Nitin Project Report2

7/29/2019 Nitin Project Report2

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Project Report

ON

STUDY MASS IMBALANCE GENERATED THROUGH

VARIOUS CRANK MACHINING PROCESSES AND TO

ESTABLISH CUT OFF IN MASS CENTERING MACHINE

FOR OPTIMUM VALUES

IN MASS BALANCING

BY

NITIN SARASWAT (0606340052)

In partial fulfillment of requirement for the award of degree in

Bachelor of Technology in Mechanical Engineering

(2010)

Under the Project Guidance of

Mr. LOKESH JAISWAL

(TATA CUMMINS LIMITED, JAMSHEDPUR)



Acknowledgement

I take this opportunity to convey my heartful thanks to th

management of TATA CUMMINS Ltd for providing me with

an

opportunity to Undergo summer training for 4-weeks insuch

an excellent plant.

I would like to express special thanks to :

Mr.Pankaj Saraswat for helping me in joining TCL as a

VT.

Mr. Lokesh Jaiswal my project guide who provided me

with the required guidance for planning and

successfully completing my project.

All the managers of the crank shaft line specially Mr.Anurag

Satsangi and Mr. Ramphal Nehra who helped me in

understanding the line and its working.

And to all the associates at crank shaft line who supported me

throughout my project.

I enjoyed my sojourn at TATA CUMMINS LTD and this would be

in my pleasant memories that I shall take back to my college.



NITIN SARASWAT

G.L.A.I.T.M.

Mathura2

INDEX

Acknowledgement 2

Company Profile 4Business Units (BU) 19Engine Parts 21 The Crank Shaft line 23Project Overview

27Operational Overview 34

Data Analysis 51Conclusions 53Suggestions 54



COMPANY OVERVIEW



4

TATA CUMMINS AT A GLANCE

Tata Cummins Ltd. is a 50-50 joint venture between Tata Motors and Cummins

Engine Co., Inc banker/investor W G Irwin supplied the capital for a local self taught

mechanic and inventor Clessie Cummins to begin manufacturing diesel engines.

Working out of an old cereal mill in Columbus, the first engine made by Cummins was a

Dutch designed, six horsepower, farm type diesel. By 1925, the company had begun

producing its own design with enough success that operations were relocated to a new

larger site where the Columbus Engine Plant is now located. It was here that Cummins

created the breakthroughs that solved critical problems of injection timing and

introduced a successful marine engine, originally installed in shrimp boats. The engine

proved so economical that its popularity soon spread to other applications, including

generator sets, drills, power shovels and air compressors.

Today with 45 manufacturing units in 13 countries, and worldwide distribution,

Cummins Engine Company Inc. is a largest independent manufacturer of dieselengines. The company provides products and services for customers in markets

worldwide for engines, power generation and filtration, including engine components,

natural gas engines, filtration systems and information products and services.

Our other partner Tata Motors is the largest manufacturer of commercial vehicles

in India. Tata Motors was established in Jamshedpur in 1945, with the agenda of

manufacturing steam locomotives. In 1954, the company expanded into automobile

manufacturing, through collaboration with Daimler-Benz of Germany. By the end of the

collaboration in 1969, Tata Motors had fully developed the capacity of designing and

manufacturing Medium Commercial Vehicles– taking the first step towardsindigenization. Tata Motors manufactures an entire range of Heavy, Medium and Light

Commercial Vehicles, Multi-Utility Vehicles and Passenger Cars. Tata Motors occupies

70% of the market share. Tata Motors has 4 plants: Jamshedpur, Pune, Lucknow, and

at Dharwad. The Tata Motors Plant at Jamshedpur Plant commenced production on

June 1, 1945.

Tata Cummins is a joint venture between these two world leaders. The agreement was

signed in July 1993 with plant construction starting in the industrial township of

Jharkhand-Jamshedpur in April 1994 and commercial production commenced on

January 1 1996. The entire organization has been set up from scratch at a Greenfield



site. The Rs 300 crore projects widely acknowledged to be the fastest implementation of

its size and nature (within budget) in the industry and within Cummins family worldwide.

VISION

Making people’s lives better by unleashing the Power of Cummins

MISSION

Motivating people to act like owners working together

Exceeding customer expectations by always being the first to market

with the best products

Partnering with our customers to make sure they succeed

Demanding that everything we do leads to a cleaner, healthier, safer environment

Creating wealth for all stake holders.

