NATIONAL INSTITUTE OF TECHNOLOGY

ROURKELA

A Report on “Summer Internship” undertaken at

Sipradi Trading Pvt. Ltd.

By

Manish Kumar Singh

(Roll no.: 116ME0499)

A REPORT
SUBMITTED TO NATIONAL INSTITUTE OF TECHNOLOGY, ROURKELA
ON THE SHORT-TERM INDUSTRIAL/RESEARCH EXPERINCE FOR
BACHELOR’S DEGREE IN
MECHANICAL ENGINEERING

DEPARTMENT OF MECHANICAL ENGINEERING

ROURKELA, ODISHA, INDIA

OCTOBER, 2019
ABSTRACT

Department of Mechanical Engineering, National Institute of Technology, Rourkela not

only focuses on the theoretical subjects, but also gives equal importance to practical
knowledge. To make students familiar to the workspace of their field and to give them
clear concept of practical knowledge, industrial training of 2 months period is assigned
during the last semester. This makes confident and familiar to the working environment
when students are recruited to different types of their respective workspace.

The prime objective of selecting Sipradi Trading Pvt. Ltd. for training is that it is one of
the most reputed and the sole distributor of the vehicles of TATA Motors of the country
with modern facilities, services and equipment’s. Two months long internship was
assigned at Sipradi Trading Pvt. Ltd., during which I got to chance to learn and have a
real life experience of working under a firm organizational structure, I gained knowledge
about the workings and problem diagnosis of automobiles and how to enhance the work
efficiency to improve the work standards.

During these two months of training I have not only broadened my practical knowledge
about the automobiles but also learned many things about working field like creating right
environment at right time, assigning jobs, dealing customers, working as a team and most
of all customer satisfaction. I have also learned to work under the pressurized situation
and to get things done in a limited time frame. I also learned about the jobs, duties and
responsibilities as an engineer in an industry like automobile workshop.

The report briefs about the company’s profile, workshop layout, infrastructures and the
task I have accomplished there as an intern. It contains details on different technology
we have learned about, case study I have done on various jobs to understand the
system and diagnosis of the problem. It further consists details about different
organizational activities, process and various aspects of company culture, norms and
ethics that I had observed and it also consists details about the training methodology and
the outcomes of my industrial training.

ii
 ACKNOWLEDGEMENT

Foremost, I would like to thank Sipradi Trading Pvt. Ltd, CVD-I section, Naikap, for
providing an opportunity to complete my internship. I have taken efforts in this report.
However, it would not have been possible without the kind support and help many
individuals and organization. I would like to extend my sincere thanks to all of them.

I forward my vote of thankfulness and gratitude towards my supervisor and Workshop

manager Mr. Raja Ram K.C who motivated and helped me in my Industrial Training. I
would like to express my thankfulness to Sipradi Training Center for making this
internship possible and the Training and Placement Center NIT Rourkela, for giving me
opportunity to learn and be familiar with professional life. I would also like to thank all
the Service Engineers (Mr. Tariq Alam, Mr. Pradeep Adhikari, and Mr. Pratik Bhattarai)
Technicians (Mr. Tulsi Ram Paudel, Mr. Raj Kishor Mahato, Mr. Uttam Mainali, Mr.
Ramesh Basnet, Mr. Mohan Prd. Chaudhary, Mr. Lila Nath Phuyal, Mr. Surya Brd.
Khatri, Mr. Anil Thapa, Mr. Buddhi Bdr. Khatri, Mr. Ghuman Ghising, Mr. Surendra
Shrestha, Mr. Sitaram Magar, Mr. Arun Saru Magar, Mr. Pradeep Roka), Spare Parts
(Mr.Sabin, Mr. Ankit & Mr. prabin) and other employees (Operator, Accountant, Driver,
CRO, Washing, Cleaning) at Naikap who assisted & facilitated with all the required
information.
 TABLE OF CONTENTS
Abstract
Acknowledgement
Table of Contents

CHAPTER ONE: INTRODUCTION

1.1 Objectives
1.2 Scope of study
1.3 Introduction to Company
1.4 Introduction and History of brand

CHAPTER TWO: METHODOLOGY AND WORKSHOP OVERVIEW

2.1 Technical Specification of Company
2.1.1 Service Department
2.1.2 Workshop layout
2.1.3 Workflow Operations
2.2 Customer Company relations
2.3 Warranty Procedure
2.4 Work Done in Workshop
2.5 Special tools and Work Handling Equipment
2.6 On-board diagnostics
2.7 Inventory management
2.8 Quality Management
2.9 Performance appraisal and motivation

CHAPTER THREE: INTERNSHIP DETAILS

3.1 Brief Overview of Internship
3.2 My role in the workshop
3.3 Internship Methodology
3.4 Internship details and findings
3.5 Frequently arising problems
3.6 Work and time efficiency
3.7 Gant chart
CHAPTER FOUR: ASSIGNMENTS/ACTIVITIES/PROJECTS UNDERTAKEN
4.1 About G750 6 Speed Gearbox
4.1.1 Introduction
4.1.2 Failures
4.1.3 750 Gearbox Diagnosis
4.1.4 Repair Description
4.1.5 Time Division
4.1.6 Conclusion

4.2 Case Study of BSIV Regulations

4.2.1 Introduction
4.2.2 History
4.2.3 Emissions
4.2.4 BS Norms
4.2.5 Modes of Achieving BSIV Norms
4.2.5.1 Selective Catalytic Reduction
4.2.5.2 Exhaust Gas Recirculation
4.2.6 Problems in BS4 Vehicles
4.3 Safety at an Automobile Workshop
4.3.1 Introduction
4.3.2 Types of Hazard
4.3.3 Modes of Hazard
4.3.4 Unsafe acts
4.3.5 Types of hazard at an automobile workshop
4.3.6 Identification of Hazard
4.3.7 Key questions asked
4.3.8 Elimination of Hazards and Risks
4.3.9 Hazard identification and prevention at Sipradi Naikap
4.3.10 General Preventive measures.
4.4 Case study on Wheel Alignment
4.4.1 Introduction
4.4.2 Steering and Suspension System
4.4.3 Different steering and suspension parameters
4.4.4 Problem tree
4.4.5 Wheel alignment Procedure
4.4.6 Generation of report

CHAPTER FIVE: CONCLUSION AND RECOMMENDATION

5.1 SWOT Analysis
5.2 Conclusion
5.3 Recommendation

References

ANNEX
 CHAPTER ONE
INTRODUCTION
1.1 Objectives

1.1.1 General objectives

The general objective of Summer Internship was to expose our self to actual
working environment under a firm organization and enhance the knowledge and
skill acquired from theoretical knowledge and to put it in actual practice.

1.1.2 Specific objectives

• To gain knowledge about the automobile industry in Nepal.

• To cultivate my leadership ability and responsibility to perform and execute
the given task in a limited timeframe.
• To build the strength, teamwork spirit and self-confidence.
• To enhance the ability to improve creativity, skills and expressing ideas.
• To perform hands on practice within a real job situation.
• To fulfill the requirement of the internship program.

1.2 Scope of study

During my industrial training I was involved in technical work. This report contains the
project and daily mechanic work I have done during my internship period. Also, the
management works that I have observed and the details about Sipradi Naikap CVD-I and
its culture. The report also contains our experience that was gained during the internship
period to fulfill the Internship objective.
1.3 Introduction to Company

SIPRADI TRADING PVT. LTD.

(Fig 1 Sipradi Trading Pvt.

Ltd. Naikap)

SIPRADI is a major player in AUTOMOTIVE & ALLIED business, one of the

largest and most driving brand in Nepal. 37 years down the line, Sipradi has
exceeded USD 350 million annual revenue and growing rapidly in automotive,
lubricant, financial service and equipment business sectors. It has more than 750
employees and over 650 support staff working to accomplish a shared objective -
-To deliver quality products and services while adding synerg y to the growth of
overall brand value.

Sipradi Trading Private Ltd (STPL) has been a sole distributor of Tata Motors Ltd.
India, for Nepal since 1982 and certified with ISO 9001:20 16. The company has
been providing Sales, Services and Spare parts, facilit y for the full range of Tata
Motor’s commercial as well as passenger vehicles. The company has immense
networks throughout Nepal having 22 sales network offices and 25 service centers
dedicated to Commercial vehicles, 16 showrooms and 25 service centers de dicated
to Passenger Vehicles and allocated 300 spare parts outlet across the country.

