Improve

Process Capability

A PROJECT REPORT (One Month Training) CARRIED OUT AT

NALAGARH (H.P.) SUBMITTED IN PARTIAL FULLFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE OF BACHELOR OF TECHNOLOGY
(MECHANICAL ENGINEERING) SUBMITTED BY

GAURAV BATRA ROLL. NO. UE99018 UNIVERSITY INSTITUTE OF ENGINEERING AND TECHNOLOGY

PANJAB UNIVERSITY (CHANDIGARH)

Gaurav Batra -- UE99018 UIET, PU

TVS PLANT IN H.P.

A PICTURE IS WORTH A THOUSAND WORDS

This Chinese proverb clearly states the importance experience over theoretical knowledge. It is the practical field where a person actually applies, what he has learnt in theory. The in plant training gives a chance to the student to understand the practical organizational culture.

Gaurav Batra -- UE99018 UIET, PU

DECLARATION
I hereby declare that the project work entitled Improve process capability of Cup top and bottom diameter of frame component (Star/Sport) is an authentic record of my own work carried out at TVS MOTOR COMPANY LTD. NALAGARH, HIMACHAL PRADESH as requirement of One month industrial training for the award of Degree of Mechanical Engineering from UNIVERSITY INSTITUTE OF ENGINEERING AND TECHNOLOGY, PANJAB UNIVERSITY under the guidance of Mr. Virender Chadha.

GAURAV BATRA Roll No. - UE99018 I certify that the above statement made by the student is correct and true to the best of my knowledge and belief.

Mr. T K J SRIDHARAN

(Manager ENGG. & SQA DEPT.)

Gaurav Batra -- UE99018 UIET, PU

ACKNOWLEDGEMENT

The concept of industrial training, being a part of the engineering curriculum is of great use to the students. They get an opportunity to work in a company or an organization and gain much needed practical experience and exposure while working with the experts in their fields of specialization. I consider myself extremely fortunate that I got the opportunity to gain this valuable practical knowledge during the course of my industrial training at TVS Motor Company, Nalagarh. I express my sincere gratitude to Mr. P. N. KANNA, Mr. T K J SRIDHARAN and Mr. Virender Chadha for guiding me through the training and making my industrial training a meaningful experience.
I give my heartiest thanks to Mr. SUSHIL DWIVEDI and Mr. ASHISH

JINDAL who provided me valuable information regarding my project. I also thanks for all those persons in other departments too who provided me valuable information that I required in my project work.

Gaurav Batra -- UE99018 UIET, PU

PREFACE

Project report on Improve Process Capability creates a sense of Critical analysis of a real technical situation to which a project trainee is going to exposed. This gives an opportunity to me apply their conceptual, theoretical and imaginative skills to real life situation and to evaluate the results thereof. This project report is written on account of what I learnt and got experience during my studies while accomplishing B.TECH. This helped me in boosting up my confidence and determination, which helped me to face any type of situation in years to come. I wish those who going through it, will not only find it reliable but also will find useful and accurate information.

Gaurav Batra -- UE99018 UIET, PU

INTRODUCTION TO COMPANY
INTRODUCTION
TVS Motor is the third largest two-wheeler manufacturer in India and ranks among the top ten globally. It is the first company in the world to be honoured with The Deming Prize for Total Quality Management. The company was the first in India to launch 2-seater 50cc moped and 100cc Indo-Japanese motorcycles. At present TVS Apache, TVS Flame, TVS Scooty, TVS Star City and TVS Sport are the popular bikes in Indian market. TV Sundaram Iyengar and Sons Limited (TVSs) is the holding company for the TVS Group of companies engaged in the manufacturing of various automotive components, two wheelers and a few other industrial products. They are also into the financial services sector. TVS was founded by T. V. Sundaram Iyengar in 1911. It is the only automotive manufacturer in India to get the prestigious Deming Prize. One of its subsidiaries Sundaram Clayton was the first company in India to receive the Deming followed by Sundaram Brake Linings also getting the Deming Prize. This prize is "given to organizations or divisions of organizations that have achieved distinctive performance improvement through the application of TQM in a designated year. Sundaram Clayton went on to be awarded the Japan Quality Medal.

