determined. Assignment of work elements to different stations is given in Table \hyperref[tab_6]{7} following the Kilbridge -Wester Method.  
\section[{Improvement in Line Balancing}]{Improvement in Line Balancing}\par
In the light of study the Table \hyperref[tab_6]{7} shows the methodology of reassignments of work elements in order to reduce idle time and balance the production line  
\section[{Results and Discussion}]{Results and Discussion}\par
The results on empirical investigation of assembly line balancing are presented in Table \hyperref[tab_8]{9}. It shows that there is considerable improvement in LB. All the assembly items were regrouped into different stations and the above analysis were repeated. Then on the basis of the analysis it was decided as to how to put these items into different stations to have minimum optimal idle time, better line efficiency and minimum delay. The summary of improvements have been presented in Table \hyperref[tab_9]{10}.  
\section[{Test of Statistical Significance}]{Test of Statistical Significance}\par
Let the data, presented in Table \hyperref[tab_9]{10}, before Line balancing be x and after line balancing be y. Now, the ttest has been conducted because related data, before and after lines balancing, are independent in nature.\par
Null Hypothesis H 0 : y x µ µ = i.e. there is no significant difference between the mean increase in line efficiency. Alternate Hypothesis H0:  n = 9,\par
No. of data of mean values of y, 2  Where, t denotes the value of t-test.n = 9, ] ) ( ) ( [ 2\par
Tabulated t at 5\% level of significance is 2.12. Since, calculated t is less than tabulated t at 5\% level of significance. Hence it may be concluded that Line\begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-2.png}
\caption{\label{fig_0}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3}\includegraphics[]{image-3.png}
\caption{\label{fig_1}? 3 ???}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-4.png}
\caption{\label{fig_2}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{}\includegraphics[]{image-5.png}
\caption{\label{fig_3}}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{12}\includegraphics[]{image-6.png}
\caption{\label{fig_4}Fig. 1 :Fig. 2 :}\end{figure}
   \begin{figure}[htbp]
\noindent\textbf{1} \par 
\begin{longtable}{P{0.17482269503546097\textwidth}P{0.16075650118203308\textwidth}P{0.3938534278959811\textwidth}P{0.05626477541371158\textwidth}P{0.06430260047281323\textwidth}}
6\tabcellsep \tabcellsep \tabcellsep \\
Volume XII Issue v v v v III Version I\tabcellsep \tabcellsep \tabcellsep \\
( A )\tabcellsep \tabcellsep \tabcellsep \\
Journal of Researches in Engineering Global\tabcellsep \multicolumn{2}{l}{Sl No Assembly Process 1 Base Frame and Strut 2 Load Cell and Feeder Frame}\tabcellsep Time (Min) 20 12\tabcellsep No of Manpower / Shift 2 3\\
\tabcellsep 3\tabcellsep Tension Holder and Feeder Frame\tabcellsep 27\tabcellsep 2\\
\tabcellsep 4\tabcellsep Plummer Block, Pulley and Bearing\tabcellsep 35\tabcellsep 2\\
\tabcellsep \tabcellsep with O ring\tabcellsep \\
\tabcellsep 5\tabcellsep Idlers and Bearings\tabcellsep 25\tabcellsep 1\\
\tabcellsep 6\tabcellsep Motor, Gear Box and Pulley coupling\tabcellsep 55\tabcellsep 3\\
\tabcellsep 7\tabcellsep Belt Vulcanizing with Feeder Frame\tabcellsep 30\tabcellsep 2\\
\tabcellsep 8\tabcellsep Fixing of Guide Chutes and Covers\tabcellsep 20\tabcellsep 2\end{longtable} \par
  {\small\itshape [Note: © 2012 Global Journals Inc. (US)]} 
