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GAURAV BHARDWAJ MHCV

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Project-To increase the SUBMITTED TO AMITY UNIVERSITY, UTTAR PARDESH GUIDED BY SUBMITTED BY AKASH YADAV GAURAV BHARDWAJ ASST. PROFESSOR B.TECH (MAE) + MBA AMITY UNIVERSITY A2325012003 Page 1 | 54 Summer Training-2015 TATA MOTORS LTD.
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Page 1: GAURAV BHARDWAJ MHCV

Project-To increase the

productivity from 30-50

SUBMITTED TO

AMITY UNIVERSITY, UTTAR PARDESH

GUIDED BY SUBMITTED BY

AKASH YADAV GAURAV BHARDWAJ

ASST. PROFESSOR B.TECH (MAE) + MBA

AMITY UNIVERSITY A2325012003

P a g e 1 | 43

Summer Training-2015

TATA MOTORS

LTD.

Page 2: GAURAV BHARDWAJ MHCV

A student gets theoretical knowledge from classroom and gets practical knowledge from industrial training. When these two aspects of theoretical knowledge and practical experience together then a student is fully equipped to secure his best. In conducting the project study in an industry, students get exposed and have knowledge of real situation in the work field and gains experience from them. The object of the summer training cum project is to provide an opportunity to experience the practical aspect of Technology in any organization. It provides a chance to get the feel of the organization and its function.

Tata Motors Limited is India’s largest automobile company, with standalone revenues of Rs.25, 660.79 crores (USD 5.5 billion) in 2008-2009. It is the leader in commercial vehicles in each segment and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world’s fourth largest truck manufacturer, and the world’s second largest bus manufacturer

P a g e 2 | 43

Preface

Page 3: GAURAV BHARDWAJ MHCV

This is to certify that MR. GAURAV BHARDWAJ

Student of B.TECH – MECHANICAL & AUTOMATION ENGINEERING, 6th SEM. Having College Enroll no. A2325012003 of

AMITY UNIVERSITY, NOIDA

Has completed his Dissertation at TATA MOTOR LTD. PANTNAGAR (UTTARAKHAND) He has submitted a project

report on

‘TO INCRAESE PRODUCTIVITY FROM 30 TO 50 IN MHCV SHOP”

During his training

From 25th may – 7th July 2015

He was sincere & dedicated to his work.

We wish him all the best for the future.

Mr. Akash Yadav

ASSITENT PROFESSOR

AMITY UNIVERSITY

P a g e 3 | 43

Certificate

Page 4: GAURAV BHARDWAJ MHCV

Acknowledgement

When emotions are profound, words sometimes are not sufficient to express our thanks

and gratitude. With this thought, I express my gratitude and indebtedness to all those

People who have helped and provided the very much-needed enthusiasm and the

consistent encouragement required.

I am very thankful to Mr. BRIJ LAL ARORA (Manager HR) who has provide me the

opportunity to get training in TATA MOTORS LIMITED, PANTNAGAR, and

UTTARAKHAND. Which is one of the most renowned organization of India. This training

period add a new dimension in my knowledge which would help me in the future. I am glad

to express my gratitude to Mr. Naveen Khandelwal for their guidance, constructive

suggestions, constant encouragement and supervision in each and every step throughout the

work.

I would specially like to thank my training coordinator for the gentle parental way he

explained me small and big issues the way he cleared my doubts and helped me like a

guardian to get tuned to the professional environment and understand the fine fabrics of

industry environment.

