MARUTI SUZUKI INDIA LIMITED

PROJECT REPORT

FILLING EQUIPMENT AND TORQUE REPORTS WITH

DEFECTS ANALYSIS (GCA)

Submitted by
BRAHMDEEP SINGH
101414007

ROHIT KUMAR SINGLA MR. VIKRAM WADHAWAN

ASST. PROFESSOR MGR
THAPAR UNIVERSITY, PATIALA MSIL, GURGAON
 DECLARATION

I hereby declare that the project work entitled FILLING EQUIPMENT REPORT AND DEFECT
ANALYSIS is an authentic record of my own work carried out at Maruti Suzuki India
Limited as requirements of project semester training (One semester Industrial Training) for
the award of degree of B.Tech (Mechanical Engineering), University College Of Engineering,
Punjabi University, Patiala, under the guidance of Mr. Vikram Wadhawan and Mr. Kulbeer
Singh, during January to May 2015

BRAHMDEEP SINGH

Certified that the above statement made by the student is correct to the best of our
knowledge and belief.

ROHIT KUMAR SINGLA MR. VIKRAM WADHAWAN

ASST. PROFESSOR MGR
THAPAR UNIVERSITY, PATIALA MSIL, GURGAON
 Contents

S. No Topic Page No
1. Summary 4
2. Acknowledgement 5
3. Introduction 6
4. Industry 8
5. Company at a Glance 23
6. About the Department 45
(Assembly 3)
7. Project 1 53
Torque reports
8. Project 2 73
Filling equipment reports
9. Project 3 83
MOS I
10. Project 4 90
Study of CLW and PIKA-PIKA System
11. Conclusion and Future Scope 102
 SUMMARY

This report comprises of all the projects, assignments and studies undertaken during the
internship semester from January 2017 to May 2017 at Maruti Suzuki India Limited,
Gurgaon.
The initial phase of internship was marked by few lectures at Maruti Suzuki Training
Academy (MSTA), body responsible for recruiting trainees. Lectures were on how we can
use our theoretical knowledge while working in the industry. After completion of industrial
orientation ASSEMBLY SHOP 3 department was allotted. Initially small assignments were
given to adapt us in industrial surroundings. One of such assignment was to find out how
Pika Pika and CLW system work and to find out about Maru-A components. After we were
familiar with rules and regulation of industry main project was given of Takt time mapping
which was aim to increase productivity of assembly line. By this project I was able to identify
various stations which can be optimized to increase efficiency. After completion of this
project another project of formation of inspection checkpoint which was aimed at improving
accuracy at inspection areas was given. Another project was supervisor checkpoint mapping
project which was aimed at improving efficiency of working of supervisors.by this project I
was able to improve accuracy. One study project was also given that was to study pika- pika
and CLW systems for this I was able to know the depths of automation and robotics.
Besides this, several small assignments and studies were carried out which proved to be very
conductive to enhance the practical knowledge in the field of Mechanical and Industrial
Engineering.
 ACKNOWLEDGEMENT

Industrial training is an indispensable part of any engineering curriculum.. It provides

the students an opportunity to gain experience about the practical applications of their
knowledge..

My training at MARUTI SUZUKI INDIA LIMITED, GURGAON has been very

fruitful. I am sure that the hands on experience I have gained here will go a long way
towards making me a competent engineer..

I would like to convey my sincere gratitude to Mr. VIKRAM WADHAWAN my

project guide who trusted me and gave me responsible project work and provided me
with timely and proper guidance whenever required .This provided me experience in
not only the technical and practical aspects of the industry but also in human
relations,, teamwork and also provided great insights into the actual working of an
industry. Without his efforts this training would not have been as great a learning
experience as it has been..

I would also like to thank Mr. CN Sai Kumar (DPM) and Mr. SS Kanwar (AGM)
for giving me the opportunity to work in their department.

I take this opportunity to also thank the staff of assembly 3 who offered their
unconditional support and advice during the course of my training.
 Introduction

As India's transport network is developing at a fast pace the Automobile Industry is

growing too.

The Indian economy is on an upsurge and the auto sector has a key role to play in its
growth.

The automobile industry has strong backward and forward linkages and hence provides
employment to a large section of the population. It therefore has a strong multiplier effect
and is capable of being the driver of economic growth.

Now with the 'Make In India' campaign being launched there is even more scope in this
industry as a lot of foreign automobile manufacturers are planning to set up their units in
India and this would eventually boost the economy and provide ample job opportunities to
the people of our country.

The automotive sector is one of the core industries of the Indian economy, whose prospect is
Reflective of the economic resilience of the country.

Continuous economic liberalization over the years by the government of India has resulted in
making India as one of the prime business destination for many global automotive players.
The automotive sector in India is growing at around 18 per cent per annum.
 Advantages to INDIA

India holds huge potential in the automobile sector including the automobile component
sector owing to its technological, cost and man-power advantage. Further, India has a well-
developed, globally competitive Auto Ancillary Industry and established automobile testing
and R&D centers. The country enjoys natural advantage and is among the lowest cost
producers of steel in the world. The Indian automobile industry today boasts of being the
largest three wheeler second largest two wheelers manufacturers in the world, world largest
motorcycle manufacturer is in India, second largest tractor manufacturer in the world, fifth
largest commercial vehicle manufacturer in the world and third largest car market in Asia.

Challenges faced by the Indian Auto Industry:

Lack of R&D Facilities

Lack of Skilled Workforce
Lack of Technical Know-How
Lack of Infrastructure
Cascading Effects of Taxes
High Interest Rates due to High Reserve Ratio
 About The Industry

SUZUKI MOTOR CORPORATION

Chairman & CEO : Mr. Osamu Suzuki

Head Office : 300 Takatsuka-cho, Hamamatsu- shi,Shizuoka,
Japan
Date of Incorporation : March1920

Incorporated as : Suzuki Loom Manufacturing Co.

June 1954 : Name changed to Suzuki Motor Co., Ltd.

October 1990 : Name changed to Suzuki Motor Corporation

Company Description : The Company designs and manufactures Cars,

automobiles, trucks, motorcycles,
outboard motors, general-purpose engines
and other products

Main Products : Motorcycles, Automobiles, Outboard Motors,

Generators, Welders, General Purpose Engines,
Boats, Motorized Wheelchairs, Electro-
Scooters, Prefabricated Houses, Ultrasonic-
Related Products

Number of shares held by SMC in MSIL : 156, 618 and 440(54.21%)

 HEAD OFFICE AND PLANTS IN JAPAN

Head Office (Takatsuka Plant300) Takatsuka- cho,Hamamatsu-shi, Shizuoka

Toyokawa Plant 1-2, Utari, Shirotari-choToyokawa-shi

Aichi Kosai Plant 4520, ShirasukaKosai-shi, Shizuoka

Itawa Plant 2500, Iwai, Iwata-shi, Shizuoka

Osuka Plant 6333, Nishiobuch, Osuka-cho,

Ogasa-gun, Shizuoka

Sagara Plant 1111, Shirai, Sagara- cho, Haibara- gun,

Shizuoka
 ABOUT THE COMPANY

HISTORY OF SMC

In 1909, Micho Suzuki started Suzuki Loom Works in Hamamatsu, Japan. The company
went public in 1920 and continued producing weaving equipment until the onset of
WWII, when it began to make war-related products. Suzuki began developing
inexpensive motor vehicles in1947, and in 1952 it introduced a 36cc engine to motor
bicycles. The company changed its name to Suzuki Motor and launched its first
motorcycle in 1954. Suzukis entry into the mini car market came in 1955 with the Suzu
light, followed by the Suzu moped 1958), a delivery van (1959), and the Suzu light Carry
FB small truck (1961). Suzukis triumph in the 1962 50cc class Isle of Man TT
motorcycle race started a string of racing successes that brought international prominence
to the Suzuki name.

