Statistical Analysis of Repair and Maintenance of Institute Vehicles Nerist Diplomaproject

STATISTICAL ANALYSIS OF REPAIR AND MAINTENANCE OF INSTITUTE VEHICLES
A PROJECT REPORT Prepared by
Pranoy Dutta (DIP/08/ME/012) Render Sangma (DIP/08/ME/014) Hage Momo (DIP/08/ME/016) Ervin M. Sangma (DIP/08/ME/018)
Under the guidance of
Mr. C. M. Krishna
In partial fulfillment for the award of degree of
CERTIFICATE OF DIPLOMA IN
MECHANICAL ENGINEERING
NORTH EASTERN REGIONAL INSTITUTE OF SCIENCE AND TECHNOLOGY

(Deemed University u/s 3 of UGC Act 1956) Nirjuli, Itanagar, Arunachal Pradesh 791109
BONAFIDE CERTIFICATE
Certified that this project report titled Statistical Analysis Of Repair and Maintenance of Institute Vehicles is the bonafide work of Pranoy Dutta (DIP/08/ME/012), Render Sangma (DIP/08/ME014), Hage Momo (DIP/08/ME/016) and Ervin M. Sangma (DIP/08/ME/018) who carried out the work under my supervision. Certified further, that to the best of my knowledge the work reported herein does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.
SIGNATURE Mr. Sunirmal Ray HEAD OF DEPARTMENT Department of Mechanical Engineering
SIGNATURE Mr. C. M. Krishna PROJECT GUIDE Asst. Professor, Department of Mechanical engineering
SIGNATURE Mr. N. K. Rana COURSE CO-ORDINATOR Lecturer, Department of Mechanical Engineering
NERIST Nirjuli, Itanagar, Arunachal Pradesh - 791109
Statistical Analysis of Repair and Maintenance of Institute Vehicles i
CANDIDATES DECLARATION
This work is submitted for award of partial fulfillment of the degree of Certificate of Diploma in Mechanical Engineering. All data, references and results as produced in the dissertation are taken to be genuine and used for academic purpose only.
Pranoy Dutta (DIP/08/ME/012)
Hage Momo (Dip/08/ME/016)
Render Sangma (DIP/08/ME/014)
Ervin M. Sangma (DIP/08/ME/018)
NERIST, Nirjuli, Arunachal Pradesh - 791109
Statistical Analysis of Repair and Maintenance of Institute Vehicles ii
ABSTRACT
The dissertation proceeds to bring to light the most general areas of breakdown of vehicles under the possession of North Eastern Regional Institute. It may be upheld as a simple manifestation of application of Statistical Process Control and affirmed as a step towards the idea of improvement of the maintenance procedures carried out in the institute. The work is entirely centered on the data corresponding to a sample of five vehicles selected at random. Parameters effecting the operation of analysis have been addressed. Implementation of results and evaluation of performance, however, are beyond this work and have not been alluded hence. The tasks performed show gradual development of a programme for assessment of maintenance procedures. It illustrates use of checksheets, pareto charts, histograms and Ishikawa cause and effect diagrams in the approach. A brainstorming session conducted to gain an idea behind the symptoms and possible causes of the defects determined as critical can be taken to be the final stage of the work and the other methods described in between.
Statistical Analysis of Repair and Maintenance of Institute Vehicles iii
ACKNOWLEDGEMENT
We are thankful to Mr. Sunirmal Ray (Head Of Department, Department of Mechanical Engineering, NERIST) for presenting us with the opportunity to undertake this project at the institution premises. We have also received assistance and ideas from Mr. N. K. Rana (Course Co-ordinator of ME-4299). He generously shared his teaching experiences and rendered insightful comments on the work. We express our sincere thanks to our project guide Mr. C. M. Krishna (Asst. Professor, Department of Mechanical Engineering, NERIST and Chairman, Transport Section) for lending us his time and knowledge of statistics and quality. We are also thankful to him for directing us towards such an interesting topic. We are indebted to Mr. Toko Shama (Transport Officer, Transport Section, NERIST) for helping us with our queries. We extend our heartfelt thanks to Mr. H. B. Chetri (Transport Office) for his patience and willing approval to our requests throughout the work transition. The team also appreciates the efforts of the drivers and a few other people who have been an integral part of the project for their valuable support and cooperation.
Statistical Analysis of Repair and Maintenance of Institute Vehicles iv
CONTENTS
Chapter Contents Candidate's declaration Abstract Acknowledgement Introduction Concept of Quality 2.1 Introduction to Quality 2.2 Cost of Quality 2.3 Dimensions of Quality 2.4 A Brief History of Quality Control and Improvement 2.5 Statistical Methods for Quality Control and Improvement 2.6 Statistical Process Control 2.7 Sources of Variation 2.8 Statistical Process Control Tools 2.9 ISO in Quality Management System Case Study 3.1 Defining Mission of Study and Approach 3.2 Data Ingestion 3.3 Analysis of Data 3.3.1 Classification of Data 3.3.2 Comparison of System-assemblies 3.3.3 Sub-systems Comprising Others 3.3.4 Sorting of Major Failures 3.3.5 Selecting Critical Defects 3.4 Brainstorming Causes of Defects 3.4.1 Kingpin 3.4.2 Self Starter Assembly 3.4.3 Brake Assembly 3.5 Conclusion Appendix A - List of Vehicles in NERIST Appendix B - Technical Specification of Samples Appendix C - WinSTAT and Microsoft Excel 2003/2007 Appendix D - Glossary References Page i ii iii 1 3 3 5 6 7 7 8 10 11 19 20 20 21 22 22 24 28 30 35 37 38 38 39 43 44 45 50 53 55
1 2
Statistical Analysis of Repair and Maintenance of Institute Vehicles v
LIST OF FIGURES
Figure No. 2.1 2.2 2.3 2.4 2.5. 2.6 2.7 3.1 3.2 3.3 3.4 Caption Sample process flowchart Sample check sheet Sample histogram Sample pareto chart Sample cause and effect or Fishbone diagram Sample scatter diagram Sample process control chart Pareto chart of number of occurrences of failures and system-assemblies for Maruti Versa SDX Pareto chart of number of occurrences of failures and system-assemblies for Tata Indigo GLX Pareto chart of number of occurrences of failures and system-assemblies for Ambassador 1800 ISZ Pareto chart of number of occurrences of failures and system-assemblies for Tata LP1210 bus (42 seats) Pareto chart of number of occurrences of failures and system-assemblies for Tata LP1210 bus (62 seats) Occurrences of failures vs. system assemblies of the five vehicles Pareto Chart of number of occurrences of failures and sub-classes of Others for Maruti Versa SDX sSub-system 'Front axle and brakes' bar diagram for Maruti Versa SDX Pareto Chart of number of occurrences of failures and sub-classes of Others for Tata LP1210 bus (42 seats) Sub system 'Front axle and brakes' bar diagram for Tata LP1210 bus (42 seats) Pareto chart of number of occurrences of failures and sub-classes of Others for Tata Indigo GLX Sub class 'Support systems' bar diagram for Tata Indigo GLX Pareto chart of number of occurrences of failures and sub-classes of Others for Ambassador 1800 ISZ Page No. 12 13 14 14 15 16 17 25 25 26 26
27
3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13
27 30 31 31
32 32 33 33
Statistical Analysis of Repair and Maintenance of Institute Vehicles vi
3.14 3.15 3.16 3.17 3.18 3.19a 3.19b 3.20 3.21 3.22
Sub class 'Support systems' bar diagram for Ambassador 1800 ISZ Pareto chart of number of occurrences of failures and sub-classes of Others for Tata LP1210 bus (62 seats) Sub class 'Support systems' bar diagram for Tata LP1210 bus (62 seats) King pin assembly Self starter asembly Disc brake Drum brake Fish bone diagram for kingpin defects Fish bone diagram for self-starter defects Fish bone diagram for brake assembly defects
34 34
35 38 38 39 39 40 41 42
LIST OF TABLES
3.1 3.2 3.3 3.4 Classification of system-assemblies Primary failures in Engine, Transmission and Rear axle classification Sub-classification of others Sorting of Critical defects with respect to both frequency and cost. 23 28 29 36
Statistical Analysis of Repair and Maintenance of Institute Vehicles 1
CHAPTER 1 INTRODUCTION
The Statistical Analysis of Repair and Maintenance of Institute Vehicles is an independent work drawn mainly on the data recorded in the Transport Section of North Eastern Regional Institute of Science and Technology(NERIST). The Transport Section, which is responsible for all the vehicles owned by the institute, is comprised of the Automobile Workshop, the Stores and the Transport Office. The institute at present has 14 four-wheelers under its possession of which two are unusable. The list is provided in Appendix A. Of late, it has been found that vehicles are increasingly under repair for defects developing primarily around a few components. As the financial implications of these defects on the management are huge, it necessitates detailed study of the types of defects and their frequency.
The vehicles under normal conditions run an average distance of 15 kilometres a day being used mainly for staff and student services. The usage characteristic may rise up to 150-250 kilometres per day owing to carrying guests and invitees during celebrations and events organized within the institute, while long distance journeys responding to emergency situations and often requiring more than a day on the road beef up the daily usage to above 600 kilometres for diesel transport and to above 800 kilometres for petrol.
This report entails the application of the basics of Quality Control and Statistical Process Control tools in analyzing the status of the maintenance operations performed on the vehicles. Repair works pertinent to mainly replacement of components, excluding the recurrent expenditures on fuel, engine-oil and coolant, during the period from 1 January 2003 to 31 December 2009 for the following five vehicles describe the sample size. 1. 2. 3. 4. 5. Maruti Versa SDX (Reg. No.: AR-01-A-8290) Tata Indigo GLX (Reg. No.: AR-01-A-8291) Hindustan Motors Ambassador (Reg. No.: AR-01-A-4887) Tata Bus LPO 1210 , 62 seater (Reg. No.: ARC-1463) Tata Bus LPO 1210 , 42 seater (Reg. No.: AR-01-3980)
The subsequent sections of this report will provide the procedural progress of the work and the derived concluding remarks with prior overview of the concept of quality. As an aid to proper judgement of the condition of the vehicle by narrowing the list of components to be checked down to the most substantial ones, the regular maintenance procedure will be boosted surfacing the most likely breakdown in a definite interval of time. The determination of the critical and major failure prone components presented at the end of this report however do not conclude the necessary phases of subsequent similar undertakings for establishing an absolutely functional and controlled maintenance process. The purpose of the project is to indicate the causes of defects in items catalogued as parts of the most rapidly degenerating system and sub-system assemblies among the vehicles of NERIST thereby creating avenues for better quality control.
CHAPTER 2 CONCEPT OF QUALITY
2.1 INTRODUCTION
The word quality is often used to signify excellence of a product or service. Quality is defined simply as meeting the requirements of the customer. A customer is anyone who is affected by the service, product, or process. Customers could be External or Internal. External Customers include ultimate users (current and potential) and also intermediate processors, as well as retailers, other customer who are not purchasers but have some connection to the product, e.g., government regulatory bodies, shareholders, suppliers, partners, investors, the media, and the general public. External customers clearly are of primary importance.
Internal Customers include other divisions of a company that are provided with information or components for an assembly and also departments or persons that supply products to each other. Thus when a purchasing department receives a specification from an engineering department for procurement, purchasing is an internal customer of engineering. When the procurement is provided, then engineering is the internal customer of purchasing. The external and internal customers are sometimes called stakeholders.
A product is the output of any process. It may be: a. Goods e.g., clothing, circuit boards, chemical agents. b. Software e.g., a computer program, a report, an instruction. c. Service e.g., banking, insurance, transportation. Service also includes support activities within companies, e.g., employee benefits, plant maintenance, secretarial effort. A process is the transformation of a set of inputs, which can include materials, actions, methods and operations, into desired outputs, in the form of products, information, services or generally results. In each area or function of an organization there will be many processes taking place. Each process may be analyzed by an examination of the inputs and outputs. The output from a process is that which is transferred to somewhere or to someone the customer.
Fitness for use is an alternative expression of quality. There are two general aspects of fitness of use: quality of design and quality of conformance. All goods or services are produced in various grades or levels of quality. These variations in grades or levels of quality are intentional, and, consequently, the appropriate technical term is quality of design. For example, all automobiles have as their basic objective providing safe transportation for the consumer. However, automobiles differ with respect to size, appearance and performance. These differences are the result of intentional design differences between the types of materials used in construction, specifications on the components, reliability obtained through engineering development of engines and drive trains, and other accessories or equipment.
The quality of conformance is how well the product conforms to the specifications required by the design. Quality of conformance is influenced by a number of factors, including the choice of manufacturing process, the training and supervision of the workforce, the type of quality-assurance system used (process controls, tests, inspection
activities, etc.), the extent to which these quality-assurance procedures are followed and the motivation of the workforce to achieve quality.
A few other definitions of quality are stated below: The totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs. BS 4778: Part I: 1987, ISO 8402: 1986 The total composite product and service characteristics of marketing, engineering, manufacture, and maintenance through which the product and service in use will meet the expectation by the customer. Feigenbaum
Quality now is not limited to manufacturing sector. Quality concepts are applied to other sectors such as healthcare, education, not-for-profit organizations and governments. Product quality is not the only focus. Service quality, process quality, and data quality are now being measured, controlled and improved. In the perspective of modern business, quality is defined as inversely proportional to variability. Reduced variability directly translates into lower costs. Excessive variability in process performance often results in waste. Therefore, an alternate and highly useful definition is that quality improvement is the reduction of waste. This definition is particularly effective in service industries. By improving the service process, this wasted effort and expense can be avoided. Quality improvement is the reduction of variability in processes and products.
2.2 COST OF QUALITY