\caption{\label{tab_0}Table 1 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{2} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_1}Table 2 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{3} \par 
\begin{longtable}{P{0.12512690355329947\textwidth}P{0.04314720812182741\textwidth}P{0.2703891708967851\textwidth}P{0.10930626057529609\textwidth}P{0.028764805414551606\textwidth}P{0.05896785109983079\textwidth}P{0.05321489001692047\textwidth}P{0.03739424703891709\textwidth}P{0.023011844331641284\textwidth}P{0.04314720812182741\textwidth}P{0.05752961082910321\textwidth}}
\tabcellsep \tabcellsep \tabcellsep \multicolumn{6}{l}{Production Volume: 100 / Month, Item: Feeder Frame}\tabcellsep \\
\tabcellsep Work\tabcellsep Seque\tabcellsep Proce\tabcellsep Time\tabcellsep Distanc\tabcellsep Worke\tabcellsep Sequenc\tabcellsep Proces\tabcellsep Tim\tabcellsep Dista\\
\tabcellsep er\tabcellsep nce\tabcellsep ss\tabcellsep \tabcellsep e\tabcellsep r\tabcellsep e\tabcellsep s\tabcellsep e\tabcellsep nce\\
\tabcellsep Group\tabcellsep 1\tabcellsep 2\tabcellsep 12\tabcellsep 2.3\tabcellsep Group\tabcellsep 1\tabcellsep 6\tabcellsep 55\tabcellsep 0.9\\
\tabcellsep A = 7\tabcellsep 2\tabcellsep 3\tabcellsep 27\tabcellsep 1.5\tabcellsep C = 5\tabcellsep 2\tabcellsep 7\tabcellsep 20\tabcellsep 1.2\\
\tabcellsep \tabcellsep 3\tabcellsep 4\tabcellsep 35\tabcellsep 1.2\tabcellsep \tabcellsep 3\tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep Sum\tabcellsep \tabcellsep 74\tabcellsep 5.0\tabcellsep \tabcellsep Sum\tabcellsep \tabcellsep 75\tabcellsep 2.1\\
\tabcellsep Group\tabcellsep 1\tabcellsep 1\tabcellsep 20\tabcellsep 1.0\tabcellsep Group\tabcellsep 1\tabcellsep 8\tabcellsep 20\tabcellsep 3.7\\
\tabcellsep B = 5\tabcellsep 2\tabcellsep 5\tabcellsep 25\tabcellsep 0.7\tabcellsep D = 9\tabcellsep 2\tabcellsep 11\tabcellsep 12\tabcellsep 0.7\\
\tabcellsep \tabcellsep 3\tabcellsep 9\tabcellsep 16\tabcellsep 0.7\tabcellsep \tabcellsep 3\tabcellsep 12\tabcellsep 8\tabcellsep 0.6\\
8\tabcellsep \tabcellsep 4\tabcellsep 10\tabcellsep 10\tabcellsep 1.0\tabcellsep \tabcellsep 4\tabcellsep 13\tabcellsep 15\tabcellsep 1.2\\
Volume XII Issue v v v v III Version I\tabcellsep Unit\tabcellsep \multicolumn{7}{l}{Sum Time (Minutes) = 307 Determination of automation possibility of each area functional factor 71 0.8 5 14 4.2 1 15 Sum Distance (Meter) = 20.8 ? Worker = 26}\tabcellsep 5 20 80\tabcellsep 0.5 2.5 9.5\\
Journal of Researches in Engineering ( A )\tabcellsep \tabcellsep Transporting\tabcellsep \multicolumn{2}{l}{Criteria T1}\tabcellsep Degree -2\tabcellsep Arrangement\tabcellsep \multicolumn{2}{l}{Criteria}\tabcellsep Degree\\
Global\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
  {\small\itshape [Note: © 2012 Global Journals Inc. (US)]} 
\caption{\label{tab_2}Table 3 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{4} \par 
\begin{longtable}{P{0.19249363867684477\textwidth}P{0.09516539440203563\textwidth}P{0.1470737913486005\textwidth}P{0.0994910941475827\textwidth}P{0.047582697201017814\textwidth}P{0.08435114503816793\textwidth}P{0.05407124681933842\textwidth}P{0.051908396946564885\textwidth}P{0.056234096692111955\textwidth}P{0.021628498727735368\textwidth}}
\tabcellsep \tabcellsep \multicolumn{5}{l}{Production Volume: 150 / Month, Item: feeder Frame}\tabcellsep \tabcellsep \tabcellsep \\
Work\tabcellsep Sequence\tabcellsep Proces\tabcellsep Tim\tabcellsep Distanc\tabcellsep Worke\tabcellsep Sequenc\tabcellsep Proces\tabcellsep Tim\tabcellsep Dis\\
er\tabcellsep \tabcellsep s\tabcellsep e\tabcellsep e\tabcellsep r\tabcellsep e\tabcellsep s\tabcellsep e\tabcellsep tan\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep ce\\
