Report On Hal Engine Divison

An Analysis Of Productivity Improvement Through TQM At HAL (Engine Division BC)
CHAPTER SCHEME
 Chapter 1 - Profiles
It deals with profile of the Industry and Company profiles.
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COMPANY PROFILE
HAL, a Defense PSU, is a major player in the global aviation arena. It has built up
comprehensive skills in design, manufacture and overhaul of fighters, trainers, helicopters,
transport aircraft, engines, avionics and system equipment. Its product track record consists of 12
types of aircraft from in-house R&D and 14 types by license production inclusive of 8 types of
aero engines and over 1000 items of aircraft system equipment (avionics, mechanical,
electrical).
HAL has produced over 3550 aircraft, 3650 aero-engines and overhauled around 8750
aircraft & 28400 engines besides manufacture/overhaul of related accessories and avionics. The
Company has the requisite core competence base with a demonstrated potential to become a
global player.
HAL has 19 production divisions for manufacture and overhaul of aircraft, helicopters,
engine and accessories. It has also 9 R&D Centres to give a thrust to research & development.
HAL’s major supplies/services are to Indian Air Force, Indian Navy, Indian Army, Coast
Guard and Border Security Force. Transport aircraft and Helicopters have been supplied to
Airlines as well as State Governments. The Company has also achieved a foothold in export in
more than 20 countries, having demonstrated its quality and price competitiveness. HAL is a
major partner for the Space Vehicle programmes of the Indian Space Research Organisation. It
has also diversified into the fields of industrial & marine gas turbine business and real-time
software business.
HAL is now ranked 34th in the list of world’s top 100 defence companies. HAL
continues its growth with a sales turnover of 2.1 Billion US Dollars during the financial year
2007-08. It has doubled its turnover in 3 years. It has declared profit before tax of 538 Million
US Dollars. The company has made supplies to almost all the major aerospace companies in the
World like Airbus, Boeing, IAI, IRKUT, Honeywell and Ruag etc.
All the production Divisions of HAL have ISO 9001-2000 accreditation and sixteen
divisions have ISO-14001-2004 environment management system (EMS) certification. Six

divisions have also implemented the aerospace sector quality management system requirements
stated in As 9100 standard and obtained certification. Four of these divisions
have also obtained NADCAP certification (National Aerospace Defence Contractors

Accreditation programme –USA) for special processes such as NDT, heat treatment, welding
etc.
HAL has successfully designed & developed the Advanced Light Helicopter, which is currently
being operated by the Defence Services of India and private Companies. The Advanced Light
Helicopter also has great export potential. Apart from licence production of front line fighters
like Su-30 MKI, HAL is also developing the following products through design and
development:
--Intermediate Jet Trainer (IJT)
-- Light combat helicopter (LCH)
-- Weaponization of Advanced Light Helicopter (ALH)
-- Tejas-Light Combat Aircraft
BACKGROUND AND INSPECTION OF THE COMPANY

Hindustan Aeronautics Limited (HAL) came into existence on1st October 1964. The
Company was formed by the merger of Hindustan Aircraft Limited with Aeronautics India
Limited and Aircraft Manufacturing Depot, Kanpur.
The Company traces its roots to the pioneering efforts of an industrialist with extraordinary
vision, the late Seth WalchandHirachand, who set up Hindustan Aircraft Limited at Bangalore in
association with the erstwhile princely State of Mysore in December 1940. The Government of
India became a shareholder in March 1941 and took over the Management in 1942.
For six decades, HAL has spread its wings to cover various activities in the areas if
Design and Development, Manufacture and Maintenance of advanced fighters, piston and jet
engine trainers, commercial aircraft, helicopters and the associated aero engines, aircraft
systems, equipment and avionics.
The 14 manufacturing units are fully supported by nine R&D centers: HAL’s product
track record consists of 12 types of aircraft from in house R&D and 13 types by license
production inclusive or eight types of aero engines and over 900 items of Aircraft systems
Equipment (Avionics & Accessories).
HAL has so far produced over 3400 Aircrafts, 3100 Aero Engines and overhauled over 7000
Aircraft and 23000 Aero Engines along with related systems and equipment.
Recognizing the business opportunities offered by the growth of Civil Aviation, HAL has
embarked on a programme for the co-production of 50-70 seated aircraft with a partner, and is
also slated with partner for co-development and manufacture of 100 seated aircraft. HAL has
gradually undergone a metamorphosis and grown into a major aeronautical complex with fully
integrated facilities for design, development manufacture and maintenance.
HAL is comparable admirably to international aerospace companies like BAE Systems,
Pratt & Whitney, Boeing, Rolls Royce and Honey Well as well as some Indian private sector
companies such as Reliance with regard to key financial parameter such as PBT to sales, PBIT to
capital employed, earning per share, Debt, Equity ratio etc., This reflects the sound financial
health of the company.
Design capabilities, modern facilities and skills combines with competitive pricing and
prompt deliveries, make HAL a valuable partner for challenge Programmes in Aerospace and
related fields.

