Project Title

Reduction of defects of Engine Assembly which is captured in Tractor Assembly

Sharda University: Project Work

by

AYUSH TAYAL 10SETME415 100106100

Project work carried out at

ESCORTS LIMITED (AMG) FARIDABAD(HARYANA)

SCHOOL OF ENGINEERING AND TECHNOLOGY SHARDA UNIVERSITY, GREATER NOIDA(U.P.)

Project
Reduction of defects of Engine Assembly which is captured in Tractor Assembly

Sharda University: Project Work by

AYUSH TAYAL 10SETME415 100106100

Project work carried out at
ESCORTS LIMITED(AMG) FARIDABAD(HARYANA)

Under the Supervision of Mr. HARSH BHATIA

ESCORTS LIMITED (AMG) FARIDABAD (HARYANA)

SCHOOL OF ENGINEERING AND TECHNOLOGY SHARDA UNIVERSITY, GREATER NOIDA(U.P.)

ABSTRACT
School of engineering and technology, Sharda University, Greater Noida(U.P.) Sixth semester training Project Work

ENROLLMENT NUMBER NAME OF THE STUDENT EMAIL ADDRESS STUDENTS EMPLOYING ORGANIZATION & LOCATION SUPERVISORS NAME SUPERVISORS EMPLOYING ORGANIZATION & LOCATION PROJECT WORK TITLE

: : : : : :

10SETME415 AYUSH TAYAL ayushtayal91@gmail.com ESCORTS LTD (AMG) , Faridabad(Haryana) Mr. HARSH BHATIA ESCORTS LTD (AMG) , Faridabad(Haryana)

Reduction of Manual defects of Engine Assembly which is captured in Tractor Assembly

Signature of the Student Name: ______________ Date: Place: ______________________ Signature of the Supervisor

Name: Date: Place:

________________

ACKNOWLEDGEMENT
I take great pleasure in presenting this report on vocational training of six month held at escorts Faridabad. I am thankful to Mr. Harsh Bhatia with whose support and expert guidance I have been able to submit this project without any problem. He helped me a lot during span of my training. It was great and knowledgeable experience in under their Guidance. I am also highly thankful to the staff and management of farmtrac division for being so cooperative and support.

HISTORY OF ESCORTS
The genesis of Escorts goes back to 1944 when two brothers, Mr. H. P. Nanda and Mr. Yudi Nanda, launched a small agency house, Escorts Agents Ltd. in Lahore. Over the years, Escorts has surged ahead and evolved into one of India's largest conglomerates. In this journey of six decades, Escorts has had the privilege of being associated with some of the world leaders in the engineering manufacturing space like Minneapolis Moline, Massey Ferguson, Goetze, Mahle, URSUS, CEKOP, Ford Motor Company, J C Bamford Excavators, Yamaha, Claas, Carraro, Lucky Goldstar, First Pacific Company, Hughes Communications, Jeumont Schneider, Dynapac . These valued relationships be it technological or marketing, are our highly cherished experiences treasures, which have helped us inculcate best in class manufacturing practices and to emerge as a technologically independent world class engineering organization. 1944 - Launch of Escorts (Agents) Ltd. 1948 - Pioneered farm mechanization in the country by launching Escorts Agricultural Machines Limited, with a franchise from the U.S. based Minneapolis Moline, for marketing tractors, implements, engines & other farm equipment. Launch of Escorts (Agriculture and Machines) Ltd. 1949 - Franchise of Massey Ferguson tractors for northern India 1951 - Escorts established Indias first private Institute of Farm Mechanisation at Delhi. 1953 -Escorts (Agents) Ltd. and Escorts (Agriculture and Machines) Ltd. merged to form Escorts Agents Pvt. Ltd. 1954 - 1st industrial venture of Escorts to manufacture piston rings in collaboration with Goetze of Germany, in an era when joint ventures of Indian firms with foreign companies were virtually unheard of. 1958 - Started importing Massey Ferguson tractors from Yugoslavia for marketing the same in India. 1959 - Collaboration with Mahle of Germany to manufacture pistons. Soon, Escorts became the largest producer of piston assemblies in India. 1960 - Set up of Escorts Limited 1961- Setting up of manufacturing base at Faridabad for manufacture of tractors in collaboration with URSUS of Poland and 50% indigenous components. Launch of Escort brand of tractors. Collaboration with CEKOP of Poland for manufacture of motorcycles and scooters. Escorts moves into high gear by nurturing the two wheeler culture. The first Rajdoot motorcycle rolls