The company established its first overseas plant in Thailand in 1967. In the 1970s Suzuki
met market demand for motorcycles with large engines. Meanwhile, mid 1970s
recession and falling demand for low powered cars in Japan led the mini car industry
there to produce two thirds fewer mini cars in 1974 than in 1970. Suzuki responded by
pushing overseas, beginning auto exports, and expanding foreign distribution. In 1975 it
started producing motorcycles in Taiwan, Thailand, and Indonesia. Suzuki boosted
capacity internationally throughout the 1980sthrough joint ventures. Motorcycle sales in
Japan peaked in 1982, then tapered off, but enjoyed a modest rebound in the late 1980s.

In 1988 the company agreed to handle distribution of Peugeot cars in Japan. Suzuki and
General Motors began their longstanding relationship in 1981 when GM bought a small
stake in Suzuki. The company began producing Swift subcompacts in 1983 and sold them
through GM as the Chevy Spirit and later, the Geo Metro. In 1986 Suzuki and GM of
Canada jointly formed CAMI Automotive to produce vehicles, including Sprints, Metros,
and Geo Trackers (Suzuki Sidekicks), in Ontario; production began in 1989.

Although sales via GM increased through 1990, US efforts with the Suzuki nameplate
Faltered shortly after Suzuki formed its US subsidiary in Brea, California, in 1986. A
1988
Consumer Reports claim that the companys Samurai SUV was prone to rolling over
Devastated US sales.

The next year Suzukis top US executives quit, apparently questioning the companys
Commitment to the US market. Suzuki established Magyar Suzuki, a joint venture with
Hungarian automaker Autokonszem Rt., C. Itoh & Co., and International Finance
Corporation in 1991 to begin producing the Swift sedan in Hungary.

The company expanded a licensing agreement with a Chinese government partner in

1993, becoming the first Japanese company to take an equity stake in a Chinese car
making
Venture. The next year Suzuki introduced the Alto van, Japans cheapest car, at just over
$5,000, and the Wagon R mini wagon, which quickly became one of the Japans top-
selling vehicles.
GM raised its 3% stake in Suzuki to 10% in 1998. The company teamed up with GM and
Fuji Heavy Industries (Subaru) in 2000 to develop compact cars for the European market.
It was also announced that GM would spend about $600 million to double its stake in
Suzuki to 20%.

In 2001 Suzuki announced that it had agreed to cooperate with Kawasaki in the
development of new motorcycles, scooters, and ATVs. The following year Suzuki agreed
to take control of Maruti Udyog Limited, the state-owned India based car manufacture, in
an $80 million rights issue deal. Additional shares would be made available in the public
offering.
 MARUTI SUZUKI INDIA LIMITED

Chairman Mr. R. C. Bhargava

Managing Director Mr. Kenichi Ayukawa

Head Office : Maruti Suzuki India Limited,

11th Floor, Jeevan Prakash Building
25, Kasturba Gandhi Marg,
New Delhi - 11 00 01

HISTORY:

Maruti Udyog Limited was established in February 1981, though the actual production
commenced only in 1983. It started with Maruti 800, based on the Suzuki Alto kei car which
at the time was the only modern car available in India. Its only competitors were Hindustan
Ambassador and Premier Padmini. Originally, 74% of the company was owned by the Indian
government, and 26% by Suzuki of Japan. As of May 2007, the government of India sold its
complete share to Indian financial institutions and no longer has any stake in Maruti Udyog.
CHRONOLOGY

Beginnings:

Maruti s history begins in 1970, when a private limited company named 'Maruti technical
services private limited' (MTSPL) is launched on November 16, 1970. The stated purpose of
this company was to provide technical know-how for the design, manufacture and assembly
of "a wholly indigenous motor car". In June 1971, a company called 'Maruti limited' was
incorporated under the Companies Act and Sanjay Gandhi became its first managing director.
"Maruti Limited" goes into liquidation in 1977. On 23 June 1980 Sanjay Gandhi dies when a
private test plane he was flying crashes. A year after his death, and at the behest of Indira
Gandhi, the Indian Central government salvages Maruti Limited and starts looking for an
active collaborator for a new company. Maruti Udyog Ltd is incorporated in the same year.

Suzuki Enters:

In 1982, a license & Joint Venture Agreement (JVA) is signed between Maruti Udyog Ltd.
and Suzuki of Japan. At first, Maruti Suzuki was mainly an importer of cars. In India's closed
market, Maruti received the right to import 40,000 fully built-up Suzukis in the first two
years, and even after that the early goal was to use only 33% indigenous parts. This upset the
local manufacturers considerably. There were also some concerns that the Indian market was
too small to absorb the comparatively large production planned by Maruti Suzuki, with the
government even considering adjusting the petrol tax and lowering the excise duty in order to
boost sales. Finally, in 1983, the Maruti 800 is released. This 796 cc hatchback is based on
the SS80 Suzuki Alto and is Indias first affordable car. Initial product plan is 40% saloons,
and 60% Maruti Van. Local production commences in December 1983. In 1984 the Maruti
Van, with the same three-cylinder engine as the 800, is released. Installed capacity of the
plant in Gurgaon, reaches 40,000 units.

In 1985 the Suzuki SJ410-based Gypsy, a 970 cc 4WD off-road vehicle, is launched. In 1986
the original 800 is replaced by an all-new model of the 796 cc hatchback Suzuki Alto/Fronte.
This is
also when the 100,000th vehicle is produced by the company.[14][dead link] In 1987 follows the
company's first export to the West, when a lot of 500 cars were sent to Hungary. Maruti
products had been exported to certain neighboring countries already. By 1988, the capacity of
the Gurgaon plant is increased to 100,000 units per annum.

Market liberalization:

In 1989 the Maruti 1000 is presented after having been shown earlier. This 970 cc, three-
box is Indias first contemporary sedan. By 1991 ,65 percent of the components, for all
vehicles produced, are indigenized. Meanwhile, the liberalization of the Indian
economy opens new opportunities but also brings more competition to the segments in which
Maruti operates. In 1992 Suzuki increases its stake in Maruti to 50 percent, making the
company a 50-50 JV with the Government of India the other stake holder.

A flow of new models begin in the early nineties. In 1993 the Zen, a modern 993 cc,
hatchback which is later exported globally as the Suzuki Alto. In 1994 the 1298 cc Esteem
appears, a more luxurious redesigned Maruti 1000. This and other Marutis begin appearing in
a plethora of different equipment levels, to better suit India's increasingly discerning
consumers. A Zen Automatic arrives in 1996, as does the Gypsy King, a 1.3 liter version of
the compact off-roader, and a minibus version of the Omni (the Omni E).

In 1994 Maruti Suzuki produces its 1 millionth vehicle since the commencement of
production, being the first company in India to do so. This is still not enough in a booming
market and the next year Maruti's second plant is opened, with annual capacity reaching
200,000 units. Maruti also launches a 24-hour emergency on-road vehicle service, the first of
its kind in the country. In 1996 the United Front government is formed,
with MurasoliMaran new Industries Minister. On 27 August the following year the
government nominates Mr. S.S.L.N. Bhaskarudu as the Managing Director, as the then
current Managing director R.C. Bhargava, was completing his tenure. This creates a conflict
with Suzuki, discussed closer in the Joint venture related issues section.

In 1998 the new Maruti 800 is released, the first change in design since 1986. This is simply a
facelift of the existing model, to ensure steady sales. Also, the two millionth vehicles is
produced. Other news includes the Zen D, a 1527 cc diesel hatchback and Maruti's first diesel
vehicle. The Omni van and microbus is also redesigned. The next year the Omni bus arrives
in a high roof version, the Omni XL. The 1.6 litre Maruti Baleno three-box saloon, advertised
as the 'Maruti Suzuki Baleno', also appears. This is Maruti's biggest car yet. Finally, in what
is a very busy year, the Wagon R is launched.