NATURE OF BUSINESS CARRIED

HAL’s supplies / services are mainly Design, Manufacture and Maintenance of Aerospace
defense equipment, Software development for Aerospace application and Design Consultancy by
managing the business on commercial lines in the most fair, honest and transparent manner, with
corruption-free service for the benefit of the Customers who are our partners in progress to
ensure safe custody of public money. Serves Indian Defense Services,Coast Guards and Border
Security Forces. Transport Aircraft and Helicopters have also been supplied to Airlines as well
as State Governments of India. The Company has also achieved a foothold in export in more
than 30 countries, having demonstrated its quality and price competitiveness.
VISION
“To make HAL a dynamic vibrant, value based learning organization with human resources
exceptionally skilled, highly motivated & committed to meet the current & future challenge. This
will be driven by core values of the Company fully embedded in the culture of the organization”.
MISSION
“To become a globally competitive aerospace industry while working as an instrument for
achieving self-reliance in design, manufacture and maintenance of aerospace defense equipment
and diversifying to related areas, managing the business on commercial lines in a climate of
growing professional competence".
QUALITY POLICY
 Design and develop fixed wing aircraft and aerospace system and equipment’s using state
of the-Art technologies in design manufacture and project management to give world class
product to the customer.
 Provide upgrade solutions of existing aircraft so that the customer is able to exploit full
potential of the aircraft.
 Evolve new technologies to be self related and build confidence through product
implements.
 Adopts “Process and Systems” approach for quality manufacturing.

AREAS OF OPERATION
HAL has 7 different Branches of operation in India
1. Bangalore branch / complex

2. Kanpur branch
3. Hyderabad branch
4. Koraput branch
5. Lucknow branch
6. Korwa branch
7. Nasik branch
BANGALORE BRANCH / COMPLEX
Aircraft Division
HAL has designed and developed various types of aircrafts -V12, HT- 2, HJT –16,MF-
24, Ajeeth, HPT-32, Pushpak, Krishak and Basant agricultural aircraft, Jaguar International,
Kiran MK-II basic jet trainer, metal drop tanks, Lakshya(PTA), Dornier 228 landing gears,
Airbus A320/A321 forward pack doors, Boeing 767 OWX doors, Boeing 767 bulk cargo door,
Boeing 777 uplock box assembly.
Engine Division
This division is concerned with manufacture engines to power its aircraft which is approved
by government of India. Manufacture, overhaul and repair of Adour 871, TM3332B2 / Shakti,
Adour MK 811, Artouse III B, Garrett TPE 331-5 engine, manufacture of Kaveri engine modules
for the developmental programme. Overhaul and repair of Adour MK 804 E, Dart, Gnome,
Orpheus and Avon engines.

Helicopter Division
Manufactures cheetah (SA-315 Lama), chetak (Alouette III), Lancer and ALH (Advanced
Light Helicopter) helicopters are used by the IAF & Navy for training, communication, rescue,
casualty evacuations, supply dropping etc.
Foundry and Forge Division
The foundry and forge division supplies a large range of sophisticated radiographical quality
casings, forgings, rubber components, cylinder liners, bimetallic sector for brakes and ceramic
brake pads, rolled forging both ferrous and non-ferrous to different divisions of HAL.
Aerospace division
Light alloy structures and assemblies for satellites and launch vehicles.
Overhaul division
Overhaul of Jaguar, Mirage, Kiran, Canberra, AN 32 aircraft, cheetah (SA-315 Lama),

helicopters and P &W Lycoming piston engines.
Industrial and Marine Gas Turbine Division
Repairs, overhaul of industrial and marine gas turbines.
OWNERSHIP PATTERN
The company is under the ministry of defense (Government of India). It is fully governed and
controlled by Government of India through ministry of defense. Its day to day activities and
operation is looked after by a group of people appointed by the Government of India, Directors
and Members, who are answerable to the Government of India.
COMPETITORS INFORMATION
The company does not have any competitors in domestic market, for its aircraft. It requires
huge sum of money and vast area of land for establishing a company and it also involves huge
risk, which the private parties would not like to take. The aircraft division manufactures aircrafts
purely for countries defense purposes. So its main customer is IAF (Indian Air Force).