CORE VALUES:

What do we value?

• Integrity: Strive to do what is right and do what we say we will do

• Innovation: Apply the creative ingenuity necessary to make us better,

Faster, first

• Delivering Superior Results : Exceed expectations consistently

• Corporate Responsibility: Serve and improve the communities in

which we live



• Diversity: Embrace the diverse perspectives of all people and honor

with both dignity and respect

• Global involvement: Seek a world view and act without boundaries

6

What is Tata Cummins personality?

• Decisive

• Driven to win

• Agile

• Passionate

• Caring

What business are Tata Cummins in?

• Unleashing the power to enrich people's lives.

• Everyday. Everywhere. Everyway.

What makes them unique from competitors?

• Understand and satisfy end customers' needs best

• Easiest to do business with

• Best value

o innovative technology

o outstanding customer support

o winning partnerships

o world renowned brands

• Relentless cost reduction• Broadest and most capable global network

• Our people do whatever it takes



7

Tata Cummins Ltd. Products and Market:

TCL manufactures 4 and 6 cylinder versions of Cummins B series engines with a number

of ratings between 75 and 250 HP. Our Automotive B-Series Diesel engines are EURO-I and

Euro-II compliant. We have also demonstrated our capability to manufacture EURO-III

engines. The B series engine is the most popular engine in its range in the world with an

extremely simple and robust design. Our primary market is the Indian commercial vehicle

business. Tata Motors is our largest customer and ‘delivery partner’. Tata Motors entire fleet

of Medium and Heavy Commercial Vehicles uses TCL built engines. We also manufacture

base engines for power generation and construction equipment markets and supply them

through Cummins India Limited. In Automotive application our engines are used on 25

different vehicle models, ranging from 7T to 40 T GVW and wheel base from 3.2 m to 5.9 m.

These vehicles are used in applications such as bus, truck, tipper, trailer & car carrier. Our

industrial B-Series engines are used in excavators produced by Telcon (earlier known as

Construction Equipment Business Unit of Tata Motors) and also on industrial applications of

Ingersoll Rand. Besides, the engines are sold in Genset market for 85KVA power rating

through Cummins India Limited.

The Infrastructure:

TCL is one of the most modern diesel engine plants in the world with state of the art

facility. The plant is fully air conditioned with a computerized Building Management Systemfor safety and energy conservation. In an engine there are approx 370 components, of which

5 components are machined in house. These components are Cylinder Block, Cylinder Head,

Crank Shaft, Cam Shaft & Connecting Rod, which are machined on modern machining lines

with the best measuring and gauging possible for consistent quality. These 5 components

and other bought out finished (BOF) components are assembled in a state of the art

Automated Electrified Monorail assembly system combined with computer controlled

Assembly Management System (AMS), failsaifing and in process verification (IPV) at each

station assuring “build in quality”. The plant has the capacity to produce 120,000 engines per

year.



Organizational Tree/Structure:

Structurally the organization is divided into business units and functional units that operate

with a fair degree of autonomy. There exists cross-functional teams -the Company

Leadership Team and Plant Operating Team, which provides strategic direction at businessand departmental levels. The Company Leadership Team consists of the MD, the Vice

Presidents, and the General Managers & Asstt. General Managers of different departments

and the Plant Operating Team consist of all Business/Functional Unit Leaders.

The plant has 828 employees consisting of 152 staff at managerial levels and 676 at

Associate levels. All the associates in shop floor work in teams.

COMPANY LEADERSHIP TEAM

PLANT OPERATING TEAM

SR.MANAGERS/MANAGERS

ASSOCIATES



9

FUNCTIONAL SUMMARY

SHOP OPERATIONS

Tata Cummins has an installed capacity of manufacturing 60000 engines of multi model

mix in a year. For manufacturing these products the entire shop operations is divided into 2

parts- the machining process and assembling, painting & testing process. These two

activities are carried out in separate units within the company and called the Business

Units. There are in total 6 Business Units. These Business Units are responsible for

manufacturing a complete identifiable product of its own. Amongst these 6 Business units 4

are for machining process of the five major components viz. Conrod & Cam Shaft, Crank

Shaft, Cylinder Head & Cylinder Block. The other two Business Unit are for assembling,

painting and testing of the final product. In the machining Business units castings and

forgings supplied by external suppliers are machined as per the technical requirements

through various types of CNC machines. The assembly, painting & testing Business units

assemble the 5 components machined in-house and approximately 400 BOF components,

then paint and test in a highly automated plant.