Sipradi is also an exclusive distributor of Mak Lubricants, Michelin tires, Exide

batteries and other various line of products. Sipradi Earthmovers distributes heavy
construction equipment manufactured by Tata-Hitachi. Sipradi Auto parts has
dealership with garage equipment’s and genuine spare parts fr om Tata Motors, it
is the market leader in its segment. Established with a view to revolutionize the
pre-owned vehicle industry in Nepal, Sipradi Assured is the latest addition to the
Sipradi family.
1.4 Introduction and history of brand

TATA MOTORS

(Fig. 2 Logo of TATA Motors)

Part of the USD100 billion Tata group founded by Jamsetji Tata in 1868, Tata Motors is
among the world’s leading manufacturers of automobiles. TATA Motors believes in
‘Connecting aspirations’, by offering innovative mobility solutions that are in line with
customers' aspirations. It is India's largest automobile manufacturer, and it continues to
take the lead in shaping the Indian commercial vehicle landscape, with the introduction
of leading-edge powertrains and electric solutions packaged for power performances and
user comfort at the lowest life-cycle costs. Their new passenger cars and utility vehicles
are based on Impact Design and offer a superior blend of performance, drive ability and
connectivity.

Their focus on connecting aspirations and our pipeline of tech-enabled products keeps
them at the forefront of the market. Tata Motors has identified six key mobility drivers
that will lead them into the future – modular architecture, complexity reduction in
manufacturing, connected & autonomous vehicles, clean drivelines, shared mobility,
and low total cost of ownership. Their sub-brand TAMO is an incubating center of
innovation that will spark new mobility solutions through new technologies, business
models and partnerships.
The mission - across our globally dispersed organization – is to be passionate in
anticipating and providing the best vehicles and experiences that excite our global
customers.
 CHAPTER TWO
METHODOLOGY AND WORKSHOP OVERVIEW

2.1 TECHNICAL SPECIFICATION ABOUT THE COMPANY

2.1.1 SERVICE DEPARTMENT

With customer satisfaction as a prime motto, Sipradi Trading has established four
major workshops owned and operated by itself in Kathmandu. The three workshops
are present within the premises of head office at Naikap, another workshop at Bagdol
while the other workshop is located at Solteemode, Kalimati. The large vehicles like
Buses, Trucks, Power vehicles are serviced in CVD-I workshop. Similarly, the small
commercial vehicles like pickups, jeeps and small carrier vehicles are serviced in
CVD-II division. The third workshop at Kalimati deals with cars and private jeeps.
Apart from these three, there is also a Passenger Car Division (PCD) Shop and Pre-
Delivery Inspection (PDI) Shop at Head office where cars from TATA are serviced
as well as sold. The company has also established its branches in each of five
development regions and its authorized service centers are scattered all around Nepal.
(Tata and Bus Specifications)

2.1.2 WORKSHOP LAYOUT

(Fig 3 Workshop Layout)

 S.N Division S.N Division
1 Temple 18 System and Compliance
2 Administration Building 19 IT
3 Generator 20 Training Center
4 Smoking zone 21 Spare parts department
5 Warranty section 22 Bike Parking
6 Water treatment plant 23 Assembly area 2
7 Water tank 24 New Vehicle display zone
8 Fuel dispenser 25 Central reception
9 Fuel tank 26 CVD-I workshop
10 Wheel alignment bay 27 Store
11 Warranty store 28 CVD-II workshop
12 Union office 29 CVD-I washing bay
13 Scrap yard 1 30 CVD-II washing bay
14 Admin store 31 Compressor room
15 General store 32 Washing bay
16 CVD workshop Dumping site 33 Customer parking/Assembly area 1
17 Dumping site

2.1.3 WORKFLOW OPERATIONS

These are the following steps and procedures followed for each vehicle once it enters
the premises of Sipradi Naikap CVD-1 for its diagnosis,

• Vehicle Booking: Customer can book when their vehicle will arrive at gate to avoid a
queue or they can call to CRO to get a slot when the vehicle reaches the gates.

• Receiving vehicle at gate : Once the vehicle reaches gate, security guard check all the
periphery device of vehicle, kilometer, battery and an inventory check list are filled
indication overall condition and belongings of that vehicle.

• Receiving Customer and Opening job card: After vehicle is parked on bay, customer
is received and complain of customer is recorded by opening the job card. Job card
complain, diagnosis result, estimated cost and estimated time is enlisted in the job card.
Then the customer is guided to the waiting room.

• Monitoring work in progress: In certain time intervals progress of the work is checked
and if work is not completed as predicted, the technicians are provided additional
assistance to complete the job on time.

• Aggregate repair: After checking the progress of the work, check for requirement of
auxiliary repair is carried out. If needed, the customer is informed about it giving details
of additional cost and time. If customer agrees then the repair is carried out.
• Vehicle delivery post repair: The repaired vehicle is given 24 hours to 1-week warranty
depending on service, and if any malfunctions result during this period due to carelessness
of worker and part failure then the company provides re-repairs. This repair is called post-
delivery repair.

• Quick service repair: For vehicles like school bus, fire bus, ambulance, bull dozer, army
bus, police van and other vehicles which have limited time, a separate bay called quick
service bay is allocated to give quick repair services.

• VOR Handling: Vehicle-off Road (VOR) handling deals with the parts that are out of
stock and is needed to be recorded soon so that the job will not be stopped.

• Post-delivery feedback: At certain time intervals, after vehicle delivery, CRO calls the
customer for post-delivery feedback and checks how much customer is satisfied with
service provided.

• On Site repair: In case of sudden vehicle failure away from service centers, STPL
provides onsite repair facilities. Depending on the complain of customer, service engineer
predicts the defect and loads required tool and spare parts and sends to the field some
highly experienced technicians.

• New vehicle preparation (PDI) Pre-Delivery Inspection: Before selling new vehicles
PDI section checks all the parts and their functions. New vehicles are cleaned and repaired
or replaced if any part is damaged.

• New vehicle delivery: The new vehicle after PDI is ready for delivery with full safety
and full function.
• Service reminder: After certain time interval CRO (customer relation officer) informs
regular customer for their next schedule service time. CRO maintains close relation with
customer and also gets regular feedback.
2.2 CUSTOMER COMPANY RELATIONSHIP

Customer relationship management (CRM) is a way to managing a company’s

interaction with current and future customers. It involves using proper technology to
organize, automate, and synchronize customer service, and technical support. CRM is a
customer-oriented feature with service response based on customer input, one-tone
solutions to customers' requirements, direct online communications with customer and
customer service centers that are intended to help customers solve their issues. This is
achieved by following these methods given below
• Greeting and talking to the customer in a polite way
• Listening to their problems and then understanding it well to know what exactly
do they want
• Offering a solution which is acceptable to both the customer and company’s
benefit.
• Ensuring that the offered solution is well executed and the customer does not
encounter the same problem in a short period of time.
• Following up to the customer regarding their vehicle’s present condition to
show that we care about them equally.
Every new and old customer is handled with the phone calls. The opinion of each
customer towards the service provided to them and behavior of office personnel toward
them is collected, reported and analyzed and improvement is made each time.

2.3 WARRANTY PROCEDURE

Each customer, after purchasing a vehicle expects themselves to get a claim of warranty on
every failure or problem encountered in their vehicle. Once the claim is made, the service
engineer inspects the vehicle and checks if the vehicle is being run at proper oil levels, if the
servicing is done in time or not, if any previous problem diagnosis was properly done or not and
the vehicle abides the warranty rules.
These steps must be followed
The various on warranty services of the company are:
1) In case of manufacturing defects, labor charge and washing in first four servicing of the vehicle
is free.
2) Engine, crown, gearbox, steering pump kit and chassis has warranty life of 100000 km or 4
years, if servicing schedule is regular.
3) In case of accident, no warranty.
4) Wearing and tearing parts like clutch plate, brake pad, tyre, etc, has no warranty life.