Grou\tabcellsep 1\tabcellsep 2\tabcellsep 10\tabcellsep 1.5\tabcellsep Group\tabcellsep 1\tabcellsep 6\tabcellsep 30\tabcellsep \\
p A = 6\tabcellsep 2 3\tabcellsep 3 4\tabcellsep 21 30\tabcellsep 1.0 1.2\tabcellsep C = 5\tabcellsep 2 3\tabcellsep 7 10\tabcellsep 12 20\tabcellsep 2\\
\tabcellsep Sum\tabcellsep \tabcellsep 61\tabcellsep 3.7\tabcellsep \tabcellsep Sum\tabcellsep \tabcellsep 62\tabcellsep \\
Grou\tabcellsep 1\tabcellsep 1\tabcellsep 17\tabcellsep \tabcellsep Group\tabcellsep 1\tabcellsep 7\tabcellsep 15\tabcellsep \\
p B = 5\tabcellsep 2 3\tabcellsep 5 9\tabcellsep 17 12\tabcellsep \tabcellsep D = 5\tabcellsep 2 3\tabcellsep 11 12\tabcellsep 12 8\tabcellsep \\
\tabcellsep 4\tabcellsep 8\tabcellsep 10\tabcellsep \tabcellsep \tabcellsep 4\tabcellsep 13\tabcellsep 10\tabcellsep \\
\tabcellsep 5\tabcellsep 11\tabcellsep 8\tabcellsep \tabcellsep \tabcellsep 5\tabcellsep 14\tabcellsep 5\tabcellsep \\
\tabcellsep Sum\tabcellsep \tabcellsep 64\tabcellsep 2\tabcellsep \tabcellsep 1\tabcellsep 15\tabcellsep 15\tabcellsep 2\\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep Sum\tabcellsep \tabcellsep 65\tabcellsep \\
Sum\tabcellsep \multicolumn{2}{l}{Time (Minutes) = 252}\tabcellsep \multicolumn{2}{l}{Distance}\tabcellsep \multicolumn{2}{l}{? Worker = 21}\tabcellsep \tabcellsep \tabcellsep \\
mary\tabcellsep \tabcellsep \tabcellsep \multicolumn{2}{l}{(Meter) = 9.7}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{5}{l}{a) Comparison of status before and after Line}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\multicolumn{2}{l}{Balancing}\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_3}Table 4 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{5} \par 
\begin{longtable}{P{0.03966666666666667\textwidth}P{0.2776666666666667\textwidth}P{0.16433333333333333\textwidth}P{0.153\textwidth}P{0.11333333333333333\textwidth}P{0.102\textwidth}}
Sl\tabcellsep Influencing\tabcellsep Before Line\tabcellsep After Line\tabcellsep Saving in\tabcellsep \%\\
No\tabcellsep factors\tabcellsep Balancing\tabcellsep Balancing\tabcellsep Cost\tabcellsep Saving\\
1\tabcellsep Time (min)\tabcellsep 307\tabcellsep 252\tabcellsep 55\tabcellsep 17.92\\
2\tabcellsep Distance\tabcellsep 20.8\tabcellsep 9.7\tabcellsep 11.1\tabcellsep 53.36\\
\tabcellsep (meter)\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
3\tabcellsep Worker\tabcellsep 26\tabcellsep 21\tabcellsep 5\tabcellsep \end{longtable} \par
 
\caption{\label{tab_4}Table 5 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{6} \par 
\begin{longtable}{P{0.3243421052631579\textwidth}P{0.13793859649122808\textwidth}P{0.15657894736842104\textwidth}P{0.2087719298245614\textwidth}P{0.022368421052631576\textwidth}}
\tabcellsep Work element I\tabcellsep Number of\tabcellsep Time duration of the\tabcellsep Remark\\
\tabcellsep \tabcellsep predecessors\tabcellsep element Ti (Hrs)\\
10\tabcellsep 1\tabcellsep 0\tabcellsep 5\\
\tabcellsep 2\tabcellsep 1\tabcellsep 3\\
Volume XII Issue v v v v III Version I\tabcellsep 3 4 5 6 7 8 9 10 11\tabcellsep 2 1 2 5 6 7 6 6 7\tabcellsep 4 3 6 5 2 6 1 4 4\\
( A )\tabcellsep 12\tabcellsep 11\tabcellsep 7\\
Journal of Researches in Engineering\tabcellsep \tabcellsep \tabcellsep \\
Global\tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
  {\small\itshape [Note: © 2012 Global Journals Inc. (US)]} 
\caption{\label{tab_5}Table 6 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{7} \par 
\begin{longtable}{P{0.17126865671641792\textwidth}P{0.16492537313432837\textwidth}P{0.1332089552238806\textwidth}P{0.15858208955223882\textwidth}P{0.2220149253731343\textwidth}}