off the assembly line. 1969 - Escorts Tractors Limited was born. A technical and financial joint venture with the global giant Ford Motor Company, USA, to manufacture Ford tractors in India. The years ahead saw Escorts grow as the largest tractor manufacturer in India. Escorts Institute of Farm Mechanisation (EIFM) established at Bangalore. Escorts Employees Ancillaries Ltd. (EEAL), a unique venture in industrial democracy comes into being. 1971 - 1st February, the first tractor FORD 3000 rolled out of the factory. Escorts diversifies and starts manufacturing construction equipment. 1974 - Crossing national boundaries, Escorts exports for the first time. After winning a global tender, 400 tractors were exported to Afghanistan, which was perhaps the world's largest ever airlift of tractors. 1976 - FORD 3600, an advancement in Farm Mechanisation launched. Trial production of in-plant manufacturing of engine parts (Block & Head). 1977 - Escorts enters the world of self-developed technology by setting up its first independent R&D Center. Escorts Scientific Research Centre marked its beginning at Faridabad by developing its own Engines for E-27 and E-37. Due to constant technology absorption, indigenisation level touched 72% for FORD tractors. 2nd plant at Bangalore for manufacturing piston assemblies was set up. 1979 - Collaboration with JCB Excavators Ltd., UK for manufacture of excavators. 1980 - Foray into healthcare, Escorts Hospital and Research Center set up in Faridabad. 1983 - Escorts Tractors Limited (ETL) established a state-of-the-art research and development centre to spearhead newer breakthroughs in Farm Mechanisation and to maintain industry leadership. Line concept introduced for engine block machining. 11,000 ton floating dry-dock Escorts I launched. 1984 - JV Escorts - Yamaha to manufacture motorcycles 1984 - Signing of agreement with the Japanese bike giant Yamaha to manufacture motorcycles with Yamaha technology. Collaboration with Jeumont Schneider of France to manufacture EPABX systems Collaboration with Dynapac of Sweden to manufacture vibratory road compactors 1985 - Escorts Tractors Limited (ETL) offered its first Bonus Issue (1:1). 1988 - Escorts Heart Institute and Research Centre (EHIRC), a world class cardiac care facility launched in New Delhi.

1989 - Joint Venture with Claas of Germany to manufacture harvester combines. 1990-91 - First Public Issue in February 1991, over-subscribed four times. Shares listed on Delhi and Bombay Stock Exchanges. 1993 - FORD 3620 tractor launched. 1996 - Disengagement of joint venture collaboration with New Holland and launch of FARMTRAC Tractor. 1997 - Joint Venture with Carraro of Italy for manufacturing and marketing of transmission and axles. Joint Venture with First Pacific Company of Hong Kong - Escotel Mobile Communications. 1998 - POWERTRAC series of tractors launched. MoU was signed with Long Manufacturing Company, USA for setting up a Joint Venture in USA. 1999 - MoU for Joint Venture with a Polish Company POL-MOT was signed for assembly, manufacturing and marketing of Farm Machinery. 2004 - Divested Escotel Mobile Telecommunications to Idea Cellular TS16949 certification for Agri Machinery Group. 2005 Divested Escorts Heart Institute and Research Centre (EHIRC) to Fortis Healthcare. 2006 - Divested in Carraro India Ltd. Set up new manufacturing facility in Rudrapur for manufacture of new range of railway equipment

Logo rationale:
A hexagonal nut (in red) representing a geometric perfection. The nut has been a functional device that has stayed at the core of mankinds engineering adventures. In spite of modern technologies coming in, it still remains unarguably a symbol of technology and all that holds it together. Locked into the nut is a spanner (in white), the turning force for the symbol of technology. The two pictorial elements are configured together to form an 'E', a pneumonic for Escorts. A doctrine of corporate and engineering openness, the Escorts logo allows an aisle, a pathway through which new ideas can walk in any time freely, giving Escorts the character to listen and absorb new and fresh thoughts. The symbol with its three meanings makes a rebus or visual pun and is rendered in red, the color of energy and dynamism. Every time it is used, it represents the Escorts seal of quality and excellence.