A service manager has to follow up following steps to ensure warranty service:

1) Inspect the vehicle.
2) Prepare complain investigation report.
3) Forward the CIR to warranty department of TATA.
4) The warranty department inspects and if fault is detected, the warranty service starts.
5) The warranty service is entirely free. No billing is required. If extra faults are detected in the
vehicle then customer is informed and on his consent off warranty service is done.
2.4 WORKDONE IN THE WORKSHOP
Almost all the problems related to automobiles are solved in the workshop excepts
mechanical work like (facing, turning, pressing etc) and other works like cleaning fuel
injection pump, Steering Gearbox repairment). Each technician is well skilled to solve
the various jobs assigned to them. A senior technician looks after the different jobs done
in the workshop. After the completion of the work the senior technician inspects and
corrects, if any, the faults made by the technicians.
Common works performed on the workshop are mentioned below:
1) EFFECTIVE AND FAST SERVICING
Servicing of each vehicle is important to ensure that it functions properly without facing
any breakdown. At Sipradi, this is performed in a short time so that the customer does
not have to wait for a long time to get their vehicle serviced. Full Servicing includes the
following
• Change of air filter
• Change of engine oil
• Change of engine oil filter
• Change of fuel filter
• Change of Gear Oil
• Change of Crown Oil
• Hub Greasing

2) ELECTRICAL REPAIRS
The problems related to the ECU, MIL lights, indicators, lamps, actuator problems,
starting problems etc. comes under electrical section. Also, on board diagnostics are
performed to have a look at various vehicle parameters which are fed by the sensors to
check for faults.

3) GEARBOX DIAGNOSIS
Gearbox is used in vehicle to provide suitable variation of engine torque at different
driving conditions. Gearbox diagnosis is required whenever there is difficulty in shifting
gear and uneven noise in the gear box.
Following steps are carefully followed during gearbox diagnosis.
a) The gearbox is taken out carefully by the group of technicians.
b) It is then dismantled properly using appropriate tools.
c) The parts are cleaned with kerosene and cotton.
 d) The bearings, gear levers, gear teeth and the synchronizer are carefully inspected and
problems are detected.
e) The damaged parts are replaced and checked for warranty claims.
f) The gear box is the assembled and put back carefully after inspection.

4) ENGINE OVERHAUL
Since Engine is the most primary and important component of the vehicle, engine seizure is one
of the most challenging problem faced in the company. Whole engine failure gives rise to
engine overhaul.
Following steps must be carefully followed during this process:
a) The accessories connected to the engine block is carefully removed.
b) The engine block is then carefully taken out from the vehicle using a zip crane.
c) Dismantling of the engine is then done.
d) The engine block, crank shaft, cam shaft, etc. are dispatched for machining.
e) The machined parts are then cleaned properly by diesel and hydraulic oil.
f) The parts are then reassembled and gaskets are attached with the silicone gel to prevent
leakage and seal the components.
g) The nuts and bolts are tightened by a fixed torque wrench to a specified torque.
h) The crank shafts, pistons, cam shafts, valves, etc. are assembled carefully.
i) Valve timing is adjusted by the head technician.
j) The vehicle is the driven for the test.

5) DIFFERENTIAL GEAR DIAGNOSIS

This is mainly done when there is unwanted noise, uneven play and jerks in the
differential. These problems appear due to poor crown oil, corrosion abrasive wear in
gear teeth and wear down of bearings. The differential crown must be overhauled and
inspected for the same.

6) BRAKE REPAIR
One of the most common problem in vehicles is inefficient braking. This usually occurs
if the brake lining is worn out after a certain period of time and it looses sufficient
traction between itself and the brake drum. Other problems can be due to a faulty brake
pedal or due to the drop of pressure in the brake master cylinders.
7) STEERING SYSTEM CHECKUP
Commonly used steering mechanisms in TATA vehicles is steering gear box system.
During our time at the workshop, mostly encountered problem was related steering gear
box system (the repair of steering gear box was done outside Sipradi and fitting was
done by technicians in workshop). Most of the problems in the steering was due to the
breakdown of steering pump. The steering column of also frequently checked during
maintenance. For smooth steering operation, the automatic transmission fluid and filter
should be frequently changed. The fluid should be at the optimum operating level.

8) CLUTCH PLATE DIAGNOSIS

Clutch engages and disengages power transmission during gear change. The most used
type of clutch in TATA Vehicle is single plate clutch. After certain use the clutch plate
wears down and loses the ability to grip. Half pressing of clutch pedal results in quick
clutch wear. Moreover, the clutch life depends on the driving style.

9) FUEL INJECTION PUMP Diagnosis

The FIP is generally not opened at Sipradi but the starting problems which arises due to
the fuel not reaching the engine cylinder is repaired by checking if the pressure is being
generated by the pump or not, or due to faulty fuel lines and strainers etc.

10) WHEEL ALIGNMENT

Wheel alignment means wheel moving straight ahead the wheel should be parallel. The
camber angle, caster angle and toe angle are adjusted during wheel alignment. Tyre wear
and uneven pulling of tyres results in need of wheel alignment. It is done whenever
required, before long journey and whenever tyres are changed. As we have done case
study in Wheel Alignment of 3718c Model vehicle details about wheel alignment can be
seen in particular topic
2.5 SPECIAL TOOLS AND WORK HANDLING EQUIPMENTS

• Pneumatic Gun
STPL uses pneumatic gun in its workshop. PCD and CVD both workshops are well
equipped with pneumatic gun, which has made work easier and faster. For tightening
and to lose the nuts and bolts with this equipment is used. While disassembling the tire,
the nuts are to be dismantled and for assembling, the nuts are to be screwed. Similar
procedure applies for other nuts and bolts combinations. For this job Hub, nut opener/
closer is used. This operates with the help of the compressed air, which is supplied by
the compressor. This equipment is easy to operate and does not require large effort to
loosen or fasten the nuts and bolts using respective sized socket.
• Hydraulic zip cranes
Hydraulic zip cranes is used to load and unload the engine or any heavy component like
gearbox or differential to or from the vehicle for maintenance. Since engines are heavy
for an individual to carry, the lifter jack has reduced the manpower, their effort and
consequently time. It is a hydraulic jack with simple modification to fit the job.
• Crocodile Jack
It is a form of hydraulic jack which is use to lift vehicles so that the technicians can
have a better look and more space beneath the vehicle. It can easily lift 5-20 ton of
weight.
• Hub and bearing pullers
These are tightly fit in the component with very high tolerance and it is not easy to pull
them with conventional methods. So bearing and hub pullers are used to conveniently
pull them without having to use much physical efforts.
• Feeler gauge
It is used to measure tight clearances, especially in rocker arm of engine head.
• Oil filter wrench
It is made up of a chain to get a proper grip in components which have a cylindrical
shape like oil filters.

(Fig 4 FeelerGauge) (Fig 5: Pneumatic Gun) (Fig 6: Bearing Puller)

2.6 ON BOARD DIAGNOSTICS

The vehicles today are well equipped with electronic systems like sensors, actuators and control
units which reads the vehicle’s performance and necessary data to detect faults and check if it is
running normally. At Sipradi, the electronics team uses TATA Diagnostic system which
comprises of Samtec Software for diagnosis of BSIII vehicles and Insite for BSIV vehicles.
These software generally read the data from the ECU which governs the various sensors in the
vehicle and displays the data on the computer according to which the technician can locate the
exact problem and execute the necessary diagnosis which is also given by the software.

(FIG- TATA DIAGNOSTIC SYSTEM SAMTEC SOFTWARE)

2.7 INVENTORY MANAGEMENT

Inventory management is the most challenging aspect of any organization as it is very difficult
to predict exact amount of future requirement of parts. In STPL the future demand is predicted
by the trend present in previous actual data. The inventory levels are checked periodically and
as inventory level reaches below certain limit the parts are reordered. So there is no exact model
of inventory record instead it follows the modified model. In STPL inventory parts are managed
into 3 groups depending mostly on the usage rate of the parts and cost of the part in some
extend. The inventory items groups are as follows:

1. ‘A’ Class Inventory

This inventory group consists of highly moving parts that is needed frequently in almost all
types of vehicles during regular servicing. ‘A’ class inventory covers the highest cost. This
group of inventory is predictable from previous data. Example: Air filter, Diesel filter,
engine oil, etc. lies in ‘A’ class inventory. These cover about 70% of the total sparepart
revenue.

2. ‘B’ Class Inventory:

This inventory group consists of highly moving parts that fails frequently but need to
replace less frequently than ‘A’ Class parts. Example: Brake liner, Gears, etc. lies in ‘B’
Class Inventory. These inventories are relatively predictable. These cover about 20% of
the total sparepart revenue

3. ‘C’ Class Inventory:

This inventory group consists of moderate moving part that does not fail frequently. „C‟
Class inventory covers moderately little cost. These inventories are not predictable. It
consists of parts like bush bearing, rings, sims , engine components etc. These cover
about 10% of the total spareparts revenue.