The analysis of quality costs is a significant management tool which provides: A method of assessing and monitoring the overall effectiveness of the management of quality. A means of determining problem areas and action priorities.
The costs of quality are no different from any other costs in that, like the costs of maintenance, design, sales, distribution, promotion, production, and other activities, they can be budgeted, monitored and analyzed. Prevention of failure in any transformation is possible only if the process definition, inputs and outputs are properly documented and agreed. Quality costs include prevention costs (these are associated with the design, implementation and maintenance of the quality management system), appraisal costs (these costs are associated with the suppliers and customers evaluation of purchased materials, processes, intermediates, product and services to assure conformance with the specified requirements) and failure costs. Failure costs can be further split into those resulting from internal and external failure. Internal failure costs occur when products or services fail to reach designed standards and are detected before transfer to the consumer takes place. External failure costs occur when products or services fail to reach design quality standards and are not detected until after transfer to the consumer. When the ability to produce a quality product or service acceptable to the customer is low, the total direct quality costs are high and the failure costs predominate. The indirect quality costs associated with customer dissatisfaction, and loss of reputation or goodwill, are often intractable. In the services sector the combined quality cost may be higher than 35% of the total gross revenue.
2.3 DIMENSIONS OF QUALITY

The quality of a product can be evaluated in several ways. Garvin (1987) provides an excellent discussion of eight components or dimension of quality. These are mentioned below: a. b. c. d. e. f. g. h. Performance (will the product do the intended job?) Reliability (how often does the product fail?) Durability (how long does the product last?) Serviceability (how easy is it to repair the product?) Aesthetics (what does the product look like?) Features (what does the product do?) Perceived Quality (what is the reputation of the company or its product?) Conformance to standards (is the product made exactly as the designer intended?)
2.4
BRIEF
HISTORY
OF
QUALITY
CONTROL
AND
IMPROVEMENT
Most of the statistical quality control techniques used now have been developed during the last century. Many individuals, during the 20th century, contributed to the body of knowledge on achieving superior quality and five names deserve particular mention: Joseph M. Juran, W. Edwards Deming, Armand V. Feigenbaum, Philip Crosby and Kaoru Ishikawa. One of the most commonly used statistical tools, control charts, was introduced by Dr. Walter Shewart in 1924 at Bell Laboratories. The acceptance sampling techniques were developed by Dr. H. F. Dodge and H. G. Romig in 1928, also at Bell Laboratories. The use of design of experiments developed by Dr. R. A. Fisher in the U.K. began in the 1930s. The end of World War II saw increased interest in quality, primarily among the industries in Japan, which were helped by Dr. Deming. Industry in the 1980s also benefited from the contributions of Dr. Genichi Taguchi to design of experiments, loss function, and robust design. The recent emphasis on teamwork in design has produced concurrent engineering*. The standards for a quality system, ISO 9000, were introduced in the early 1990s.
2.5 STATISTICAL METHODS FOR QUALITY CONTROL AND IMPROVEMENT