. GAURAV BHARDWAJ

ENROLL NO A2325012003

P a g e 4 | 43

Page 5: GAURAV BHARDWAJ MHCV

S.NO CONTENT

ABSTRACT

ACKNOWLEDGEMENT

1. BRIEF HISTORY

A) THE BEGINNING OF TATA GROUP

B) MILSTONES

C) PROFILE

D) LEADERSHIP WITH TRUST

2. INDUSTERIAL PROFILE

3. PANTNAGAR PLANT, UTTARAKHAND

A) ABOUT PANTNAGAR PLANT

B) LAYOUT OF PANTNAGAR PLANT

C) PROCESS FLOW CHART

D MANUFACTURING SHOPS IN PANTNAGAR PLANT

E) DEPARTMENTS IN PANTNAGAR PLANT

4. INTRODUCTION ABOUT MHCV shop

FRAME LINE ACTIVITY

CHASSIS LINE ACTIVITY

TATA 3118 TRUCK FEATURES AND SPECIFICATION

P a g e 5 | 43

Contents

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A) LAYOUT OF MHCV

B) PROCESS STUDY OF MHCV

5 SYSTEM FOLLOWED IN TML

7QC TOOLS

WCQ (WORLD CLASS QUALITY)

THE 5 ‘S’ METHODOLOGY

6 PROJECT DONE AT TATA MOTARS LIMITED

A) PRODUCTIVITY INCREASE FROM 30 TO 50

STANDARDIZATION GLIDE PATH FOR FRAME LINE & CHASSIS LINE

TIME STUDY

LINE BALANCING

IMPROVEMENTS AND KAIZENS

7 CONCLUSION

8 BIBLIOGRAPHY

P a g e 6 | 43History

Page 7: GAURAV BHARDWAJ MHCV

Founded by Jamshedji TATA in 1868, Tata’s early years were inspired by the spirit of

nationalism The modern iron and steel industry in India owes its origin to the grand vision

and perseverance of Jamshedji Nusserwanji Tata. The Tata Iron and Steel Company Limited

(Tata Steel) was registered in Bombay on 26th August 1907. The construction of the steel

plant was then taken up in earnest with the first stake being driven in February 1908. R.G.

Wells, an American with steel plant construction experience took over as the General

Manager in 1909. Success came when the first blast furnace was blown-in on 2nd December

1911, and the first ingot rolled on 16th February1912.

The story of the Tata Group of business unfolds with the birth of its founder Jamshedji Tata

in the small town of Navasari in Gujarat in 1839. He breathed his last in 1904 in Germany.

His parents were Nusserwanji and Jeevanbai Tata. Nusserwanji was the first businessman in

a family of Parsi Zoroastrians priests. Destiny called him to Bombay where he started

trading. Jamshedji joined him at the tender age of fourteen.

He took admission in Elphinstone College and while still a student he married Hirabai Daboo.

Jamshedji graduated in 1858 and joined his father’s trading firm. Those were turbulent

times. The British had just managed to ruthlessly crush the 1857 Revolt. Since the age of

twenty-nine Jamshedji continued to work in his father’s firm. In 1868 he started a trading

company on his own with a capital of Rs.21, 000/- Founded by Jamshedji TATA in 1868,

Tata’s early years were inspired by the spirit of nationalism The modern iron and steel

industry in India owes its origin to the grand vision and perseverance of Jamshedji

Nusserwanji Tata. His first step was to acquire a bankrupt oil mill and convert it into cotton

mill which he renamed Alexander Mill. Two years later he sold it with a good margin of

profit. With this he set up a cotton mill in Nagpur in 1874. Queen Victoria had just been

declared the Empress and in keeping with the times Jamshedji named it Empress Mill.

Jamshedji was a unique personality. He did not just think of innovative ways of P a g e 7 | 43

A) THE BEGINNING

OF TATA

Page 8: GAURAV BHARDWAJ MHCV

manufacturing textiles but he devised new labour practices that would satisfy the workers.

In this way he was far ahead of his times.

It was not just his own personal success but also of those who worked for him and his

group. Jamshedji was in close contact with revolutionary thinkers and nationalists like Dada

Bhai Naoroji and Pherozeshah Mehta and strongly influenced by them. He came to the

conclusion that economic self-sufficiency should go hand in hand with political

independence. The former should be the base of the latter. Jamshedji had three key ideas in

mind. He wanted to set up an iron and steel company, world class learning institution and a

hydroelectric plant. Unfortunately during his lifetime none bore fruit but he had planted the

seed, which later took roots and spread its branches under the care of his successors. The

only achievement that he lived to see was The Taj Mahal Hotel.