CHAIRMANS MESSAGE The ongoing turbulence in the economics of the world has led the front running business houses to restructure their scope of activities. Escorts has responded to the challenge by redefining its core competencies and unleashing a major restructuring drive and in the process, has emerged a stronger entity, weaving together several diverse businesses with a great clarity of vision. Your company is now moving ahead with greater certainity by enhancing value of its product line and businesses. All previous and current investments are being inducted into the businesses .All cutting edge technology which would enable them to grow in market share.I firmly believe that business and value are closely related . In order to continuously create value, we have strategically moved our investments from low growth areas to high growth avenues , The year 2008-09 marks an inflection point for Escorts Limited, from which we are embarking on a well-charted journey of sustained and profitable growth. It also marks the year in which we have redefined ourselves in an important way: from being an agricultural equipment, auto and rail component manufacturing company, we are now poised to become a significant participant in the earth moving equipment arena. As a result, we are now playing a meaningful role within a wider canvas of economic activity by becoming a function of India's road transportation and real estate infrastructure growth story. Most importantly, this year we proved that we are a resilient lot. During the year, we strengthened the foundation of the Company by serving our customers well and by increasing our operational efficiencies across the board. Operating in a business climate, beleaguered by tough economic conditions, we have proved that by being astute managers of our business and by focusing on fundamentals, one can both, expand market share and generate improved profits in a flat and depressed economic environment. Despite one of the most challenging times, our efforts at strengthening ourselves have reaped rich dividends for your Company. We registered an 8% increase in our turnover to Rs. 2,158 crores and our EBIDTA increased by 36% to Rs. 207 crores. Today, the Company continues to be identified by our engineering capabilities and innovative ideas. Our research division is churning out more farmer friendly and fuel efficient products. From just being a tractor manufacturer, we are evolving into a complete farm solutions provider by looking at innovative ways of helping farmers unlock economic value. ENRICHING INDIAN FARMERS Since our inception, we have cherished our relationship with Indian farmers. Through our 'Jai Kisan Swantantra Utasv' and 'Jai Kisan Utsav' we have saluted the efforts of our farmer friends in their contribution to the nation. Through our initiatives, we have endeavoured to make the 9

Indian farmers 'Sampoorn', 'Sampann' and 'Swatantra'. Our initiatives are in sync with our founding and underlying philosophy of making the farmers more aware, prosperous, secure and satisfied. Our focus is to assist in making a difference in the life of farmers by nurturing them and leveraging on our engineering capabilities to manufacture innovative products, enabling the farmers to generate more returns with less investment. We have a rich heritage of partnering with Indian farmers and have established ourselves as a trusted brand with efficient products. I feel a personal sense of pride and get satisfaction whenever I hear that our farmer friends are satisfied with our products and that our creation has made a positive difference in their lives. FOCUS ON SUSTAINABLE GROWTH As a part of our transformation exercise we took a decision to focus on sustainable growth. The collective endeavour of the entire organisation has helped to construct a robust performance management system, which resulted in better economic management and reduction in expenditure. This, in turn, has enabled us to trim down our costs, the result being revealed in our increased margins. The focus on quality through our 'Quality Push Mission' was aimed at manufacturing products that were preferred by the customers. This mission drove us to improve our manufacturing efficiencies by eliminating defects and enhancing processes. This exercise resulted in us delivering superior quality innovative products which were aimed at satisfying market demands. I believe that the combined effect of better economic management and desirable products will enable Escorts to reap the benefits of good times and tide over bad times. Our people have been our biggest strength: they have successfully risen to the challenge of revitalising our profitability and growth story. We are already treading on the path to make Escorts a lean and proficient organisation by empowering our people to take the initiative to implement the transition. To achieve best-in- class practices in our operations, we have created systems for collaboration across all the functions. We have allowed our employees to come out with innovative, swifter and improved solutions for our customers. They are also empowered to continuously monitor our systems and processes, creating a proactive work environment where they can challenge and improve themselves on a regular basis. I applaud their passion, commitment and drive to make the Company bigger, better and stronger. We are also focusing on a pan India presence by increasing our market reach, followed by market share. This initiative will be driven by our price competitive models of global quality norms in terms of technology, 10

performance and durability. The key pillars of our growth strategy will be improved marketing, strong financial systems and controls, innovative engineered products, increased dealer penetration and greater importance on export markets. AGRI MACHINERY BUSINESS During 2008-09, the agriculture and allied activity's growth in GDP declined to 1.6% compared to 4.9% growth in the previous year and 4% in 2006-07. However, this year's performance needs to be viewed favourably, considering the high base of the previous years. The share of agriculture and allied activities in nation's GDP fell to 17.1% as compared to 17.8% in 2007-08. In this scenario, your Company has done commendable business. During the year, the turnover from Agri Machinery Business grew by 7%. The Agri Machinery Business remains the largest contributor to our balance sheet, contributing 87% of the turnover. This year, the Agri Machinery Business scaled new heights by entering new markets and reaching new customers. Your Company leveraged its Knowledge Management Centre by constantly innovating and creating new products of global quality standards at competitive prices. Escorts is transforming itself from being a tractor manufacture to becoming a complete farm solutions provider. Your Company is reinforcing its commitment to provide technologically innovative products for customer benefit. Our Farmtrac Europe received the best new model award at Poland's XVIII National Agricultural Exhibition, the only tractor company to receive this award while our Farmtrac and Powertrac models received first prize at NANE NANE Agricultural show in Tanzania. The Agri Machinery Division recently signed a memorandum of understanding with Haryali Kissan Bazaar, which can generate sale opportunities for our products and enable us to facilitate farm mechanisation solutions to 100 rural areas. We launched 'Humrakshak' We Care initiative, a unique insurance policy for farmers to provide them with personal accident cover. CONSTRUCTION EQUIPMENT BUSINESS Amidst the global meltdown that started in 2008 and grew worse through 2009, the answer to sustain India's growth rate lies in developing the nation's infrastructure. Keeping this in mind, the government is targeting major fund allocation over the next two years in the infrastructure sector. 11