Each of the Business Unit function as a profit centre within the company. They enjoy fair

amount of autonomy, responsibility & accountability in achieving their target. Each of the

Business Unit has associates working in teams facilitated by set of managers headed by a

Business Unit Leader. These managers look after the production activities besides their

area of core competence i.e. planning, maintenance & quality.

HUMAN RESOURCE

The HR function is responsible to provide a framework for attracting, developing and

retaining employees in the organization. The function includes the area of Personnel &

administration, Industrial Relations, safety, communication, community involvement as well

as the employee development, diversity, organizational development, etc. elements. The

function not only ensures that the right talent is attracted, deployed and further moulded to

the organizational requirements, it also takes care of the individual growth in line with

organizational and ABO requirements and provides all necessary conditions and facilities to

ensure employee satisfaction. HR functional co-ordinates with Tata Motors for sharing of

infrastructure and Township related facilities like schools, clubs, hospitals, etc. The function

facilitates all the contracts management of the company. The function is responsible for liaison with Government Departments and Agencies with respect to Industrial Laws,



Pollution Control and Environment related laws and is also responsible for ensuring

compliance with the requirements of these laws.

10

INFORMATION TECHNOLOGY

Information Technology comprising of hardware, software, communication and

networking is a critical part of the manufacturing and management processes. Information

Technology ensures that the critical data and information are available as decision

making tools and contributes significantly to the productivity of the manufacturing and

management processes. From this viewpoint the quality and delivery of appropriate

information technology and business automation infrastructure and solutions to the

different Business Units and functions is critical to the workflow process. There are

approximately 20 servers, 300 PCs connected on LAN & WAN, 256 telephone internal

exchange, 30 wireless communication sets, 60 residential telephone connections, 3 fax

machines and 2 photocopiers to provide the IT services in terms of hardware. In terms of

software it uses Oracle as RDBMS, Unix and NT Windows operating systems, forms 6i,

reports 6i as front-end, and Oracle 11i as ERP. In order to effectively provide the IT,Office Automation and Communication services the IT function is organised into two

groups Software development and Hardware & Networking.

FINANCE

The finance function is responsible for arranging borrowed funds at cost effective rates,

effecting payments to all agencies viz. suppliers, employees, government and others,

invoicing on sales and exports and collection of receivables, import and export

documentation and remittances, appropriate accounting of all transactions under

Companies Act, Income Tax Act, Cost Audit Records and Rules as well as under US

GAAP. Finance function initiates all financial controls and monitors for the compliance.

Finance function is responsible for Budgeting and Expense management and helps the

senior management and the Board of Directors in Business and Strategic Planning. It also

helps in negotiation and designing all significant agreements between the promoters. The

function is responsible for organizational compliance in relation to all Revenue and

Corporate legislations like Excise, Income Tax, Sales Tax, Foreign Exchange and is alsoresponsible for insurance of assets. The function manages all social security trust funds



like PF, pension, Superannuation and Gratuity. The function is responsible for strategic

pricing of the product and spares. The function provides financial information at different

levels in the organization as well as to the promoters to help the decision making process.

The function is responsible for all statutory and Governmental audits. It provides

information to various Government / semi Governmental organizations, Industry

associations and liaison with those organizations on behalf of the company.

11

PRODUCT ENGINEERING

TCL builds Cummins’ B series mechanical engines. The design of the base engine is

controlled by Cummins. Many of the external components are specific for each customer.

Therefore, each plant may have some variations on these components. To tie it all back to

Cummins centre database, these parts are released through Cummins. This ensures all

components are known to all Cummins plants, which reduces design proliferation and

evaluation time and costs. When TCL requires special parts or options based on customer

requirement, these are introduced into Cummins database through the release process

with new part numbers. PE is equipped with a Pro E workstation and AutoCAD facilities.

Design validation, simulation and pilot studies are carried out in a mechanical test lab

having noise and vibration equipment and strain gauging facilities. Two test cells andequipment for combustion optimisation enable the performance rating development.

Rating and performance development are taken from DEP and indigenised at TCL as per

customer requirements. PE Department is also responsible for mechanical development

of parts and source approval of components; product change management and

engineering releases; engine and vehicle type approval in collaboration with OE.