It was completed in December 1903 for a princely amount of Rs.4, 21, 00,000/-In this too he

was inspired by nationalist thinking. In those days the locals, that is Indians, were not

allowed into the best European Hotels. Taj Mahal Hotel was a befitting reply to this

discrimination. Tata Group is a private conglomerate with headquarters at Mumbai. The

present Chairman is Ratan Tata who took over from J.R.D. Tata in 1991.

A member of the Tata family is always the Chairman of the group. Its operations covers

many fields related to industry and allied activities concerned with know-how and its

application –engineering, information technology, communications, materials,

automotive, chemicals energy, telecommunications, software, hotels, steel and consumer

goods. Â The statistics and figures of Tata Group speak for themselves. Its revenue touches

$967,229 million or $21.9 billion in 2005/06. This is equal to 2.8% of India GDP. There are

about 246.000 employees in the Tata group as per records of 2004. Market capitalization

figure is $57.6 billion. There are ninety-six companies operating in seven business sectors.

 Only twenty-eight of the ninety-six in Tata Group are publicly listed. Tata operates in more

than forty countries across six continents. It exports products and services to one hundred

and forty nations. The Charitable trust of Tata holds 65.8% of the ownership of Tata group

P a g e 8 | 43

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TISCO now called Tata steel set up in 1907 INDIA’s first iron and steel plant in Jamshedpur,

which is often called Tatanagar. Production actually started in 1912. It produces steel at the

lowest cost in the world. This is mainly because it is assisted by group member concern that

deals with the supply of raw material like coal

and iron. In 1910 was set up Tata Hydro-Electric Power Supply Company. In 1917 the Tata

group made its debut in the field of consumer goods industry with the setting up of Tata Oil

Mill dealing in soaps, detergents and cooking oil. 1932 saw the establishment of Tata

airlines. Tata Chemicals made its appearance in 1939. Telco now known as Tata Motors

started to manufacture locomotive and engineering products from 1945. January 2007 is a

watershed in the history of Tata Group. Tata steel made a successful bid for UK based Corus

Group, which was one of the world’s leading steel and aluminium producers. After an

unprecedented nine rounds of bidding Tata finally clinched the deal. Tata offered to buy

100% stake in Corus at 608p per share (all cash) totalling to a value of $12.04 billion. It has

turned out to be the biggest acquisition by any Indian company.

Tata Power is one of the largest private sector companies in India and supplies power to

Mumbai and parts of New Delhi. Then there are Tata Chemicals and Tata Pigments. In the

service sector there are Tata companies dealing with hotels, general insurance and life

insurance. Tata offers management, economic and financial consultancy services. Tata is

one of the best names in the world of investments and shares. In the area of education

Tata’s publishing house of Tata McGraw Hill is a renowned name.

Tata Motors is India's largest automobile company, with consolidated revenues of $ 32 billion in 2011-12. Through subsidiaries and associate companies, Tata Motors has

P a g e 9 | 43

PROFILE

Page 10: GAURAV BHARDWAJ MHCV

operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, the business comprising the two iconic British brands. It also has an industrial joint venture with Fiat in India. With over 4 million Tata vehicles plying in India, Tata Motors is the country’s market leader in commercial vehicles and among the top three in passenger vehicles. It is also the world's fourth largest truck manufacturer and the second largest bus manufacturer. Tata cars, buses and trucks are being marketed in several countries in Europe, Africa, the Middle East, South Asia, South East Asia and South America.