But the company is having few competitors for its export projects like Boeing & Airbus
doors from countries like China and Pakistan.
Since the incorporation of the HAL, it has never experienced competition as such being
the monopolistic organization in the manufacturing aircrafts in the nation. But with the pass of
time different organizations like Infosys, Satyam, Tata Consultancy Services and few other
companies have given a threatening call to HAL in design works of aircrafts using Computer
Aided Design. These companies have also indulged in poaching of employees from HAL by
offering good salary and perks.
CUSTOMER PROFILE OF HAL
INTERNATIONAL CUSTOMERS
 Airbus Industries, France

 APPH Bolton, UK
 BAE Systems, UK
 Chelton, UK
 Coast Guard, Mauritiuas
 Corporate Air, Philippines
 Comic Air, Nepal
 Dassault Aviation, France
 Dowty Aerospace Hydraulics, UK
 EADS, France
 ELTA, Israel
 Hampson, UK
 Honeywell International, USA
 Island Aviation Services, Maldives
 Israel Aircraft Industries, Israel
 Messier Dowty Ltd, UK
 Mitsubishi Heavy Industries, Japan
 MOOG, USA
 Namibian Air Force, Namibian
 Peruvian Air Force, Peru

 Rolls Royce Plc, UK

 Royal Air Force, Oman
 Royal Malaysian Air Force, Malaysia
 Royal Nepal Army, Nepal
 Royal Thai Air Force, Thailand
 Smiths Industries, UK
 Snecma, France
DOMESTIC CUSTOMERS
 Air India
 Air Sahara
 Airports Authority of India
 Bharath Heavy Electrical Limited
 Border Security Force
 Coal India
 Defense Research & Development Organization
 Government of Uttar Pradesh
 Indian Air Force
 Indian Army
 Indian Airlines
 Indian Coast Guard
 Indian Navy
 Indian Space Research Organization
 Jet Airways
 Oil & Natural Gas Corporation Ltd
 Ordnance Factories
 Reliance Industries
 United Breweries

INFRASTRUCTURAL FACILITIES OF HAL

TRAINING HALLS
HAL has five air-conditioned and acoustically treated training halls with seat in capacity varying
from 15 to 50, with flexible seating arrangements. Each class room is equipped with an
Overhead projector, writhing board, Public Address System, Digital Light Processing Projector
(DLP), Computer with necessary State-of-the-Art software to make presentations.
LIBRARY
A good library with over 12000 books mainly on management topics , a number of
professional journals and an impressive collection of audio-visual aids supplement for classroom
learning and assignments.
AUDITORIUM
An air-conditioned auditorium and acoustically designed with 180 seats is also available for
watching films and videos and conducting seminars. Its good stage lighting is also suitable for
cultural programs by participants.
HOUSING FACILITIES
Townships have been established at Bangalore, Hyderabad, Nasik, Koraput, Kanpur and
Lucknow. Townships are self contained with facilities such as School, Hospitals/Dispensaries,
Playgrounds, Parks, Post Offices, Banks, and Police Stations etc. Houses in the townships are
allotted to employees according to their seniority and their eligibility.
CANTEEN FACILITIES
Canteens have been established at division/ offices as a welfare measure and in keeping with
the statutory requirements under the Factories Act for the convenience of Employees. This
canteen serves coffee, tea, snacks and meals.
TRANSPORT FACILITIES
Employees residing outside the company township are provided with transport facilities
(company owned arranged) at subsidized rates, to the extent possible, for commuting between
the residence and the place of work.