Spare parts Sales

10.00%

20.00%

70.00%

Class A Class B Class C

(Fig 8 Spare parts sale chart)

2.8 QUALITY MANAGEMENT

Tata Motors is a great source of inspiration for Sipradi Trading when quality and customer
satisfaction is concerned. Since STPL is the only authorized distributor of Tata automobiles in
Nepal, the customer dealing activity is of great significance for Sipradi to maintain the brand
impression of Tata Motors. Besides, with years of experience, Sipradi itself has established a
prestige of its own in Nepal through its highly successful customer service.. The customer’s
complaint and inquiries are given highest priority and all steps in the book are taken to make sure
that the customer is satisfied with the service.
One of the methods of determining an organization’s approach to its business is to evaluate its
workplace organization capability & visual management standards.
The Kaizen method of continuous incremental improvements which is followed at Sipradi Pvt. Ltd.
is an originally Japanese management concept for incremental change which is gradual, continuous
and focuses on improvement. The Kaizen philosophy lies behind the elements of K, which are
quality, effort, involvement of all employees, willingness to change and communication. The
foundation of the Kaizen method consists of 5 founding elements:
1. Team work
2. Personal Discipline
3. Improved morale
4. Quality circles
5. Suggestions for improvement.
Out of this foundation, three key factors in K. arise:
-Elimination of waste and inefficiency
- Kaizen 5S framework for good house keeping
1. Seiri- Tidiness
2. Seiton- Orderliness
3. Seiso- Cleanliness
4. Seiketsu- Standardized clean-up
5. Shitsuke- Discipline.

(Fig 9: Kaizen 5s Principle)

2.9 Performance appraisal and motivation

Motivation is one of the key towards uplifting and boosting the performance of a worker in any
field and since the workers are the core component which holds the company, it is necessary to
keep each worker motivated so that they enjoy working in their environment with their best
efficiency. A performance appraisal is a regular review of an employee's job performance and
overall contribution to a company. Timely assessment of the performance of every staff has to
be done to identify and boost up the motivation level. Sipradi identifies this need and hence, the
staffs of every level are offered trainings in Tata's factories in India at regular intervals. These
trainings not only help increase the technical knowledge of the staff but also help to increase
their confidence level which ultimately aids in increasing the effectiveness and performance
level of the company. Besides training, incentives and bonuses are provided by the company in
special occasions as well as regular salaries.

Special facilities like health insurance are also offered timely and provisions of leave grants are
also provided whenever required.
Sipradi also treats its workers by giving special gift hampers to the workers who are the most
sincere in housekeeping, who uses special tools, abides the rules of safety, etc. with gifts like
special t-shirts, a distinguishable safety helmets, movie tickets etc. These pushes the workers to
work efficiently not only for the company but also for themselves.

(Fig 10-Components of Performance Appraisal)

CHAPTER 3 INTERNSHIP DETAILS AND FINDINGS

3.1 BRIEF OVERVIEW

I was placed in CVD-I workshop at Naikap during my internship, which deals with the
diagnosis and management of heavy commercial vehicles of TATA Motors. The internship
started from 13th May, 2019 to 9th July, 2019. The work hour was 9:30 am to 5:30 pm with a 45
min break at 1 pm for lunch. There was a total of 6 working days with Saturday holiday.
Apron and shoe were compulsory while working in the workshop since safety is the prime
factor considered of each worker.

Our major objectives during the internship were:

• To relate classroom learning to real world experiences.

• To learn as well as practice the various workshop operations performed in vehicles.

• To enhance knowledge on automobiles and its various parts through practical work and
real on-floor training.
• To develop skills to troubleshoot any kind of problem in a vehicle.

• To be familiar with work environment in automobile service industry and communicate

with the real-world people.
• To understand the management of workshop and its operation

3.2 My role in Service Center

I was designated as a trainee during our internship. My major duty was to assist the technicians
in their work and understand the diagnosis of different problems, how it occurred and what can
be done to correct and prevent it. I spent majority of the training period by physically
participating in the maintenance works of the vehicles along with the technicians. This gave us
an opportunity to study and understand the working mechanisms of automobiles, various
problems that arise in them, their diagnostics and repairs as well as the maintenance of vehicles .
3.3 Internship Methodology

The internship started with a brief overview given by our in charge Mr. Rajaram K.C.
(workshop manager), of the workshop, the work processes which happened there and the safety
measures one must abide to, the rules and regulations and familiarization with the technicians. I
was assigned freely on the floor so that i could learn from every technician regarding vehicle
diagnosis throughout the course of the internship. The trainees were always welcomed to
question any service engineer or technician about any query related to the vehicles or the
workshop.
I got to know about the various aspects of the vehicles and the basic functionalities. Throughout
the following weeks, with close guidance from the service engineer and the technical advisors,
we learned the basic service procedure of the vehicles and about the various technologies used
to achieve the proper and efficient outcomes. The different case we encountered during our
Training are listed in the daily log Sheet.

3.4 DETAILS AND FINDINGS OF DAY TO DAY WORK

S. N Servicing Kinds Inside Servicing Standard Time (in hrs.)

1 SSC (Fuel filter, Oil Filter, Air 30 mins

Filter, Engine oil) Change

2 Gear shifting (clutch plate thickness, clutch pedal, clutch master cylinder, 30 min
difficulty hydraulic fluid level check)

3 Cooling System Coolant leakage, level of coolant, condition of radiator, Inspection (10 min)
Radiator cleaning is
Engine overheating, Thermostat valve not working, Pressure
outsourced so it depends
cap not working, water pump working condition
Others instillation (1 hr)

4 Steering System Hydraulic fluid level, Steering gearbox inspection, vane Steering gear box
pump inspection, Tie rod inspection outsourced (so it
depends)
Inspection 30 min
Maintenance (45min)
5 Braking System Brake lining, vehicle running hour for hub greasing, Drum 4hr 30 mins
and Hub greasing inspection (Drum boring is
outsourced so it
depends)
6 Electrical System Motor, Solenoid change, ….
alternator

damage, starter motor damage

 7 Power Train (Gearbox Overhaul) 7
(Gear Box change, clutch plate is
Overhaul) included here, synchro cone
and ring, shifting fork damage, gear teeth
broken, selector shaft damage, bearing

8 Engine overhaul Gasket, piston, valve, crank pitting, carbon deposit in bore Depends upon the
are inspect availability of parts and
engine head honing is
outsourced

3.5 Frequently arising Problems

S. N Problems Frequency (on average per Frequency (on average

day) per week)

1 Gear shifting hard/Clutch plate 3 18

2 Servicing 8 44

3 Engine Oil Leakage 3 15

4 Coolant Leakage 1 6

5 Brake Related 3 18

6 Poor pick-up 3 18

7 Under Carriage Noise 2 11

8 Engine Overhaul - 2

9 Wheel Alignment - 2

10 check lights 5 30

1 Fluids leakage (brake, power steering) 2 10

Table 1 Problems and their rates per day

This table helps to know about the spare parts that should be quickly asked and allocated more often in
the inventory.
 3.6 WORK AND TIME EFFICIENCY

In order to have continuous cycle of vehicle repairs, it must be ensured that the repair is done in
its respective time and even quicker so that queue of vehicle time reduces and customer does not
have to wait more than required. This is done by sequentially ordering the vehicles which
requires a comparably longer time in specific bays and the ones which have minor repairs as
faster priority.

The major time lag that was observed was in the following cases-

• Parts Unavailability

• Additional Repair/Ancillary Work

• Customer Decision Pending

• Technician Efficiency/Improper Job Allocation

• Improper Bay Management

• Limited special Tools

• Lack of facility (machining on lathe, FIP overhaul, engine, steering gearbox repair,
gearbox casing repairs etc.)

3.7 GANT CHART

MAY JUNE JULY

SL

Weeks- 1 2 3 4 1 2 3 4 1 2 3 4
>

Workshop
floor work

Project
work

Literature
Review

Report
Submission

(Fig 11- Gant Chart)

 CHAPTER FOUR PROJECT DONE DURING INTERNSHIP

4.1 ABOUT G 750 6 SPEED GEARBOX

4.1.1 INTRODUCTION

G 750 6 Speed gearbox is fitted with full remote gear shifting arrangement. Gear shift lever
projects up through engine hood in a very convenient position close to driver’s seat. The
selection and shifting motions of gear shift lever is transmitted through Turning tube, Link rod
and shifting lever to the Selector & Shifter shaft in Top cover. One of the ends of Link rod acts
as pivot for the Link rod and it swings in the area around the other end. Selection motion of the
gear shift lever causes Selector shifter shaft to move in and out of the top cover. Shifting motion
of gear shift lever causes selector shifter shaft to rotate.
There are four shifter shafts for shifting to reverse, 1st/2nd, 3rd/4th & 5th/6th gears. Respective
Shifter forks & shifter dogs are fixed on to the Shifter shafts by means of Spiral pins.
Interlocking is accomplished by an interlock finger in top cover for all forward gears and
reverse gear.
All the shifter shafts are held in position by means of spring-loaded detents. A total of four
detent assemblies are used.
When the gear shift lever is moved for shifting, the rotary motion of the selector & shifter shaft
causes the shifter finger also to rotate. The rotary motion of shifter finger is further translated to
sliding movement of the shifter dog. As both shifter dog & shifter fork are fixed on shifter shaft,
the shifter fork also slides along with the shaft leading to engagement of shifter sleeve with the
synchro ring and completes the shifting.