P a g e 10 | 43

GLOBALLY RANKED AS:-

2nd largest Bus manufacturer

5th largest Bus & Truck manufacturer

Largest Indian Exporter of Automobiles

Largest portfolio of products by an Auto major:-

Mini, Light & Heavy Trucks

Range of Buses & Coaches

Passenger Cars & Utility Vehicles

Indigenously developed India’s 1st

Light Commercial Vehicle (1986)

Sports Utility Vehicle (1998)

Passenger Car (1998)

Mini Truck – ACE (2005)

Largest R&D network in India with offshore centres in :-

Korea (Gunsan)

Spain (Zaragoza)

UK (Midlands)

1stEngineering company to be listed on NYSE (2004)

PANTNAGAR

PLANT A) ABOUT PANTNAGAR PLANT

B) HOLISTIC VIEW TATA MOTOR PANTNAGAR

Page 11: GAURAV BHARDWAJ MHCV

The company has set up a plant for its mini-truck Ace and the passenger carrier Magic

(based on the Ace platform) at Pantnagar in Uttarakhand. The plant began commercial

production in August 2007. This is the company's fourth plant, after Jamshedpur

(commercial vehicles), Pune (commercial vehicles and passenger vehicles) and Lucknow

(commercial vehicles). The plant is spread over 953 acres, of which 337 acres is occupied by

the vendor parts.

State-of-the-art facilities include weld shops, paint shops, engine and gear box shops and

assembly lines. The company has invested over Rs.1250 cores in the plant. Vendors for the

P a g e 11 | 43

Page 12: GAURAV BHARDWAJ MHCV

vehicle have made additional investments to set up their plants in the vendor park

adjoining the plant. The operation has generated about 7500 direct and indirect jobs in the

plant, among vendors and service providers in the area. It was also acting as a backup plant

for NANO. As the problem arise there in Singur it was decided to start production of NANO

from this plant in the meantime a full-fledged plant is being constructed for NANO at

Sanand, Gujarat. So, this plant is getting the opportunity to deliver peoples car to the

people.

Now, the NANO production has been shifted to Sanand in Gujarat. The plant is now acting

home to various new products to be soon or has been already launched by TATA MOTORS.

It is now producing TATA ACE (.75Ton), Super ACE (1Ton), Magic, Magic Iris, Zip and

Venture. Venture is being produced in 2 variants and is also exported out of India. Magic Iris

and Zip are yet to be launched.

DATA REGARDING SITE

TOTAL AREA - 975 ACRES

TML PLANT AREA - 638 ACRES

VENDOR PARK AREA - 337 ACRES

SHOP/COVERED/BUILT-UP AREA - 19%

ROADS LENGTH - 10KM

AREA AVAILABLE FOR FUTURE PROJECTS - 250 ACRES

PROJECTED STATE EARNINGS FROM TATA MOTORS

State revenue from Tata motors in 20 years (2007-2027) - 3811 Crores.

Average revenue spread over 20 years - 191 crores per year.

P a g e 12 | 43

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P a g e 13 | 43

Page 14: GAURAV BHARDWAJ MHCV

TCF 1D

TCF 1A

TCF 1B

TCF 1C

POWER TRAINMEDICAL

CANTEEN

TIME OFFCIE

SUMO SHOPTCF 2A

GATE -5

PAINT SHO

P

GATE- 3 GATE -6

PDI

ADMIN.

FIRE & SECURTIY

TRAN-ING DIVIS-ION

DISPATCH PAD

COMPR-ESSOR/CHILLE-R

DG 1

GATE 7

MATERIALSTORE

ETP

CRDO

TMLD PAD

EMERGE-NCY ASSMBLY POINTS

BIW 1C

BIW 1B & 1D

MHCV

Paint Shop P a g e 14 | 43

BIW 1A

CKD, BIW 1E, SPD

Page 15: GAURAV BHARDWAJ MHCV

BIW shops

TCF Shops

Power Train shop

Dispatch Area

P a g e 15 | 43

MANUFACTURING SHOPS IN PANTNAGAR PLANT

Page 16: GAURAV BHARDWAJ MHCV

Pantnagar has four shops for manufacturing of vehicles. The shops are:

1. ASSEMBLY SHOP -Assembly shop is also known as TCF Shop (TRIM CHASSIS FINAL). In this

shop all the assembly works like the assembly of trims, seats, ccb, window glass, doors

engine, and Suspension, Tyres, Headlamps, Tail lamps, and Dashboard etc. fittings is carried

out. This shop can be thought of as the organ fitting shop in to the skeleton body of the car.