EDUCATIONAL FACILITIES
The company has established schools at Bangalore, Hyderabad, Koraput, Nasik, Luck now,
Kanpur and Korwa districts for the benefits of the employees’ children. The administration of
these schools is vested in the educational committees constituted for the purpose in respective
divisions. The company, to the extent possible provides accommodation, failure and equipment
for the schools. Tuition fees charges in the schools vary from place to place depending upon the
grant in aid if any received from the State Governments and other recurring/non-recurring
expenditure connected with the running of the schools.
SPORTS CLUB
With a view to develop sports talent amongst the employees’ sports club have been
established in the divisions. The company provides playgrounds, accommodation and grant for
encouraging sports activities. Membership in sports club is open to all employees. Sports
grounds and club buildings are maintained at company’s expenses. In order to streamline sports
activities in the divisions, comprehensive scheme for encouraging sports is also in vogue of the
company.
CO-OPERATIVE SOCIETIES
Co-operative societies formed by the employees are functioning in township with assistance
provided by the management. The run stores for the supply of essential articles of daily use, fair
price shops etc.
OFFICERS CLUB
The company encourages formation of officers club in the divisions to facilitate the
recreational and cultural activities of officers and their family members. Accommodation on
normal rent is provided to the clubs. The company also provides financial assistance for the
functioning of the clubs.
AWARDS
 Government of India has HAL as an excellent performer under Memorandum of
Understanding criteria.
 HAL was awarded ‘Regional Top Exporter Shield’ for exporting products and services to
the tune of Rs. 40 crore.

 The helicopter division was awarded the Jawaharlal Nehru trophy for best production
division of HAL for 1972 to 1994.
 It is received highest rating “LAAA” for long term debts and “AIT” for short term debts
from Investment and Credit Rating Agency.
 HAL Kanpur was awarded RajyaSabha shield by Kanpur town official language
implementation committee.
 Avionics division, Hyderabad has got a National award for R & D in electronics from
DSIR, Ministry of Science and Technology.
 Hal is one of the two firms to be awarded as A Grade by the combined team of vendor
quality approval was Aerospatilale and Dassault aviation who audited air craft division in
November – December 1997.
 LCA, HAL- RakshaMantri’s Award for excellence 2003-2004 in impot substitution
category for development of mission computer software on 9th June 2006 at New Delhi.
FUTURE GROWTH AND PROSPECTS
HAL has inked Joint venture with Sukhoi. HAL formed a joint venture with Russian Sukhoi
aircraft manufacture to produce a passenger Jet. HAL is trying for a joint venture for the Jet air
craft and also studying the viability of the project. Senior officials of Bangalore based HAL said.
The officials were to a group of Indian newsman at the MAKS 2005 air show. Under the
Russian Region jet (RRT) program, Sukhoi Animation holding is developing a family of jet to
carry 60, 75 and 95 passengers co-designed by Boeing, the jet is scheduled to make its maiden
Flight by 2007 with deliveries set to begin in 2008, sources in the company’s civil aircraft
division said; Sukhoi proposed to sell 800 jet, by 2020, and most of them to abroad, they said.
Mr. Ashok K Baweja, former Chairman of HAL, a public sector undertaking of Government of
India and Mr. Marc, Chairman and CEO of SNECMA, a SAFRAN group company, France,
saying the share holder agreement of new joint venture company at Bangalore.

More specifically, the JVC will produce critical components for SNECMA as well as for
TURBOMECA, another company of SAFRAN GROUP, leader of Helicopter Engine. In the
beginning JVC.will start manufacturing CFM-56 engines, old most popular engine that powers
Boeing and Air Bus Air Craft.
During the occasion Mr. Ashok K Baweja, started that “HAL and SNECMA have been
working together on several programmers and setting up of this joint venture company will
synergies, the best practice of both the companies, business related to civil aeronautical sector
offers enormous opportunities and both the partners would benefits in a major way in the
international market through this joint venture”.
Expressing his view on the joint venture Mr. Marc said “In our industry where there are few
players where investments are high, it is important to build strong international partnership.
SNECMA has gained a strong experience in this field world wide; we want to share with HAL
due to become a future major player of the aero engine industry. It is with this state of mind that
we are establishing with HAL. This JV and I hope that this first step will lead to a long series of
FUTURE SUCCESS”
WORKERS
The company provides following training to its workers
 In house training programme for workman related to work area under the concerned
officer/ supervisor.
 Apprentice training
The workers are periodically sent to the companies training institute to upgrade
themselves of the new technology.
Workers will be trained according to the requirements of the new projects to be undertaken.
OFFICERS
The company periodically sends its officers from various departments in batches to training
programs like.

