At Neel Auto Pvt. Ltd, the

firm manufactures and

assembles frame as well as

other auto components for the

OEM Bajaj Auto.

This report is based on my

understanding of the different

parameters required for

manufacturing of frame of

Vikrant V-15

Manufacturing

Process of Frame

of Vikrant V-15

Pradeep Kumar Yadav

141MC00209

1

ACKNOWLEDGEMENTS

It is indeed a great pleasure & privilege to present this report on training at NEEL AUTO

PRIVATE LIMITED, JBM GROUP, PANTNAGAR.

I am extremely grateful to my training & placement officer for issuing a Training letter, which

made my training possible at the company.

First, I thank to The H.R.Head, Mr. Uttam Jantwal for considering my potential in doing this

summer internship and providing this wonderful opportunity.

I would like to express my gratitude to Mr. Vinod Garg and Mr. Sunil Kandpal for their

valuable suggestions, motivation, guidance and support throughout the training.

Thanks to all JBM Officials, Operators and all other members of JBM, yet counted for their

help in completing the project and see the light of success.

I am very thankful to friends, colleagues and other persons who rendered their assistance

directly or indirectly to complete this project work successfully.

Thank You.

Dated: July 2016 Pradeep Kumar Yadav

2

Table of Contents-

About Company-JBM 3

Over view 3

Introduction to the company 5

Neel Auto Pvt. Ltd. (NAPL) 9

Departments in NAPL, Pantnagar 10

Production 10

Production Line 11

Factors that can affect Production Process 11

Frame Production Line Vikrant V-15 12

Material Used 13

Process Flow Diagram 14

Working Stations 14

Fixtures 15

Inspection 19

Processes – Welding & Boring 20

How to Improve Production & Quality 21

Methodology – DMAIC, JIT, PDCA, TPM, 5S 22

Production Part Approval Process - 19 Elements 28

Conclusion 32

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ABOUT COMPANY

JBM Group began its journey of excellence in 1983. The organization commenced

operations as a manufacturer of LPG Cylinders for the Delhi-NCR region of India. Moving

strength to strength, assisted with experience and knowledge, JBM Group entered into the

automotive industry in 1985.

In 1986, the Group signed a joint venture with Maruti Suzuki India Ltd for the

manufacturing of sheet metal components and assemblies. The journey began with a vision

to expand the business in the automotive sector by keeping abreast with market trends

and global technology.

Headquartered at Delhi-NCR, JBM Group is a diversified conglomerate with presence in

automotive, engineering & design services, renewable energy and education sectors. The

organization’s commitment towards all stakeholders and community has made it a leading

manufacturing and engineering player.

The milestones and achievements of JBM Group gave the energy for diversification and

establishment of multiple business units in order to meet the needs of customers. The

organization’s management follow a unique business model to create empowered

companies that enjoy the best of entrepreneurial independence, assisted with leverage of

group-wide synergies.

OVERVIEW

JBM Group is a focused, dynamic and progressive organization that provides customers

with value added products, services and innovative solutions. The Group has a diversified

portfolio to serve in the field of automotive, engineering & design services, renewable

energy and education sectors and has an infrastructure of 35 manufacturing plants, 4

engineering & design centre across 18 locations globally.

With turnover of USD 1.2 billion, JBM Group has broadened its horizons by focusing on

quality delivery, solutions approach, product development processes, flexible

manufacturing systems and contract manufacturing.

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JBM Group is primarily a tier- 1 supplier to the automotive OEM industry and caters

services to esteemed clients that include Ashok Leyland, Bajaj Auto Ltd, Fiat, Ford, General

Motors Corporation, Honda, Hero, JCB, Mahindra, Maruti Suzuki, Renault, Nissan, TATA,

Toyota, TVS, Volvo-Eicher, Hyundai, BMW and many more.

The Group has alliances with more than 20 renowned companies globally and the

associations include Arcelor Mittal, Cornaglia, Dassault Systems, JFE Steel Corporation,

Magneto (CLN Group), Ogihara, Sumitomo and many more. The organization’s structure

enables each business unit to chart its own future and simultaneously leverage synergies

across its competencies.

5

INTRODUCTION TO THE COMPANY

COMPANY PROFILE

Name - Jai Bharat Maruti Group

Division - Neel Auto Private Ltd

Head Quarters - New Delhi

Established - 1983

Turn Over - Rs.8500 Crores(overall)

No. of Employees - Around 15,000

VISION “Be a leader in our business through world class manufacturing practices, development of our people and keeping pace with market and technology.”