Gaurav Batra -- UE99018 UIET, PU

COMPANY PROFILLE

TVS GROUP
TVS group started its journey in 1911 by Sri Trichur Venkgaruswami Sundaram Iyengar. TVS group marked its beginning as a transport company and now has grown to its diversification and expansion programs to a giant business family comprising of 35 companies and employing 40000 people worldwide. It has been one of Indias largest industrial entities.

TVS MOTOR COMPANY

In 1979, Sundaram Clayton Limited (SCL) started a moped division at Hosur to manufacture TVS-50 mopeds indigenously designed and developed, marking the start of automobile giant TVS Motors Pvt. Ltd. TVS motors is the 3 rd largest 2wheeler manufacturer in India with a market share of 18% and one of the top 10 in the whole world with an annual turnover of over USD 650 millions. TVS motor company has manufacturing units at Hosur, Mysore, Indonesia and Nalagarh. TVS has launched 36 models starting from mopeds XL in 1979 to Flame-125 in 2008. The first 18 models were launched in the first 18 years and next set of 18 has been launched in next 8 years. Out of our total product range 22% are mopeds, 60% are motorcycles and 18% of scooters.

Gaurav Batra -- UE99018 UIET, PU

THE TVS GROUP

Sundaram-Clayton Group of Companies

1979

Sundaram-Clayton Moped Division 1982

Suzuki Motor Corporation

TVS-SUZUKI LIMITED 2001

Parted

Suzuki Motor Corporation

TVS MOTOR COMPANY LTD.

Gaurav Batra -- UE99018 UIET, PU

MEANING OF TVS
TVS stands for T TRUST V VALUE S SERVICE

MISSION STATEMENT:
We are committed to being a highly profitable and socially responsible, leading manufacturer of high value for money, environmentally friendly, lifetime personal transportation products under TVS brand for customers predominantly in Asian markets and to provide fulfillment and prosperity for employees, dealers and suppliers.

Shri Venu Srinivasan Managing Director

Gaurav Batra -- UE99018 UIET, PU

VISION STATEMENT:

TVS Company will be:

Driven by customer
TVS Motor will be responsive to customer requirements consonant with its core competence and profitability. TVS Motor will provide total customer satisfaction by giving the customer the right product, at the right price, at the right time.

Industry leader
TVS Motor will be one among the top two two-wheeler manufacturers in India and one among the top five two-wheeler manufacturers in Asia.

Global overview
TVS Motor will have profitable operations overseas especially in Asian markets, capitalizing on the expertise developed in the areas of manufacturing, technology and marketing. The thrust will be to achieve a significant share for international business in the total turnover.

At the cutting edge of Modern technology

TVS Motor will hone and sustain its cutting edge of technology by constant benchmarking against international leaders.
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 Committed to total quality

TVS Motor is committed to achieving a self-reviewing organization in perpetuity by adopting TQM as a way of life. TVS Motor believes in the importance of the process. People and projects will be evaluated both by their end results and the process adopted.

Employee dependent
TVS Motor believes that people make an organization and that its well-being is dependent on the commitment and growth of its people. There will be a sustained effort through systematic training and planning career growth to develop employees talents and enhance job satisfaction. TVS Motor will create an enabling ambience where the maximum self-actualization of every employee is achieved. TVS Motor will support and encourage the process of self-renewal in all its employees and nurture their sense of self worth.