 Workshops
 Seminars
 Guest lecture
 The company in order to provide training to its workers & officers periodically has tied
up with the training institutes like.
1. Advanced training institute, Chennai.

2. Foreman training institute, Bangalore.
3. Central manufacturing technology institute, Bangalore.
4. Advance training institute, Hyderabad.
STYLE
The leadership approach of top management and the organization’s overall operating
approach; also the way in which the organization’s employees present themselves to the outside
world, to suppliers and customers.
Style is pattern of actions that are more decisive than words. People may listen to what
managers say, but they believe what managers do. The appropriate style is participative, allowing
people to collaborative and supports each other, take calculated risk and innovative
improvements. It will not work for the management to say that it is the organization’s policy to
encourage participation and innovation, if at the same time they also punish those who make
mistakes.
The management style of functioning is PARTICIPATIVE in Engine Division, HAL. Any

issue of significance is discussed with members of management representatives and workmen to
find an amicable solution. Besides these, any policy implementation is done after threadbare
discussion among various groups of employees. In case of any confusion, reservation stroke of
any issues, matter is referred to corporate office for guidelines.

WORKFLOW MODEL OF THE ORGANIZATION
CUSTOMER
Requirement specifications
RFP HAL VENDORS

DDDDDDESIGN
Vendor selection
QUALITY
CONTROL
MATERIALS &
INVENTORY
MANAGEMENT
MACHINES & ASSEMBLY

PROCESS UNITS
SYSTEMS INTEGRATION
ENGINE TESTING
COMMERCIALIZATION

BOARD OF DIRECTORS OF HAL
 R K TYAGI - Chairman
 S.SUBRAHAMANYAN - Managing Director(M.I.G Complex)
 S. K. Jha - Managing Director(Accessories complex)
 P SoundaraRajan - Director(Corporate Planning & Marketing)
 NC Agarwal - Director(Design & Development)
 NC Agarwal - Director(Finance)

ORGANIZATION STRUCTURE OF HAL
Defense Ministry
Secretariat
Chairman
Board of Directors
Managing Director Managing Director Managing Director Managing Director
(DC) (BC) (Accessories complex) (MIG

Complex)
Executive Director (ED)
General Manager (GM)
Additional General Manager (AGM)
Deputy General Manager (DGM)
Chief Manager (CM) / Executives
Senior Manager (SM) Officers
Manager (M)
Deputy Manager (DM)
Engineer/Officer
Asst. Engineer / Asst. Officer
Chief Supervisor
Senior Asst. Supervisor/Senior Master Technician
Asst. supervisor/ Asst. Master Technician Workers

WASTE ELIMINATION STRATEGY IMPLEMENTED BY HAL
LEAN MANAGEMENT
Lean is a systematic approach to identifying and eliminating waste or non- value added
activities in a supply chain through continues improvement with the goal of creating maximum
value.
Lean has subsequently spread to aero industries and also a host related industry. It is now as
established fundamental approach for world class manufacturing, distribution and service
sectors.
The strategy of many multinationals continues to be the relocation to fax favorable countries
across the world. This means more extensive and complex distribution and logistics challenges.
Therefore, there is a clear need to be as lean throughout the extended supply and delivery chain
is possible. There is a compelling case for all of these links to work in as efficient and lean
manner as possible in order to deliver finished product on time and within budge and to avoid
costly delays or errors within the process.
The ideas of flow embraced by “learners” have their roots in the aeronautics Production system
nothing that interrupts the flow of products and services through the value stream and out to the
customer is designated mud or waste. They study the value stream and achieve uninterrupted
flow from raw material to delivered products and services. They savagely eliminate waste from
these processes.
The companies through process analysis and lean accounting, identify wastes within the
company’s value streams and savagely eliminates this waste through the introduction of flow and
pull methods. True “learners” rejected benchmarking because they say the company’s goals and
objectives are to eliminate all waste. The company does not compare itself to other companies.
The challenge is internal- “How much waste can be eliminated this month.”