CUSTOMER ENGINEERING

The vision of Customer Engineering department is to” Reach out to wider cross section of

users and make life better by unleashing the power of CUMMINS”. This department’s

main function is to increase market acceptability of Tata Cummins engine, make a

presence in the non-auto segment (marine, industrial, powergen & agriculture). Proper

integration of the engine into OEM’s equipment is critical for the equipment performance,

which is enabled by following Cummins Application Engineering Procedures and work

practices. Critical functional aspects like engine air induction system, engine-cooling

system, aspects of equipment peripherals that affect durability and reliability areaddressed through the application engineering procedure. Application engineering



ensures that all customer needs are met and verified through continuous performance

monitoring.

Engine exports is another key focus area. There are opportunities in the worldwide

Cummins network. They are also responsible for expanding the auto market from 75HP to

250 HP and collaborate launch of new products with Tata Motors.

1

2

MATERIALS

The Materials Department in TCL is broadly categorised into three sets of distinct

functions namely Procurement, Stores and Production Planning function. The

procurement functions is responsible for providing support to the manufacturing workflow

process by ensuring the timely procurement of raw materials (forgings/ casting for MIW

lines) and other quality components (direct materials), which are almost 70 % of the

product. This is also significant in terms of finalising the strategic price of the product.

These direct parts sourced from 70 suppliers and an effective management of supply

chain and inventory and supplier relations becomes very important as these directly affect

the profitability of the company. Ensuring the timely supply of quality components, its

testing and validations, needs a very close co-ordination between this function of the

department, Product Engineering department and Sourcing department.

The stores function of this department is responsible for Production planning & control

and ensuring the dispatch of final product to the customer based on their requirement.

This department manages the movement of total materials, both direct and indirect and

the disposal of scrap within the factory premises. This includes the timely supply of raw

materials and bought out component to different workstations in the concerned BUs to

ensure effective workflow of manufacturing processes.

ENGINEERING

Engineering department in Tata Cummins comprises of three function units- Tooling

Planning and Maintenance. Tooling as a function unit caters to approximately 2000

tools, jigs & fixtures throughout the plant, which is the critical part of the manufacturing

process in terms of time, quality, and cost of production. Planning looks after Industrial

Engineering, Planning & Procurement of capital. Maintenance Function looks after

Maintenance of the Utilities (Electrical, Air Conditioner, Compressed Air, Water System),



material Handling Equipments, Labs and Spare Parts Division of the Plant and also looks

after the procurement, storage and issue of machinery spares.

QUALITY

Ensuring the quality of outgoing products, implementing adequate quality systems and

processes in-house and with the suppliers, training and development in quality skills,

leading improvements in internal and external failure resolution are the keyresponsibilities of the quality function. These are achieved through two functional units

viz. Manufacturing Quality and Sourcing.

1

3

The Manufacturing Quality functional unit assures quality of the five in-house

components manufactured on over 160 machines, over 500 bought out components,

about 2000 items used as tooling, about 2000 gages and bulk fluids such as engine oil,diesel, cutting and hydraulic oils; through product audits and through in-house

manufacturing process audits. The unit drives the quality systems implementation

throughout the plant and carries out regular audits to ensure the robustness of the

system. This unit has the quality engineering skill sets for problem, process and product

analysis and provides this support to the Business Units. The function drives all problem

resolution efforts related to the manufacturing process, both internal as well as external.

This functional unit also assures the outgoing quality of the final product i.e. engines

through process and product audits in the production line, at final delivery stage and

through reliable testing and evaluation of engines. They also conduct major enginerepairs and lead engine failure analysis and resolution.

SOURCING

The Sourcing functional unit is responsible for ensuring the quality of bought out parts by

locating potential suppliers, training and developing the sources, assuring and approving

their processes. They lead all problem resolution efforts related to suppliers

manufacturing processes and support their capability improvement. The unit plays a key

role in developing a part locally, which reduces the overall cost of an engine. They deal

with around 800 active parts and 74 suppliers.