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CORE VALUES

We believe in...

Simplicity, by keeping a low profile externally and having clear, open and effective communication within the organization.

Teamwork, with well-defined responsibilities and accountability.

Relationships of trust amongst people, through well-defined job responsibility and authority.

According top priority to customer focus, through prompt and appropriate response.

Respect and care for all those dedicated to meeting commitments.

TECHNOLOGY

Technology, Innovation and People serve as the 3 key pillars of the JBM foundation. Core to this philosophy is a constant quest for excellence by enhancing technology, enabling innovation and empowering people, thereby, creating consistent value for all stakeholders. JBM Group has always kept a close watch on the dynamic needs of its customers and continues the journey of efficiency by enhancing the technology at every stage. The organization has collaborated with best global technology partners; possess state-of-the-art manufacturing facilities and highly automated processes. These advantages have established new benchmarks that have aided in providing superior quality and flawless technical perfection to the organization's deliverables. The continuous commitment towards excellence and consistent efforts to innovate have brought excellent growth results for the Group. Apart from incorporating sophisticated technology, JBM Group aims to not only exceed expectations, but to create value through

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innovation. The long standing commitment to nurture research and development has brought the organization a long way since its commencement 3 decades ago.

ENVIRONMENT HEALTH AND SAFETY

At JBM, sustainability is the way of doing business. The Group aligned its goals for environment, health and safety, making an impact across its value chain worldwide. Together with the suppliers, customers and stakeholders, JBM strives to maintain highest standards to preserve and protect the environment, as well as enhance the health and safety of the Group’s employees and communities.

THE JBM GROUP COMPANIES:

Arcelor Neel Tailored Blank Pvt Ltd. Indo Toolings Jaico Steel Fasteners Ltd. Jai Bharat Exhaust Systems Ltd. Jai Bharat Maruti Ltd. JBM Auto Ltd. JBM Industries Ltd. JBMMA Automative Pvt. Ltd. JBM Ogihara Automative India Ltd. Neel Industries Pvt. Ltd. Neel Metal Fanalca Environment Management

Pvt. Ltd. Neel Metal Products Ltd. Neel Auto Pvt. Ltd. ThyssenKrupp JBM Pvt. Ltd.

There are more than 35 plants of JBM group in India, with head office in New Delhi. There are 3 plants in Rudrapur, Pantnagar itself.

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Thai Summit Neel Auto Private Limited (TSNA) is now Neel Auto Private Limited (NAPL) A 100% subsidiary of Neel Metal Products Limited (NMPL) (a JBM Group Company) Thai Summit Neel Auto Private Limited was incorporated pursuant to a joint venture (1:1) between Thai Summit Autoparts Industry Co. Ltd, Thailand and Neel Metal Products Limited, India (a JBM Group Company).

Thai Summit Neel Auto Private limited (TSNA) was incorporated in December 2003 as a Private Limited Company for supplying automotive components to two wheelers' manufacturers. The company is engaged in manufacturing of sheet metal components such as fuel tanks, assemblies, tubular frames, complete mufflers (silencer), guards and other related parts for various two-wheeler manufacturers in India.

The facilities include Pressing, Welding, Pipe bending, Painting, Special Purpose Machines (SPM's) and Powder coating machines.

In a very recent development, Thai Summit Autoparts Industry Co. Ltd has sold its entire shareholding in Thai Summit Neel Auto Private Limited (TSNA) to Neel Metal Products Limited (NMPL). As a result of this sale, Thai Summit Neel Auto Private Limited is now a 100% subsidiary of Neel Metal Products Limited (a JBM Group Company).

The company is poised to become No.1 in components supply for two wheeler manufacturers across India.

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Neel Auto Private Limited (NAPL) Pantnagar MISSION

“We at NAPL are committed to make it a world class organization and a preferred supplier of engineering goods to our customers”

QUALITY POLICY

“We at Neel Auto are committed to manufacture and supply auto components ensuring customer satisfaction through continual improvements and total employee involvement.”

TPM POLICY

We at Neel Auto Pvt. Ltd. Adopt ‘Total Productive Maintenance’ to continuously enhance Capacity, Capability and Reliability of our process by eliminating all losses to maximize operational efficiency and are committed to create safe and hygienic work environment through Total Employee Involvement leading to ‘Higher Organizational Profitability.