2012\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
June\tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
\tabcellsep \tabcellsep \tabcellsep \tabcellsep Time = 10 hrs\\
Station\tabcellsep Element I\tabcellsep Ti\tabcellsep Station sum\tabcellsep Idle time\\
\tabcellsep \tabcellsep (Hrs)\tabcellsep (Hrs)\tabcellsep (Hrs)\\
I\tabcellsep 1\tabcellsep 5\tabcellsep 8\tabcellsep 2\\
\tabcellsep 2\tabcellsep 3\tabcellsep \tabcellsep \\
II\tabcellsep 4\tabcellsep 3\tabcellsep 9\tabcellsep 1\\
\tabcellsep 5\tabcellsep 6\tabcellsep \tabcellsep \\
III\tabcellsep 3\tabcellsep 4\tabcellsep 9\tabcellsep 1\\
\tabcellsep 6\tabcellsep 5\tabcellsep \tabcellsep \\
IV\tabcellsep 7\tabcellsep 2\tabcellsep 7\tabcellsep 3\\
\tabcellsep 9\tabcellsep 1\tabcellsep \tabcellsep \\
\tabcellsep 10\tabcellsep 4\tabcellsep \tabcellsep \\
V\tabcellsep 8\tabcellsep 6\tabcellsep 10\tabcellsep 0\\
\tabcellsep 11\tabcellsep 4\tabcellsep \tabcellsep \\
VI\tabcellsep 12\tabcellsep 7\tabcellsep 7\tabcellsep 3\\
?\tabcellsep 12\tabcellsep 50\tabcellsep 50\tabcellsep 10\end{longtable} \par
 
\caption{\label{tab_6}Table 7 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{8} \par 
\begin{longtable}{P{0.85\textwidth}}
11\\
Volume XII Issue v v v v III Version I\\
( A )\\
Journal of Researches in Engineering\\
Global\end{longtable} \par
 
\caption{\label{tab_7}Table 8 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{9} \par 
\begin{longtable}{P{0.20966666666666667\textwidth}P{0.15866666666666668\textwidth}P{0.14166666666666666\textwidth}P{0.136\textwidth}P{0.204\textwidth}}
Table Nos.\tabcellsep Line\tabcellsep Balance\tabcellsep Smoothness\tabcellsep Average Cycle time\\
\tabcellsep Efficiency \%\tabcellsep Delay \%\tabcellsep Index\tabcellsep Reduction (Min)\\
Table 7\tabcellsep 83.3\tabcellsep 16.7\tabcellsep 4.89\tabcellsep \\
Table 8\tabcellsep 92.6\tabcellsep 7.4\tabcellsep 2\tabcellsep 4.8\\
Difference \%\tabcellsep 9.3\tabcellsep 9.3\tabcellsep 2.89\tabcellsep \end{longtable} \par
 
\caption{\label{tab_8}Table 9 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{10} \par 
\begin{longtable}{P{0.03481927710843374\textwidth}P{0.19457831325301203\textwidth}P{0.1433734939759036\textwidth}P{0.09216867469879518\textwidth}P{0.13518072289156627\textwidth}P{0.0819277108433735\textwidth}P{0.0983132530120482\textwidth}P{0.06963855421686747\textwidth}}
Sl\tabcellsep Category of\tabcellsep \multicolumn{2}{l}{Average Line}\tabcellsep \multicolumn{2}{l}{Average}\tabcellsep \multicolumn{2}{l}{Average Cycle}\\
No\tabcellsep Assembly Items\tabcellsep \multicolumn{2}{l}{Efficiency \%}\tabcellsep \multicolumn{2}{l}{Smoothness Index}\tabcellsep \multicolumn{2}{l}{Time (Hrs)}\\
\tabcellsep \tabcellsep Before\tabcellsep After\tabcellsep Before\tabcellsep After\tabcellsep Before\tabcellsep After\\
\tabcellsep \tabcellsep LB\tabcellsep LB\tabcellsep LB\tabcellsep LB\tabcellsep LB\tabcellsep LB\\
1\tabcellsep Buckets\tabcellsep 81.2\tabcellsep 89.6\tabcellsep 4.77\tabcellsep 3.11\tabcellsep 8\tabcellsep 6.25\\
2\tabcellsep Housings\tabcellsep 78.5\tabcellsep 91.8\tabcellsep 5.95\tabcellsep 2.23\tabcellsep 4\tabcellsep 3.15\\
3\tabcellsep Feeder frames\tabcellsep 83.7\tabcellsep 92.4\tabcellsep 4.52\tabcellsep 3.1\tabcellsep 6.3\tabcellsep 5.4\\
4\tabcellsep Revolving\tabcellsep 84.4\tabcellsep 91.3\tabcellsep 5.36\tabcellsep 3.7\tabcellsep 12\tabcellsep 9.5\\
\tabcellsep Frames\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \\
5\tabcellsep Couplings\tabcellsep 87.7\tabcellsep 95.5\tabcellsep 3.8\tabcellsep 2.9\tabcellsep 9\tabcellsep 6.25\\