Statistical Quality Control (SQC) is the term used to describe the set of statistical tools used by quality professionals. SQC consists of three major areas: a. Acceptance sampling b. Statistical process control c. Design of experiments
Acceptance sampling: Acceptance sampling is the process of randomly inspecting a sample of goods and deciding whether to accept the entire lot based on the results.
Acceptance sampling determines whether a batch of goods should be accepted or rejected. The objective is not to control the quality of lots.
Statistical process control (SPC): It involves inspecting a random sample of the output from a process and deciding whether the process is producing products with characteristics that fall within a predetermined range. SPC answers the question of whether the process is functioning properly or not.
Design of experiments: A design experiment is extremely helpful in discovering the key variables influencing the quality characteristics of interest in the process. A designed experiment is an approach to systematically varying the controllable input factors in the process and determining the effect these factors have on the output product parameters. Statistically designed experiments are invaluable in reducing the variability in the quality characteristics and in determining the levels o the controllable variables that optimize process performance.
All three of these statistical quality control categories are helpful in measuring and evaluating the quality of products or services. However, statistical process control (SPC) tools are used most frequently because they identify quality problems during the production process and for general statistical analysis.
2.6 STATISTICAL PROCESS CONTROL

Statistics is the language in which development engineers, manufacturing, procurement, management, and other functional components of the business communicate about quality. Statistical methods provide the principal means by which a product is sampled, tested and evaluated. There have been many successful applications of statistical process control methods in the manufacturing environment. However, the principles themselves are general; consequently, there are many non-industrial or service industry
applications of statistical process control and quality improvement methodology. These nonmanufacturing applications do not differ substantially from the more usual industrial applications. Nevertheless, the nonmanufacturing or non-product applications of statistical process control and quality improvement methodology sometimes require ingenuity beyond that normally required for the more typical manufacturing applications; the difference primarily being due to the following: Most non-manufacturing operations do not have a natural measurement system that allows the analyst to easily define quality. The system that is to be improved is usually fairly obvious in a manufacturing setting, whereas the process in a non-manufacturing setting of being discernable may be difficult. Statistical Process Control (SPC) is an optimization philosophy centered on using a variety of statistical tools to enable continuous process improvement. Closely linked to the total quality management (TQM)* philosophy, SPC helps firms to improve profitability by improving process and product quality. Although initially used in manufacturing, SPC tools and methods work equally well in a service environment.
SPC methods are used extensively by organizations to enable systematic learning. Using methods developed in the 1920s by Walter Shewhart and subsequently enhanced by quality consultants William Edwards Deming and Joseph Juran, organizations are able to use a set of straightforward statistics to find out whether or not their processes conform to expectations. Furthermore, the use of SPC methods can help to identify instances of process variation that may signal a problem in the process. By identifying process variation and potential nonconformance with design expectations early in the production or service environment, managers can proactively make corrections before the process variation negatively impacts quality and customer perceptions.
Although SPC is enabled with statistical analysis, the management philosophy that underlies SPC is much broader than a set of statistics. To improve a process systematically, managers must first identify key processes and key variables of interest. Every organization has hundreds, if not thousands, of processes and variables that can
affect product and service outcomes, and one challenge is to focus on the processes and variables that are of key concern. SPC tools can be useful in identifying areas that need attention, but managerial insight is needed to use the SPC tools strategically.
2.7 SOURCES OF VARIATION: COMMON AND ASSIGNABLE CAUSES
In any production process, regardless of how well designed or carefully maintained it is a certain amount of inherent or natural variability will always exist. This natural variability or background noise is the cumulative effect of many small, essentially unavoidable causes. In the framework of statistical quality control, this natural variability is often called a stable system of chance causes. A process operating with only chance causes of variation, also known as Random causes or Common causes, is said to be in statistical control. In other words, the chance causes are an inherent part of the process.
Other kinds of variability may occasionally be present in the output of a process. This variability in key quality characteristics usually arises from three sources: improperly adjusted or controlled machines, operator machines, or defective raw material. Such variability is generally large when compared to the background noise, and it usually represents an unacceptable level of process performance. We refer to these sources of variability that are not part of the chance cause pattern as assignable causes. A process that is operating in the presence of assignable causes is said to be out of control.
2.8 STATISTICAL PROCESS CONTROL TOOLS
In Statistical Process Control numbers and information will form the basis for decisions and actions, and a thorough data recording system is essential. In addition to the basic elements of a management system, which will provide a framework for recording data, there exists a set of tools which may be applied to interpret fully and derive maximum use of the data. The simple methods listed below will offer any organization a means of collecting, presenting and analyzing most of its data: a. b. c. d. e. f. g. h. Process flowchart what is done? Check sheet / tally chart how often is it done? Histogram what does the variation look like? Pareto chart which are the big problems? Cause and effect diagram what causes the problems? Defect concentration diagram what does the location of the defect signify? Scatter diagram what are the relationships between factors? Control chart which variations to control and how?
Process flowchart: Flowcharts are frequently used to communicate the components of a system or process to others whose skills and knowledge are needed in the improvement effort. Therefore, the use of standard symbols is necessary to remove any barrier to understanding or communication. The purpose of the flowchart analysis is to learn why the current system/process operates in the manner it does, and to prepare a method for objective analysis. The team using the flowchart should analyze and document their findings to identify: The problems and weaknesses in the current process system. Unnecessary steps or duplication of effort. The objectives of the improvement effort. The flowchart techniques can also be used to study a simple system and how it would look if there were no problems. This method has been called imagineering and is a useful aid to visualizing the improvements required. The flowchart below demonstrates part of a contact lens conversion process.
Fig. 2.1 Sample process flow chart
Check sheet: In early stages of an SPC implementation, it will often become necessary : to collect either historical or current operating data about the process under investigation. A check sheet can be very useful in this data collection activity. Tally this marks and frequency distribution tables could prove helpful in such approach. When approach designing a check sheet it is important to clearly specify the type of data to be collected, the part or operation number, the date, the analyst, and any other information analyst, useful in diagnosing the cause of poor performance.
Fig. 2.2 Sample Check sheet
Histograms: A histogram is the variation of a product or the results of a process. It often forms the bell-shaped curve which is characteristic of a normal process. The histogram helps you analyze what is going on in the process and helps show the capability of a process, whether the data is falling inside the bell-shaped curve and within specifications. A histogram displays a frequency distribution of the occurrence of the various measurements. The variable being measured is along the horizontal xaxis, and is grouped into a range of measurements. The frequency of occurrence of each measurement is charted along the vertical y-axis. Histograms depict the central tendency or mean of the data, and its variation or spread. A histogram also shows the range of measurements, which defines the process capability.
Pareto chart: Pareto charts are graphical demonstrations of occurrences, with the most frequently occurring event to the left and less frequent occurrences to the right. It is a graph displaying rank in descending order of importance for the categories of problems,
defects or opportunities. A Pareto chart or diagram indicates which problem to tackle first by showing the proportion of the total problem that each of the smaller problems comprise. This is based on the Pareto principle: 20% of the sources cause 80% of the problem.
Fig. 2.3 Sample histogram
Fig. 2.4 Sample Pareto Chart