Car enters this shop as a skeleton chassis cab and the final product of the shop is fully

completed vehicle. There are presently 4 assembly shops – TCF 1A, TCF 1B, TCF 1C AND TCF

1D.

2. WELD SHOP –Weld shop is also known as BIW Shop (BODY IN WHITE).Here different parts

are welded together and the whole structure of the car is built including the chassis frame.

This shop plays critical role in maintaining the dimensional accuracy which would otherwise

lead to major assembly-line problems and major downtimes in their correction The weld

shop is divided into 5 sections namely, BIW 1A, 1B, 1C, 1D, 1E.

3. PAINT SHOP – The TAIKISHA paint shop is the beauty parlours of the car plant. This shop

paints the car in various shades. This is the most sophisticated shop of the plant. It uses

world class technology for painting the vehicles. The most interesting point of this shop is

that all vehicles, no matter which type, are all painted under the same shop together. Thus

the paint shop has to work 4 times faster than the TCF, so that body reaches each of the

assembly shops. It takes 18 steps spread over less than 10 hours to accomplish the task.

Tata Motors Pantnagar boasts to have the biggest atomized Paint shop in whole of Asia.

4. POWER TRAIN SHOP – This shop is divided into Gear Train and Engine shop. This shop

takes care of the assembly of the engine and the assembly of the gear box. The engine and

the gear box are assembled separately but are coupled at the end of the line.

P a g e 16 | 43

About MHCV- Shop

Page 17: GAURAV BHARDWAJ MHCV

Layout

Stations operations Activities CH-01 Frame Dropping Frame dropping & movement

Number punching paperworkAir dryer fitment Purger tank fitment Cluster pipe fitment Nylon pipe set chassis fitment Air tank fitment relay fitment load sensing valve fitment

CH-02 Link Rod Fitment link rod fitment LH&RHFUPD bracket fitment Bumper support fitment L-bracket fitment Stopper bracket filter bracket fitment lift axle fitment

CH-03 leaf spring fitment Dead leaf spring fitment front spring fitment live spring fitment

CH-04 Front & lift axle spacer block & U-clamp placement front axle placement front axle fitment front shocker fitment lift axle fitment grease nipple bolting muffler bracket fitment silencer bracket

CH-05 Dead & Live axle Actuator Fitment live axle fitment dead axle fitment load sensing rod fitment FUPD bolt tightening shocker fitment

CH-06 Axle tightening front axle tighteninglive axle tightening lift axle tighteningdead axle tightening

CH-07 Air tank fitment greasing of grease nipples

P a g e 17 | 43

Page 18: GAURAV BHARDWAJ MHCV

muffler fitment brake pipe fitment propeller shaft bolting Air tank fitment

CH-08 Inversion Semi ring placement hoist operation inversion clamping process of chain trolley adjustment

CH-09 steering gear fitment steering gear fitment cowl assy. Bracket fitment rear rubber mounting bracket power steering pipe fitment drag link fitment nylon connection pipe brake pipe clamping tail lamp fitment radiator bracket fitment

CH-10 Engine Dropping propeller shaft connection exhaust pipe fitment engine dropping engine fitment engine earthing front engine mounting bracket

CH-11 Radiator Fitment radiator fitment clamping fuel water separator fuel line fitment speedometer spare wheel bracket link pipe AC head pipe fitment battery power steering pipe fitment brake pipe fitment

CH-12 Cowl Dropping air intake hose adjustment 4 bolt fitment in cowl accelerator pipe fitment air intake hose fitment engine harness air intake clamping & fitment cable tie of harness plain washer fitment spring washer fitment power steering pipe

P a g e 18 | 43

Page 19: GAURAV BHARDWAJ MHCV

clutch pipe fitment hand brake connections cowl dropping

CH-13 Tyre Mounting Nut Removal wheel mounting LH&RH nut free hand fastening

CH-14 Tyres Torquing tire torquing of RHSinspection and marking spare wheel mounting