Infrastructure Investment Finance Company Ltd (IIFCL) disbursed US$ 640.8 million for various projects during 2008-09. This is in addition to the US$ 320 billion that the government plans to invest for the up gradation of ports, railroads, highways and airports over the next 15 years. India is proving to be a huge market for construction equipment business. Escorts is the current global leader in pick-n-carry cranes and 60% of our construction equipment business comes from this. We also enjoy a 25% market share in compactors. During the year, your Company tied up with Hunan Zoomlion International Trade Co. Ltd., China, to bring world-class Truck Cranes and All Terrain Cranes to India. The construction division business is consolidating and strengthening its current leadership position by focusing on technological advancements, introducing new and improved products, and tying up with international manufacturers. The aim of this business is to become a one-stop-shop for providing end-to-end solutions for the construction industry. Although this business is nascent today, it has the potential to grow manifold in the coming years, propelling the growth of your Company. ENGINEERING DIVISION The Company's Railway Equipment Division grew by 39% over the last year to Rs. 195 crores, contributing 9% to the turnover as compared to 7% last year. The Division's rubber processing unit is playing a key role in producing the division's future portfolio of products. By offering high-tech components to satisfy the modernization initiatives of the Indian Railways, the division is equipped to emerge as the front-runner. The Auto industry in India has been hit hard by ongoing global financial recession. Sales figures of the Indian automobile industry have shown upsetting after-effects of global financial slowdown. The recent encouraging economic growth numbers and strong passenger automotive sales indicators are already indicating that the sector is already turning around the corner. Working in its favor, India is blessed with a large emerging middle class population, which is getting economically stronger with every passing day. This class is being touted as potential consumers for India's auto industry for years to come. Our Auto Suspension Business has been only slightly affected by the drop in auto sales. The revenues of this segment fell down by only 2.7% to Rs. 86.63 crores as compared to Rs. 89.04 crores last year. Your Company has taken adequate measures to get this business back on track and we are confident of robust performance in the near future.

12

GOING FORWARD Building on the various tenets of transformation we have undergone, I expect the growth momentum of your Company to continue into the next decade. The Agri Machinery Group's aspiration is to heighten the much needed agricultural productivity by providing complete farm solutions. The Construction Equipment Division is prepared to continue its escalation story by enhancing its earth moving equipment manufacturing capabilities and product portfolio. The Engineering Division comprising of railway equipments and auto components business is prepared to contribute to the Company's growth momentum by seeking to double its current revenues by 2012. I am indeed fortunate to be at the helm of a talented and motivated management team, each of whom has contributed considerably to bring Escorts to its current position of strength. This young, vibrant and confident team has allowed the Company to look at the future with resolve and purpose as we embark on a journey of "Walk the Talk". Today, Escorts is rightfully considered to be an engineering driven organisation, focusing on innovative products to suit customers' needs. While we have achieved significant milestones, there is much yet to do. Given our resolve, I am confident of seeing a fully transformed Escorts in the near future, that has mastered the core drivers of long term sustainable growth, standing the test of time in any economy, anywhere in the world. I would like to take this opportunity to thank all the stakeholders for their belief and trust in us. They have encouraged and supported us at every step that we have taken in our journey to create value for all.

13

Various Production Units IN Escorts FARMTRAC Division: Transmission PU Transmission gear machining Transmission case machining Heat Treatment Transmission Assembly Rear Axle Assembly PU Machining of rear axle Rear Axle Assembly Induction Harding process Engine PU Machining of Engine components
Engine Assembly Engine Testing

Tractor PU
Assembly of Tractors Paint Shop Roller & Road Testing

14

1.PROBLEM - Identification & Definition Problem Selected

Reduction of defects of Engine Assembly which is captured in Tractor Assembly

Project Title i.e. Problem Definition

High rework and customer dissatisfaction because of manual defects in engine assembly. The target for reduction in manual defects through various QC tools and process mapping.