4.1.2 FAILURES IN 750 GEAR BOX

G 750 gearbox is generally used in heavy commercial vehicles, like 3118c, 2518c trucks. These
vehicles are used in rough terrain of Nepal. In the list of surveyed vehicles most of them were
used for transporting goods from southern region of Nepal to the capital. The road conditions,
mishandling of vehicle, and overloading seems to be the primary causes of failure in most
gearbox. The following table lists the vehicles with gearbox failures and their failure
description.
S. N Vehicle Registration Problems
number (Model
number)
1 2253 (M-3118) • Main Shaft
• Counter shaft-2
• Synchronizer cone
2 (m-3118) • Main Shaft
• Synchronizer cone
3 8971 (m-3118) • Taper roller bearing
• Idler gear
• 5th number gear
4 Lu 2 kha 341 • Counter shaft’s 2,4 number gears.
5 Na 7 kha 476 • Counter shaft’s 1,3,6 number gears
• Drive shaft
• Main shaft’s 2nd gear
6 Lu 2 kha 273 • Main shaft
• Drive shaft
7 Na 6 kha 6018 • Main shaft
• Drive shaft
• Counter shaft’s 1,2,6 number gear
• Main shaft’s 1st gear
8 1034 • Drive shaft
• Idler gear
• Tapered roller bearing
• Counter shaft
• Main shaft’s 4,5 number gears
9 859 • Main shaft’s 2,4,5 number gears
• Drive shaft
10 Na 5 kha 9587 • Counter shaft’s 2,3,4,5 gears
11 Ba 6 kha 5721 • Drive shaft
• Drive shaft’s roller bearing
12 Na 6 kha 6724 • Drive shaft
 • Counter shaft’s 2,3,4,6 gears
• Main shaft’s 1,2,3 gears
• Main shaft
13 Na 6 kha 0094 • Drive shaft
• Main shaft
• Synchronizer cone
14 2899 • Counter shaft’s 2,3 gears
• Main shaft’s 2,3 gears
15 Na 3 kha 3422 • Counter shaft’s gear pitting of 2,3 gears
• Main shaft’s roller bearing
16 Na 6 kha 2788 • Drive shaft
• Counter shaft’s 2,3 gears
• Synchronizer cone
17 Na 6 kha 3113 • Main shaft’s 2,3 number gears
• Drive shaft
• Counter shaft’s 2,3 gears
• Synchronizer cone

Table 2 List vehicle no and their Problems

It can be seen from the above table that most of the failure occurs in main shaft, driveshaft and
counter shaft’s gear no 2 and 6. The possible cause for the failure of the main shaft and the drive
shaft is the contact surface between two shafts is held is position by roller bearings, which
maintain the surface contact with both of the shafts and when pitting occurs in any part of the
mechanism the chips in the lubricant are passed in between the mating surface which degrades
both shafts.
 Failure Rate of Different Parts

Synchronizer cone

Drive shaft

Counter shaft

Main shaft

0 2 4 6 8 10 12 14 16 18

Column1 Damage occurred total

Figure 12 Failure Rate of Different Parts

It can be observed from the above table that the most common failure is observed in drive shaft, main
shaft and gear no. 2, 3, 6 of counter shaft.

SOME PART FAILURES

Figure 13 Failure of Spigot End

Figure 14 Failure of 2nd Gear of counter shaft

Figure 15 pitting in gear 4th

 Figure 16 Erosion in drive shaft

Figure 17 Breakage of teeth in 2nd gear of counter shaft

4.1.3 750 GEARBOX DIAGNOSTICS

Failure of gearbox is detected early on through noise and vibration in the vehicle. Difficulty in
engaging the gears or slippage of gears also signal the failure. Following are the common
diagnostic guideline to pinpoint the failure.
NOISE FROM GEARBOX

- The needle bearing of the respective gear in the main shaft is seized
- Breakage of gear tooth or pitting of gears
- Spigot end of main shaft worn out
- Main shaft, counter shaft or drive shaft bearing seized.
- Drive shaft’s tapered roller bearing seized
- Damaged or broken idler gear

SLIPPAGE OF GEAR

- Shifter fork bent or worn out

- Shifter spring weak or out of bound
- Engaging gear face worn out.
- Shifter sleeve spline worn out.
- Main shaft gear’s dog teeth worn out or damaged.

FAULTY GEAR ENGAGEMENT-

- Clutch adjustment problem.

- Synchronizer cone worn out.
- Retention pin not in place or loosely attached.
- Shifter fork spring weak or faulty.
- Shifter block faulty or worn out.

4.1.4REPAIR DESCRIPTION

The vehicle in the workshop goes through repair and re-installation. The steps and time-
consuming portions of the repair procedure that were observed are listed below.
1) Removal of gearbox from vehicle
2) Disassembly
3) Washing of parts
4) Identification of faults and acquisition of parts from inventory
5) Assembly
6) Installation of GB on vehicle
7) Test

4.1.5 UNUTILIZED TIME

• Parts Unavailability
• Additional Repair/Ancillary Work
• Customer Decision Pending
• Technician Efficiency/Improper Job Allocation
• Improper Bay Management
• Limited special Tools

The table below lists the time consumed in repair steps and record of unutilized time throughout
the procedure. Time taken to repair the gear box were noted and listed to figure out the average
period of productive time vs. nonproductive time.

SN. 1 2 3 4 5 6 7 8
A 90 30 45 35 90 35 10 175
B 40 35 50 43 96 40 13 50
C 45 27 50 50 85 40 10 85
D 40 35 40 40 80 37 15 135
E 50 33 55 38 80 45 12 25
AVERAGE 53 32 48 42 87 40 12 94

Table 3 Time consumed in repair(Mins)

Average duration of different steps of the

repair process

1 2 3 4 5 6 7

Figure 18 Average duration of different steps of the repair process

 TIME DIVISION OF PRODUCTION
AND UNPRODUCTIVE ACTIVITIES
Unproductiv
e Time
30%

Productive
time
70%

Figure 19

Time division of production and unproductive activities

It was observed that most of the nonproductive time was spent on waiting for the spare
parts arrival, wait for the decision of customer, gathering special tools and equipment. If
these problems can be addressed the time required to repair/overhaul the gearbox can be
hugely reduced.

4.1.6 CONCLUSION

• Out of the given number of gearboxes observed, it is found that gear number 2,3,6
of counter shaft, main shaft’s 2,3 gears, this occurs probably due to carrying load
which is greater than its capacity and due to starting the vehicle in 2 nd gear under
heavy load.
• Spigot end wear of main shaft due to the wearing out of roller bearing also
damages the drive shaft. This is generally due to the design defect in the bearing
between drive shaft and main shaft.
• Road conditions, over-loading of vehicles, mishandling of the vehicles are main
reason for the failure.
4.2 CASE STUDY OF BS-IV REGULATION

4.2.1 INTRODUCTION

Bharat stage emission standards {BSES} are emission standards instituted by the Government of
India to regulate the output of air pollutants from internal combustion engines and Spark-ignition
engines equipment, including motor vehicles. The standards and the timeline for implementation
are set by the Central Pollution Control Board under the Ministry of Environment & Forests and
climate change.

The standards, based on European regulations were first introduced in 2000. Progressively
stringent norms have been rolled out since then. All new vehicles manufactured after the
implementation of the norms have to be compliant with the regulations. Since October
2010, Bharat Stage (BS) III norms have been enforced across the country. In 13 major
cities, Bharat Stage IV emission norms have been in place since April 2010 and it has been
enforced for entire country since April 2017. In 2016, the Indian government announced that the
country would skip the BS-V norms altogether and adopt BS-VI norms by 2020. In its recent
judgment, the Supreme Court has banned the sale and registration of motor vehicles conforming
to the emission standard Bharat Stage-IV in the entire country from April 1, 2020.