10

Departments in Neel Auto Pvt. Ltd. (NAPL), Pantnagar

Press Shop

Weld Shop

Paint Shop

Quality Department

Engineering Department

IT Department

HR Department

Maintenance Department

Finance Department

Purchase Department

Safety Department

I was appointed for the Internship on “Manufacturing of Frame Assy. Of Bajaj Vikrant V-15 C101”in Weld Shop Department.

Product Range:

Frame Sub Assy.

Chain Case Assy.

Fuel Tank

Swing Arm

Production:

Production is defined by the Webster online as “to make into a product suitable to use.” Production is a process of combining various material inputs & immaterial inputs in order

to make something for consumption, it is the act of creating output.

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Production Line

A production line is defined as an arrangement in a factory in which a thing being manufactured is passed through a set of linear sequence of mechanical or manual operations.

The production line is required to produce products fast. As well the market demand is getting increase as well we need more products also with more in quantity. This concept reduces the production time up to a mark and exponentially increases the profits.

Factors that can affect production process

Supplies: Many manufacturing depends on raw material supplied from outside

sources. Some of the factors that can delay or hamper a regular delivery schedule include a glitch at the site of a supply source, problem with transportation or inclement weather. If supplies are not forthcoming as needed, the potential for shutdown in the manufacturing process can result. Alternatively a smooth supply operation and well managed inventory promote production as scheduled.

Equipment: When a manufacturing process involves complex machines to

complete production, a temporary malfunction or a breakdown in an intricate piece of equipment can affect the production. Identifying means of improving efficiency of all working parts of production promotes a continual and more efficient operation. Positioning of equipment and the personal required to operate machine can also affect production.

Factory overhead: Production depends on utilities to power machines, cool

equipment and light the workspace in their factories. Even a temporary shutdown of the power supply or lack of a steady water source can impact production, thus affecting the production process. In addition management style can have a significant impact on production in both negative and positive ways.

Need of special Parts: An unforeseen change in made to order parts can have

significant impact on production, especially if the parts are shipped over long distance from offsite. Disparities in qualities may require multiple orders for the

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same inventory, resulting in delays and temporary slowdowns or shutdowns of the production.

People who work at all points: The workforce especially “touch labour”, the

workers directly involved in the production can affect that process in many ways. For example: sick days and vacations taken by key personal must be figured into production to prevent a negative impact on production. An intangible factor that affects the production process and is dealt with after the fact is human error. Alternatively, human inside a production leading to more labour-efficient and cost-effective methods of production can affect in a positive way.

Frame Production Line Vikrant V-15

The firm manufactures the frame for the new Bajaj Vikrant V-15 Motor Bike.

This line started in the first quarter of 2016. V-15 is the new bike from Bajaj,

which is in huge demand these days.

To follow up the demand, Neel Auto manufactures and supplies frame to the

OEM Bajaj Auto in large scale. Neel Auto has developed a frame line for the v-

15, along with support from the Bajaj Auto.

13

Materials Used:

Micro Alloy steel pipe, Hot Rolled Sheet

Yield Strength: 420 MPa

Ultimate Strength: 460 MPa

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Raw inventory required for manufacturing a frame is supplied from the different

suppliers located in the nearby area.

Process Flow Diagram:

Working Stations:

There are 14 Welding stations/Fixtures in Forward Assy., 3 Welding stations of

Swing Arm Assy.

The firm uses IPO i.e. Input-Process-Output. Every station in the production line

is assigned an IPO. It tells about the Input parts, the process (which is welding

generally here) and the output (which will the assembled component).

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Each station employs two mechatronics robots-which perform welding at the

given workpiece. Automatically, it measures real cycle time consumed by a

single workpiece. Therefore, operator can calculate the input frame numbers as

well as output frame numbers.

FIXTURE F10 (Head Pipe Assy.) for V15

In this Fixture Input is Head pipe assy., Main pipe, Bracket flasher Mtg., Plate main spine, these 4 parts are joined by robotic welding and output-Head Pipe Assy. is obtained.

FIXTURE F20 (Gusset H.P. top Assy.) for V15

In this Fixture Input is output of previous stage, Gusset head pipe top, Bracket CDI Mtg., Bracket battery Mtg., These 4 parts are joined by robotic welding and output- Gusset Head Pipe top Assy. is obtained.