Lean management accounting
Lean management accounting is a series of methods design to support lean thinking. Lean
management accounting methods must themselves be lean and not introduce additional waste. In
particular, all transactions are regarded as waste because they do not add value to the product or
services. Lean management accounting seeks to eliminate transactions while maintaining control
of the operation, recognizing that control of a value stream (or process) does not always require
keeping detailed transaction information. Many times simplified systems are better controlled
procedurally through visual approaches and empowerment of the people.
Example
Eliminating transactions is the back flushing of materials and costs in a production process.
Under a lean approach, instead of reporting the movement of raw material and of labour hours
against a production job as it is made. All these transactions can be created when the product is
completed on the shop floor.
Lean production is an assembly-line manufacturing methodology developed originally for aero

space industry and for the manufacture of automobiles. The goals of lean production is described
as “to get the right things to the right place at the right time: the first time, while minimizing and
being open to change”.
Therefore developing the principles of lean production discovered in addition to eliminating

waste is methodology led to improved product flow and better quality.
SYSTEMS
A system is the element of the 7S model that tends to dominate the others. Whether or not the
matrix organization works, depending on how well operational systems are designed and
implemented. An ill designed and implemented system may turn an organization into a situation,
which is not consistent with the original intention of developing the system.

HAL has successfully completed many systems updates and integration tasks. HAL has 9
Research and Design Centers engaged in the design and development of combat aircraft,
helicopters, aero engines, gas turbines, engine test beds, aircraft communication and navigation
systems and mechanical system accessories.
WORKMEN
Performance of workmen will be assessed through the annual CONFIDENTIAL REPORT,

which will be initiated by reporting officer and reviewed by the immediate officer and
department head.
The promotion for workmen is considered under CAREER PLANNING SCHEME, this
scheme has 4 channel/cadres as workmen are categorized on their qualification.
STAFF
The people/human resource management- processes used to develop managers, socialization

processes, ways of shaping basic values of management cadre, ways of introducing young
recruits to the company, ways of helping to manage the careers of
employees. The company’s people resources and how they are developed, trained and motivated.
The employees of the company are appointed from all over India. It includes both technical and
non-technical employees. The recruitment system in HAL is not 100% centralized. In certain
cases employees are appointed in each division.
Duties and Responsibilities of Heads of Departments
 Based on the projected sales, to set specific targets for the development and to ensure
these targets are achieved.
 Keep up to date on technical and management methods by extensive reading and study.
Ensure customer requirements are met with the aim of enhancing customer satisfaction.
 Ensure observance of all rules and regulation with specific reference to the provisions of
company’s standing orders.
 Train and upgrade technical and administrative skills of the employees, serving in their

departments.
 Assist the marketing section in maintaining good customer relation through timely
deliveries, quality and after-sales services and technical support during, marketing
activities.
 Ensure economy in their operation, so as to enhance profitability.
 Maintain the factory premises.
 Ensure discipline is maintained
CUSTOMER SATISFACTION
We are dedicated to building a relationship with our customers where we become partners in
fulfilling their mission. We strive to understand our customer’s needs and to deliver products and
services that fulfill and exceed all their requirement.
COMMITMENT TO TOTAL QUALITY

We are committed to continuous improvement of all our activities. We will supply products
and services that conform to highest standards of design, manufacture, reliability, maintainability
and fitness for use as desired by our customers.
COST AND TIME CONSCIOUSNESS
We believe that our success depends on our ability to continually reduce the cost and shorten
the delivery period of our products and services. We will achieve this by eliminating waste in all
activities and continuously improving all processes in every area of our work.
INNOVATION AND CREATIVITY
We believe in striving for improvement in every activity involved in our business by pursuing
and encouraging risk-taking, experimentation and learning at all levels within the company with
a view to achieving excellence and competitiveness.
TRUST AND TEAM SPIRIT
We believe in achieving harmony in work life through mutual trust, transparency, co-
operation, and a sense of belonging. We will strive for building empowered teams to work
towards achieving organizational goals.