KEY MILESTONES FOR TVS MOTORS:1980 - Started Manufacturing Indias first 2- SEATER MOPEDS. 1982 - Joint Venture with SUZUKI MOTOR Corporation (SMC), Japan. 1984 - Became First Company to introduce 100cc Motorcycle in India. 1994 - Launched Indias First Sub-100 cc indigenous scooter TVS SCOTTY. 1996 Introduced Indias first catalytic converter enabled motorcycle, the 100cc SHOGUN.
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1998 - Established 2nd Manufacturing Plant in MYSORE. 2000 Launched TVS FIERO, Indias first 150cc 4-stroke motorcycle. 2001 - Became independent Company TVS Motor Company after exit of SMC from joint venture. 2001 - Launched Indias First indigenously designed 4-Stroke Motorcycle. 2002 - Won Deming Award for Best Quality. 2004 Launched TVS CENTRA with revolutionary VY-I engines for best in class mileage. 2004 Won TPM excellence award. 2005 - INDONESIAN Subsidiary formed. 2005 Launched TVS APACHE in November. 2006 - Established 3rd Manufacturing plant in NALAGARH, Himachal Pradesh 2008 - Launched 125 cc 3 valves CC-Vti Engine Motorcycle TVS FLAME 2009 Launched TVS JIVE, TVS WEGO in November, the first Bike without Clutch.

LOCATION OF TVS MANUFACTURING PLANTS

TVS Motor Company has 9 manufacturing plants all over the world, which are as follows: Plant 1 Moped Division, Hosur started in 1979 Plant 2 Motorcycle Division, Hosur started in 1984 Plant 3 Engine Component Division, Hosur started in 1988 Plant 4 Scooter & Motorcycle Division, Mysore started in 1998
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Plant 5 Spares Warehouse Division, Hosur started in 1988 Plant 6 Engine Component Division, Mysore started in 2003 Plant 7 Motorcycle Division, Nalagarh started in 2007 Plant 8 Bebeks Motorcycle Division, Jakarta Indonesian started in 2007 Plant 9 Auto Manufacturing Division, Hosur started in 2007

NALAGARH PLANT
This is the latest manufacturing plant, started its operations last year. Nalagarh plant is situated at village Bhatian, 4 Kms away from Nalagarh city on Bharatgarh Road in Himachal Pradesh. First vehicle rolled out at this plant on 29th April 2007, which marked the beginning of new chapter in TVS motors.

CLIMATIC CONDITIONS
Temperature - 45C Minimum Temperature - 3C Humidity 60 Maximum %(min) to 90 %(max)

PRODUCTS
TVS Star City 110 TVS Sport Star Basic Moped

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DEPARTMENT IN H.P. PLANT

MPG (MATERIAL PROCUREMENT GROUP):

There are four deptt. Under MPG

1. Stores. 2. Vendor development. 3. Material procurement. 4. Production planning & control.

DM STORES:
All the materials, which are directly assembled on line, are known as Direct Material. The DM stores are the department, which takes care of the stock of the direct materials.

IDM STORES:
Indirect material e.g. stationary, free cloth, gloves.

QAD Himachal: - (Quality Assurance Department):

This department at Himachal is looking after the day-to-day quality issues in the plant. The materials handled by this department are the incoming and outgoing materials. It keeps a check on the material if it is within the specified norms and if not it rejects the material and notifies its supplier.

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ISD: - (Information System Department):

Manages the information system and technology of the plant.

Paint shop-ACED:
The ACED paint shop paints the finished metal components (only primer coating) and then passes them on to the Lacquering line where the components are then painted with a Topcoat color, which the customer wants.

Paint shop-Metal:
At this stage the metal components are painted with a topcoat of the wanted color and then Lacquering is done on them.

Paint shop-Plastic:
In this paint shop all the plastic parts of the vehicle are painted and then supplied to the customer, Vehicle assembly.

PMD: - (Plant Maintenance Department):

PMD looks after the supply of Water, Electricity and Air to each and every spot in the plant. It also has to look after the maintenance of the same.

Fabrication:
This Department maintains the stock of fuel tanks wanted by its customers and has to check the quality of the same before supplying it to them.