In 2000 Maruti becomes the first car company in India to launch a Call Center for internal
and customer services. The new Alto model is also released, somewhat larger and more
modern than the 800. The estate Baleno Altura is also shown, while IDTR (Institute of
Driving Training and Research) is launched jointly with the Delhi government to promote
safe driving habits. In 2001 Maruti True Value, selling and buying used Maruti Suzukis, is
launched in Bangalore and Delhi, later in Mumbai and elsewhere. In October of the same
year the Maruti Versa sees the day, a bigger engined and more luxurious microbus than the
Omni. It never catches on in the market and is discontinued by late 2009, only to be replaced
by a cheaper, stripped-down version called Eeco. Customer information centers are also
launched in Hyderabad, Bangalore and Chennai. In 2002 the Esteem Diesel appears, as does
Maruti Insurance. Two new subsidiaries are also started: Maruti Insurance Distributor
Services and Maruti Insurance Brokers Limited. Suzuki Motor Corporation increases its stake
in Maruti to 54.2 percent.

In 2003 the new Suzuki Grand Vitara XL-7 appears, while the Zen and the Wagon R are
upgraded and redesigned. The four millionth Maruti vehicle is built and they enter into a
partnership with the State Bank of India. Maruti Udyog Ltd is listed on BSE and NSE after a
public issue, which is oversubscribed tenfold. In 2004 the Alto becomes India's new best-
selling car, overtaking the Maruti 800 which had been number one for nearly two decades.
The five-Seater Versa 5-seater, a new variant, is created while the Esteem undergoes
cosmetic changes and is re-launched with a price cut. Maruti Udyog closed the financial year
2003-04 with an annual sale of 472,122 units, the highest ever since the company began
operations 20 years earlier, and the fiftieth lakh (5 millionths) car rolls out in April, 2005,
with overall sales growing by 15.8%. The 1.3 L Suzuki Swift five-door hatchbacks also
appear. 2004-05 marked another record year (487,402 domestic sales) and exports reached
48,899 cars to about fifty different countries. The United Kingdom took the lion's share, with
10,623 deliveries.[16]

In 2006 Suzuki and Maruti set up another joint venture, "Maruti Suzuki Automobiles India",
to build two new manufacturing plants, one for vehicles and one for engines.[16]Cleaner cars
were also introduced, with several new models meeting the new "Bharat Stage III"
standards.[16] In February 2012, Maruti Suzuki sold its ten millionth vehicles in India. For the
Month of July 2014, it has a Market share of >45 %

Joint Venture Related Issues

Relationship between the Government of India, under the United Front (India) coalition
and Suzuki Motor Corporation over the joint venture was a point of heated debate in the
Indian media until Suzuki Motor Corporation gained the controlling stake. This highly
profitable joint venture that had a near monopolistic trade in the Indian automobile market
and the nature of the partnership built up till then was the underlying reason for most issues.
The success of the joint venture led Suzuki to increase its equity from 26% to 40% in 1987
and further to 50% in 1992. In 1982 both the venture partners had entered into an agreement
to nominate their candidate for the post of Managing Director and every Managing Director
will have tenure of five years

R.C. Bhargava was the initial managing director of the company since the inception of the
joint venture. Till today he is regarded as instrumental for the success of Maruti Suzuki.
Joining in 1982 he held several key positions in the company before heading the company as
Managing Director. Currently he is on the Board of Directors. After completing his five-year
tenure, Mr. Bhargava later assumed the office of Part-Time Chairman. The Government
nominated Mr. S.S.L.N. Bhaskarudu as the Managing Director on 27 August 1997. Mr.
Bhaskarudu had joined Maruti Suzuki in 1983 after spending 21 years in the Public sector
undertaking Bharat Heavy Electricals Limited as General Manager. In 1987 he was promoted
as Chief General Manager. In 1988 he was named Director, Productions and Projects. The
next year (1989) he was named Director of Materials and in 1993 he became Joint Managing
Director.

Suzuki did not attend the Annual General Meeting of the Board with the reason of it being
called on a short notice. Later Suzuki Motor Corporation went on record to state that
Bhaskarudu was "incompetent" and wanted someone else. However, the Ministry of
Industries, Government of India refuted the charges. Media stated from the Maruti Suzuki
sources that Bhaskarudu was interested to indigenize most of components for the models
including gear boxes especially for Maruti 800. Suzuki also felt that Bhaskarudu was a proxy
for the Government and would not let it increase its stake in the venture. If Maruti Suzuki
would have been able to indigenize gear boxes then Maruti Suzuki would have been able to
manufacture all the models without the technical assistance from Suzuki. Till today the issue
of localization of gear boxes is highlighted in the press.

Manufacturing Facilities

Maruti Suzuki has two manufacturing facilities in India. Both manufacturing facilities have a
combined production capacity of 14,50,000 vehicles annually. During a recent meeting of the
Gujarat chief minister with Suzuki Motor Corp chairman & CEO Osamu Suzuki, the
Chairman had said that the work on car manufacturing plant at Mandal near Ahmedabad
would be started soon. Maruti Suzuki to set up second plant in Gujarat; acquires 600 acres.

The Gurgaon manufacturing facility has three fully integrated manufacturing plants and is
spread over 300 acres (1.2 km2).[25] All three plants have an installed capacity of 350,000
vehicles annually but productivity improvements have enabled it to manufacture 900,000
vehicles annually. The Gurgaon facilities also manufacture 240,000 K-Series engines
annually. The entire facility is equipped with more than 150 robots, out of which 71 have
been developed in-house. The Gurgaon Facilities manufactures
the 800, Alto,WagonR, Estilo, Omni, Gypsy, Ertiga, Ritz and Eeco.

The Manesar manufacturing plant was inaugurated in February 2007 and is spread over 600
acres (2.4 km2).[25] Initially it had a production capacity of 100,000 vehicles annually but this
was increased to 300,000 vehicles annually in October 2008. The production capacity was
further increased by 250,000 vehicles taking total production capacity to 800,000 vehicles
annually. The Manesar Plant produces the Ciaz, A-star, Swift, Swift DZire, SX4, Ritz and
Celerio.

On 25 June 2012, Haryana State Industries and Infrastructure Development Corporation

demanded Maruti Suzuki to pay an additional Rs 235 crore for enhanced land acquisition for
its Haryana plant expansion. The agency reminded Maruti that failure to pay the amount
would lead to further proceedings and vacating the enhanced land acquisition.
 COMPANY VISION

THE PHILOSOPHY:

The companys vision for the future is to become an internationally competitive company in
terms of production volume, quality, cost and profits.

The vision is a realistic, credible and attractive future that the company visualizes for its
Organization and all its employees. It is an articulation of a destination towards which the
Organization is moving, a future that is substantially better than the current state. The vision
helps the company in moving consciously, continuously and in a focused manner towards the
Desired state.
If the vision is the destination, the mission is the means by which the company is moving
Towards it. If the vision is a goal, the mission is the tool for achieving the vision. A mission
Defines what the organization has been established to accomplish. It determines the purpose
of
Its operations.

THE PROCESS OF REALIZATION:

Maruti aims to realize its vision in the following ways:

Team work and recognition that each employees future growth and prosperity is
totally
dependent on the company growth and prosperity.
Organizational and individual discipline.
Constant increase of productivity of labor and capital.
Steady improvement of quality and reduction of costs. All employees contribute
towards this goal.
Respect for laws, ethics and human beings.
With the economic liberalization, where human process requiring quality of output, and
transnational companies vying for introducing similar popular models of cars, the goodwill of
Customers and workers alike keeps the performance of the company at a consistently high
level.

COMPANY MISSION:

To provide a wide range of modern, high quality fuel-efficient vehicles in order to meet the
need of different customers, in both domestic and export markets.
To be an internationally competitive company in terms of its products and services.
To retain the leadership in India and aspire to be amongst the topmost industrial player.

The main focus will be upon:

1) Building a continuously improving organization adaptable to quick changes.

2) Providing value and satisfaction to the customer.
3) Aligning and fully involving its suppliers, employees, dealers to face the completion.
4) Maximizing shareholders value.
5) Being a responsible corporate citizen.
QUALITY POLICY:

Quality policy of Maruti Udyog Limited is consumer satisfaction through quality of our
products and services, achieved by consistent adherence to procedures and systems.