On November 15, 2017 The Petroleum Ministry of India in consultation with Public Oil
Marketing Companies decided to bring forward the date of BS-VI grade auto fuels in NCT of
Delhi with effect from April 1, 2018 instead of April 1, 2020. In fact, Petroleum Ministry OMCs
were asked to examine the possibility of introduction of BS-VI auto fuels in the whole of NCR
area from April 1, 2019. This huge step was taken due the heavy problem of air pollution faced
by Delhi which became worse around this year. The decision was met with disarray by the
automobile companies as they had planned the development according to roadmap for 2020.

The phasing out of 2-stroke engine for two wheelers, the cessation of production of Maruti 800 &
introduction of electronic controls have been due to the regulations related to vehicular emissions.

While the norms help in bringing down pollution levels, it invariably results in increased vehicle
cost due to the improved technology & higher fuel prices. However, this increase in private cost
is offset by savings in health costs for the public, as there is lesser amount of disease
causing particulate matter and pollution in the air. Exposure to air pollution can lead to respiratory
and cardiovascular diseases, which is estimated to be the cause for 6.2 lakh early deaths in 2010,
and the health cost of air pollution in India has been assessed at 3% of its GDP.
4.2.2 HISTORY

The first emission norms were introduced in India in 1991 for petrol and 1992 for diesel
vehicles. These were followed by making the Catalytic converter mandatory for petrol vehicles
and the introduction of unleaded petrol in the market.

On 29 April 1999 the Supreme Court of India ruled that all vehicles in India have to meet Euro I
or India 2000 norms by 1 June 1999 and Euro II will be mandatory in the NCR by April 2000.
Car makers were not prepared for this transition and in a subsequent judgement the
implementation date for Euro II was not enforced

In 2002, the Indian government accepted the report submitted by the Mashelkar committee. The
committee proposed a road map for the roll out of Euro based emission norms for India. It also
recommended a phased implementation of future norms with the regulations being implemented
in major cities first and extended to the rest of the country after a few years.

Based on the recommendations of the committee, the National Auto Fuel policy was announced
officially in 2003. The roadmap for implementation of the Bharat Stage norms were laid out till
2010. The policy also created guidelines for auto fuels, reduction of pollution from older
vehicles and R&D for air quality data creation and health administration.

4.2.3 EMISSIONs

Types of emission-
➔ Exhaust emission
➔ Non-exhaust emission

EXHAUST EMISSION

➔ Carbon monoxide (CO)

➔ Carbon dioxide (CO2)
➔ Unburnt hydrocarbon (HC)
➔ Oxides of Nitrogen (NOx)
➔ Particulate
➔ Volatile organic compounds
➔ Oxides of Sulphur (SO2)
➔ Lead oxide
4.2.4 NORMS

Regulation Test Cycle CO HC NOx PM

Carbon Hydrocarbon Nitrogen Particulate
Monoxide Oxide Matter
BS III Stationary 2.1 0.66 5 0.1
Transient 5.45 0.78 5 0.16
BS IV Stationary 1.50 0.46 3.5 0.02
Transient 4.00 0.55 3.5 0.03
BS V Stationary 1.50 0.46 2.0 0.02
Transient 4.00 0.55 2.0 0.03
(Above mentioned values are in g/kWh)
Table 4 Norms of Bharat Standard

4.2.5 MODES OF ACHIEVING BS4 NORMS

4.2.5.1 SCR

Selective Catalytic Reduction (SCR) is means of converting oxides of Nitrogen, also

referred to as NOx with the aid of a catalyst into diatomic nitrogen N2 and water H2O. A
gas is reductant, typically anhydrous ammonia, aqueous ammonia, urea is added to a
stream of exhaust gas and is absorbed onto a catalyst. Carbon dioxide, CO2 is a reaction
product when urea is used as the reductant. Selective catalytic reduction of NOx using
ammonia as the releasing agent was patented in the United States by the Engelhard
Corporation in 1957. Development of SCR technology continued in japan and the US in
the early 1960s. With the research focusing on less expensive and more durable catalyst
agents.
The SCR technology has been shown to reduce NOx by 70-95%.
 Figure 20 Selective Catalytic Reduction Technology

PRINCIPLE OF WORKING OF SCR SYSTEM

SCR system works on principle of decomposition of urea and NOx emission to nitrogen,
CO2 and water. There are three major steps in neutralizing of NOx in urea based SCR
system. They are;
1. Thermolysis
This step requires heat which is provided by the hot exhaust gases. In this step urea
is converted into Iso-cyanic acid and ammonia.
2. Hydrolysis
This step requires water which is provided by the aqueous urea solution.
3. Reduction of NOx
In this final step of SCR system ammonia and NOx are converted to N2 gas and water.

Figure 21 Working of SCR System

4.2.5.2 EGR

EGR (Exhaust Gas Recirculation) is another type of NOx reduction technique used in
vehicles. It works by recirculating portion of exhaust gases back to the engine cylinders
which dilutes O2 in the intake air stream and acts as heat absorbent to reduce peak
temperature required to form NOx. The EGR system is used in BS4 standard vehicles
with common rail fuel injection.

4.2.6 PROBLEMS IN BS4 VEHICLES

Following are the common problems experienced in TATA BS4 vehicles in Nepal.
• Low pickup
In EGR due to the amount of O2 being suppressed the max performance of the
vehicle is suppressed which becomes an issue in inclined road condition of Nepal.
Drivers have reported the issue of low pickup, torque and noise which are caused
due to EGR system.
• Fuel injection pump (FIP) Malfunction.
In BS4 vehicles one of the common failure is due to the malfunctioning of FIP
which is possibly due to the fact that the fuel available in Nepal is not up to the
BS4 standards. Fuel adulteration is one of the major reason for malfunctioning of
BS4 engines.
• In case of SCR system the there is no reported case of low pick-up or noise but
the fact that it adds another system to vehicle which needs to regularly refilled
and checked is hassle to the vehicle owners and drivers.
4.3 REPORT ON SAFETY AT AN AUTOMOBILE WORKSHOP

4.3.1 What is a safety?

➔ Safety is the state of being “Safe”. The condition of being protected against physical,
social, spiritual, financial, political, emotional, occupational, psychological, educational
or other types or consequences of failure, damage, error, accidents, harm or any other
event which could be considered non-desirable.

Figure 22 Personal Protective Equipment

What is a hazard?

➔ Hazard is a situation which poses a level of threat for life, health, property or environment.
Most hazards are dormant or potential, with only a theoretical risk of harm, however,
once a hazard becomes active, it can create an emergency situation.

4.3.2 TYPES OF HAZARD

➔ Physical Hazard
➔ Chemical Hazard
➔ Ergonomic Hazard
➔ Psychological Hazard
4.3.3 Modes of Hazard:

(a) Dormant: The situation has the potential to be hazardous, but no people, property or
environment is currently affected by this. (Ex-land slide).
(b) Potential: Also known as armed, that is a situation where the hazard is in the position to
affect persons, property or environment. (Ex-Chemicals, radiation).
(c) Active: The hazard is certain to cause harm, as no intervention is possible before the
incident occurs. (Earthquake, cyclone).
(d) Mitigated: A potential hazard has been identified, but actions have been taken in order to
ensure it does not become as incident. This may not be an absolute guarantee of no risk, but
it is likely to have been undertaken to significantly reduce the danger.

4.3.4 Unsafe acts

An unsafe act is something that someone initiate which results in, or could result in an accident.
Unsafe acts can be active or passive.
ACTIVE: Worker deliberately removes machine guard.
PASSIVE: By pursuing active safety policy, it is possible to achieve a reduction in bad habits
and hence accidents. These are more difficult to deal with.

4.3.5 Types of hazard at an automobile workshop

• Physical Hazards- Slippery floors, objects in walkway, unsafe or misused machinery,

excessive noise, poor lighting, fire etc.
• Ergonomic hazards – Poor design of equipment, workstation design, postural or
workflow, manual handling, repetitive movement.
• Chemical Hazard- Gases, dust, fumes, vapors, and liquids.
• Psychological – Shiftwork, workload, dealing with public harassment, discrimination,
threat of danger, constant low-level noise, stress.

4.3.6 Identification of hazard.

Based on observations of the job, knowledge of accident and injury causes, and personal
experience, list the things that could go wrong at each step. At this stage, no attempt is made to
solve any problems which may have been detected.
4.3.7 Key Questions to be asked.