AFTER MARKET

After Market Support is a function of Tata Cummins, which deals with the support to the

OEMs in terms of providing engine spares, technical know-how of the product and gathers

product related feedback from customers for improvement. There are seven major and

regular customers that is Tata Motors (4 registered ware house), CASL, CDSS and TIL.Other customers also get support from this division on need basis like Tata Motors, Pune



and Lucknow. This function mainly contributes by effective management of engine spares

(approximately 500 nos.) right from receiving orders from customer, giving indent for

procurement and finally delivering the materials to the indenter within schedule. It

provides technical support and information to customer on their queries and also by

publishing a bi-monthly in-house technical Journal. From management point of view

delivery of spares on time,

supporting the customer with technical know-how and knowing customer’s requirement

are critical and play an important role in ensuring customer’s confidence, faith in the

product reliability and in total organisation’s commitment to “put customer first”. Thisdepartment also provides market related data and inputs to Finance for finalising strategic

pricing of spares,

1

4

provides key customer requirements to Product Engineering for product modification as

per the customer’s requirements. Warehouse is equipped with necessary machines and

equipment to help people working there in material handling, packing and delivery to the

customer. It also contributes in maintaining a very low cost of the inventory and ensuring

maximum customer orders.

WORK SYSTEMS AT TATA CUMMINS:

TEAM BASED WORK SYSTEM:

The basic working in Tata Cummins is team based, i.e., all the shop floor associates are

organized into teams. It is a socio-technical approach to job design and aims at optimizing

the technical and the social requirements in the organization. Teams have been created

depending on distinctive output / product, job design principles, geographical proximity,

optimal number of members (8-10), identified suppliers and customers (internal).Teams are empowered to manage their day-to-day working within the parameters of team

goals, process and output measures. Managers are actively involved as coaches and

facilitators in the process. Care is taken that these activities are structured, focused and

systematic. The ultimate objective is to become a self managed team where the team can

function on their own without the help of any managers.

• We follow a 3-point triangular model to define the role of each individual in the team.



Each team has a team coordinator (who is also a member of the team and not in a

supervisory position) and 3 “point-leaders”. These point leaders have the lead

responsibility for the activity at each point of the triangle depicted below.

TRIANGULAR POINT MODEL

1

5

On each of the six working days of the week there is either a meeting of the team (team

meeting) or of the point leaders of a particular point from each of the teams. This ensures

that learning and improvement initiatives are spread across the plant very quickly. The team

meetings are structured and facilitated by a manager. Minutes are kept of each meeting for

follow-up to resolution and it is treated as an inseparable part of their regular work. The

organization provides facilities for the various meetings and additional resources for

covering the absence of 1 member at any point of time either to attend meetings or follow-up on improvement projects. Time is provided during regular working hours to drive home

the point that improvement activities in teams are very much a part of regular work.

Comprehensive inputs are provided to the associates in the form of training on problem

solving, communication, technical subjects, consensus process, conflict resolution,

statistical techniques and behavioral sciences to enable them to participate effectively in

team activities.

The managers and senior management regularly review improvement projects completed

and ongoing in each team. Recognition is accorded to teams and individuals for contributions and efforts.

TOTAL PRODUCTIVE MAINTENANCE:

Tata Cummins has adopted TOTAL PRODUCTIVE MAINTENANCE (TPM) to achieveoperational excellence through involvement of all employees. TPM leads to achievingzero breakdown, zero defect and zero accidents by eliminating losses, implementingkaizens and maintaining the optimal conditions of the machines. All the employees are

involved in TPM implementation including the employees working in office who are

ZERO DEFECT POINT LEADER

ZERO DOWNTIME POINT

LEADER

ZERO ACCIDENT POINT

LEADER



involved in Office TPM. TPM has resulted in significant reduction of breakdown, defectsand minor injuries. TPM involves 8 core activities generally called the 9 Pillars

1. Autonomous Maintenance( Jishu-Hozen)2. Individual Improvement (Kobetsu Kaizen)3. Planned Maintenance4. Quality Maintenance (Hinshutsu-Hozen)5. Office TPM6. Education/Training

7. Safety Health & Environment8. Development Management9. Tooling

Through the above 9 activities, TPM attacks the 16 major losses and improves the OverallEquipment Efficiency (OEE)

TPM Policy:

At Tata Cummins we are committed to achieving zero breakdowns, zero defects, zeroaccidents and breakthrough business goals through:

Total Employee OwnershipManagement by factsFocus on action & resultsOptimal Utilization of resources

Quality Policy:• Take care of customers

• Are obsessed with quality

• Care deeply about people

• Do what’s right and not what’s convenient

• Guarantee product leadership

• Are responsible citizens

• Are relentless improvers

Safety Health & Environment Policy:



Cummins Limited is committed to foster a Safer, Healthier and Cleaner environment inevery community in which our people live and work, through the following activities : -

• Develop and maintain Safety, Health and Environment Management Systems acrossthe organization which is designed to prevent accidents, to protect our personnel andenvironment, to preserve natural resources and to prevent harm to local communities.