ORGANISATIONAL STRUCTURE:

MUL is a functional organization. The company is divided into different divisions according
to
the various functional areas. A Divisional Manager heads each division. Divisions are further
divided into departments, which are headed by Department Managers who report to their
respective Divisional Managers. Designation in the company is based on the functional
responsibility in terms of the company's philosophy of de-linking designation and functional
responsibility from the salary level.

The total operations of the company are divided into Divisions like Marketing and Sales,
Spares,
Engineering and QA, Production, Production Engineering, Materials, Information Services,
Finance, Personnel etc. Each division is further divided into departments
 BOARD OF DIRECTORS OF MSIL

Chairman Mr. R. C. Bhargava

Managing Director & CEO Mr. Kenichi Ayukawa

Joint Managing Director Mr. Toshiaki Hasuike

Mr. Osamu Suzuki

Director

Independent Director
Mr. Amal Ganguli

Independent Director Mr. D. S. Brar

Director Mr. Toshihiro Suzuki

Director & Managing Executive Mr. Kazuhiko Ayabe

Officer (Supply Chain)

Director (Production)
Mr. Shigetoshi Torii

Director Mr. Kinji Saito

Independent Director Ms. Pallavi Shroff

Independent Director Mr. R.P. Singh

 COMPANY AT A GLANCE

The advent of Maruti in 1983 marked the beginning of a revolution in the Indian
Automobile industry. MSIL brought in the latest technology then available, more fuel
efficient
Cars, and drastically brought down the prices of cars in India. This led to creation of a huge
Market for all segments as the Indian middle class grew in size.

A number of auxiliary parts manufacturing companies were setup. Our most major
Influence was in helping the component industry because of its emphasis on localization and
Indigenization.

It also brought in innovative financing channels which helped Indian middle class to
Realize its dream of owning a car. It still remains the leader not only in terms of market share
but also in terms of customer satisfaction surveys conducted by respectable agencies like JD
POWER.

Maruti was established in February 1981 with production commencing in 1983. MSIL
Entered into collaboration with Suzuki Motor Corporation (SMC) in December 1983. The
Collaboration heralded a revolution in the Indian car industry with the production of the first
car Maruti 800.

The Name of Maruti Udyog Limited was changed to Maruti Suzuki India Limited in
September 2007.

Maruti today boasts of the most extensive dealer and service network in the entire
Industry which lends tremendous reliability and credibility to the brand. Strong focus on
Customer orientation and leaner processes has leaded us to retain our shares.
The company boasts of a state of art facilities on board. Besides three manufacturing units at
the GURGAON plant churning out majority of products the company recently set up
manufacturing facility at MANESAR with a vision to make India a global manufacturing hub
for small cars.

In addition, the diesel engine and transmission facility are further evidence of SMC and
Maruti
enhanced partnership and commitment to India.

In past 25 years we have found our way into the hearts of millions of Indians and its not
because we have just made cars but something that goes a little deeper-GREAT
PARTNERSHIP.

A partnership in which our businesses have grown together and together we

have discovered Maruti multiple revenue streams like Pre Owned Cars, Insurance, Finance,
Service, Spares, Accessories etc. These new streams have added another dimension to the
companys profile.

Maruti has given great importance and has taken initiatives to contribute to the society.
IDTRs, schools, Fire services etc. are glaring examples of it.
 Maruti Suzuki Culture:

KAIZEN:
Its a Japanese word which means Improvement. We emphasize on Change =
Simplification
of systems and processes in everything that one does, he should strive for a continuous
improvement. At Maruti, beautification of working place, reduction of waste, system and
process
improvements are done through Kaizen.

5S:

5S is the name of a workplace organization method that uses a list of

five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke The list describes how to
organize a work space for efficiency and effectiveness by identifying and storing the items
used, maintaining the area and items, and sustaining the new order. The decision-making
process usually comes from a dialogue about standardization, which builds understanding
among employees of how they should do the work.
5S stands for 5 initials of the following Japanese words:-

Doing the right thing as the matter of fact.

1.Seiri(Sort)

Remove unnecessary items and dispose of them properly

Make work easier by eliminating obstacles
Reduce chance of being disturbed with unnecessary items
Prevent accumulation of unnecessary items
Evaluate necessary items with regard to cost or other factors
Remove all parts not in use
Segregate unwanted material from the workplace

2.Seiton (Systematic Arrangement)

Can also be translated as "set in order" , "straighten" or "streamline"

Arrange all necessary items so they can be easily selected for use
Prevent loss and waste of time
Make it easy to find and pick up necessary items
Ensure first-come-first-served basis
Make workflow smooth and easy
All above work should be on regular base

3.Seiso (Shine)

Can also be translated as "sweep", "sanitize", "shine", or "scrub"

 Clean your workplace completely
Use cleaning as inspection
Prevent machinery and equipment deterioration
Keep workplace safe and easy to work
keep work place clean

4.Seiketsu (Standardize)

Standardize the best practices in the work area.

Maintain high standards of housekeeping and workplace organization at all times.
Maintain orderliness. Maintain everything in order and according to its standard.
Everything in its right place.(Chilled totes in chilled area, Dry totes in dry area.)
Every process has a standard

5.Shitsuke (Sustain)

To keep in working order

Also translates as "do without being told" (though this doesn't begin with S)
Perform regular audits
Training and Discipline
Training is goal oriented process. its result feedback is necessary monthly
3G:

3 M:
Eliminate these 3Ms What has been decided must be
followed exactly as per standard
 Maru-
3M: Inconcenience
Muda-
Wastage
Mura-
Inconsistency

3 K:
Koto Ga:What has been decided.
KichinTo Mamaru:Must befollowed
KihonDori:Exactly asper the standard.
4M:

The Factory is essentially a mix of man, machines, materials and methods.

These 4M play an important role in producing quality products at low cost.

__________________

Man

Material
4M Machine

Method

MARUTIS MATERIAL MANAGEMENT SYSTEM

DOL (DIRECT ON LINE):-

That with complete faith in the supplier we can hope to create a system where we can bypass
inspection, thus the material arrives directly on the line, at the right time. The basic principle
behind this philosophy is to unload the raw material directly on the line & reducing inventory
to as little as possible.

JIT (JUST IN TIME):-

This is a method of reducing waste. Inventory is also a form of waste. It suggests methods of
inventory reduction including the concept of zero inventory that is, availability of the right
thing, at the right place, at the right time .It proposes a model for zero inventories.

KANBAN:-

It is used in MARUTI SUZUKI INDIA Limited as a three bin system. For

any component fitted on the assembly line, there are three bins (or trolleys etc.) available
containing that component. One of these is the bin under use i.e. from which the operator
picks up the component this bin is kept must beside the line at a position convenient for the
operator. The other two bins are kept little aside the line at their designated place near their
respective station.

As the bin under use gets empty, the operator exchanges it with one of the two full bins. Now
this empty bin in place of a full bin is signal to the material feeding department (MX).
As far as inventory is concerned, the maximum inventory of components that is kept at MSIL
is of two hours. To regulate this, the vendors supplying the parts are given orders on two
hourly basis according to the plan decided by PPC(Production Planning and Control)
department .This plan includes the number of vehicles to be made with model and their
variant type and also the color if necessary.
POKA YOKE:-

A literal translation means fool proofing. Poka Yoke ensures completion of a critical activity
such as tightening of a nut. Thus till the time the worker does not use the said wrench a light
keeps blinking. The line will be allowed to continue past the said station only when the light
stops blinking.

PIKA PIKA:-

A literal translation gives us Blink Blink This system ensures correct selection of similar
looking items to assembly.
Example:
In the transmission line in AL Shop, synchro rings of 23 different models are kept on
opposite sides. Motion sensors are placed close to these piles. Depending on the model being
built at the moment, the sensor expects the worker to reach fro the left or tight. If he moves
towards the correct direction the sensor allows the assembly process to continue .If not it
halts the line.