RESPECT FOR INDIVIDUAL

We value our people. We will treat each other with dignity and respect and strive for
individual growth and realization of everyone's full potential.
INTEGRITY
We believe in a commitment to be honest, trustworthy, and fair in all our dealings. We
commit to be loyal and devoted to our organization. We will practice self discipline and own
responsibility for our actions. We will comply with all requirements so as to ensure that our
organization is always worthy of trust.
VALUE STREAM recognizes that the company’s processes create excellence and customer-
driven performance. Trading departmental control structures run counter to lean thinking. We
must understand, control, and manage our business through the processes, or value streams, of
the organization. This includes three top-level value streams in manufacturing companies; the
“make product” value stream, the “design and problem solve” value stream, and the value stream
that includes the company’s transactions.And controls these value streams often extend outside
of the company itself into the suppliers, the customers, and partner organizations.
Pulls is an important mechanism to enable flow of the products and services. Nothing should be
“Pushed” through production or services processes; everything is “pulled” based upon the
customer’s real demand and requirement. Again this is based upon the aerospace Production
Systems that puts great emphasis on “pull” and the use of other visual methods to facilitate a pull
approach. If this approach is employed throughout an organization thee will be very little
inventory because the organization will make only what the customer is immediately “pulling” in
terms of demand upon the production plant.
New projects
 Kaveri Engine
Kaveri, the designated engine for LCA is being developed b y GTRE, Bangalore. Various
divisions of HAL are involved in the development and certification. The engine will be
manufactured at engine division, HAL. The materials for engine components include high
strength super alloy such as inconel on hot end side and TI-64 on the cold end. The engine is
twin spool, by pass type designed to provide dry thrust of 5291 kg reheat thrust of 8264 kg.

 Engines for AJT, IJT and ALH

The engines for advanced Jet trainer project and intermediate Jet trainer project will
also be manufactured by engine division in the near future. Further, the division will be
participating in the co-design & co-production of engine for Advanced Light Helicopters.
 Repair and Overhaul

The Engine Division currently overhauls and repairs Avon, Orpheus, Dart, Garrett,
Engines, Overhaul and repair of fuel and Electrical accessories are also carried out in the
division. In order to salvage worn-out parts various welding plating and coating facilities are
made available.
For example: Electron beam welding, Resistance webbing etc.., the following protective solves
plating atomism plating.
 Dart series
These engines were manufactured since 1966 but at present they are being repaired
and overhauled under the license from Rolls Royce, UK and used from empowering HS-748
aircraft.

MAJOR PRODUCTS AND SERVICES
Manufacturing Capability
ADOUR MK 811
Jaguar Aircraft is powered by two Adour MK 804 / MK 811 Engines. MK 811 Engines are
manufactured from 1981 under licence from RR/TM [ Rolls Royce Turbomeca ].
Adour MK 804 Engines are also overhauled and repaired under the above licence. Adour
Engine is a bypass Jet Engine of modular construction. The Adour has two-stage low pressure
and five-stage high pressure axial flow Compressors which are driven by separate, single stage
high pressure and low pressure Turbines connected through co-axial shafts, with low pressure
shaft passing through high pressure shaft.
Main Characteristics
Intake Diameter (m) 0.564
Length (m) 2.90
Weight (kg) 794
Thrust 2500 (dry)

3737 (wet)
Specific Fuel Consumption 0.80

(kg / kg-hr)
GARRETT 331 – 5

T h e G a r r e t t T P
various Customers under licence from Garrett Engine
Division of Honey Well Company [earlier Allied Signal
Aerospace Company, USA] since 1988 and belongs to one
of the most popular series of small Turbo prop Engines
powering a large number of Commuter and Corporate Aircraft such as Dornier DO-228.
It has a single shaft Centrifugal Compressor Engine rated at 715 shaft horse power at 1591
RPM output speed. Being a reverse flow Gas Turbine with a small frontal area, it has better dry
specifics and easier airframe integration. Apart from its simplicity of design and superior
performance, the engine features a propeller control system, anti-icing and foreign object damage
resistance, reverse thrust and negative torque sensing facilities. The division is also an authorised
service centre for Garrett TPE 331-5 series engines up to - 12.
Maximum Diameter (m) 0.7
Length (m) 1.11
Weight (kg) 164
Power 715

(kg / shp-hr)
Artouste III B

Artouste III B Engine powers both Cheetah and Chetak Helicopters. Manufacture of the Engine
commenced in 1962 under licence from Turbomeca, France.
The Engine has side air intake, one axial and one centrifugal compressor connected to a three-
stage Turbine. The power output is 550 SHP at 33500 RPM. The reduction Gearbox in the front
transfers the power to Helicopter. More than 665 Engines have been manufactured and 2950
Engines overhauled and repaired for various Customers.
Length (m) 1.815
Weight (kg) 182
Power 550
(kg / shp-hr)
DART 533 - 2 A