CH-15 Bumper Fitment wheel choke fitment bumper bracket lose fitment toe pin fitment bumper fitment LH&RH

CH-16 Battery fitment battery fitment fuel tank mounting fuel tank fitment foot rest fitment diesel filling in fuel filter battery harnessing and connections hoist operation - battery fitment aligning & bolting battery

CH-17 Oil fillings diesel filling in fuel tank clutch oil coolant filling power steering oil

CH-18 RPM setting RPM setting

P a g e 19 | 43

MHCV product

details-3118 Truck

Page 20: GAURAV BHARDWAJ MHCV

Dimensions layout

P a g e 20 | 43

Page 21: GAURAV BHARDWAJ MHCV

Specifications

P a g e 21 | 43

Page 22: GAURAV BHARDWAJ MHCV

P a g e 22 | 43

Page 23: GAURAV BHARDWAJ MHCV

To increase the productivity of 3118 from 30-50

P a g e 23 | 43

Project

Current Target0

5

10

15

20

25

30

35

40

45

50

30

50

No.

of t

ruck

s

Page 24: GAURAV BHARDWAJ MHCV

Kaizen

Kaizen is a Japanese word which is the combination of two words. (Kai—continuous

&Zen—improvement)Kaizen leads to the bigger improvement of the organization. It

is continuous improvement through self-realization. It is for safety, quality, cost,

delivery, moral, and environment. Kaizen involves looking at the current state of

process, separating value added from waste and making it right by using principle of

improvement, to leave out a waste and built a better process.

"CHANGE FOR THE BETTER" Kaizen = Continuous Improvement

...by Everybody! Everyday! Everywhere!

P a g e 24 | 43

System Followed

in TML

Page 25: GAURAV BHARDWAJ MHCV

o Kaizen Cycle

The cycle of kaizen activity can be defined as:

Standardize an operation and activities,

Measure the operation (find cycle time and amount of in-process inventory).

Gauge measurements against requirements.

Innovate to meet requirements and increase productivity.

Standardize the new, improved operations.

Continue cycle ad infinitum

P a g e 25 | 43

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o Kaizen Exercise/Event

What is a Kaizen Event?

A Kaizen event is an exercise planned and organized in a specific workshop over a set period of time to inspect and improve process flow, address recurring defects and problems and ensure better quality standards of products.

Aim

Any Kaizen exercise aims at continuous improvement in process flow and finding ways and means so as to remove defects and ensure better overall quality standards.

P a g e 26 | 43

Page 27: GAURAV BHARDWAJ MHCV

o BENEFITS

Benefits can be measured in the form of following factors

P- PRODUCTIVITY

Q- QUALITY

C- COST

D- DELIVERY

S- SAFETY

M- MORALE

E- ENVIRONMENT

o NEED OF KAIZEN

To reduce the cost by improving productivity.

To improve the quality of the product.

To reduce the cost to compensate for the increased cost of inputs.

To improve the delivery of the product and reduce the lead time.

To improve the morale.

To remove the chances of accident

o Methodology

Kaizen event adopts the following series of operation to address the problems occurring in a particular shop/station-

1. Problem Description – In this opening stage, we define the problem at hand.2. 5W1H Analysis - This is a technique used to inspect the problem defined in step 1. 5W1H implies:

P a g e 27 | 43

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a. What- What is the defect?b. Where- Where is it occurring?c. When- When is it taking place?

d. By whom- Who reported the defect?e. Why- Why is it occurring?f. How- How is it taking place?

3. 4 M Analysis – 4 M Implies Man, Machine, Material and Method. This assess-ment technique strives to investigate whether the cause of the problem is re-lated to Man (the operator), Machine (faulty equipment’s), Material (the work-piece) or the Method (process) employed by the operator.