COMPANY PRODUCT RANGE:

Maruti has successfully introduced the following models in the last 30 years:
S.No. Models Specs Year of Launch

1 MARUTI 800 797cc, Hatchback, Dec. 83

2 OMNI 796cc, MUV, Nov. 84
3 GYPSY 970cc, 4WD Off-Road Vehicle, Dec. 85
4 MARUTI 800 New Model- 796 cc, Hatchback, Apr. 86
5 MARUTI 1000 970cc, 3 Box Car, Oct. 90
6 ZEN 973cc, Hatchback Car, Oct. 93
7 ESTEEM 1.3L LX 1298cc, 3 Box Car, Nov. 94
8 ESTEEM 1.3L VX 1298cc, 3 Box Car, Nov. 95
9 ESTEEM 1.3L AX 1298cc, 3 Box Car, Jun. 96
10 ZEN AUTOMATIC 993cc, Hatchback Car, Oct. 96
11 GYPSY KING 1298cc, 4WD Off-road vehicle, Nov. 96
12 OMNI (E)) 796cc, MUV, 8 Seater, Dec. 96
13 GYPSY (E) 970cc, 4WD, 8 Seater, Dec. 96
14 NEW MARUTI 800 796, Hatchback Car (Std&Dx), Sept. 97
15 ESTEEM 98 1298cc, 3 Box Car (LX, VX &AX), Oct. 97
16 NEW OMNI & OMNI-E 796cc, MUV, Feb. 98
17 ZEN VX & ZEN VXAUTOMATIC973cc, Hatchback car, Jul. 98
18 ZEN D 1527 cc diesel, Hatch Back car, Aug. 98
19 MARUTI 800 EX 796cc, Hatch Back car, Jan. 99
20 Zen LX 993 CC, Hatch Back Car, Jan. 99
21 ZEN CLASSIC 993cc, Hatch Back car, Aug. 99
22 ZEN VXI 993cc, Hatch back car with Power Steering, Oct. 99
23 OMNI XL 79cc, MUV, High Roof, Oct. 99
24 BALENO 1600cc, 3 Box Car, Dec. 99
25 WAGON R 1061cc, Jan. 2000
26 ALTO LXI 800cc, VXI 1061cc Sep. 2000
27 SWIFT LXI, VXI, Mar 2005
28 ALTO K10 LXI, VXI, Xplore, Diesel, April 2010
29 SWIFT DZIRE LXI, VXI, ZXI, LDI, VDI, ZDI, 2011
30 ERTIGA LXI, VXi, VXi ABS, LDI, VDI, ZDI, 2012
31 CELERIO LXi, VXi, ZXI, LDI, VDI, ZDI, 2014
32 CIAZ LXI, VXI, ZXI, ZXI+, LDI, VDI, ZDI, ZDI+, 2014
33 S-CROSS LXI, VXI, ZXI, ZXI+, LDI, VDI, ZDI, ZDI+, 2015
34 VITARA BREZZA LDI, VDI, ZDI, ZDI+, 2016
SOME SALIENT FEATURES OF THE
COMPANY

ORGANISATION CULTURE:

At Maruti, manpower is seen as a unique resource, in the sense that optimal productivity of
other resources depends largely on the way human resources are utilized. The basic
philosophy of management that Underlies. The Maruti culture is that all employees of the
Company should be molded into a team, which then strives as one, to achieve commonly
shared company goals and objectives. To make this philosophy tenable, the Company takes
several initiatives. Inputs are sought from employees at all levels. Secondly, Maruti
encourages leadership in the best sense of the word i.e. a leader is one who must be impartial,
must have the ability to rise above his own subjectivity.

The company understands that the process of creating a sense of belonging that all employees
Can identify with is a lengthy one. This leads to the introduction of a common uniform for all
employees. Another measure is the creation of a common canteen where all employees have
lunch. Common toilets, common transport and similar facilities for all levels of employees
are
other measures that reinforce our emphasis on genuine equality. Maruti does not believe in
the
Notion of organizational hierarchies. In fact, the management structure and systems in Maruti
Have been designed to promote decentralization of authority. Maruti has a horizontal
Management structure with only four functional levels of responsibility to facilitate quicker
Decision-making.

Another focus area of the Maruti culture is the maintenance of a smoothly functioning
Communication network. Maruti believes that communication channels between labor and
Management cannot simply consist of having a labor representative on the Board of the
Company. There is a thorough dissemination of information at all levels, through newsletters
or
via a letter from the Chief Executive to all employees. Meetings with the Union are held
Regularly, and programs being contemplated by the Company are discussed with the Union.
The
SahyogSamitiis a collection of representatives of non-unionized employees. Training
programs
In Japan, Quality Circles, productivity-linked incentive schemes, are ethos of discipline and
Teamwork.

Several measures of performance have made amply clear that Maruti has established a truly
Healthy work culture. They have met all project and performance targets since inception. The
Productivity levels are constantly improving. The Company has had good labor relations with
Employees from the very beginning, and has been successful in the export market. Yet, the
Maruti culture is one that does not believe in resting on its laurels. It adheres to the spirit of
Kaizen, which states that constant improvement, is always possible. The most basic tenet of
productivity that it holds dear is that " Today should be better than Yesterday and Tomorrow
should be better than today.

WORK CULTURE:

The employees endeavor for treating the whole MUL as a single team and they strive to
strengthen the following areas: -
Work culture in a big organization means a philosophy, which guides actions and behavioral
patterns of the employees, thus determining the extent of efficiency
Interaction between them: - It also defines the working environment. That's why building a
distinctive organizational culture whereby a we feeling dominates among employees and
each member feels that he/she is a part of the family. All the employees wear same uniform,
eat in the same canteen, travel by same busses and sit in the same open offices irrespective of
the nature of their work or position in the companies hierarchy.
Participative Working

Equity participation of employees

Smooth interaction among the employees
Open-minded approach
Stress on team-building
Effective communication among the employees

Certain forums are established for the benefit of the employees namely Maruti SahyogSamiti,
Suggestion Scheme, Small group activity, Kaizen and Quality Circles, which help in
promoting
team spirit and information sharing among the employees.
KAIZEN in Japanese loosely means continuous improvement. At Maruti, beautification of
working place, reduction of waste, system and process improvements are done through
Kaizen.
The employees are given the scope of improvement by arranging Quality Circles, which
encourage enthusiasm and commitment within the department to improve the quality of work
done.
The work strength of Maruti is 5848 employees with an average age of 35.5 years. Of them
128
are female. A crche has also been provided for their children. The no. of workers/technician
is
4309, supervisors/executives is 1808 & that of managers & above is 451.
In keeping with the world standards, the whole plant has been Industrially air-conditioned to
improve the productivity of the employees.

TEAM WORK:
In an organization, each individual and group has a definite function to perform. This
performance should add to the overall performance of the company and not detract from it.
Victory and achievement have to be viewed from the point of view of the company as a
whole,
and not of any individual department or employee within the company.

SIGNIFICANCE OF WEARING IDENTICAL UNIFORMS:

The significance of wearing identical uniforms does not merely lie in being identified as a
Maruti
employee. It symbolizes a new culture of working together as a team, a team, which will be
playing successfully in the world league.
The Maruti Philosophy is that all employees must be enabled to realize their full potential
during their career in the company. Company policies of training, job rotation, etc. will be
directed towards this end. At the same time, an employee has also to contribute towards the
realization of his own potential. For this, he must always have an open mind, and the learning
process should never stop.
New experiences and analyzing mistakes are important ways of learning. One
should never try to cover up a mistake, but should learn from it and improve the system.
Reading, asking questions and taking part in discussions are other ways of enlarging ones
knowledge and mental caliber. Above all, employees must have a sense of pride in their
work,
and should be able to hold their head high and own the job done by them. Equally, employees
must respect the work done by their colleagues, and realize that it is the sum total of the
contribution made by every employee which determines the extent of success of the
company.
HRD strategy is a course of action, planned to be under- taken, to achieve desired goals. The
objective of any HRD effort is to build human competencies, to build a climate for innovative
development. Human competencies are very critical for those working in services. HRD is a
growing field- the thrust of HRM strategies to manage structural changes effectively.
Creating
an atmosphere, which promotes learning and provides opportunity to the employees in MUL
can successfully meet the challenges effectively.
Human-resource constitutes a key input in any organization. Unlike other resources, they are
not standardized, interchangeable or passive. Human beings differ from one another in their
basic
mental abilities, skills, attitude and behavior. Their complex behavioral and psychological
making gets multiplied when they interact with one another in an organization.
Today, with the growing realization of the role and importance of human resources, the study
of motivation has assumed importance. This project report explains the role of HRM in
fulfilling
MUL aims, present status of HRM activity, industrial relation, situation, absenteeism and
work
culture in MUL.