Vehicle Assembly:
All the departments that manufacture different products stages of the plant have vehicle assembly as their final customer. Here the whole assembly of vehicle is done.
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PRODUCTS & SPECIFICATIONS

MOTOR CYCLES:

ENTRY LEVEL:
1) BRAND: TVS STAR CITY

LAUNCHED: 2004 2) BRAND: TVS STAR SPORT

LAUNCHED: 2009
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3) BRAND: TVS JIVE

LAUNCHED: 2009

EXECUTIVE LEVEL:
1) BRAND: TVS FLAME

LAUNCHED: 2008
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PREMIMUM LEVEL:
1) BRAND: TVS APACHE RTR 160

LAUNCHED: 2005 2) BRAND: TVS APACHE RTR 180

LAUNCHED: 2009

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3) BRAND: TVS APACHE RTR 180 with ABS

LAUNCHED: 2011

SCOOTERS:
1) BRAND: TVS SCOOTY PEP+

LAUNCHED: 2005

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2) BRAND: TVS WEGO

LAUNCHED: 2009

MOPEDS:
1) BRAND: TVS XL SUPER, XL HD

LAUNCHED: 1979

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 3 WHEELER:
1) BRAND: TVS KING

LAUNCHED: 2009

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FLOW CHART OF A TWO-WHEELER FROM VENDOR TO CUSTOMER

VENDOR
SKF Bearing

FACTORY
TVS Motors Co.

Parts

Vehicle

TVS Motor Company

CUSTOMER

DEALER

BRANCH

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PLANT LAYOUT

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INTRODUCTION TO PROJECT

QAD (Quality Assurance Department) is the department, where the production quality will be controlled. In this department skilled person, who knows about all instruments and gauges, takes inspection. When the inward material is unloading, then skip and non-skip will be decided by inspection. Quality department takes all of the inspection.

Gaurav Batra -- UE99018 UIET, PU

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PROJECT

Improve Process Capability

Parameters: Cup top diameter and cup bottom diameter of head pipe. I have been allotted SUPPLIER QUALITY department for my project training.

I have been given the project to improve the process capability. The whole department inspects the quality of all the incoming supplier parts. The inspection process of each part is carried out in accordance with the TSES (TVS System of Engineering Standards). Checking the quality of the material etc. Physical verification of material. Quality inspection is done of the material. Material sends to the assembly line after inspection.

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IMPORTANCE OF PROBLEM

This problem is aimed to achieve zero quality defects in the supplier parts. If the problem is not solved it will lead to: Increase in rework, Increase in rectification hours, Increase in vehicle loss, Customer dissatisfaction, Late delivery of vehicle, Extra time taken in segregation of parts. USL 50.031

PROCESS VARIATION
60 50

VALUE

40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 SAMPLE

LSL 49.969

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BACKGROUND OF PROBLEM:
This problem arises because in Supplier Quality Assurance Department inspection facility for some parts is available and for others it is not. So the parts which are inspected without proper facility leads to: More time consumption, More unnecessary movement of worker, Un-checked internal defects.

THEME AND TARGET

THEME:
Improve process capability by the detail knowledge of the process and their ability, with never ending improvement cycle.

TARGET:
To made the process more capable.
USL
60 50

CONTINUOUS PROCESS

LSL

VALUE

40 30 20 10 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 SAMPLE Series1

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OBSERVATION
Before observing all the data about project firstly I understand the problem and what is the background of that problem. After that all observation are done for completing the project. All the observations were done in the JBM group of company Thai Summit Neel Auto Pvt. Ltd., Nalagarh.

OBSERVATION:
Less skill labor is employed Lot of time wastage because of improper placement of material Process is very slow due to unskilled labor. Setting of the tool bit is not done properly. Not proper division of work among the worker. More time consumed in transporting of material. More unnecessary movement of worker. Storage area is less.

These problems arise because no proper setting is done on the machine. The operator has more workload on the machine. He picked the material himself and after boring he checked the diameter of the hole and then placed the material on the other place himself.
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ANALYSIS AND INTERPRETATION

ANALYSIS:
After observing all the facts related to project, analysis on these facts is done. Analysis is done by considering 4M i.e. men, machine, material and method. Then I collected new data to validate the main causes.