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FIXTURE F30 (Forward Assy.1) for V15

In this Fixture Input is output of previous stage, Pipe cross and stiffener front, Pipe cross front lower, Pipe lower, Pipe cross lower, Pipe (LH/RH)+Gusset main spine (LH/RH), Bkt. Swing arm pivot (LH/RH), These 9 parts are joined by robotic welding and output-Forward Assy.1 is obtained.

FIXTURE F40 (Forward Assy.2) for V15

In this Fixture Input is output of previous stage, the part is completely welded to increase the strength to get the output-Forward Assy. 2.

FIXTURE F50 (Forward Assy. 3) for V15

In this Fixture Input is output of previous stage, Bracket SAI unit, Bracket main step Mtg. (LH/RH), Gusset head pipe front (LH/RH), these 4 parts are joined by manual welding and output-Forward Assy. 3 is obtained.

FIXTURE F60 (Forward Assy. 4) for V15

In this Fixture Input is output of previous stage, the part is completely welded in the Process, the required Output is obtained.

17

FIXTURE F70 (Forward Assy. 5) for V15

In this Fixture Input is output of previous stage, Gusset head pipe (LH/RH), Bkt. HT Coil Mtg.(LH), Bkt. BR Pedal pivot, Bkt Horn Mtg., Bkt leg guard (LH)lower, these 6 parts are joined by robotic welding and required output is obtained.

FIXTURE F80 (Forward Assy. 6) for V15

In this Fixture Input is output of previous stage, Bkt. ENG Mtg. rear, Bkt. HT Coil Mtg. (RH), Bkt Air filter Mtg. top front, Bkt Air filter Mtg. top rear, Bkt. Battery Mtg., these 6 parts are joined by Robotic welding and required output is obtained.

FIXTURE F90 (Forward Assy. 7) for V15

In this Fixture Input is output of previous stage and the part is completely welded by manual welding and output is obtained. Here the Forward Assy. is completed.

FIXTURE F100 (Rear Ladder Assy.) for V15

In this Fixture Input is Top pipe (LH/RH), Bracket starter relay Mtg., Bracket Seat Cowl (LH), Bkt. Grab Mtg. (SA), Bkt. Tank Mtg. rear (SA), these 5 parts are joined by robotic welding and required output is obtained.

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FIXTURE F110 (Full Welding) for V15

In this Fixture Input is output of previous stage and the part is completely welded by robotic welding and output is obtained.

FIXTURE F120 (Frame Joinary) for V15

In this Fixture Input is Frame Assy. + Rear Ladder Assy., Bracket Fender Mtg. front and it is assembled together by manual welding and finally output is obtained.

FIXTURE F125 (Full Welding) for V15

In this Fixture Input is output of previous stage, the part is completely welded in the process by manual welding, and required output is obtained.

FIXTURE F130 (Frame Assy. 1) for V15

In this Fixture Input is output of previous stage, Bkt. Pillion step holder Mtg., Bkt. Saree Guard, Bkt. Shox (LH/RH), these 4 parts are joined by robotic welding and output is obtained.

FIXTURE F140 (Frame Assy. 2) for V15

In this Fixture Input is output of previous stage, Bkt. RR Unit, Bkt. Side cover (LH/RH), these 3 parts are joined by robotic welding and final output is obtained.

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Here the Frame fixtures comes to an end. After this Q-gate checkup is there where the frame welding is checked that it is upto the standards or not otherwise it is passed for further process.

FIXTURE F10 (Gusset Top/Bottom Assy.) for V15

In this Fixture Input is Gusset Top and gusset bottom these two are joined together by manual welding and output is obtained.

FIXTURE F20 (Swing arm Assy.) for V15

In this Fixture Input is output of previous stage, Bush swing arm pivot (SA) (LH/RH), Swing arm tube (LH/RH), Shocker Mtg. Bkt. (LH/RH), Bkt. Brake swing arm Mtg., these 5 parts are joined by robotic welding and required output is obtained.

After this, the part is fully welded by manual welding in next Fixture i.e. Fixture F30.Here the swing arm fixtures comes to an end. Now swing arm is also passed through Q-check gate and then is forwarded for further process.

The output data is filled at every stations into the Production Plan

Chart, which contains real volume with respect to the target volume.