QUALITY CIRCLES:

Quality circles are a forum for people within a section or department to voluntarily come
together and work towards making improvements in their field of work through group
discussions. Although it bears the name of quality, this is a movement that is not linked to the
improvement of the product quality alone but also quality of work in general resulting in
increase in efficiency, productivity, cost saving, safety, cleanliness, orderliness etc., all of
which
ultimately contribute to making a stimulating work environment. To promote this activity an
attractive reward system has been initiated for a Quality Circles group suggestion. The best
quality circle is sent to Japan generally every year. The objective of such group activity is not
only to benefit the company by way of work-related improvements, but also to enable each
employee to develop his analytical skills, the spirit of team work and train himself to assume
greater responsibilities on the job as well as in his personal life.
Once the members of a quality circle learn to perceive what good quality is and what is not,
they recognize those problems which were previously taken for granted and these would
become their target for improvement through group discussions. The members would
gradually learn to conduct their meeting in such a way that logical and feasible solutions
emerge.
SUGGESTION SCHEME

Maruti Udyog Limited attaches a great value to its human resources. It believes that every
employee is capable of thinking up ideas, which can result in significant improvements in all
spheres of the organizations activity.
However, in the normal course of working, the employees do not have an opportunity to
participate in management to share their ideas. Consequently, this hidden potential remains
unutilized.
One way of realizing this potential is through a Suggestion Scheme, which is a formal
way of expressing ideas. It provides an opportunity to the employees to participate in the
management. The employees can express their ideas in the form of suggestions, individually
or
as a group and submit to their Dept. Managers, who in turn evaluate the suggestion. If found
useful, these ideas get implemented. A successful suggestion scheme can go a long way in
building employees involvement with the companys objectives and its growth. The company
too can derive benefits in terms of improved quality, efficiency in working, reduction in cost
and greater customer satisfaction.
In the current system, the suggestion makers fill a form and submit it to their Dept. Managers
through suggestion co-coordinators who are responsible for evaluating it. The tear off slip is
sent to the suggestion maker after the suggestion is registered at the suggestion cell.
Departments send reports (weekly and monthly), that show various parameters such as
number of suggestions generated, implemented, and rejected, cost saving, etc.
Manufacturing Units:

MSILS GURGAON PLANT:

The manufacturing plant, located about 25-km south of New Delhi in Gurgaon, has an
installed
capacity of 5, 00,000 units per annum. The total area of the plant is 12, 02,256 m2 with a total
covered area of 2, 95,293 m2. The average daily production is around 1500 vehicles a day.

The whole production facility has been divided into 3 plants: -

1. Plant I (Omni, Esteem, Gypsy)

2. Plant II (Zen, Alto, Wagon R)
3. Plant III (Alto, Wagon R)

The other activities include research & development and utilities (captive power plant, water
and effluent treatment plant, compressor house, boiler house, air washers and incinerator
facilities)

DIVISIONS & DEPARTMENTS

CORPORATE SERVICES:

Corporate Services Division

Legal & Secretarial Department
Corporate Communication Cell Protocol
Strategic Initiative Group
 Recruitment and Management Compensation

PERSONNEL ANDADMINISTRATION:

Employee Relations Department

Establishment & Time office
Factory Administration Department
Organization Development Department
Short-term Trainees
External Training

PRODUCTION:

Production-I Production-II

Plant 1 Division Plant 2 Division

Plant Common Division Plant 3 Division
PKC Department Maintenance Division

PQC Department
MX-ENGG Department

PRODUCTION ENGG:

Production Engg . Division

Production Services Division
Tool Room, Die Design Division

MATERIAL DIVISION:
 Supply Chain - 1
Supply Chain - 2
Supply Chain - 3
Supply Chain - 4
Supply Chain 5

DIRECTORATE:

QAIN Division
Service Division
Parts Inspection Division
Engineering Division

VARIOUS SHOPS INVOLVED IN PRODUCTION

1) Blanking Line:
Coils of steel sheets are cut into blanks of requisite size on the blanking Line. Main facilities
include large blanking dies, 4000T blanking Press, stack reverses, EOT crane etc.

2) Press Shop:
Blanks produced in the blanking line are pressed into body panels in the Press shop. Among
the important devices used are 2000T fully Automated transfer press, 1500T semi-automatic
press line, sheet Cleaning machine, 100T die spotting press, EOT cranes etc.

3) Weld Shop:
The body panels produced in the press shop and smaller sheet metal parts, which are procured
from vendors/joint ventures, are welded together to form white body. Main welding
techniques
used are spot Welding, CO2 welding and brazing.

4) Paint Shop:
The white bodies produced in the weld shop are painted in the paint shops. The most
Advanced technology is being used here which ensures high paint adhesion to the body, high
Degree of corrosion resistant and glossy finish of the body.

5) Machine Shop:
Important components machined in the machine shop are:
Cylinder head
Cylinder block
Cam shaft
Crank shaft
Transmission case
The flow lines consist of CNC machines integrated with manual and transfer conveyer.

6) Assembly Shop:
The Assembly Shop consists of:

a) Engine Assembly Shop: Engine components taken from the machine shop/bought from
Outside are assembled and tested here.

b) Final Assembly Shop: This shop consists of conveyer lines where final assembly is
completed, after which car goes for the vehicle inspection.
 Department Allocated
During Industrial Training:

ASSEMBLY SHOP-3
GURGAON (AS3)
 ABOUT THE DEPARTMENT
An Assembly line is a manufacturing process in which parts are added as the semi-finished
assembly moves from workstation to workstation where the parts are added in sequence intil
the final; assembly is produced. By mechanically moving the parts to the assembly work and
moving the semi-finished assembly from work station to work station , a finished product can
be assembled faster and with less labor than by having workers carry parts to a stationary
piece for assembly.
According to henry ford Place the tools and the men in the sequence of the operation so that
each component part shall travel the least possible distance while in the process of finishing.
The Assembly Shop 3 is a part of Gurgaon Plant. It is situated in the middle of plant with KB
plant on one side and assembly shop 2 on other. Its office is situated near the door connecting
assembly shop 2 and assembly shop 3. Assembly shop is part of plant 3, plant 3 includes
paint shop 3, VI 3 and Assembly 3. Plant 3 was started in 2008 to cope up excessive demand.
Assembly shop 3 is only assembly shop in world to have 5 base models running on single
conveyor. Assembly Shop 3 is a U Shape Conveyor so as to make shop a compact place and
utilizing each and every place.
Initially Wagon-R, Alto and Zen Estilo were assembled. In 2012 016 New Models such as
Vitara Breeza, S-Cross has been introduced so these models are assembled in Assembly Shop
3 and earlier models were shifted to Assembly Shop 1. Presently Vitara Brezza, S-cross,
Ertiga and alto are assembled.
Assembly shop 3 has 350 stations with more than 1350 manpower approximately. There are
3 shifts to work in, i.e. is A SHIFT, B SHIFT AND GENERAL SHIFT. Capacity of this plant
is approximately 900 cars per day.
 S&D
BUFFER ENGINE DOCKING

CHASSIS 2
ENGINE OIL
AC GAS AND FILLING
COOLENT FILLING

SHOWER ENGINE LINE

CHASSIS 1
BUMPER S/A

REAR AXLE S/A

TYRE S/A

VEHICLE INSPECTION

VEHICLE INSPECTION
FUEL TANK S/A
STRUT

KNUCKLE S/A

TL 4 TL 3
HV AC
PETROL/DIESEL
DOOR LINE

FILLING
FINAL

TRIM
SEAT FITMENT IP LINE
AB OK

AB OK
BATTERY
IP HARNESS
FITMENT

MAIN HARNESS

ASSEMBLY FINAL FLOOR HARNESS

INSPECTION REAR AC S/A

TL 2

PBS TL1

PAINT SHOP

WELD SHOP

PRESS SHOP

GENERAL LAYOUT OF ASSEMBLY SHOP 3

 PRODUCTION

PLAN 278

ACTUAL 272

DIFFERENCE 6

Pictorial Diagram of Production Plan

Production plan tells about planned production and actual production in that time and
difference between them. This difference is due to line stoppage or some accident or due to
technical error.
 TOTAL STOP INST. STOP