• Can any body part get caught in or between objects?

• Whether any hazard present in tools, machines, or equipment?
• Can the worker make harmful contact with moving objects?
• Can the worker slip, trip, or fall?
• Can the worker suffer strain from lifting, pushing, or pulling?
• Is the worker exposed to extreme heat or cold?
• Is excessive noise or vibration a problem?
• Is there a danger from falling objects?
• Is lighting a problem?
• Can weather conditions affect safety?
• Is harmful radiation a possibility?
• Can contact be made with hot, toxic, or caustic substances?
• Are there dusts, fumes, mists, or vapours in the air?

4.3.8 Elimination of hazard

• Choose a different process or modify existing process

• Substitute with less hazardous substance
• Improve environment (such as ventilation)
• Modify or change equipment or tools
• If the hazard cannot be eliminated, contact might be prevented by using enclosures,
machine guards or similar devices.

How to reduce risks?

1. Material risk assessment, Design and Pre-modification review: this involves proper layout,
facilities and material selection. Research should be carried out to substitute extremely toxic
chemicals with safer ones. Less chemicals should be stored; a reduction in inventory will
automatically mean less damage if an accident is to occur.
2. Proper storage of hazardous Materials: All chemicals and hazardous materials should be kept
at proper storage temperature and in locked cupboards away from children and animals. Also, if
reactive substances are stored, it should be stored is a watertight container
3. Process Safety Management: Hazard & Operability Analysis (HAZOP), reliability assessment
of process equipment, incorporating safety trips and interlocks, scrubbing system, etc.
Management should try to develop a culture of safety in industrial organizations
4. Safety Audits: Periodical assessment of safety procedures and practices, performance of
safety systems and gadgets along with follow up measures 5. Emergency Planning: A
comprehensive risk analysis indicating the impact of consequences and specific written down
and practiced emergency procedures along with suitable facilities should be done. This can be
done by communities as well as national or regional corporation authorities.
6. Training: Proper training of employees and protective services should be done. Safety
manuals should be readily available.
7. Public awareness: Everyone should be aware of potential disasters and informed of protective
and safety measures. Material Safety Data Sheets (MSDS) and Personal Protective Equipment
(PPE) should be readily available. Cautions must be placed to standout on dangerous household
and car care products.

4.3.9 HAZARD IDENTIFICATION AND PREVENTION AT SIPRADI NAIKAP

S.N. Potential hazard Risk/Impact Corrective Remark

1 Broken glasses and
mishandled scrap
components
2 Polluted compressor room
and extensive vibration of
compressor
3 Sludge and Drums
disposed with uncovered
drain
4 Leakage of lubrication
pipes
5 Slippery floors
6 Extended compressor lines
7 Loosely fastened tube
light and bulb
It can cause severe cuts and
lead to major physical
damage
It can lead to deterioration of
the compressor which can
lead to a blast
Risk of fire if left mishandled
and the sludge can cause
environmental degradation
Risk of fire
It can cause physical damage
It can cause tripping.
The loose light can fall down
on the person working below.
PPE must be work while
handling such
components.
The compressor room
must be cleaned and
serviced regularly.
The oil drums need to
be disposed separately
and the sludge must be
cleaned properly.
Regular cleaning of the
lubrication room is
required to clean the
spilled oil.
Rubber mat must be
placed in areas which
has a risk to cause
slipping
The lines must be
retracted and kept in its
proper place after
working
The light must be
fastened firmly using
additional bolts
 8 Presence of sharp edges in
work handling equipments
9 Improper attachment of
bonet lever
10 Mishandling of vehicles
while parking and
removing from washing
bay and pits.
It can cause physical damage
due to unawareness
The bonet can fall on the
person working under it
It can cause accident and may
lead to serious health and
economical loss.
Sharp edge removal
must be done and ppe
must be worn all the
time.
Additional bonet
support must be
provided while working
under it and safety
helmet must be worn
Vehicles must be
handled only by
licensed drivers.

Table 5 Identification and Prevention at Sipradi Naikap

4.3.10 General preventive measures: some examples

• Passage ways, store rooms, service rooms shall be kept clean and orderly condition.

Figure 13 Passage ways

• Use of safety signs wherever required

Figure 24 Safety Sign

• Stairs/ metal vents should have adequate slip resistance.

Figure 25 Slip Resistance Stairs

• Emergency alarm, emergency door, fire exit must be labeled and well instructed.

Figure 26 Fire Alarm

4.4 CASE STUDY ON WHEEL ALINGMENT

4.4.1 INTRODUCTION

A wheel alignment consists of adjusting the angles of the wheels so that they are perpendicular to
the ground and parallel to each other. The purpose of these adjustments is maximum tire life and
a vehicle that tracks straight and true when driving along a straight and level road. Wheel
alignment is very important to ensuring your tires do not wear prematurely. A proper alignment
also means less wear and tear on steering/suspension components. When a vehicles alignment is
out of manufacturer recommended specification, it can cause the vehicle to drift/float or pull in
different directions. This can prove to be unsafe for you and the vehicle. Improper wheel
alignment creates excessive friction on the road surface leading to uneven tire wear and
unnecessary stress on steering/suspension components. This excessive drag will also reduce fuel
economy.

4.4.2 STEERING SYSTEM

The function of the steering system is to convert the rotary movement of the steering wheel in
the driver’s hand into the angular turn of the wheels on the road. Additionally, the steering
system should provide mechanical advantage over front wheel steering knuckles, offering driver
an easy turning of front wheels with minimum effort in any desired direction.
The main causes of stiff steering are;
(i) insufficient lubrication of king-pins or steering linkage,
(ii) tire pressure too low,
(iii) wheels out of track, i.e. incorrect toe,
(iv) Stiffness in the steering column itself, caused by lack of lubricant or overtightening.

The steering system is designed to enable the river to control and continuously adjust the steered
path of the vehicle. It also provides a positive response to whatever direction the driver steers.

SUSPENSION SYSTEM

A wheel alignment consists of adjusting the angles of the wheels so that they are perpendicular to
the ground and parallel to each other. The purpose of these adjustments is maximum tire life and
a vehicle that tracks straight and true when driving along a straight and level road. Wheel
alignment is very important to ensuring your tires do not wear prematurely. A proper alignment
also means less wear and tear on steering/suspension components. When a vehicles alignment is
out of manufacturer recommended specification, it can cause the vehicle to drift/float or pull in
different directions. This can prove to be unsafe for you and the vehicle. Improper wheel
alignment creates excessive friction on the road surface leading to uneven tire wear and
unnecessary stress on steering/suspension components. This excessive drag will also reduce fuel
economy.

4.4.3 DIFFERENT STEERING AND SUSPENSION PARAMETERS

1) Camber
2) Caster
3) Kingpin Inclination
4) Toe
5) Thrust Angle
6)

CAMBER

Camber is the inward or outward tilt of the front tires as viewed from the front. Inward tilt is
negative, outward tilt is positive. Camber is used to distribute load across the entire tread.
Improper camber makes the tire wear on one edge, and causes the vehicle to pull to the side that
has the most positive camber.

Figure 27 Camber

CASTER

Caster is the fore or side slope of the steering axis. The steering axis is a line drawn through the
upper and lower ball joints of the knuckle. Positive caster is when the bottom of the steering
axis line is in front of the tire's contact patch. Zero caster is when the steering axis is at 0
degrees. Factory alignment specs for basically all vehicles call for a certain degree of positive
caster. This ensures good stability, helps maintain straight-ahead direction and promotes
steering wheel self-centering. The Kingpin is set an angle to the vertical plane when viewed
from the front or rear of the vehicle
 Figure 28 Caster

KINGPIN INCLINATION

The Kingpin is set an angle to the vertical plane when viewed from the front or rear of the vehicle.
This angle is known as the Kingpin inclination. The purpose of the KPI is to produce. Vertical
displacement of the vehicle in during steering in an upward direction. The larger the KPI, the
larger the effect. This lifting effect produces a self-centering torque similar to that of caster. The
KPI also generates scrub radius.

Figure 29 KingPin Inclination

TOE

Toe is the side-to-side difference in distance between the front and rear of the front tires. If the
distance is closer at the front, it's called toe-in. If the difference is closer at the rear, it's called toe-
out. In a real wheel drive vehicle, increased front toe in provides greater straight-line stability at
the cost of some sluggishness of turning response.
 Figure 20 Toe-in and Toe-out

THRUST ANGLE

The thrust angle is an imaginary line drawn perpendicular to the rear axle’s centerline. It compares
the direction that the rear axle is aimed with the centerline of the vehicle. It also confirms if the
rear axle is parallel to its front axle and that the wheelbase on both sides of the vehicle is the same.
It is one of the most important diagnostic angles during an alignment.