• Systematically assess operations that have the potential to harm individuals or impact the environment.

• Set measurable objectives and targets and periodically review for continual

improvement in Safety, Health and Environmental performance.• Implement management programs to ensure our products, services and activitiesalways comply with Legal and other requirements to which the organization subscribes.

• Minimize potentially harmful effects resulting from our operations and to implementimprovements associated with the prevention of accidents, illness and pollution.

Treatment & Diversity Policy:

Equal Employment Opportunity /Diversity

• Tata Cummins is an employer that provides equal opportunity to all and strives to makeemployment decisions without regard to race, colour, religion, sex, national/regional origin,physical disability or social status. Therefore, the company’s recruitment, hiring, transfer,promotion and compensation policies shall be fair and non discriminatory.

• Tata Cummins believes that, to become a world class competitor, diversity of backgrounds, experiences and cultures is essential. This diversified talent and experienceencourages learning from each other and helps Tata Cummins become stronger. Throughcontinued involvement and effort in the community and appropriate educational institutionsTata Cummins shall strive to create and provide opportunities to women and less fortunatesections of the local society. With reference to local conditions Tata Cummins shall strive to

create an appropriate gender mix of employees.

Treatment Of Each Other At Work

One of the responsibilities of each member of Tata Cummins is to treat each other withdignity and respect. Without this the aspirations of Tata Cummins to become a world classengine company will stand remote chance.

Treating each other with dignity and respect means…



• We should treat each person with whom we come in contact the way we personally wantto be treated. This spirit is required for Tata Cummins to succeed with our customers.Disrespect causes conflict and hard feelings that take time and energy away from work.

• We should treat with the same dignity and respect each member of Tata Cummins familyirrespective of the reporting relationship.

• Treating with dignity implies that no one should make statements that are derogatory or embarrassing or humiliating

• Respect for others means that each of us must try to understand the different backgrounds

and ways of thinking of our people. Not everyone who works for Tata Cummins has thesame background.

• Our company stands behind these points. Therefore, we tolerate no intimidation, nodiscrimination, no lack of respect. We will investigate and act promptly on any charges or evidence of intimidation, harassment, discrimination or such actions as making obscenegestures, calling others names that are demeaning, telling jokes or stories that hurt thefeelings of others, or displaying cartoons or pictures that affect others. We hope we do notfind such situations, but when we do, we will act.

We believe that people make difference in our business. Our success as an empowered teambased organization rests primarily in protecting employees self respect besides nurturing their

potential. It is the only way the employees work well together and working well together isnecessary for Tata Cummins to become world class Engine Company.

BUSINESS UNITS AT TCL

The following are the different business at TCL.

• Assembly, Test and paint BU (ATPBU)• Cylinder Block BU (CBBU)

• Cylinder Head BU (CHBU)

• Crank Shaft BU (CRBU)

• Connecting Rod and Cam shaft BU (RCBU)

• Tool Room

• Process Engineering

In 1995 Assembly started with a capacity of 60,000 engines / annum. With Capacity

expansion in 2007 capacity increased to 1,20,000 engines. It has the capability to build

Euro-1, 2 & 3 engines (Both Mechanical and electronic versions).Cylinder Block and Cylinder Head lines had their expansions completed in 2008 and

acquired the capability to manufacture Euro 3 Blocks and Heads in 2008 which takes their

capacity to 1,20,000.

Crank shaft line is also geared up its capacity to 52,000 from 42,000 through the

expansion of facilities in 2008.

Connecting rod has the capacity to build 72,000 and Cam shaft to 78,000.

Tool room provides all the tooling, Wear parts support to Business Units. It has tool

grinding and presetting facilities. It also provide support for maintenance jobs.



Process engineering take cares of sustenance budget planning, allocation and spending.

It takes care that all sustenance projects are on time and within budget. It also plays a

support role in case of BU shutdown activities and improvements.