4. 5 Why Analysis –is a form of root cause analysis in which the user asks a se-ries of 5 "why" questions about a failure that has occurred, basing each sub-sequent question on the answer to the previous. There are normally a series of causes stemming from one root cause, and they can be visualized using fishbone diagrams or tables. For example-

The vehicle will not start. (The problem)

1. Why? - The battery is dead. (first why)2. Why? - The alternator is not functioning. (second why)3. Why? - The alternator belt has broken. (third why)4. Why? - The alternator belt was well beyond its useful service life and not replaced.

(fourth why)5. Why? - The vehicle was not maintained according to the recommended service

schedule. (fifth why, A Root Cause)

The questioning for this example could be taken further to a sixth, seventh, or higher level, but five iterations of asking why is generally sufficient to get to a root cause. The key is to encourage the trouble-shooter to avoid assumptions and logic traps and instead trace the chain of causality in direct increments from the effect through any layers of abstraction to a root cause that still has some connection to the original problem. Note that, in this example, the fifth why suggests a broken process or an alterable behavior, which is indicative of reaching the root-cause level.

It is interesting to note that the last answer points to a process. This is one of the most important aspects in the 5 Why approach - the real root cause should point toward a process that is not working well or does not exist. [2] Untrained facilitators will often observe that answers seem to point towards classical answers such as not enough time, not enough investments, or not enough manpower. These answers may be true, but they are out of our control. Therefore, instead of asking the question ‘why?’ ask ‘why did the process fail?’

A key phrase to keep in mind in any 5 why exercise is "people do not fail, processes do".

P a g e 28 | 43

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P a g e 29 | 43

Page 30: GAURAV BHARDWAJ MHCV

o Kaizen Newspaper

Kaizen Event No- Leader- Status Date

S. No.

Problem/Issue

CounterMeasure

By whom

By when

Result(Achieved/Expected) Status

1.

2.

3.

o Result/Analysis/Conclusion

Kaizen Event Results

Kaizen Event No. Kaizen Event Name: Kaizen Event Leader:

Description

Units BeforeKaizen

Target AfterKaizen

%ImprovementS. No. Objective Target

Parameters

1.

2.

3.

P a g e 30 | 43

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4.

The 5S Methodology

5S is a system to reduce waste and optimize productivity through maintaining an orderly workplace and using visual cues to achieve more consistent operational results. Implementation of this method "cleans up" and organizes the workplace basically in its existing configuration, and it is typically the first lean method which organizations implement.

The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu), and Sustain (Shitsuke), provide a methodology for organizing, cleaning, developing, and sustaining a productive work environment. In the daily work of a company, routines that maintain organization and orderliness are essential to a smooth and efficient flow of activities. This lean method encourages workers to improve their working conditions and helps them to learn to reduce waste, unplanned downtime, and in-process inventory.

P a g e 31 | 43

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P a g e 32 | 43

Page 33: GAURAV BHARDWAJ MHCV

Time Study and causes for stoppage

P a g e 33 | 43

Data Collection and Analysis

CH-1

CH-2

CH-3

CH-4

CH-5

CH-6

CH-7

CH-8

CH-9

CH-10

CH-11

CH-12

CH-13

CH-14

CH-15

CH-16

CH-17

CH-18

CH-19

0100200300400500600

248 216

334

34

457

5194

31

207114

560

223

7 10 29 39 60103

38

Jun,2015 : TOTAL TIME PULLCORD OPERATED(IN MIN).

Chassis Line

Tim

e in

Min

Page 34: GAURAV BHARDWAJ MHCV

P a g e 34 | 43

CH-

11

CH-5

CH-3

CH-1

CH-

12

CH-2

CH-9

CH-

10

CH-

18

CH-7

CH-

17

CH-6

CH-

16

CH-

19

CH-4

CH-8

CH-

15

CH-

14

CH-

13

0

80

160

240

320

400

480

560

0

500

1000

1500

2000

2500560

457

334

248223 216 207

114 103 9460 51 39 38 34 31 29 10 7

Jun'15 Pull Cord Time (min.)

Chassis

Tim

e in

Min

Cum

m.