ND 536 - 2T
The Dart series of Engines were manufactured since 1966 under licence from Rolls Royce,
UK. At present, these Engines are being repaired and overhauled. Two Dart Engines power HS-
748 aircraft.
This engine has two-stage Centrifugal Compressors, three- stage Turbine and utilises water
methanol injection to increase the shaft Horse Power.
Length (m) 2.490
Weight (kg) 628.6
Power (shp)
533-2 1835 (dry)
1990 (wet)
536-2T 1835
2040 (wet)
(kg / shp-hr)
ORPHEUS 70105

Orpheus 70105, indigenously modified by HAL, is a derivative of Orpheus 701 at lower rating
and is the Power Plant for Kiran MK II Aircraft indigenously designed by HAL.
Length (m) 2.290
Weight (kg) 420
Thrust (kg) 1875
(kg / shp-hr)
ADOUR MK 804 E

The Adour MK 804 Engine is being repaired and overhauled under license from Rolls Royce,
UK. This is similar in construction to the MK 811 engine.
Length (m) 2.990
Weight (kg) 733
Thrust (kg) 2343 (dry)
3347 (wet)
(kg / kg-hr)
Service facilities in HAL Engine Division-
1. Repair and Overhaul of Engines

2. Spectro Photo-metric Oil Analysis (SOAP test)

3. Electron Beam Welding

4. Robotic Plasma Spray Facility

5. Sermetal Coating (High Temperature Corrosion Resistance Painting)

6. Chemical Milling

7. Turn Key Basis - Design and Construction of Engine Test Beds.

CONCLUSION
Productivity plays a crucial role in boosting the growth of the organization and helps them to
survive in a competitive world. Now a days, besides the measuring the productivity that enables
the managers to know the current situation of their company and the tools and techniques that
help the managers to i8mprove productivity. TQM influences the effectiveness through the
improving the outcome by increased customer satisfaction and also increasing the efficiency by
increasing the quality of output. The results of TQM in long term leads to decrease the price and
increase the quality of output that can be key factor to keep up the organization.
TQM considered as being a way in which a business can add value to its product. Thus all the
quality practices adopted by the division are positively related to high productivity and quality.

Report On Hal Engine Divison

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An Analysis Of Productivity Improvement Through TQM At HAL (Engine Division BC)

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have also obtained NADCAP certification (National Aerospace Defence Contractors

BACKGROUND AND INSPECTION OF THE COMPANY

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NATURE OF BUSINESS CARRIED

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1. Bangalore branch / complex

BANGALORE BRANCH / COMPLEX

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Foundry and Forge Division

Overhaul of Jaguar, Mirage, Kiran, Canberra, AN 32 aircraft, cheetah (SA-315 Lama),

Industrial and Marine Gas Turbine Division

Repairs, overhaul of industrial and marine gas turbines.

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 Airbus Industries, France

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 Rolls Royce Plc, UK

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INFRASTRUCTURAL FACILITIES OF HAL

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FUTURE GROWTH AND PROSPECTS

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The company provides following training to its workers

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1. Advanced training institute, Chennai.

The management style of functioning is PARTICIPATIVE in Engine Division, HAL. Any

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WORKFLOW MODEL OF THE ORGANIZATION

RFP HAL VENDORS

MACHINES & ASSEMBLY

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BOARD OF DIRECTORS OF HAL

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ORGANIZATION STRUCTURE OF HAL

Managing Director Managing Director Managing Director Managing Director

(DC) (BC) (Accessories complex) (MIG

Executive Director (ED)

General Manager (GM)

Additional General Manager (AGM)

Deputy General Manager (DGM)

Chief Manager (CM) / Executives

Senior Manager (SM) Officers

Deputy Manager (DM)

Asst. Engineer / Asst. Officer

Senior Asst. Supervisor/Senior Master Technician

Asst. supervisor/ Asst. Master Technician Workers

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WASTE ELIMINATION STRATEGY IMPLEMENTED BY HAL

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Lean management accounting

Lean production is an assembly-line manufacturing methodology developed originally for aero

Therefore developing the principles of lean production discovered in addition to eliminating

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Performance of workmen will be assessed through the annual CONFIDENTIAL REPORT,

The people/human resource management- processes used to develop managers, socialization

Duties and Responsibilities of Heads of Departments

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 Ensure economy in their operation, so as to enhance profitability.