Ishikawa Cause and effect diagram: These diagrams depict an array of potential diagram: causes of quality problems. The problem (the head of the fish) is displayed on the right, and the bones of the fish representing the potential causes of the problem problemare drawn to the left. Potential causes are often categorized as materials, equipment, people, environment, and management. Other categories may be included as appropriate. Useful in brainstorming the causes of problems (including potential problem from problems) multiple perspectives, these diagrams should include all possible reasons for a problem. When completed, further analysis is done to identify the root cause. Figure below is an Ishikawa diagram.
Fig. 2.5 Sample Cause and Effect diagram or Fishbone diagram .5 Fishbone
Defect concentration diagram: A defect concentration diagram is a picture of the unit, showing all relevant views. Then the various types of defects are drawn on the picture, and the diagram is analyzed to determine whether the location of the defects on the unit conveys any useful information about the potential causes of the defects.
Scatter diagram: Scatter plots are also called correlation charts. A Scatter plot is used to uncover possible cause-and-effect relationships. It is constructed by plotting two variables against one another on a pair of axes. A Scatter plot cannot prove that one variable causes another, but it does show how a pair of variables is related and the strength of that relationship. Statistical tests quantify the degree of correlation between the variables.
Fig. 2.6 Sample Scatter diagram
Control Charts: Statistical Process Control charts graphically represent the variability in a process over time. When used to monitor the process, control charts can uncover inconsistencies and unnatural fluctuations. Consequently, SPC charts are used in many industries to improve quality and reduce costs. Statistical control does not imply zero variationsome degree of variation is normal and it is unrealistic to expect zero variation Control charts typically display the limits that statistical variability can explain as normal. If your process is performing within these limits, it is said to be in
control; if not, it is out of control. Control does not necessarily mean that a product or service is meeting your needs; it only means that the process is behaving consistently. The most commonly employed control charts are the mean chart and the range chart, often referred to as X-bar and R-charts.
Control limits are calculated statistically from your data. They are referred to as the Lower Control Limit (LCL) and the Upper Control Limit (UCL) on a control chart. These are set at 3-sigma by default since this is the most commonly used limit. Control limits define the zone where the observed data for a stable and consistent process occurs virtually all of the time (99.7%). Any fluctuations within these limits come from common causes inherent to the system, such as choice of equipment, scheduled maintenance or the precision of the operation that results from the design. These normal fluctuations are attributed to statistical variability. An outcome beyond the control limits results from a special cause. Special causes are events external to the ordinary operation of a production or service.
Fig. 2.7 Sample Process Control chart Control charts are divided into two groups: Variable Data Variable charts are based on variable data that can be measured on a continuous scale. For example, weight, volume, temperature or length of stay. These can be measured to
as many decimal places as necessary. Individual, average and range charts are used for variable data.
Attribute Data Attribute charts are based on data that can be grouped and counted as present or not. Attribute charts are also called count charts and attribute data is also known as discrete data. Attribute data is measured only with whole numbers. Examples include: Acceptable vs. non-acceptable Forms completed with errors vs. without errors Number of prescriptions with errors vs. without When constructing attribute control charts, a subgroup is the group of units that were inspected to obtain the number of defects or the number of defective items. Defect and reject charts are used for attribute data.
Statistical Process Control (SPC) Charts are essentially: Simple graphical tools that enable process performance monitoring Designed to identify which type of variation exist within the process Designed to highlight areas that may require further investigation Easy to construct and interpret
Thus, Statistical Process Control is a set of tools for managing processes, and determining and monitoring the quality of the outputs of an organization. It is also a strategy for reducing variation in products, deliveries, processes, materials, attitudes, and equipment. The question which needs to be asked continually is Could we do the job better?
2.9 ISO IN QUALITY MANAGEMENT SYSTEM

The International Organization for Standardization (ISO) series programme provides standards for data documentation and audits as part of a quality management system. The ISO was developed in Europe but was influenced in the second half of the twentieth century by U.S. military standards. ISO standards for documenting business practices, including ISO 9000: 1994 and ISO 9000: 2000 document series aimed to reduce variation in production. The ISO 9000 series should be viewed as the minimum elements of a quality system. The emphasis in ISO is not on results but on the existence and conformance to the elements of a quality system. The automotive industry has its own definition of the elements of a quality system, i.e. QS 9000. QS 9000 includes ISO 9000 requirements but incorporates additional quality system elements required by the automotive industry, e.g. process capability and process performance requirements. A few of the specific standards for Quality Management Systems are cited here: ISO 9004-1: General quality guidelines to implement a quality system. ISO 9004-4: Guidelines for implementing continuous quality improvement within the organization, using tools and techniques based on data collection and analysis. ISO 10005: Guidance on how to prepare quality plans for the control of specific projects. ISO 10011-1: Guidelines for auditing a quality system. ISO 10011-2: Guidance on the qualification criteria for quality systems auditors. ISO 10011-3: Guidelines for managing quality system audit programmes. ISO 10012: Guidelines on calibration systems and statistical controls to ensure that measurements are made with the intended accuracy. ISO 10013: Guidelines for developing quality manuals to meet specific needs.
CHAPTER 3 CASE STUDY
3.1 DEFINING MISSION OF THE STUDY AND APPROACH

For the large fleet of vehicles owned by NERIST, the institution incurs huge expenses due to the performance of frequent maintenance operations. The project perceived on the basis of the fast degrading conditions of the vehicles is sought to be generative towards a possible pattern for the use of vehicles as under the supervision of the authorized personnel of the Transport Section.
The approach to the problem is a data-driven approach. The goal is to present a simplified maintenance process and as such data-driven analysis has not been carried out independently with the classification whether the engines run on gasoline or diesel, in view. It has been generalized from the very start of collection of data, although the vehicles are easily identifiable to proceed with an independent course of analysis.
The few components intercepted for analysis confirming the most potential causes of defects in the vehicles, in general, constitutes the first phase of the work. The sources tending to affect conversely the performance of all the components discussed during
sorting of the minor, major and critical defects have not been evaluated; it is integral to complete the pattern identification of maintenance control to continue with the analysis of rest of the components, preferably anew, once the current roots-causes have been overcome.
The display of analysis results is intuitively interpretable to all who possess the fundamental concept of statistics. All steps have been delineated in the corresponding section of the report for further verification if necessary.
The chart designs have been created with Microsoft Excel, a mathematical package good for working with absolute and dynamic tables. For rapid development of charts, WinSTAT, a plug-in compatible with Microsoft Excel 2003/2007, was used. A detailed step-wise procedure to use WinSTAT has been attached to the end of the report.
3.2 DATA INGESTION

The Transport Office maintains separate record for each vehicle regarding the purchase of new components, replacement of parts, all minor and major adjustments and maintenance by external operators. The data gathered for study is based solely on these records.
The vehicles viz. Maruti Versa SDX, Tata Indigo GLX, Hindustan Motors Ambassador ISZ 1800 and Tata bus LP 1210 (42 and 62 seats),were selected to represent and build a database of rich variant of defects. The technical specifications of the five vehicles have been given in Appendix B. The dates of purchase and manufacture of the vehicles differ by considerable intervals and their present conditions as well. The 62 passenger seat bus is now condemned. It is crucial to consider a period for the operable condition
of the vehicles for the study. The data, therefore, is confined to the period from 1st of January, 2003 to 31st of December, 2009.
A few other considerations as incorporated during the collection of data are mentioned in the following: 1. All jobs related to replacement of parts have been neglected. This is because the purchase of parts and their replacement would unnecessarily double the number of occurrences; hence the jobs have been conveniently left out. 2. A few components have been excepted as the expense assessed on each unit is minimal. These mainly include washers, small bolts, bushes, springs, clips and tyre repairs. 3. The recurring expenditures on engine-oil, coolant, grease, brake-fluid and gearoil are regarded expendable since these already form a part of standard maintenance procedure. The effort has been to concentrate mainly on technical failures. These failures as found and documented make up the variables of study at this point.
3.3 ANALYSIS OF DATA

The data obtained for each vehicle had to be transformed into Check sheets as a catalogue of parts-replaced against the number of times replaced. The total cost for each component was also duly noted.
3.3.1 Classification of Data

The failures were broadly classified into four groups for each of the vehicles as given here:
1. 2. 3. 4.
Engine assembly Transmission system Rear axle assembly Others (comprising the rest)
The various sub-systems that make up the above major groups are given in table-3.1 below. Table 3.1 Classification of system-assemblies
Sl. No. Group 1 Engine assembly Sub-systems Engine Valve mechanism Timing mechanism Piston Cylinder Fuel system Fuel injection pump Fuel transfer pump Fuel injectors Fuel filters Fuel lines Intake system Air filter Turbo charger Intercooler Air filter clogging indicator Hoses Exhaust system Silencer/Muffler/Expansion Chamber Catalytic converter Oxygen sensor (Petrol vehicles) Cooling system Water pump Thermostat Cooling fan Oil Cooler Radiator Radiator Pressure Cap Coolant Recovery Tank Drive belts NERIST, Nirjuli, Arunachal Pradesh - 791109
2 Transmission system
Clutch Actuating mechanism Cable Master cylinder Slave cylinder Pressure plate Gear box Gear change mechanism Synchroniser mechanism Transfer case Propeller shaft Differential pinion
3 Rear Axle assembly Rear brakes G-valve Wheel brakes Axle shafts Differential Differential Gears Crown wheel Wheels Wheel spindle Wheel bearings Rear suspension Springs Shock absorber Stabilizer bar 4 Others Comprising the rest
3.3.2 Comparison of system-assemblies