Table showing no of vehicles rollout Date Rollout Initial

Target8jun 28 40

9jun 27 4010jun 28 4011jun 29 4012jun 30 4013jun 31 4014jun 4015jun 28 4016jun 30 4017jun 29 4018jun 31 4019jun 30 4020jun 33 4021jun 4022jun 30 4023jun 32 4024jun 35 4025jun 34 4026jun 36 40

Page 35: GAURAV BHARDWAJ MHCV

Frame delivery to CH 01.

Alignment time enough during Hendrickson align with frame

Cowl Dropping and fitment

Defect in link rod causes delay at CH02.

Front Propeller shaft Fitment

Leaf spring fitment

P a g e 35 | 43

Major problems causing

stoppage

Page 36: GAURAV BHARDWAJ MHCV

Improvements –Kaizen

KAIZEN Exercise No: Shop/ Area:

Operation

Problem

Root Cause

Measures Taken

Result

Hendrickson Kit fitment on frame

Alignment time enough during Hendrickson align

Operator use single Aligner so all holes

Operator use double aligner during holes matching

Hendrickson holes match with frame in 27 sec.

Thus total

P a g e 36 | 43

Page 37: GAURAV BHARDWAJ MHCV

with frame.

matching time was enough (89 sec)

save time 62 sec during alignment

Before KAIZEN After KAIZEN

KAIZEN Exercise No: Shop/ Area:

Operation Problem

Root Cause

Measures Taken

Result

P a g e 37 | 43

Page 38: GAURAV BHARDWAJ MHCV

Front Propeller shaft Fitment

Difficult in fitment of propeller shaft

Support given to propeller shaft

Process time reduce by 1 min.

Before KAIZEN After KAIZEN

KAIZEN Exercise No: Shop/ Area:

Operation Problem

Root Cause Measures Taken

Result

Cowl Dropping

Safety of

Steering column is not

Gauge provide

Safety enhanced.

P a g e 38 | 43

Page 39: GAURAV BHARDWAJ MHCV

and fitment

operator compromised.

able to hold its vertical position.

Operator needed to hold it in vertical position during cowl fitment.

d to ensure the vertical position of steering column.

Before KAIZEN After KAIZEN

KAIZEN Exercise No: Shop/ Area:

Operation

Problem Root Cause

Measures Taken Result

P a g e 39 | 43

Page 40: GAURAV BHARDWAJ MHCV

Frame testing

More downtime at CH 01 due to defective frames.

No separate checking for defective frames before storage area.

Quality check of frames before storage.

Now only OK Frames are delivered to CH 01.

Before KAIZEN After KAIZEN

KAIZEN Exercise No: Shop/ Area:

Operation

Problem Root Cause Measures Taken Result

P a g e 40 | 43

be-fore

after0

10203040

Page 41: GAURAV BHARDWAJ MHCV

Frame delivery to CH 01.

More downtime due to delay in frame dropping at CH 01.

Single crane operational.

2 cranes operational (one to deliver the frame from storage to a separate station before CH 01 and the other to deliver it from there to CH 01).

No more downtime due to delay in frame delivery at CH 01.

Before KAIZEN After KAIZEN

Result

P a g e 41 | 43

Page 42: GAURAV BHARDWAJ MHCV

Before After05

101520253035404550

3040

10

By analysing major problems and discussing with operators and mentor, Various Suggestions were proposed .Some of them have been carried out in Kaizen event. Apart from above mention, other suggestions were-

Segregating station 1 in two stations, as too many operations carried out on single stations causes hindrance for operators in working and hence delay.

Live axle material placement on time –Keeping two axle at a time

An extra operator at station 7 for rework

Elongment of Air testing pipe so that it could be done on time.

1. Training given by maintenance office

P a g e 42 | 43

References

Page 43: GAURAV BHARDWAJ MHCV

2. Training manuals of TML

3. Tata Motors’ Staff

4. www.wikipedia.org

5. Training sessions by TML

P a g e 43 | 43


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