P278 A272 V-006 EFF: 97.8%

Pictorial Diagram of ANDON

Andons (from the Japanese word for lantern) are typically large electronic displays used in
manufacturing plants to communicate critical production information and faults to employees
so that they can take appropriate action. In the case of Maruti Suzuki, the Andon system is
used to monitor, display and record conveyor and equipment stoppage information and to
calculate line efficiency. ANDON is a system which is used to determine total stoppage and
instantaneous stop overall and area wise. Each area has ANDON board used to determine
stoppage in that area. It also tells about planned production and actual production and
efficiency of the plant. Overall ANDON is displayed in assembly 3 office so that officials can
check on it.

ASSEMBLY SHOP 3 IN DETAIL

In assembly shop 3 presently 4 cars are assembled which have almost 82 variants. Its
cumbersome to handle so many different parts in different variants.to ease that process shop
is divided into 4 major areas and further sub-assemblies.
TRIM:-
First area is TRIM, after paint shop car enters PBS REGION AND FURTHER INTO
TRIM.TRIM further is divided into 4 parts that is TRIM 1,TRIM 2,TRIM 3,TRIM 4

LEFT REAR DOOR LEFT FRONT DOOR

REMOVAL REMOVAL

TRIM 1
REAR AC SUB RIGHT REAR DOOR RIGHT FRONT DOOR ENGINE MOUNTING
ASSEMBLY REMOVAL REMOVAL SUB ASSEMBLY

HARNESS ROUTING WIPER MOTOR AC PIPE

LEFT SIDE FITMENT FITMENT

TRIM 2
HARNESS ROUTING CLUTCH PEDAL
RIGHT SIDE BCM FITMENT
FITMENT
 TRIM 3
BRAKE AND IP SUB
ACCELERATOR PEDAL ASSEMBLY
SUB ASSEMBLY

HVAC IP HARNESS
FITMENT CONVEYOR FITMENT

NAVIGATION SUB STEREO SUB

ASSEMBLY ASSEMBLY

QUARTER GLASS VACCUM HOSE FUEL FILTER SUB

FITMENT FITMENT ASSEMBLY

TRIM 4
BACK DOOR WINDSHIELD FUEL FILTER
GLASS FITMENT GLASS FITMENT FITMENT
CHASSIS 1:-
After trim vehicle comes to chassis by transfer lift. Chassis 1 further divided into 3 parts that
is Chassis 1A, Chassis 1B, Chassis 1C

FLEXIBLE HOSE SENSOR WIRE HEAD LAMP BUMPER HOLDER

FITMENT FITMENT FITMENT FITMENT

CHASSIS 1A
BRAKE PIPE SUB FUEL PIPE SUB STRUT SUB DISC AND DRUM BRAKE
ASSEMBLY ASSEMBLY ASSEMBLY SUB ASSEMBLY

PARKING CABLE COIL SPRING

FITMENT FITMENT

CHASSIS 1B
DISC AND DRUM FUEL TANK
BRAKE FITMENT FITMENT
CHASSIS 2:-
After chassis 1 there is buffer of 10-12 vehicles then vehicle enters chassis 2. Chassis 2 is
further divided into two area that is chassis 2A and chassis 2B.

SHROUD
FITMENT

CHASSIS 2A
CLUTCH HOSING HEATOR HOSE AC COOLANT
BRACKET FITMENT FITMENT MACHINE FITMENT

BUMPER TYRE
FITMENT FITMENT

CHASSIS 2B
BUMPER SUB TYRE SUB
ASSEMBLY ASSEMBLY
FINAL:-
After chassis 2 vehicles enters final area. In final area all final processes are performed like
battery fitment, brake oil filling etc.

SPARE WHEEL AIR CLEANER BATTERY TRAY BRAKE OIL

CAP FITMENT FITMENT FITMENT FILLING

FINAL 1
RC LAMP ID PLATE BATTERY REAR SEAT
FITMENT FITMENT FITMENT FITMENT

FRONT LEFT SEAT LEFT REAR LEFT FRONT CABIN MIRROR

FITMENT DOOR ATTACH DOOR ATTACH FITMENT

FINAL 2
FRONT RIGHT RIGHT REAR RIGHT FRONT WIPER
SEAT FITMENT DOOR ATTACH DOOR ATTACH FITMENT
BACK DOOR CENTER LOCK RIGHT SIDE
INSPECTION INSPECTION INSPECTION

FINAL-3
FINAL CABIN FINAL ENGINE LEFT SIDE
ROOM ROOM
INSPECTION INSPECTION INSPECTION
 PROJECT

FILLING EQUIPMENT REPORT

VTS
Vehicle Tracking System(VTS) is an online portal of MSIL that lets the company keep track
of the various models that have been produced on the line in any plant at any time of the day.
The screen of the VTS menu is as follow.
Here we insert the various parameters that are needed to know about the production of cars of
a particular day.
The VTS sends the onlline reports and current status of the vehicles to the IT department.The
following report is daily retrived from the IT department and analysed.The analysys tells us
if the machines are working properly. Any deviation from the ideal values indicates
problems in the machines. The machines which are monitored are AC machine,BRAKE OIL
michine, ENGINE OIL machine,TRANSMISSION OIL machine and COOLANT machine
The AC has two machines LHS machine and RHS machine . The critical values that we keep
track of in AC machine are:
VACUUME LEVELS
VACUMME TIME
LEAK LEVELS
LEAK TIME

TORQUING REPORTS
i. CALIPER TIGHTNING
ii. DRIVE SHAFT FASTENING
iii. REAR SHOCKER
iv. SUSPENSION FRAME
v. UNDERBODY TIGHTNING
DEFECT ANALYSIS(GCA)
GCA stands for Global Customer Audit. It is a way of defect analysis in which the vehicles
are checked for defects from the customer point of view and hence the defect is
eradicated accordingly.

The real time defect data was collected from Quality Gate(QG-2), an online portal of
MSIL that provides the data regarding all the defects found out in each of the cars that
are produced in the factory.

Here we insert the various parameters that are needed to know about the production of cars of
a particular day.
The defects are then analyzed according to the part in which they occur and then the actions
are taken to repair and prevent the defects.

vi. CALIPER TIGHTNING

vii. DRIVE SHAFT FASTENING
viii. REAR SHOCKER
ix. SUSPENSION FRAME
x. UNDERBODY TIGHTNING
xi. WHEEL NUT
Webreports are opened on the desktop to keep track of the equipments
used for various models produces daily. These values changes daily as
the production target changes every day. All the lines
weld,assembly,paint,final used these reports to track the equipments
used daily. these reports include engine preparations, special case
handling, assembly reports, engine reports. these tracking system fully
governs maruti working and plays an important role in defect analysis
of the equipment. These online portals made made all the lines to to
work more efficiently and productive. Defects are easily analysed and
production is not all affected.
I was allotted assembly 3 line which include production of s cross,
brezza, ertiga, alto. After the webreports are opened,I had to select
assembly reports. After selecting the assembly reports I had to open
the equipment reports. Equipment reports consist of torquing and NG
status data.
Clicking on equipment reports opens an another screen which consist
of comp, plant, shop, line and data which have to be inquired. The of
inquiry is from 6:30:00-3:00:00 am of the respective day. The data
include various type of machine reports for eg transmission oil,brake
oil, caliper tightening, drive shaft fastening, rear shocker,suspension
frame,underbody tightening, wheel nut etc.
 After filling all the equipments correctly and selecting all the options
as per standards. Then selecting inquiry opens all the report of the
respective day. Then this inquiry is saved in Microsoft excel and
futher again reports are made. These reports gives us the NG status of
machines working so that immediate action is taken on them.
This is the saved inquiry sheet of drive shaft fastening machine.
Similarly all other reports were also inquired and saved. After
selecting the filters,these reports give us the NG products with vin
number and model code.These reports are made daily to ensure that
the targets set by the company should match the target achieved.
These reports helps in immediate action on the defected machine so
thet the line stoppage should be minimized.
After opening the excel new format is created by me which includes
total production, ok/ng , torqueing values , garbage values etc. this
report I had to submit to my industry mentor daily giving the inquiry
of all the machines defects ao analysis is done on them as soon as
possible. The industry mentor takes me to respective machine
producing defected products and the issue is sorted along with the
maintainence team. The model code help us to track the car sort out
the issue out of it. These reports also inform about the torqueing
values is in standards or not
 BEFORE