Crankshaft Business Unit (CRBU) :

Crankshaft Business Unit (CRBU) of Tata Cummins Limited produces thecrankshaft, which is then sent to the assembly for fitting into the engine. Like theconnecting rod, the raw material here is also obtained form Bharat Forge, Pune in the

form of a forging. A number of crucial and intricate operations on the crankshaft finallygive the finished product. The machining operations in CRBU are carried out across 35machines, which are divided into two lines:

• Soft Line

• Hard Line

In Soft Line, conventional machining operations like milling, facing, turning, grinding etc.are carried out The final operation in this line is Induction Hardening of the crankshaftdue to which its material becomes very hard. Further, all the stock can’t be removed inthe soft line only, as the shape of the crankshaft gets deformed due to hardening andfinishing of surfaces has to be again carried out.

Cylinder Block Business Unit (CBHU)

This is the largest business unit in the Tata Cummins limited. Cylinders blocks aremanufactured in this unit which are then send to assembly line. The raw material used iscast iron, which is bought from Tata Motors Jamshedpur. Due to heavy chip removalintense dust formation is the problem with this line. Most of the operations performed onthe block are without using coolant.

Cylinder Head Business Unit (CHBU):



In this business unit cylinder heads are manufactured which send to assemblyline. CHBU is a fully automated line having least number of associates in TCL. The rawmaterial is Cast Iron casting and it comes from Tata Motors, Jamshedpur. The entire lineis divided into different cells depending on similarity of the operations performed on themachines.

Assembly, Testing & Painting Business Unit (ATP BU):

The Assembly, Testing and Painting Business Unit at TCL houses one of themost sophisticated assembling and testing facilities among the Indian industries. It is atthis unit that the various Made in Works (MIW) components and the Bought Out Finished(BOF) components are assembled to produce the engine, which then undergoes throughthe processes of testing and painting before being delivered to the customer. This unit isthe biggest BU in TCL in terms of manpower employed and is broadly divided into threeloops as per the operations performed. ATPBU has several unique features which arenot found in most assembling units, which include the use of Automated ElectricMonorails (AEM), Automated Guided Vehicles (AGV), In-Process Verifications (IPV),

Assembly Management System (AMS) etc. The whole layout is essentially line-type andall the loops are further subdivided into stations and each team is assigned theresponsibility of a particular group of stations.

ENGINE PARTS

Crank Shaft: -

Crank Shaft is a strong one piece forging of heat treated alloysteel. The crank shaft must be strong enough to take thedownward push of the piston during the power stroke.

Cylinder Head: -

The cylinder Head enclose one end of engine cylindersand form the upper end combustion chamber. Thepiston head and Piston ring form lower end. Cylinder



head are cast in one piece from gray iron, iron alloy or aluminum allow.

Cylinder Block: -

Cylinder block is the foundation of engine. Everycomponent else is put inside or attached to the cylinder block. Cylinder block is a complicated casting. It musthave large holes for the cylinders bores.

21

Connecting Rod: -

The connecting rod is attached at one end to crank pin oncrank shaft. It attached at the other end to a piston pin.

Cam Shaft: -

Cam shaft is made of forging of cast iron. Itsfunction is to open or close the engine valve withthe help of push rod and rocker arm.



10

20

30

40

120

110

100

130

140

23

PROCESS MAP

Facing &

Counterboring

(HMT)

Shank End Turning &

MB6 Roughing

(HMT)

Mass Centring

(Schenk Avery)

Flange End &

MB6, MB7

Turning (HMT)

Induction

Hardening

(EMA)

Oil Hole

Chamfering

(Intelmac)

Washing (Bullows)

Crack Detection

(Magnafield)

Stress Relieving

Furnace

Raw Forging N



70

80

90

80

90

150

170

180

200190210

240

230225

250

280

170

220 220

260

270

Radial Milling

(Heller)

Straight Oil Hole

Drilling (Widia)

Cross Oil Hole

Drilling (Widia)

Straight Oil Hole

Drilling (Widia)

Cross Oil Hole

Drilling (Widia)

CNC

Re-entering

All Journals

Grinding (Landis)

Drilling &

Chamfering

(HMT)

Shank End

Grinding (MKL)

Tapping (HMT)Flange End

Grinding (MKL)

Oil Hole

Polishing(Intelmac)

Timing Hole(HMT)

Final Balancing(ABRO)

Crack Detection(Magnafield)

Final Inspection

(Marposs)

From SRF

Crank Pin Grinding

(Landis)

Super Finishing

(Nagel)

Washing

(Bullows)

Final Despatch to

Assembly N



25

THE CRANK SHAFT

General Description



Flange: The leftmost part of the crank shaft as shown in the above figure is known as

theFlange of the crank shaft.