Taking help of Pareto Charts To distinguish the group with the highest number of defects, Pareto charts were plotted for each of the vehicles. Figures (3.1) to (3.5) demonstrate the relationship of various system groups with the corresponding number of failures under them.
Frequency
80 70 60 50 40 30 20 10 0
cumulative (%)
98.75 91.25 63 78.75
100.00
100.00
80.00
60.00
40.00
10 6 1
20.00
0.00
Others
Rear axle
Engine
Transmission
Fig (3.1): Pareto Chart of number of occurrences of failures and system-assemblies for Maruti Versa SDX
Frequency
110 100 90 80 70 60 50 40 30 20 10 0 60.00
cumulative (%)
96.43 100.00
100.00
77.68
80.00
45
40.18
42
40.00
21 4
20.00
0.00
Others
Engine
Rear axle Transmission
Fig (3.2): Pareto Chart of number of occurrences of failures and system-assemblies for Tata Indigo GLX

Frequency
130 120 110 100 90 80 70 60 50 40 30 20 10 0 0.00
cumulative (%)
100.00
100.00 86.47
80.00
71.43
60.00
65
48.87
40.00
30 20 18
20.00
Others
Rear axle
Engine Transmission
Fig (3.3): Pareto Chart of number of occurrences of failures and system-assemblies for Hindustan Ambassador ISZ 1800
Frequency
240 220 200 180 160 140 120 100 80 60 40 20 0 0.00
cumulative (%)
100.00
100.00 86.53
80.00
70.20 128
60.00
52.24
40.00
44
40
33
20.00
Others
Transmission Engine
Rear Axle
Fig (3.4): Pareto Chart of number of occurrences of failures and system-assemblies for Tata bus LP 1210 (42 seats)

Frequency
120 110 100 90 80 70 60 50 40 30 20 10 0
cumulative (%)
100.00 92.06
80.00 100.00
71.43
60.00
62
49.21
40.00
28
26
20.00
10
0.00
Others
Engine
Rear Axle Transmission
Fig (3.5): Pareto Chart of number of occurrences of failures and system-assemblies for Tata bus LP 1210 (62 seats) The combined comparative representation for all the sample vehicles together is displayed with the help of histogram in figure (3.6).
140 120 100 80 63 60 42 40 20 6 0 1 21 10 4 Tata Indigo GLX Ambassador 1800 ISZ 20 18 10 45 30 40 44 33 28 26 65 62
128
Engine Transmission Rear axle Others
Maruti Versa SDX
Tata Bus LP 1210 Tata Bus LP 1210 (45 seater) (62 seater)
Figure (3.6): Occurrences of failures vs. system assemblies of the five vehicles.
The number of failures detected under each of the engine, the transmission and the rearaxle assemblies is evidently less than the rest of the failures together grouped under Others for all the cases. A further macro-level analysis to assess the arbitrary failures as included under Others is detailed in the next section. The varying features of the charts corresponding to different vehicles may be illustrated on the basis of period of use, conditions of driving, maintenance procedures followed and, the quality and performance reputation of the brand and model. A few of the major failures noted under the other three assembly-groups as regards both frequency and cost are given in table 3.2 below. Table: 3.2 Primary failures in Engine, Transmission and Rear axle classification
Group Engine Failures/Defects Both by cost and frequency By cost Transmission Both by cost and frequency By cost Rear axle Both by cost and frequency By cost Silencer Assembly Timing belt Radiator fan & motor Centre bearing Universal Joint spider Differential pinion Strut assembly Wheel Cylinder Assembly Shock absorber Rear axle bearing
3.3.3 Sub-systems comprising Others

All remaining systems and sub-systems, besides those specifically provided in table3.1, have been included in Others. This has been further sub-classified into four more categories. These are: 1. Steering system 2. Front axle and brakes 3. Heating, Ventilation and Cooling (HVAC) system 4. Remaining support systems
The class of component-failures making up the main classification is better explored with the help of table (3.3)
Table 3.3 Sub-classification of 'Others' Sl. No. Sub-group 1 Steering system
2 Front Axle and Brakes
3 Heating, Ventilation & Cooling system
4 Remaining support systems
Components Gear box Steering wheel Steering inner/outer columns Tie rods Power steering pump Power steering reservoir Hoses Springs Shock absorber Stabilizer bar Tandem master cylinder Vacuum pump Wheel brakes Brake fluid reservoir Axle shafts Wheel bearings Condenser Blower Heater Evaporator Compressor Thermistor Thermo amplifier Alternator Battery Wiring harness, fuses, relays, switches Generator Lighting system Windshield wiper system Door locking systems Window operating systems
It is, therefore, seen that the sub-classification consists of the entire steering system adopting any of the steering gear box mechanism such as rack and pinion or recirculating ball type along with power steering arrangement, the suspension system at
the front, the front brake assembly and also the central hydraulic brake components (excepted in the Rear axle assembly earlier) such as the tandem master cylinder and the fluid reservoir, the cabin climatic condition control system, the electrical instruments and the body.
3.3.4 Sorting of Major Failures

The major failures for all sample vehicles were examined with the development of Pareto charts depending on their frequency in each of the sub-classes of Others as elucidated in the undermentioned figures. A vehicle-wise interpretation of the results is provided here.
Maruti Versa SDX

Frequency
60
cumulative (%) 100.00 92.06 100.00

100.00 80.00 60.00
50 40 30 20 10 0
38
60.32 20 6 0
40.00 20.00 0.00
Axle(F) & brake
Support systems
Steering
Heating, Cooling & ventilation
Fig.3.7 Pareto Chart of number of occurrences of failures and sub-classes of Others for Maruti Versa SDX The front axle and brake assembly, demonstrating the highest frequency, is properly accounted as the major failure prone class of components in Versa. A component-wise study reveals that the Joint Stabilizer and the Suspension-arm assembly are the most common factors of lapse in vehicle performance, as denoted by fig. (3.8).

8 7 6 5 4 3 2 1 0 7 6 5 5 4 2 2 2 2 1 1 1 Series1
Fig. 3.8 Sub system 'Front axle and brakes' bar diagram for Maruti Versa SDX
Tata LP 1210 bus (42 seats) The front-axle & brake assembly is also obtained as the major failure prone class of components for Tata LP1210 bus (42 seats) described in figures (3.9) and (3.10).
Frequency
120
No. of failures
cumulative (%) 100.00 100.00 86.72
100.00
100 80 60 40 20 0
80.00
60.00
59
46.09
52
40.00
17 0 Axle(F) & brake Support systems Steering Heating, Cooling & ventilation
20.00
0.00
Fig. 3.9 Pareto Chart of number of occurrences of failures and sub-classes of Others for Tata LP1210 bus (42 seats) Unlike the Versa SDX, the component-wise distribution in this case indicates that front-wheel oil seal and wheel cylinder kit need to be paid substantial attention. The HVAC is ruled out from failures because of absence of the system in the vehicle.