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Boring:

Boring is a process of producing circular internal profiles on a

hole made by drilling or another process. It uses single point

cutting tool called a boring bar.

In boring, the boring bar can be rotated, or the workpiece can

be rotated. Machine tools which rotate the boring bar against a

stationary workpiece are called boring machines (also boring mills). Boring can be

accomplished on a turning machine with a stationary boring bar positioned in the tool post

and rotating workpiece held in the lathe chuck as illustrated in the figure. In this section, we

will consider only boring on boring machines.

Boring machines can be horizontal or vertical according to the orientation of the axis of

rotation of the machine spindle.

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Improving Quality:

Quality is governed by 4M- Men, Material, Machine, Method.

SPC should be considered to ensure on-going processes within specified tolerance around

specified target.

Use of seven Magnificent Quality tools – Ishikawa diagram, Check sheet, Control chart,

Histogram, Pareto chart, Scatter diagram, Flow chart.

Methodology:

DMAIC

Approach of DMAIC:

Just-In-Time (JIT):

Just-in-time production or the Toyota production system (TPS), is a methodology aimed

primarily at reducing flow times within production as well as response times from suppliers

and to customers.

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PDCA

PDCA (Plan–Do–Check–Act or Plan–Do–Check–Adjust) is an iterative four-step

management method used in business for the control and continuous improvement of

processes and products.

Total Productive Maintenance TPM is a system of maintaining and improving the integrity of production and quality

systems through the machines, equipment, processes, and employees that add business value

to an organization. It is a tool mostly used in automobile companies, it is having 8 pillars.

TPM pillars helps to maintain good quality with the available machines.

“Achieving Zero Accidents, Zero defects and Zero Breakdowns

in the entire production system life cycle.”

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Pillars:

1. Jishu Hozen (JH)

2. Kobetshu Kaizen (KK)

3. Planned Maintenance (PM)

4. Quality Maintenance (QM)

5. Education & Training (E & T)

6. Development Management (DM)

7. Safety, Health & Environment (SHE)

8. Office TPM (OTPM)

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Education and Training

Poka-Yoke

Mistake-proofing.

Use of mechanical, electric devices for the prevention of defects and

manual errors.

Development & Management

Developing Machines for “high equipment effectiveness”. Quick Process for developing new products.

Office TPM

Improving offices Man-hour efficiency.

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The 5S:

In Japanese the 5S stands for

Seiri (Sort)

Seition (Set in order)

Seiso (Spic and span)

Seiketsu (Standardize)

Shitsuke (Self-discipline)

1. SORT: Remove unnecessary items and dispose of them properly.

Make work easier by eliminating obstacles.

Reduce chances of being disturbed with unnecessary items.

Prevent accumulation of unnecessary items.

Evaluate necessary items with regard to cost or other factors.

Remove all parts or tools that are not in use.

Segregate unwanted material from the workplace.

Need fully skilled supervisor for checking on regular basis.

Don't put unnecessary items at the workplace & define a red-tagged area to

keep those unnecessary items.

Waste removal.

2. SET IN ORDER:

Arrange all necessary items so that they can be easily selected for use.

Prevent loss and waste of time by arranging work station in such a way that all

tooling /equipment is in close proximity.

Make it easy to find and pick up necessary items.

Ensure first-in-first-out FIFO basis.

Make workflow smooth and easy.

All of the above work should be done on regular basis.

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3. SPIC AND SPAN:

Clean your workplace completely.

Use cleaning as inspection.

Prevent machinery and equipment deterioration.

Keep workplace safe and easy to work.

Keep workplace clean and pleasing to work in.

When in place, anyone not familiar to the environment must be able to detect

any problems within 50 feet in 5 secs.

4. STANDARDIZE:

Standardize the best practices in the work area.

Maintain high standards in workplace organization at all times.

Maintain orderliness. Maintain everything in order and according to its

standards.

Everything in its right place.

Every process has a standard.

5. SELF DISCIPLINE:

To keep in proper working order.

Also translates as “Do without being told”.

Perform regular audits.

Training and discipline.

Training is goal-oriented process. Its resulting feedback is necessary monthly.

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Production Part Approval Process

Production part approval process (PPAP) is used in the automotive supply chain for

establishing confidence in component suppliers and their production processes.

Below is the list of all 19 elements, and a brief description of them.