Brief Description of the Problem

The complete scenario of the project can best be explained thru 5W 1H analysis. When During Testing in Roller & Road Testing Where- In Tractor Assembly ( Customer ) Who - Engine Department What - High value of Rejection from Tractor Assembly Why- Defects like leakages, Noise etc being detected at Tractor Assembly. How- The engine after testing is given to Tractor Assembly at their docking stage. After the assembly of the tractor is complete the Roller Testing/PDI is done where defects of Engine are observed and noted down in the Tractor Traveler Card which is then considered as CLR for Engine Department.

History of the Problem

The defects like loose fitment, improper fitment, Leakages, breakages etc related to engine is observed after the engine is given to tractor assembly. These defects are counted in the RPH and this data is referred as the Engine Card RPH CLR. The graph below shows the trend of Engine Card RPH CLR. Quarter Card Q-1 F-10 32 Q-2 F-10 25 Q-3 F-10 24.5 Q-4 F-10 10.39

15

CLR RPH

40 30
CLR RPH

32

25

24.5

20 10 0 1st Qtr 2nd Qtr

Period

10.39 3rd Qtr 4th Qtr

Analysis and Redefined Problem

We have first calculated the Part vs Process contribution of the defects captured in card RPH
Ow ne r Wis e RPH Contr ibution

P rocess, 7.32, 18%

P art, 33.9, 82%

Inference : It is evident from the chart that part quality defects contribution is approx 82 % of total RPH , so we have to first focus on part quality Then we identified the detection stages of the defects in Tractor Assy Line , which are reporting in the Tractor Card RPH
Pareto Chart of Detection
40
31.48

100

80

30

20 40 10
5.45 3.73 0.57 Road Testing 31.48 76.4 76.4 Q P-4 Tractor A ssy 5.45 13.2 89.6 Q P-3 Tractor A ssy 3.73 9.0 98.6 O ther 0.57 1.4 100.0

20

Detection RPH Percent C um %

16

Percent

RPH

60

Inference: It is evident from the above Pareto that most of the defects are being captured during the Road Testing. Out of 10.39 RPH of F10 Q4 the below table shows the defect contributing to 90% of the defects with the defect categorization to increase the focus areas.

Due to high Value of Card RPH I have decided to focus on certain important problems due to which our RPH has increased. Problems which include High Cost of poor quality have also been focused upon. Since, work on problem sealing wire broken was already in progress so from the table of Defect categorization I have focused on the following 3 Mfg. defects:-

17

Water Mix in Engine Oil Spill pipe Bend/Broken/Damaged/Cracked Breather Clip Damaged

OBSERVATION Recognition of Features of the Problem

Water Mix in Engine Oil, Spill Pipe & Breather Clip damaged, are the major contributors of the CLR of Engine Assembly in Tractor Card RPH Problem Water Mix in Engine Oil Symptom Colour of Engine Oil changed in PDI

Spill Pipe Bend/Broken/ Damaged/Cracked

Leakage and Damaged Spill Pipe observed in PDI

Breather Clip Damaged

Breather pipe did not insert properly in the Breather clips.

18

Cause

Problem Data

Water Mix in Colour of Engine Oil changed in PDI Engine Oil

No. of Cases of Water Mix

20 10 10 1 0 Sep Oct Nov Dec Jan 1 15 10

The problem got highlighted in the months of November and December. Though the frequency of problem is pretty small but the high cost of poor quality is very high. Spill Pipe Bend/Broken /Damaged/Cr acked
50 40 30 20 10 0

Damaged Spill Pipe observed in PDI

Spill pipe Bend/Broken

46

4 Sep

5 Oct

7 Nov

1 Dec Jan

19

Breather Clip Breather pipe did not insert properly in the breather clip. Damaged
8 6 4 2 0 Sep Oct Nov Dec Jan Feb Breather Clip Damage Breather Clip Damage

2. ANALYSIS Discovery of Main Root Causes & Its Elimination Methodology Adopted
Observation of each operation in engine assembly. Observation of each process in tractor assembly. Identification of potential causes leading to problem. Countermeasures to eliminate each cause.

(1) Water mix in Engine Oil

The problem is mainly reported from the PDI. The colour of the Engine oil is changed due to mixing of water in engine oil. The problem is critical in nature because it leads to high cost of poor quality. In 3 cyd engines oil used is 5.8 liters and in 4 cyd 7.5 liters. Oil used is of grade SW40.

Water in Engine Oil

20

Cost of Poor Quality

The Engine oil from reworked engines is wasted. Also to do the cleaning process called flushing more engine oil and diesel is wasted. Nearly 2 hours of Team member are wasted in doing the rework. After completing the rework oil sump gasket and oil filter also changed. Hence, high cost saving is associated with the project.