All material should be placed in store properly. There should be proper supply of material from store to line. All material should be placed systematically. There are need of the one more helper on the boring machine The parts should be inspected as per the standard set of instructions. All the parts should be inspected systematically. The testing facility should be in accordance with the TSES. Best utilization of 4M.
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CAUSE AND EFFECT DIAGRAM LEVEL 1

MEN
`

MACHINE
Poor maintenance of machine

Machine tool bit not changed

Unskilled operator

Process capability

Defective material supplied Improper distribution of work Improper placement of material

Less space for storage

MATERIAL

METHOD

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CAUSE AND EFFECT DIAGRAM LEVEL II:

MEN

MACHINE

Unskilled labor

Machine tool bit change not done

Boring process

Improper work distribution No placement of material

MATERIAL

METHOD

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CAUSE AND VERIFICATION:

SR.NO CAUSE SPEC/STD INVESTIGATION ANALY SIS

1.

Ok and not ok frames are placed together

Should be placed in separate trolleys.

Both frames are placed together.

2.

Machine tool bit not change

Tool bit change

Tool bit not changed

3.

Working place Less movement of worker are not suitable

There is more movement of worker.

4.

No proper Work should be distribution of properly distributed the work.

Work not properly distributed.

STRONG RELATIONSHIP

MEDIUM RELATIONSHIP

WEEK/NO RELATIONSHIP

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INTERPRETATION:
It is analyzed that after implementing this project working efficiency increased by 50% to 60%. Also total time consumed is less than the previous time. There is best utilization of manpower. Both workers do the equal amount of work i.e. proper division of work among the worker.

Increase in working efficiency. Proper division of work Proper utilization of manpower Saving in time. Reduce the operator workload.

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ACTION

After analyzing I have to take suitable action to eliminate the causes of problem. Different proposals are made for eliminating the root causes. All the advantages and disadvantages are examined of the proposals and best proposal is selected. It is examined that action does not produce other problems by doing time study. Different actions taken are: Material placed near the operator systematically One more helper is placed with the operator. The carbide tool bit is changed after the 150 pieces.

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STANDARDIZATION

Before

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AFTER
(O.K. and not O.K. frames are separated O.K. frames are placed in the trolley)
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Before

After

No. of pieces which were produced before the replacement of the carbide tool bit were 200. After the production of 160 pieces it was seen that the pieces produced were under size.

Now when I took the action the carbide tool bit is replaced after the production of 150 pieces. Due to this action the no. of defects were reduced, and the standard size of the frame was maintained.

50 49.998 49.996 49.994 49.992 49.99 49.988 SAMPLE VALUE

50.03 50.02 50.01 50 49.99 49.98 SAMPLE 3-D Column 2 VALUE

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Before
The operator has the more work load to complete the process. There will be the more movement of the operator to complete the process. Operator pick the material from the other place and after the boring he put the material other place. Due to this more time is consumed. Due to this reason the production was less.
Now

After
when I took the action the material is placed near the operator to reduce his movement.

And the helper is placed with the operator who after the production put the material other place.

50 49.998 49.996 49.994 49.992 49.99 49.988 SAMPLE VALUE

50.03 50.02 50.01 50 49.99 49.98 SAMPLE 3-D Column 2 VALUE

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CONCLUSION
This solution is best in my views because, using this process capability. This project is aimed at best utilization of manpower and error reduction. This project helps in maintaining proper workflow, orderliness and cleanliness in store.

So this project is helpful in: Error reduction in parts. Proper workflow. Improvement in working efficiency. Proper utilization of manpower. Maintaining 4M system in store.
Coordination of different depts. in Company.

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FUTURE SCOPE OF PROJECT

Nothing in this world is constant as change is rule of the world. Change is good only if it will yield good improvements that are desirable. This project is based upon the best and proper utilization of 4M i.e. man, machine, materials, and method. Also this project is based upon the time study so very helpful in increasing working efficiency. This project also helps in maintaining high production rate. This project also helps in maintaining System in future. The concept applied will help in designing other inspection facilities for the supplier parts.

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