Design Records:

A printed copy of drawing needs to be provided. If the customer is responsible for

designing, this is a copy of customer drawing that is sent together with the Purchase

Order (PO). If supplier is responsible for designing this is a released drawing in

supplier's release system.

Authorized Engineering Change (note) Documents:

A document that shows the detailed description of the change. Usually this document

is called "Engineering Change Notice", but it may be covered by the customer PO or

any other engineering authorization.

Engineering Approval:

This approval is usually the Engineering trial with production parts performed at the

customer plant. A "temporary deviation" usually is required to send parts to customer

before PPAP. Customer may require other "Engineering Approvals".

DFMEA:

A copy of the Design Failure Mode and Effect Analysis (DFMEA), reviewed and

signed-off by supplier and customer. If customer is design responsible, usually

customer may not share this document with the supplier. However, the list of all

critical or high impact product characteristics should be shared with the supplier, so

they can be addressed on the PFMEA and Control Plan.

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Process Flow Diagram:

A copy of the Process Flow, indicating all steps and sequence in the fabrication

process, including incoming components.

PFMEA: A copy of the Process Failure Mode and Effect Analysis (PFMEA), reviewed and

signed-off by supplier and customer. The PFMEA follows the Process Flow steps, and

indicates "what could go wrong" during the fabrication and assembly of each

component.

Control Plan:

A copy of the Control Plan, reviewed and signed-off by supplier and customer. The

Control Plan follows the PFMEA steps, and provides more details on how the

"potential issues" are checked in the incoming quality, assembly process or during

inspections of finished products.

Measurement System Analysis Studies (MSA):

MSA usually contains the Gage R&R for the critical or high impact characteristics,

and a confirmation that gauges used to measure these characteristics are calibrated.

Dimensional Results:

A list of every dimension noted on the ballooned drawing. This list shows the product

characteristic, specification, the measurement results and the assessment showing if

this dimension is "ok" or "not ok". Usually a minimum of 6 pieces is reported per

product/process combination.

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Records of Material / Performance Tests:

A summary of every test performed on the part. This summary is usually on a form of

DVP&R (Design Verification Plan and Report), which lists each individual test, when

it was performed, the specification, results and the assessment pass/fail. If there is an

Engineering Specification, usually it is noted on the print. The DVP&R shall be

reviewed and signed off by both customer and supplier engineering groups. The

quality engineer will look for a customer signature on this document.

Initial Sample Inspection Report:

The report for material samples which is initially inspected before prototype made

Initial Process Studies:

Usually this section shows all Statistical Process Control charts affecting the most

critical characteristics. The intent is to demonstrate that critical processes have stable

variability and that is running near the intended nominal value.

Qualified Laboratory Documentation:

Copy of all laboratory certifications (e.g. A2LA, TS, NABL) of the laboratories that

performed the tests reported on section 10.

Appearance Approval Report:

A copy of the AAI (Appearance Approval Inspection) form signed by the customer.

Applicable for components affecting appearance only.

Sample Production Parts:

A sample from the same lot of initial production run. The PPAP package usually

shows a picture of the sample and where it is kept (customer or supplier).

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Master Sample:

A sample signed off by customer and supplier that usually is used to train operators on

subjective inspections such as visual or for noise.

Checking Aids:

When there are special tools for checking parts, this section shows a picture of the tool

and calibration records, including dimensional report of the tool.

Customer-Specific Requirements:

Each customer may have specific requirements to be included on the PPAP package.

It is a good practice to ask the customer for PPAP expectations before even quoting

for a job. North America auto makers OEM (Original Equipment Manufacturer)

requirements are listed on the IATF website.

Part Submission Warrant (PSW):

This is the form that summarizes the whole PPAP package. This form shows the reason for submission (design change, annual revalidation, etc.) and the level of documents submitted to the customer. There is a section that asks for "results meeting all drawing and specification requirements: yes/no" refers to the whole package.

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CONCLUSION

It’s always a great opportunity to experience the valuable exposure of an industry. There is lot of difference between the Theories and Practices. This Training enables me to understand the aspects of professional life. I like the working environment followed at NEEL AUTO PVT. LTD. and come to know how to deal with our colleagues. The company’s members are well cultured & well mannered.

An effective process is followed at NEEL AUTO PVT. LTD. but it would become more valuable and impressive by implementing certain efficient measures. The company is constantly focusing on providing better services, quality and reliability to customers, and running successfully in this era of competition.