Engine Model Diesel wastage in flushing in ltr Oil wastage in flushing in ltr Wasted Engine Oil Total Oil wasted

FT 35 FT 45 FT 60 3 2.5 5.8 8.3 4 3 7.5 10.5 4 2.5 6.7 9.2

No. Total Total Cost / Cost / ltr of Diesel Oil ltr of Total Cost of Total Cost Model Cases Wasted(ltr) Wasted(ltr.) oil(Rs.) oil(Rs.) diesel(Rs.) diesel(Rs.) FT 35 27 108 224.1 49.39 11068.299 31.05 3353.4 FT 45 20 100 210 49.39 10371.9 31.05 3105 FT 60 1 4 9.2 56.74 522.008 31.05 124.2 21962.207 6582.6 Total Oil and diesel cost involved: - 21962.207+6582.6 = 28544.807 INR Component FT35 Oil Sump Gasket FT45 Oil Sump Gasket Oil Filter Qty 28 20 48 Per Unit Cost 17.05 19.05 128.47 Total Cost 477.4 381 6166.56 7024.96(Rs.) Total cost of damaged components: - 7024.96 INR 54.625(Rs.) 5244(Rs.) Per hour Team member Cost Assuming 2 Hr Average per rework

21

Net Cost Saving Oil and Diesel Cost + Cost of damaged component + Cost of worker 28544.807+7024.96+5244 = 40813.676 INR

Brainstorming (Possible Causes)

For this particular defect through brainstorming total of 09 causes emerged out as Possible causes for which the following Fishbone diagram has been drawn.

1. Water in engine oil from the source itself. 2. Blow hole or casting defects in crankcase or cylinder head. 3. Cylinder Liner Not OK. 4. Masking not present in Engine Testing 5. Improper fitment of hour meter cap masking before washing in Tractor assembly. 6. Masking not present during docking and tractor cleaning 7. Improper masking for breather cap. 8. Condensation of water vapors above engine oil in oil pan 9. O Ring Damaged.

22

Cause & Effect Diagram

Man
Unskilled operator Forget torquing Careless Operator S.O.P. not aware Uncomfortable feeling during working Condensation of water vapors above engine oil pan

Machine

Training not given

Pre mixed water in engine oil Blow hole or casting defect in crankcase

Improper breather cap masking

S.O.P. not follow Masking Improper

Water mix in Engine Oil

Liner Not OK Masking not present in Tractor line Masking Not available in Testing O ring Damaged

Torque not done

Material

Method

Prioritization (Probable causes)

By doing possible cause prioritization 04 nos. probable causes identified based on observation of process: 1. Cylinder Liner Not OK. 2. Masking not present in Engine Testing 3. Improper masking for breather cap. 4. Blow hole or casting defects in crankcase or cylinder head.

Hypothesis Testing
After we have got probable cause hypothesis validation has been done for the above identified causes.

Probable Cause 1: Cylinder Liner Not OK

Before Crankcase Subassembly 50 Liners were checked for 10 consecutive days. Sample Size: 500 Nos. 23

Testing of Cylinder Liners: Sr. No. 1 2 3 4 5 6 7 8 9 10 Date 27 Jan 28 Jan 29 Jan 30 Jan 1 Feb 2 Feb 3 Feb 4 Feb 5 Feb 6 Feb Result OK OK OK OK OK OK OK OK OK OK

Conclusion: No non conformance found Interference: Hypothesis invalid

Probable Cause 2: Blow hole or casting defect

If there is a blow hole or casting defect then it is identified in the leakage testing machine. So proper inspection of the machine under maintenance was done and the machine was found to be OK.A vendor defective crankcase and an OK crankcase were tested and the M/C was found to respond correctly. Hence, hypothesis invalid. Interference: Hypothesis invalid

Probable Cause 3: Masking Not present in Testing.

During Process Mapping it was observed that Engines were found at Docking and just outside Testing Bed without Hour Meter Cap and Dummy Plate Masking. Oil Meter Bore and Hydraulic Pump Slot are directly connected to the Oil sump. Hence, if they are uncovered then any entry of foreign particle (in this case water) will directly mix will Engine oil in Oil Sump. Interference: Hypothesis valid

Identification of Root Cause:After Engine Testing Operator opens Dummy Tank and Hour Meter Cap masking then opens water outlet pipe connected to Thermostat Valve. Sometimes the water remains in the outlet 24

pipe and if masking is not present water may enter into engine through hour meter bore and Hydraulic pump bore.

Development of Remedy:The operator is given Training and before opening of the water outlet pipe operator has to put the Hour meter cap and Hydraulic Pump maskings. The amount of water entry through this process would be small. But a probable root cause for water entry is eliminated.

Probable Cause 4: Improper Breather Cap Masking.