6\tabcellsep Arm\tabcellsep 78.5\tabcellsep 89.6\tabcellsep 4.88\tabcellsep 3.25\tabcellsep 18\tabcellsep 16\\
7\tabcellsep Boom\tabcellsep 80.65\tabcellsep 89.95\tabcellsep 5.01\tabcellsep 3.55\tabcellsep 23.5\tabcellsep 21\\
8\tabcellsep Gears\tabcellsep 82.5\tabcellsep 92.7\tabcellsep 4.87\tabcellsep 2.10\tabcellsep 4\tabcellsep 3.1\\
9\tabcellsep Bodies\tabcellsep 76.8\tabcellsep 91.45\tabcellsep 5.37\tabcellsep 2.12\tabcellsep 14\tabcellsep 11\\
XII.\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_9}Table 10 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{11} \par 
\begin{longtable}{P{0.06314285714285714\textwidth}P{0.10442857142857143\textwidth}P{0.11657142857142858\textwidth}P{0.16514285714285715\textwidth}P{0.10685714285714286\textwidth}P{0.12142857142857141\textwidth}P{0.1724285714285714\textwidth}}
Sl No\tabcellsep x\tabcellsep x -x\tabcellsep (x -x ) 2\tabcellsep y\tabcellsep y -y\tabcellsep (y -y ) 2\\
1\tabcellsep 81.2\tabcellsep -0.35\tabcellsep 0.1225\tabcellsep 89.6\tabcellsep -1.99\tabcellsep 3.9601\\
2\tabcellsep 78.5\tabcellsep -3.05\tabcellsep 9.3025\tabcellsep 91.8\tabcellsep 0.21\tabcellsep 0.0441\\
3\tabcellsep 83.7\tabcellsep 2.15\tabcellsep 4.6225\tabcellsep 92.4\tabcellsep 0.81\tabcellsep 0.6561\\
4\tabcellsep 84.4\tabcellsep 2.85\tabcellsep 8.1225\tabcellsep 91.3\tabcellsep -0.29\tabcellsep 0.0841\\
5\tabcellsep 87.7\tabcellsep 6.15\tabcellsep 37.8225\tabcellsep 95.5\tabcellsep 3.91\tabcellsep 15.2881\\
6\tabcellsep 78.5\tabcellsep -3.05\tabcellsep 9.3025\tabcellsep 89.6\tabcellsep -1.99\tabcellsep 3.9601\\
7\tabcellsep 80.65\tabcellsep -0.9\tabcellsep 0.81\tabcellsep 89.95\tabcellsep -1.64\tabcellsep 2.6896\\
8\tabcellsep 82.5\tabcellsep 0.95\tabcellsep 0.9025\tabcellsep 92.7\tabcellsep 1.11\tabcellsep 1.2321\\
9\tabcellsep 76.8\tabcellsep -4.75\tabcellsep 22.5625\tabcellsep 91.45\tabcellsep -0.14\tabcellsep 0.0196\\
Mean\tabcellsep 81.55\tabcellsep 0.00\tabcellsep 93.57\tabcellsep 91.59\tabcellsep -0.01\tabcellsep 27.9339\\
From the\tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \tabcellsep \end{longtable} \par
 
\caption{\label{tab_10}Table 11 :}\end{figure}
 \begin{figure}[htbp]
\noindent\textbf{11} \par 
\begin{longtable}{}
\end{longtable} \par
 
\caption{\label{tab_11}Table 11 ,}\end{figure}
 			\footnote{There are 9 subassemblies in ABC Industry according to category of main parts. They are buckets,} 			\footnote{© 2012 Global Journals Inc. (US) pp. 49} 		 		\backmatter  			 
\subsection[{Conclusions}]{Conclusions}\par
The field of assembly line balancing has been vigorously researched in recent decades. Some of these innovations include parallel treatment of workers, tasks with stochastic durations, multiple objectives (minimum crew, maximum probability of on-time completion and minimum design cost), and mixed-models for JIT systems. Complexity and suitability of automated assembly is also a deciding parameter in this regard. Plant layout is one of the vital aspects in improving the utility of plant spaces. It facilitates smooth functioning of various activities in a limited space. In Small Scale Industries, particularly when there is a constraint of space U-line layout should be preferred.\par
On the basis of the reported case studies, it can be concluded that Line balancing improves the product quality and productivity along with an improvement in line efficiency. Proper Line Balancing reduces worker's movement and thereby assembly time and minimizes the product cost. 			 			  				\begin{bibitemlist}{1}
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\end{document}