9 8 7 6 5 4 3 2 1 0 8 7 5 4 4 4 3 3 3 2 2 2 2 2 1 1 1 1 1 1 1 1
No. of failures
Series1
Fig. 3.10 Sub system 'Front axle and brakes' bar diagram for Tata LP1210 bus (42 seats)
Tata Indigo GLX The subsequent figures put the sub-category of Remaining Support Systems consistently as the major class of defaults with Headlamps as the critical defect. This is well understood from the pareto charts of the remaining sample vehicles.
Frequency cumulative (%)
40
93.33 80.00
100.00
100.00
80.00
30
22
20
60.00
48.89 14
40.00
10
6 3
20.00
0.00
Support systems
Steering
Axle(F) & brake
Fig. 3.11 Pareto Chart of number of occurrences of failures and sub-classes of Others for Tata Indigo GLX
6 5 5
No. of failures
4 3 2 1 0 3 2 2 2 1 1 1 1 1 1 1 1
Series1
Fig. 3.12 Sub-class Support systems' bar diagram for Tata Indigo GLX
Hindustan Motors Ambassador 1800 ISZ

Frequency
60
cumulative (%)
98.46 81.54
100.00
100.00
50 40
80.00
37
56.92
60.00
30 40.00 20
16 11
20.00
10
1
0 0.00
Support systems
Axle(F) & brake
Steering
Fig. 3.13 Pareto Chart of number of occurrences of failures and sub-classes of Others for Hindustan Motors Ambassador 1800 ISZ

10 9 8 7 6 5 4 3 2 1 0 3 3 3 3 2 2 1 1 1 1 1 1 1 1 1 1 1 1 9
Series1
Fig. 3.14 Sub-class Support systems' bar diagram for Hindustan Motors 1800 ISZ
Tata bus LP1210 (62 seats)

Frequency
60
cumulative (%)
90.32
50
100.00
100.00
100.00
80.00
40
32
30
60.00
51.61 24
40.00
20 20.00
10
6 0
0.00
Support systems
Axle(F) & brake
Steering
Fig. 3.15 Pareto Chart of number of occurrences of failures and sub-classes of Others for Tata bus LP1210 (62 seats)
10 9 8 7 6 5 4 3 2 1 0
3 2 2 2 2 1 1 1 1 1 1
Series1
Fig. 3.16 Sub-class Support systems' bar diagram for Tata bus LP1210 (62 seats)
3.3.5 Selecting Critical Defects
Based on the above charts, a lot of components may be identified as deserving crucial attention regarding improvement of maintenance process. Nevertheless the study has so far been based on the number of occurrences of failures in these components alone. It is desirable to work out failures which may be simultaneously cost-effective. Hence a comparative study concerning both frequency and cost of failure has been shown in table-4.4. It is to be noted that the joint-stabilizer comprises of both joint-stabilizer bar and bush. Similarly, the door comprises of door lock, pad and handle.
Table-3.4 Sorting of critical defects with respect to both frequency and cost.
Defect N=frequency Headlamps Door Front wheel oil seal Foglamps Kingpin Joint Stabilizer Wheel cylinder Suspension arm assembly Strut assembly Self - starter N1 Versa SDX Cost N2 5 1 Indigo GLX Cost 655.00 185.00 N3 3 9 0 3 0 2 1 0 0 0 Ambassador ISZ Cost N4 Bus 45seats Cost N5 Bus 62 seats Cost Total N6 Cost 34 8041.00 19 15887.00 10 10 10 9 9 7 1075.00 6973.00 8598.00 2974.00 3622.00 4938.00
4 475.00 7 11647.00 0 2 0 7 0 6 0.00 2423.00 0.00 2299.00 0.00 4484.00
640.00 13 3929.00 3810.00 2 245.00 0.00 2200.00 0.00 675.00 240.00 0.00 0.00 0.00 8 865.00 2 300.00 5 5842.00 0 0.00 7 1702.00 0 0 3 0.00 0.00 949.00
9 2342.00 0 0.00 2 210.00 0 0.00 5 2756.00 0 0.00 1 1680.00 0 0.00
0 0.00 3 2050.00 0 0.00 0 0.00 0 0.00 1 454.00
5 15020.00 0 0.00
1 2832.00 1 200.00
0 0.00 1 9717.00
6 17852.00 5 10866.00
The components in the above table have been sorted in descending order of their frequency. The costs do not decrease correspondingly hinting at the fact that a few parts are particularly expensive. These components may be called as High Cost components while others may be called as Medium Cost or Low Cost components.
Table 3.4 thus gives headlamps, door, fog lamps, strut assembly, suspension assembly, wheel cylinder and joint stabilizer as the critical defects. The cost-value of front wheel oil seal per repair is low and hence may be assumed manageable. A brainstorming activity over the reasons behind critical failures is indispensable for practical implementation of the results.
3.4 BRAINSTORMING CAUSES OF DEFECTS

What may be termed as Measure Phase in a quality improvement process, this stage is defined by the identification of key parameters and process characteristics affecting the occurrence of failures and measures the current control process capability. The documentation of the project in terms of defects invariably draws the need to know the pertinent causes as well. Multiple causes are common, in which case they follow the Pareto principle; i.e., the vital few causes will dominate the rest. The diagnosis (progress from symptom to cause) is studied in three steps: Studying the symptoms surrounding the defects as a basis for theorizing about causes. Theorize on the causes of these symptoms. Collect and analyze data to test the theories and thereby determine the causes.
This has been satisfactorily applied in description of symptoms responsible for a few major defects determined earlier. The various symptoms may be conveniently arranged with respect to the following: a. Man b. Machine or material c. Method d. Environment Man helps relate the driving practices and repair procedures to the component failures, while machine/material specifies the availability and quality of components required or used for repair. Method includes the maintenance and measurement processes and, environment corresponds to the effects of natural conditions that result in the constant growth of defects. These four areas were extensively studied for the critical defects already recognized. A brainstorming session as undertaken with the cooperation of the drivers employed by the institute authority together with the Transport Officer facilitated assigning potential causes behind the selected breakdowns. The
process has been illustrated in the following for three components viz. kingpin (critical in the diesel-run buses), self-starter and braking assembly. run self
3.4.1 Kingpin
The kingpin is the main pivot in the steering mechanism of a car or other vehicle. Originally this was literally a steel pin on which the moveable, steerable wheel was mounted to the suspension. It limits the degree of freedom of motion of the rest of the front suspension. Kingpins in suspension have the advantage of being able to carry much heavier weights. Fig. 3.17 K Kingpin assembly
The results and validation of the causes for breakdown of kingpin is shown figure (3.20) with the help of Ishikawa cause and effect diagram.
3.4.2 Self Starter Assembly
An
automotive
starter
motor, self self-
commonly
automobile
starter, or simply "starter motor", is an electric motor needed to turn over the engine before it can power Fig. 3.18 Self starter assembly itself. Car starters engage when you turn the key in the ignition mechanism The starter mechanism. connects to the battery to operate once the key is turned in the ignition. Sometimes there is a short in the wiring that connects these components, which can cause the starter to receive a current from the battery even if the ignition is turned off. Some cars from have a solenoid attached to the starter. Specifically, a lever from the solenoid is
connected to the starter's clutch and pinion assembly. A starter is meant to engage only long enough to turn the flywheel and crank the engine.
The results and validation of the causes for breakdown of self-starter is shown figure (3.21) with the help of Ishikawa cause and effect diagram.
3.4.3 Brake assembly
The modern automotive brake system has been refined for over 100 years and has become extremely dependable and efficient. The typical brake system consists of disk brakes in front and either disk or drum-brakes in the rear connected by brakes a system of tubes and hoses that link the brake at each wheel to the master cylinder. Other systems cylinder that are connected with the brake system include the parking brakes, power brakebooster and the anti-lock system. Fig. 3.19a Disc brake
On a disc brake, the fluid from the master cylinder is forced into a caliper where it presses against a piston. The piston in-turn squeezes two brake turn brake-pads against the disk (rotor) which is attached to the wheel, forcing it to slow down or stop. With drum brakes, Fig. 3.19b Drum brake fluid is forced into the wheel cylinder, which pushes the brake shoes out so that the pushes friction linings are pressed against the drum, which is attached to the wheel, causing the wheel to stop.
In either case, the friction surfaces of the pads on a disc brake system or the shoes on a drum brake convert the forward motion of the vehicle into heat. Heat is what causes the friction surfaces (linings) of the pads and shoes to eventually wear out and require replacement.
The results and validation of the causes for breakdown of brake assembly is shown figure (3.22) with the help of Ishikawa cause and effect diagram.
Fig. 3.20 Fish bone diagram for Kingpin defects
Fig. 3.21 Fish bone diagram for Self starter assembly defects
Fig. 3.22 Fish bone diagram for brake assembly defects
3.5 CONCLUSION
We describe this work as a demonstration of gradual progress of improvement of quality control in general spheres and a careful implementation may require further analysis and verification. What this project does is provide the basics of process control and defines the relationships between the various components studied and the general factors affecting their performance. A general implication of the project may be cited as being directive towards better comprehension of the frequent need of repair works carried out on the vehicles. The work, in all aspects, may be sought to present the ideas at macro-level form of analysis only. It is therefore desirable to extend the work with further assessment.
APPENDIX A
LIST OF VEHICLES IN NERIST
1. Tata Bus LP 1210 (45 seat), AR-01-3980 2. Tata Bus (27 seat), ARC-2356 3. Tata Bus LP 1210 (62 seat), ARC-1463 (off-road) 4. Tata Winger (15 seat), AR-01-C-7303 5. Tata Mobile, AR-01-4598 6. Mahindra Scorpio VLX 7star, AR-01-C-4964 7. Hindustan Motors Ambassador 1800 ISZ, AR-01-4887 8. Maruti Gypsy IMG, AR-01-4600 9. Maruti Gypsy, AR-01-C-7523 10. Maruti Versa SDX, AR-01-A-8290 11. Tata Indigo GLX, AR-01-8291 12. Tata Sierra, AR-01-A-5281 (condemned) 13. Maruti Omni (Ambulance), AR-01-5286 14. Star Bus (54 seat), AR-01-C-4865)
APPENDIX B
TECHNICAL SPECIFICATIONS OF SAMPLE VEHICLES
Maruti Versa SDX
Name of the supplier with address Name of vehicle manufacturer Name of Authorized dealer Vehicle Registration Number M/S Buishi Yada Motors, A-Sector, Naharlagun, Arunachal Pradesh - 701110 Maruti Udyod Ltd. M/S Buishi Yada Motors, A-Sector, Naharlagun, Arunachal Pradesh - 701110 AR-01-A-8290 Model no.: Versa SDX; Colour: Starlite silver; Body: Saloon 28-02-2003 Rs. 5,39,493.00 2003 Fuel: Petrol; Cylinder: 4; Capacity: 1298 CC; Power: 82 bhp @ 6000 rpm Manual 5 forward all synchromesh, 1 rear 6 passenger seats + 1 driver Fluid SAE J1703 or DOT; Disc brake Electronic Power Steering NGK-BKR6E, Champion - RC 8YL, MICO - FR6DC4 12 V, 36 Amp hr 12 V 40 L 5L 5.3 L 1.3 L 1.3 L 1500 kg
Date of delivery Price Year of manufacture Engine Gear box Seating capacity Brakes Steering Spark Plug Battery Fuses Fuel tank Engine sump Coolant Gear box Rear axle Gross weight
Tata Indigo GLX