Process Flow of Engine from Testing to Manual Air Blowing. Docking Tractor Assembly Tractor Cleaning Manual Air Blowing

Engine Testing

During Pre Paintaing Line this masking was used on Breather Cap.Masking on Breather cap is important so as to prevent entry of water through the breather cap into the engine oil during Tratctor Cleaning. After Tractor Cleaning in manual air blowing the Engine was found without Breather Cap Masking. So we took a lot size of 20 tractors for 10 days and observed at the manual air blowing that Tractor is with Breather cap masking or not. Sr. No. 1 2 3 4 5 6 7 Date 20 Jan 21 Jan 22 Jan 23 Jan 25 Jan 26 Jan 27 Jan Result 1 Tractor without masking OK OK 2 Tractors without masking OK OK 1 Tractor without masking

25

8 9 10

28 Jan 29 Jan 30 Jan

OK 3 Tractors without masking OK

Hence, masking of breather cap falls down during tractor cleaning. Interference: Hypothesis valid

Identification of Root Cause:The masking used presently is of Low Pressure Pipes (LPP) and is very loose. If the masking is slightly disturbed then it may fall down.

Development of Remedy:Design of New intact masking for breather cap so that it can resist the pressure of injector and will not fall.

26

Immediate action taken to verify the root cause: To verify whether root cause is correct or not polyethene was wrapped around breather cap along with the masking for 1 month as a trial.

Results: - With polyethene wrapped around the breather cap for 1 month we were able to
achieve 100% reduction in cases of water mix in engine oil. Hence, the root cause is valid.

Water Mix in Engine Oil

20 15 10 5 0 Sep Water Mix in Engine Oil 1 Oct 1 Nov 10 Dec 15 Jan 10 Till Feb 15 6

100% Reduction

Mar15 0

2) Spill Pipe Bend/Broken/Damaged/Cracked

During PDI cut marks or leakage were observed from the spill pipe.

Exploded View of Spill pipe, Injector, Banjo and Washer

Brainstorming (Possible Causes)

For this particular defect total of 07 causes emerged out as Possible causes for which the following Fishbone diagram has been drawn. 1. Mishandling of spill pipe in Engine assembly. 27

2. Damaged spill pipe at Engine Testing. 3. Mishandling of spill pipe in Post painting line. 4. Damaged Spill pipe from vendor end. 5. Fouling of spill pipe from tackle during loading/unloading of Engine. 6. Mishandling of Spill pipe during transfer of pipe from Engine store to assembly line.

Cause & Effect Diagram

Man
Unskilled operator Careless Operator S.O.P. not aware Training not given Clicking of torque wrench not correct Fouling of pipe from tackle

Machine

Uncomfortable feeling during working

Spill pipe Bend/Broke/

Improper handling S.O.P. not follow Excessive torque

Benjo Not OK

Damaged Crack

Damaged pipe from store

Torque not done Calibration not done

Material

Method

Prioritization (Probable Causes)

By doing possible cause prioritization 03 nos. probable causes identified based on observation of process: 1. Mishandling of spill pipe in Engine assembly. 2. Mishandling of spill pipe in Post painting line. 3. Damaged spill pipe at Engine Testing.

Probable Cause 1: Mishandling of spill pipe in Engine Assembly

Through process mapping it was found that during assembly of spill pipes in ML8 the operator kept tools and Torque Wrench above the spill pipe. Proper Training was given to the operator and now the tools were kept at proper place. 28

After Engine Testing 20 Engines were checked for 10 consecutive days. Sample Size: 500 Nos. Testing of Spill Pipe: Sr. No. 1 2 3 4 5 6 7 8 9 10 Date 3 June 4 June 5 June 6 June 7 June 11 June 12 June 13 June 14 June 14 June Result OK OK 2 damaged from injector side OK 1 damaged from injector side OK OK OK OK OK

Conclusion: Non conformance found Inference: Hypothesis Valid

Rubber portion of Spill pipe found damaged at the end where it is connected to the injector.

Identification of Root Cause:- If the height of spill pipe from the air intake manifold is
less, then the rubber of spill pipe would touch the injector clamp .During Engine Testing the injector clamp gets hot and if the rubber is in contact with the clamp it will get damaged.

Rubber of spill pipe with Injector clamp causing damage

Height of the Spill pipe from intake manifold

29

Development of remedy:For that a spill pipe orientation tool is used so as to prevent the contact of spill pipe with the hot injector clamp and prevent the damage of spill pipe.

Spill Pipe not in contact with clamp

Proper height maintained

Probable Cause 2: Mishandling of spill pipe in Post Painting line.

After tractor rolls out from paint shop operator keeps torque wrench and pipes on the spill pipe connected to the fuel tank. Operator is given training and now the torque wrench and pipes are kept at their proper places.

Probable Cause 3: Damaged spill pipe at Engine Testing.