DRIVE SHAFT FASTENING MACHINE

YAD(S-CROSS)
DAILY FRONT LH REAR LH FRONT RH REAR RH
PRODUCTION TORQUE TORQUE TORQUE TORQUE
200,201 0 200,201 0

79 OK/NG OK/NG OK/NG OK/NG

79/0 78/1 79/0 79/0

YBA(BREZZA)
DAILY FRONT LH REAR LH FRONT RH REAR RH
PRODUCTION TORQUE TORQUE TORQUE TORQUE
200,201,202 0 0,200,201,202 0

399 OK/NG OK/NG OK/NG OK/NG

399/0 390/9 390/0 390/0

YL8(ERTIGA)
DAILY FRONT LH REAR LH FRONT RH REAR RH
PRODUCTION TORQUE TORQUE TORQUE TORQUE
200,201 0 200,201 0

218 OK/NG OK/NG OK/NG OK/NG

218/0 218/0 218/0 218/0

YE3(ALT0)
DAILY FRONT LH REAR LH FRONT RH REAR RH
PRODUCTION TORQUE TORQUE TORQUE TORQUE
0,175,176 175 175 175,176,178

68 OK/NG OK/NG OK/NG OK/NG

68/0 68/0 68/0 68/0
 AFTER

DRIVE SHAFT FASTENING MACHINE

YAD(S-CROSS)
DAILY FRONT LH REAR LH FRONT RH REAR RH
PRODUCTION TORQUE TORQUE TORQUE TORQUE
200,201 0 200,201,205 0

100 OK/NG OK/NG OK/NG OK/NG

100/0 100/0 100/0 100/0

YBA(BREZZA)
DAILY
PRODUCTION FRONT LH REAR LH FRONT RH REAR RH
TORQUE TORQUE TORQUE TORQUE
200,201,202,205 0 200,201,202 0

389 OK/NG OK/NG OK/NG OK/NG

389/0 389/0 389/0 389/0

YL8(ERTIGA)
DAILY
PRODUCTION FRONT LH REAR LH FRONT RH REAR RH
TORQUE TORQUE TORQUE TORQUE
0,200,201,205 0 0,200,201 0

200 OK/NG OK/NG OK/NG OK/NG

200/0 200/0 200/0 200/0

YE3(ALT0)
DAILY
PRODUCTION FRONT LH REAR LH FRONT RH REAR RH
TORQUE TORQUE TORQUE TORQUE
0,175,176 175 175 0,175,176,177

81 OK/NG OK/NG OK/NG OK/NG

81/0 81/0 81/0 81/0
 UNDERBODY TIGHTNING EQUIPMENT

YAD
DAILY
BOLT 1. RH BOLT 2. LH BOLT 2. RH
PRODUCTION BOLT 1. LH

94,95 94,95 145,146 145

94 OK/NG OK/NG OK/NG OK/NG

94/0 94/0 94/0 94/0

YBA
DAILY
BOLT 1. RH BOLT 2. LH BOLT 2. RH
PRODUCTION BOLT 1. LH

94,95 94,95 145,146 145,146

378 OK/NG OK/NG OK/NG OK/NG

378/0 378/0 378/0 378/0

YL8
DAILY
BOLT 1. RH BOLT 2. LH BOLT 2. RH
PRODUCTION BOLT 1. LH

94,95,96 94,95 94,95 94,95

203 OK/NG OK/NG OK/NG OK/NG

203/0 203/0 203/0 203/0
 TORSION BEAM BOLT TOOL
(CHASSIS-1)

YAD
DAILY LH BOLT RH BOLT
COUNT TORQUE TORQUE
0,4828,8161,10000-10009, 0,9860,9935,10000-10009,
10100-10108 10100-10105,101008,100109

556 OK/NG/VTS OFF OK/NG/VTS OFF

546/8/2 551/5/0

YBA
DAILY LH BOLT RH BOLT
COUNT TORQUE TORQUE

0,4787,5877,5883,6016,6668,6673,
9621,10001-10009,10101-101009 0,4945,5175,5968,6204,7354,
10200,10201 7532,7584,8354,9671,9688,9924,
9929,9993,9998,10000-10009,
10100-10108
2261 OK/NG/VTS OFF OK/NG/VTS OFF

2230/25/6 2236/17/8

YL8
DAILY LH BOLT RH BOLT
COUNT TORQUE TORQUE
 0,6393,6583,7273,7653,11901,13604,
0,13700-10709,13800-13809, 13700-13709,13800-13809,
13900-13902,13905 13900-13903,13907,13908,
14000,14002

1480 OK/NG/VTS OFF OK/NG/VTS OFF

1474/6/0 1450/25/5

YE3
DAILY LH BOLT RH BOLT
COUNT TORQUE TORQUE

NA NA

302 OK/NG/VTS OFF OK/NG/VTS OFF

NA NA
 FILLING REPORTS

LLC MACHINE

AC MACHINE
BRAKE FLUID

The filling equipment reports include AC machine, LLC machine, Engine oil machine,
Transmission oil machine, Brake fluid etc. The vacuum levels, leak levels are tracked on the
daily basis and a reports are made daily to track the NG model codes. After that the NG
products are reported to the maintainence staff. Further the maintainence team check the leak
levels and vacuum levels of the machine so that it does not approve the NG pieces anymore.
All the vehicles produced should be produced from the OK machines. The main objective of
these reports is to check the NG machines and immediately without any delay check the
machine and not to produce any NG product again.
FINAL EQUIPMENT REPORT
MACHINES PRESENT REASON PROPOSED
CONDITION SOLUTION

SPINDLE MTG. BOLTS DESIGN NOT OK PRODUCING MAINLY 5 BOLT

WHEEL NUT BROKEN FR3EQUENTLY FOR MTG. PITCH VEHICLES SO
FASTENING BOLTS DUE TO MACHINE MAY BE WITH
CHANGE OVER 4 ONLY 5 BOLTS OPTION
EQP. TO 5 BOLTV
SPINDLE TRAVELLING
CABLE FAILURE PITCH
(ATLAS (ISSUE ALREADY RAISED
COPCO) WITH MAKER)
CABLE QUALITY
NOT GOOD

AC GAS NIL DUE TO: GUN SPECIAL GUN TO BE

AC-LLC FAULT PROVIDED HAVING
VACUUM FAULT COUPLER LOW WEAR AND
LEAK CHECK MALFUN TEAR OF SEALS AND
FAULT CTIONIN HOUSING
G DUE TO COUPLER QUALITY
ND8 OIL AND MAINTENANCE
NOT IN SYSTEN TO BE
USE4 REINFORCED
PROPERL
Y
BRAKE OIL NIL DUE TO: PNUMATIC AND
EXISTING VALVE-
BRAKE OIL FLUID VALVE S5100 TO BE
VACUUM FAULT
FILLING LEAK CHECK
MALFUNVTIONI
NG
REPLACED WITH
VQ7-6-FGS
FAULT TOTAL VALVES-96
PRESSURE ALREADY
SHORTAGE REPLACED-76
PLANNED(IN
SHUTDOWN)-20
STANDBY VACUUM
PUMP INSTALLATION
FOR COMMON TANK