Figure 31 Thrust angle

4.4.4 PROBLEM TREE

OVER-INFLATED TIRES

Tire tread wear in the center of the tread pattern tells you that the inflation patterns are too high.
Too much pressure can cause the contact patch to shrink and the center of the tire to carry the
entire load.

Figure 32 Over-Inflated Tires

UNDER-INFLATED TIRES

Tire tread wear on the edges of a tire will typically indicate inflation pressures are lower than
specified. When a tire is under-inflated, the contact patch grows and the load is carried by the
outside edges of the patch.

Figure 33 Under-Inflated Tires

TIRE FEATHERING

The indicator of excessive positive or negative toe angle is a tire feathering or scuffing that can
be detected by stroking your fingertips across the edge of each tread bar or tread block. A
feather edge on the inside of the tread bar indicates excess toe-in, while a feather edge on the
outside of the tread bar indicates toe-out. Because toe angle is affected by changes in camber
and caster angles, it’s always the last angle to be adjusted during the wheel alignment process.
In addition, any change in camber or caster angles will immediately change the toe angle. Toe
angle geometry can also be greatly affected by changes in suspension height.

Figure 34 Tire Feathering

SCALLOPED TIRES

Cupped or scalloped dips appearing around the surface of the tire tread wear could indicate
loose, worn or bent suspension parts. Worn shock absorbers or unbalanced tires can also cause
cupping, but the cupping would typically be more indicative of a concentric pattern. Shocks and
struts are the most likely culprit because they provide damping force to control tire movement.
When the tires move excessively, the scalloped pattern can appear. A lack of rotation can cause
this condition.

Figure 35 scalloped Tires

OUTER-EDGE TREAD WEAR

Tread wear on the outer edge of a tire is rare these days, but it does happen. Positive camber,
caster and toe can lead to wear on the outer edge. If you see edge wear on one side, check the
thrust and setback. But, it should be noted, the leading cause of outer edge wear on modern
vehicles is over-enthusiastic cornering.

Figure 36 Outer-Edge Tread Wear

INNER-EDGE TREAD WEAR

Inner-edge tire tread wear is the most common tread wear problem most technicians see. The
angles causing this type of wear are typically negative toe and camber. For parts, there are three
component sources of the inner-edge tread wear: bushings, springs and loads.

Figure 37 inner-Edge Tread Wear

4.4.5 WHEEL ALIGNMENT PROCEDURE

The test vehicle on which the wheel alignment procedure was performed was 3718c, 14-wheeler
truck. The vehicle was tested on the test rig which consisted of test platform, computer setup
with Manatec software and sensor arrays. Only the parameters of Toe and parallelism could be
adjusted in the above-mentioned vehicle. Following steps were taken to adjust the parameters;
• Vehicle positioning on the rotating platform
• Frame adjustment
• Fixing of brackets and sensor arms
• 4-point runout check
• Steering calibration
• Active results
• Correction of toe and parallelism
• Confirmation of correction
• Generation of report
VEHICLE POSITIONING ON THE ROTATION PLATFORM

• The vehicle’s front two steering axles were placed on the center of the rotating platform
such that the pressure was uniformly distributed on the pad.
• The rotating lock screws of the pad were removed

Figure 38 Vehicle Positioning on The Rotation Platform

FRAME ADJUSTMENT

• The distance from the chassis to the outer wheel was measured on both sides.
• If the distance measured in the right and left wheel sides differ, the U-bolt are loosened
and the distance is adjusted to be equal.

Figure 39 Frame Adjustment

FIXING OF BRACKETS AND SENSOR ARMS

• The wheel brackets and mounted on the rim of the vehicle such that the bracket is
supported rigidly and concentric on the rim circumference.
• The sensor arms are placed in the brackets such that they are horizontal to the surface.
• These readings are shown in the Manatec software and the sensors can be adjusted
according to the software’s calibration.

Figure 40 Fixing of Brackets and Sensor Arms

4-POINT RUNOUT TEST

• Each wheel is lifted above the ground using a hydraulic jack and is rotated 360 degrees
according to the software’s instruction.
• This is performed to check the uniform rotation of the wheel on its axis.
 Figure 41 4-Point Runout Test

STEERING CALIBRATION

• The steering wheel was rotated to left, right and center position at a time to get the reading
of the various parameters which is fed to the sensors.
• The steering lock was then applied to hold the wheels steady.

Figure 42 Steering Calibration

ACTIVE RESULTS

• The software then displays the current reading of the various steering parameters like
Toe, Camber, Caster, kingpin, thrust angle, setback and parallelism.
• Among these parameters we can adjust only total toe and parallelism in heavy commercial
vehicles.
 Figure 43 Active Results

CORRECTION OF TOE AND PARALLELISM

• Toe is corrected by loosening the rotating the tie rod in the given direction according to
the required change in parameter.
• Parallelism is corrected by rotating the drag link to get the optimum result as displayed
on the Manatec software.

Figure 44 Correction of Toe and Parallelism

CONFIRMATION OF CORRECTION

• After adjusting the toe and parallelism the value is checked in the software if it is within
the acceptable range, i.e. toe should be in the range of +00◦06’ to +00◦10’ and for
parallelism it is -00◦05’ to +00◦05’.

Figure 453 Confirmation of Correction

 4.4.6 GENERATION OF REPORT

• After the correction is done for each set of wheels individually, a final report is generated
which displays the results with corrections done and shows if the values are within the
range.

Figure 4 Generated Report

 CHAPTER 5 CONCLUSION AND RECOMMENDATION

5.1 SWOT ANALYSIS

STRENGTH WEAKNESS OPPORTUNITIES THREATS

• Location • Poor • Dent-Paint • Heavy
repair shop commercial
• Quality inventory
vehicle
• Customer management • Own company’s
machining rise in
service • Insufficient market
work area
• Easy access to manpower
• Local
spare parts workshops
• Haphazard
• Participative for minor
management repairs
Management
of vehicle
• Strong Ground
because of
Team
congesting
• Open
space.
communication

5.2 CONCLUSION:

The 8 weeks internship held at Sipradi trading private limited was very fruitful for me in terms
of learning and being a part of a structured company and also different systems and
methodologies used in automobiles and its workshop. I learnt about various parts, systems,
components, the working and diagnosis of the heavy commercial vehicles of TATA Motors.
I observed the different works done by the technician under different circumstances which
helped to understand the importance of time and the value towards the customers. We also
observe the managerial aspects of the company from which I learnt to be disciplined, patient and
ways on how to interact with staffs and customers. Moreover, I learnt about the policies and
rules and systems and working of the leading automobile company in Nepal.
5.3 RECOMMENDATION:

We would like to suggest following recommendations for more efficient operations of the
workshop:
1) Unavailability of different special tools in the work shop delayed the work so proper
arrangement of such special tools should be done.
2) Mechanical work like hydraulic press for lay shaft and other simple machining could be
done in house only which could reduce the transit time.
3) Involvement of customer during working hours causes problem or distraction for
workers.
4) Every spares part required for the completion of the job should be instantly available at
the store to reduce the work time and also use of scanner in store for recording the given
parts will surely help to reduce time.
5) Division of work among the technicians should be done according to bay for effective
work.
6) Old equipment and tools still in use at the workshop should be replaced with new ones.
7) Training should be provided to meet the growing technological requirements like for
newly adapted BS -IV vehicles
8) Motivation and rewards for workers should be done for better and effective performance
9) Feelings of security should be given to workers.
10) Basic of each subsystem such as both electrical and mechanical work must be given so
that everyone gets to broaden their scope of knowledge.
11) Additional helpers can be taken in to assist the technicians which can significantly reduce
their workload as well as execution time.
 REFERENCES
1) About the company : http://www.sipradi.com.np/company_overview
2) About the brand : https://www.tatamotors.com/about-us/
3) Quality methodology:
http://www.valuebasedmanagement.net/methods_kaizen.html
4) Wheel alignment parameters : https://explorationoutfitters.com/pages/caster-
camber-toe-explained
5) BS4 Norms: https://m.economictimes.com/industry/auto/cars-uvs/bharat-stage-vi-
norms-know-how-they-will-impact-you/articleshow/66362907.cms
6) Safety : https://www.prudentialuniforms.com/blog/safety-rules-automotive-repair-
shops/