After the engine rolls out of engine testing spill pipe is found damaged from the point where it is connected to Diesel QRC.

Identification of Root Cause:30

The length of the pipe which connects the Spill pipe and QRC is very small. So a lot of strain is developed on the spill pipe ends causing leakage. Also during unloading of Engines the operator forgets to open fuel QRC and pushes the trolley backwards which generates a lot of pull force causing damage to the spill pipe.

Development of remedy: - Length of the pipe increased from nearly 1 foot to 4 feets.
Now even if the trolley is pulled back without opening the Spill pipe connection the length of this pipe compensates the generated pull force and the spill pipe doesn't break

Small Length of the Pipe

Increased Length of the Pipe

Results:

Spill Pipe Bend/Broken/Damaged/Crack

50 40 30 20 10 0 4 Sep-10 5 Oct-10 7 Nov-10 0 Dec-10 Jan-11 11 46

90% Reduction in problem

4 Feb-11 Mar-11

Spill Pipe Bend/Broken/Damaged/Crack

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3) Breather Clip Damaged

Breather pipe is fitted on breather cap and is used to remove blow by from the engine. This breather pipe is supported on the engine with the help of breather clips. The problem of breather pipe not inserting properly in breather clips was reported from PDI.

Brainstorming (Possible Causes)

For this particular defect total of 07 causes emerged out as Possible causes for which the following Fishbone diagram has been drawn. 1. Clip Damaged from the store. 2. Wrong Orientation of breather clips. 3. Clip Damaged at engine testing 4. Clip damaged due to tackle during loading/unloading. 5. Clip damaged on Conveyer. 6. Clip damaged at docking and tractor line.

Cause & Effect Diagram

Man
Unskilled operator Forget torquing Careless Operator S.O.P. not aware Training not given Clip damaged on conveyor Clip damaged at docking machine

Machine

Uncomfortable feeling during working

S.O.P. not followed Clip damaged from store Wrong orientation of clips

Breather Clip Damaged

Clip damaged from tackle

Material

Method 32

Prioritization (Probable Causes)

By doing Possible cause prioritization. 03 nos. probable causes identified based on observation of process: 1. Clip Damaged at engine testing 2. Wrong Orientation of breather clips. 3. Clip damaged at docking and tractor line.

Probable Cause 1: Wrong Orientation of breather clips

Proper Orientation of Clips If the orientation of clips is not proper as shown in the picture then breather pipe will not go properly in the clips and defect will be reported.

After fitment of breather clip 20 Engines were checked for 10 consecutive days. Sample Size: 200 Nos.

Probable Cause 3: Clip damaged at docking and tractor line.

At the docking axle fitment and engine fitment is done on the transmission system. Also during tractor assembly some part may foul with the clips damaging them. So at the tractor assembly 20 Engines were checked for 10 consecutive days. Sample Size: 200 Nos.

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Identification of root Cause: - Through process mapping it was found that during
fitment of Front Axle the breather clip gets damaged.

Development of Remedy:If noticed then the cell member should change the clip immediately. The changed clip should be in the same orientation as the previous clip. Proper torquing should be given to the changed clip bolt; otherwise the clip may get loose. Proper On Job Training is provided to the operator.

Lessons Learnt
Step by step analysis Technique to solve the problem.

Quality Control Tools used in this project : - Flow Diagram, Data collection,
Pareto Diagram, Cause and Effect Diagram, Brainstorming, Graph and Charts, 5W1H analysis, Hypothesis testing, Prioritization chart.

Critiquing :
As the project progressed after the valuable training on Statistical tools I realized that the statistical tools are powerful in proving the hypothesis during the hypothesis testing phase Also as the project progressed it has also been realized that whenever manual defects arises then there can be many factors that lead to the generation of the defect. It is not that the manual mistake happens only because of the man.

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Conclusion
Summer training in Escorts Ltd. really helped me to familiarize myself to the practical knowledge of industrial production and processes. The whole training period was very interesting, instructive and challenging. Through this training I was able to gain new insights and more comprehensive understanding about the real industry working condition and practice. I got the idea of working of automatic CNC machines, Testing techniques of Diesel engine, tractors and different processes used in machining of cylinder block and Assembly plant. All of this valuable experience and knowledge that I have gained were not only acquired through the direct involvement in task given but also through other aspect of the training such as work observation, interaction with operators, supervisor and other peoples involved in the process. In assembly plant i saw how tractors are assembled. I get knowledge about different-different sub assemblies of tractor assembly plant. Differential sub assembly, transmission sub assembly, transmission testing, paint of body and different substations. It was a good idea and good chance to expose to the work environment that we will have to face and practice after we graduate. As a result of the training now I am more confident to enter the employment world and build my future career.

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