Name of the supplier with address Name of vehicle manufacturer Name of Authorized dealer Vehicle Registration Number M/S Abhishek Motors Pvt. Ltd., G.N.B. Road, Guwahati - 781003 Tata Engineering & Locomotives Co. Ltd. M/S Abhishek Motors Pvt. Ltd., G.N.B. Road, Guwahati - 781003 AR-01-A-8291 Model: Indigo GLX, 475 SI MPFI; Colour: Meadow Green; Body: Saloon 26-03-2003
Date of delivery
Statistical Analysis of Repair and Maintenance of Institute Vehicles 46 Price Year of manufacture Engine Gear box Spring & suspension Rs. 4,87,020.00 2003 Fuel: Petrol; Cylinder: 4 inline; Capacity: 1405 CC; Power: 62.3 KW or 85 ps at 5500 rpm Synchromesh on all forward gears, sliding mesh for reverse gear; model: TA65-5/3 42 Front: Independent, lower wish bone Mc pherson strut Rear: Independent, 3 links and Mc pherson Strut type; antiroll front and rear Brakes Service brakes: Dual circuit, diagonal split hydraulic brakes through Tandem Master cylinder; Front: 231 mm dia. disc brakes; Rear: 200 mm dia. drum brakes Steering gear box Clutch Alternator Fuel tank Engine sump Gear box Steering gear box Brake fluid Coolant Gross weight Parking brake: lever type, console Hydraulic power assisted Rack & Pinion steering gear with collapsible steering column Single Plate dry friction diaphragm type with 190 mm disc dia. With 285 cm2 friction area 12 V, MF 50 Z 42 L Servo Indica P 20 W/40; capacity: 4 L Servo Gear HP80W Servo Trans Fluid A IS 8654/DOT3 Golden Cruiser 1400 M, Capacity: 6 L 1490 kg
Hindustan Motors Ambassador

Name of the supplier with address Name of vehicle manufacturer Name of Authorized dealer Vehicle Registration Number Date of delivery Price Year of manufacture Engine Gear box M/S Goenka Automobiles, G.S.Road, Guwahati 781005 Hindustan Motors Ltd. M/S Goenka Automobiles, G.S.Road, Guwahati 781005 AR-01-A-4887 Model no.: 1800 ISZ, Colour: White; Body: Saloon 7/4/2001 Rs. 4,20,405.00 2001 Fuel: Petrol; Cylinder: 4; Capacity: 1817 CC; Power: 75 Ps, 22.8 HP All synchromesh 5 speed gear box including overdrive
Statistical Analysis of Repair and Maintenance of Institute Vehicles 47 Spring and suspension Front: Independent Suspension with torsion bear springs and anti-roll bar Rear: Semi-elliptical leaf springs Front & Rear : Telescopic double acting shock absorber 4+1 Servo assisted dual circuit hydraulic with 21 mm diameter drum brakes on front wheels, dual braking on front and leading trailing on rear Helical rack and pinion Electronic type fuel pump 12 V, 45 A 12 V, Negative earth, 55 amp-hr at 20 hr rating 12 V, 45 A 42 L 4.5 L 1.6 L 1.14 L 0.20 L 215 mm 1554 kg
Shock absorber Number of wheels Brakes
Steering gear box Carburettor Self starter Battery Alternator Fuel tank Engine sump Gear box Rear axle Steering gear box Clutch disc diameter Gross weight
Tata Bus LP 1210 (45 seats)

Name of the supplier with address Name of vehicle manufacturer Name of Authorized dealer Vehicle Registration Number Date of delivery Price Engine Gear box Front axle Rear axle Shock absorber Number of wheels M/S Tata Engineering & Locomotive Co. Ltd. Regional Sales Office, G.S Road, Guwahati - 781007 Tata Engineering & Locomotive Co. Ltd M/S Himat Singha Auto Enterprise, Banderdewa, Arunachal Pradesh AR-01-3980 Model: Tata Bus LP 1210 (42 seats) 28-02-1995 Rs. 7,12,552.08 Cylinder: 6; Fuel: Diesel; Capacity: 4788 CC; Power: 31.5 HP GBS-40 Synchromesh on 5 powered gears and sliding mesh on reverse gear Forged Eye beam of Reverse Elliot type Hypoid type fully floating Hydraulic Telescopic type at front and rear 2+4+1 Size: 700 x 20 x 148 mm
Statistical Analysis of Repair and Maintenance of Institute Vehicles 48 Brakes Hydraulic Brakes on front and rear wheels, assisted by Single Chamber air pressure booster. Heavy Duty re-circulating ball type with Universal Joint 14 W Inline type - MICO 12 V, 180 amp hr (20 hr rating) 12 V, 35 Amps 200 L 14 L 2.5 L 0.5 L 5.2 L 4.0 L 4.35 L 5.0 L 0.95 L 1.7 L 6.5 L 13,200 kg
Steering gear box Wind Screen motor Fuel injection Pump Battery Alternator Fuel tank Engine sump Engine oil filter Oil bath air cleaner Gear box Transfer case Front axle Rear axle Steering gear box Brake fluid Radiator Gross weight
Tata Bus LP 1210 (62 seats)

Name of the supplier with address Name of vehicle manufacturer Name of Authorized dealer Vehicle Registration Number Date of delivery Price Year of manufacture Engine Gear box Front axle Rear axle Shock absorber Number of wheels M/S Himat Singha Auto Enterprise, Banderdewa, Arunachal Pradesh Tata Engineering & Locomotives Co. Ltd. M/S Himat Singha Auto Enterprise, Banderdewa, Arunachal Pradesh ARC-1463 (62 seater Tata Bus) Model No.: Tata LP 1210E/55 11/6/1987 Rs. 3,78,977.20 1986 Cylinder: 6; Fuel: Diesel; Capacity: 4788 CC; Power: 31.5 HP GBS-40 Synchromesh on 5 powered gears and sliding mesh on reverse gear Forged Eye beam of Reverse Elliot type Hypoid type fully floating Hydraulic Telescopic type at front and rear 2+4+1 Size: 700 x 20 x 148 mm
Statistical Analysis of Repair and Maintenance of Institute Vehicles 49 Brakes Steering gear box Wind Screen motor Fuel injection Pump Battery Alternator Fuel tank Engine sump Engine oil filter Oil bath air cleaner Gear box Transfer case Rear axle Steering gear box Brake fluid Radiator Gross weight Hydraulic Brakes on front and rear wheels, assisted by Single Chamber air pressure booster. Heavy Duty re-circulating ball type with Universal Joint 14 W Inline type - MICO 12 V, 180 amp hr (20 hr rating) 12 V, 34 Amps with built in regulator 160.0 L 14 L 2.5 L 1.5 L 5.2 L 4.0 L 5.0 L 0.95 L 1.7 L 6.5 L 12,180 kg
APPENDIX C
WINSTAT AND MICROSOFT EXCEL 2003/2007
The WinSTAT is a registered trademark of Robert K. Fitch. It may be ordered online at http://www.winstat.com/order/order.htm A full functional demo version is available which is time-limited to 30 days after the first installation. WinSTAT version 2009.1 has been used with Microsoft Excel 2007. The WinSTAT toolbar looks like as shown below:
Graphics menu The WinSTAT toolbar provides 4 menus viz. Statistics, Graphics, Data and Help, to work with normal distribution, descriptive statistics, correlation functions, survival analysis and a few more statistical tools besides serving the purpose of creation of various types of charts. The Graphics menu gives access to WinSTATs graphics capabilities. The following charts may be plotted with WinSTAT: 1. 2. 3. 4. 5. 6. 7. Histogram Means plot Box & Whisker Scatterplot Cumulative frequency Quality control Pareto Chart
Creating Pareto Chart The information on Checksheet must be organized on worksheet as follows:
Others Engine Rear axle Transmission 45 42 21 4
It is not required to arrange the variables according to the descending order of their frequencies as stipulated for analysis with Pareto Charts. Also, the frequencies may be spread over any number of lines. In any case, the program will sum each column in its entirety to calculate the Pareto chart. From the dialog box, which allows selection of variables to be included in the chart, the specified variables are produced in the output along with the cumulative frequency over all the variables.
APPENDIX D
GLOSSARY
Centre bearing: Used in open-type propeller shafts with tubular cross-section in the third universal joint to support the centre of the drive line. Concurrent engineering: It is a team approach to design, with specialists in manufacturing, quality engineering and other disciplines working together with the product designer at the earliest stages of the product design process. The other approach is known as the Over-the-wall approach in which the specification limits are usually determined by the design engineer without much interaction with or knowledge of the manufacturing processes that must be used. Differential pinion: A bevel pinion attached to the right end of the propeller shaft or universal joint yoke, it rotates the crown wheel at right angles. Engine: It generates power for locomotion. It converts chemical energy of the fuel to mechanical energy. Engine develops power and torque. Macro level analysis: Analysis not involving use of inspection instruments. Radiator: A heat exchanges with hot coolant (water) from the engine entering the top tank and passing through the core to the bottom tank. Cool atmospheric air is drawn over the core by the cooling fan, leading to cooling of the radiator water. Silencer: Also known as Muffler or Expansion Chamber, silencer is separate chamber fitted on the exhaust system to reduce the pressure of the exhaust gases progressively and lets out the exhaust gases to atmosphere at atmospheric pressure. Strut: Part of Mac Pherson strut type suspension, mounted between the frame and the stub axle where the wheel is mounted. The strut contains shock absorber and the spring. Timing belt: Part of the timing system by which the camshaft & fuel injection pump are operated.
Total Quality Management (TQM): It involves consideration of processes in all the major areas: marketing, design, procurement, operations, distribution, etc. Approach such as the TQM will ensure the implementation of the management commitment represented in the quality policy, and provide the environment and information base on which teamwork thrives, the culture changes and communications improve. Universal joint spider: Connects the driver and the driven yokes of universal joint by means of needle bearings.
References
1. Montgomery, Douglas C., 2001, 4th Edition, Introduction to Statistical Quality Control, John Wiley & Sons, Inc. publication. 2. Juran, J.M., Gryna, F.M., Chua, R.C.H., Defeo, J.A., 2007, 5th Edition, Jurans Quality Planning and Analysis for Enterprise Quality, Tata McGraw-Hill Publishing Company Limited. 3. Oakland, John S., 2003, 5th edition, Statistical Process Control, Butterworth Heinemann publication. 4. Leavengood, S., and Reeb, J., 2002, Statistical Process Control Pareto Analysis and Check Sheets, Oregon State University. 5. Wisner, Priscilla, Statistical Process Control For Quality Improvement, Qfinance, www.qfinance.com. 6. Rohani, J.M. & Teng, C.K., 2001, Improving Quality With Basic Statistical Process Control Tools: A case study, Universiti Teknologi Malaysia. 7. Allen, Theodore T., 2006, Introduction to Engineering Statistics and Six Sigma, Springer-Verlag London Limited. 8. Automotive Technology (Basics), Mahindra Institute of Learning Excellence 9. Websites: www.carwale.com www.spiritus-temporis.com www.en.wikipedia.org www.ranamotors.in www.carsalesindia.com clubs.hemmings.com www.spiritus-temporis.com

Statistical Analysis of Repair and Maintenance of Institute Vehicles Nerist Diplomaproject

Hochgeladen von

Dokumentinformationen

Originalbeschreibung:

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

Statistical Analysis of Repair and Maintenance of Institute Vehicles Nerist Diplomaproject

Hochgeladen von

Copyright:

Verfügbare Formate

STATISTICAL ANALYSIS OF REPAIR AND MAINTENANCE OF INSTITUTE VEHICLES

A PROJECT REPORT Prepared by

NORTH EASTERN REGIONAL INSTITUTE OF SCIENCE AND TECHNOLOGY

SIGNATURE Mr. Sunirmal Ray HEAD OF DEPARTMENT Department of Mechanical Engineering

SIGNATURE Mr. N. K. Rana COURSE CO-ORDINATOR Lecturer, Department of Mechanical Engineering

NERIST Nirjuli, Itanagar, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles i

Pranoy Dutta (DIP/08/ME/012)

Hage Momo (Dip/08/ME/016)

Render Sangma (DIP/08/ME/014)

Ervin M. Sangma (DIP/08/ME/018)

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles ii

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles iii

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles iv

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles v

3.5 3.6 3.7 3.8 3.9 3.10 3.11 3.12 3.13

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles vi

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 1

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 2

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 3

CHAPTER 2 CONCEPT OF QUALITY

Statistical Analysis of Repair and Maintenance of Institute Vehicles 4

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 5

2.2 COST OF QUALITY

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 6

2.3 DIMENSIONS OF QUALITY

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 7

2.5 STATISTICAL METHODS FOR QUALITY CONTROL AND IMPROVEMENT

Statistical Analysis of Repair and Maintenance of Institute Vehicles 8

2.6 STATISTICAL PROCESS CONTROL

Statistical Analysis of Repair and Maintenance of Institute Vehicles 9

Statistical Analysis of Repair and Maintenance of Institute Vehicles 10

2.7 SOURCES OF VARIATION: COMMON AND ASSIGNABLE CAUSES

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 11

2.8 STATISTICAL PROCESS CONTROL TOOLS

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 12

Fig. 2.1 Sample process flow chart

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 13

Fig. 2.2 Sample Check sheet

Statistical Analysis of Repair and Maintenance of Institute Vehicles 14

Fig. 2.3 Sample histogram

Fig. 2.4 Sample Pareto Chart

Statistical Analysis of Repair and Maintenance of Institute Vehicles 15

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 16

Fig. 2.6 Sample Scatter diagram

Statistical Analysis of Repair and Maintenance of Institute Vehicles 17

NERIST, Nirjuli, Arunachal Pradesh - 791109

Statistical Analysis of Repair and Maintenance of Institute Vehicles 18