Journals: There are at all 7 journals present on a six cylinder crank shaft. When the

crankShaft is in rotating motion; all the journals have the same axis of rotation.

Pins: There are six pins present on a six cylinder crank shaft. They do not have same

axis of rotation.

Shank: The rightmost part of the crank shaft as shown in the above figure is known as

theShank. A hole is drilled in the shank in order to fit a gear on it in the assembly.

Web: There are 12 webs present on a six cylinder crank shaft. Two webs surround one

pinon a crank shaft.

26

PROJECT OVERVIEW



27

PROJECT TITLE

“IMBALANCE PATTERN GENERATED IN CRANK SHAFTTHROUGH VARIOUS MACHINING OPERATIONS”

PROJECT BEGINNING

For analyzing imbalance of mass generated in crank, one should be familiar with allthe machining processes performed and then decide what process is affecting crankshaft the most.

To fulfill the above requirement my initial plans were:

• To know the crank properly.a. What is its geometry?b. What is its role in the engine?c. What type of motion it is going to be in?

• To know various operations in details.



• To decide what operation is affecting it the most.

• To suggest methods of control.

28

WHAT IS UNBALANCE?

Any rotating body which is having uneven distribution of mass about its axis of rotation is said to have an unbalance in it. This unbalance in the body plays a major rolewhen body has to perform a rotatory motion. The unbalance is generally caused by anextra mass ‘m’ present in the body. A similar effect is created by out –of-centremachining, non-uniform winding in armature blades of different sizes on rotors, internalflaws in casting, uneven density of material, etc.

TYPES OF UNBALANCE

The Unbalance generally is of following types:

I. STATIC UNBALANCE;

II. DYNAMIC UNBALANCE;

III. COMBINED UNBALANCE.

STATIC UNBALANCE:

When the distribution of mass is uneven but only on one side of the rotor then it iscalled as static unbalance.



DYNAMIC UNBALANCE

When the uneven distribution of mass is present on two different sides of axis of rotation then this type of unbalance is called as dynamic unbalance.

COMBINED UNBALANCE

When both the static & dynamic unbalance exist simultaneously ina rotating body then such an unbalance is called as combined unbalance. The abovetwo types of unbalance usually exist in theory only while in actual practice a large no. of static & dynamic unbalance exist simultaneously ina rotor.

29

RELATION B/W UNBALANCE & CENTRIFUGAL FORCE

The Unbalance ‘U’ in a rotor is directly proportional to the amount of Centrifugal force generated on rotating the rotor and also the Unbalance Isindependent of speed of the rotor and it exists even when the rotor is Stationary.

When the Unbalance rotor rotates the centrifugal force is given by :

U=mr

m=unbalance mass

r=radius at which mass is located

F=mv2/r = mrw2 = Uw2

V= linear velocity

W= angular velocity

The above relation clearly shows that the centrifugal force is directly proportionate tothe Unbalance.



LOCATION OF UNBALANCE

The amount of unbalance present in the rotor is as much important as thethelocation of that unbalance. The location of unbalance is is generally expressed interms of the angle at which the unbalance is located . So the unbalance is a measure of both the mass and the angle at which it is located.

PRINCIPLE OF MEASURING UNBALANCE

When a rotor is rotated, each unbalance on it gives rise to a centrifugal force . Assuming that the rotor under consideration is a rigid body, each force can be resolved into2 planes (Left Plane & Right Plane).

30

After all the forces in the two planes on these lines are being resolved, the result

that we obtain can be represented simply by unbalances at those points .

The case mentioned above is not the most usual case but it illustrates that

“the total unbalance of rigid rotor can always be represented b two weights (or

unbalances) in any two planes desired”.

The dynamic balancing machine operates on the above principle . The rotor tobe balanced is placed on the two work supporting carriages of the balancing machine

and rotated . The centrifugal forces created due to the unbalances act on the carriages

and are measured . These two forces give us the total unbalance of the rotor in these

two planes ( planes in which we have the carriages ). While measuring the unbalance ,

we have to ensure that the rotor is rotated about its normal axis of rotation . If we rotate

the rotor about any other axis, spurious unbalance shall be created by the displaced

mass of the rotor .



The simplest method of achieving the above mentioned objective is to rotate the

rotor while supporting it on its bearing surface .

CORRECTION OF UNBALANCE

A dynamic balancing machine measures unbalances in two planes . These are the

planes in which the rotor is supported on the balancing machine and generally these are

the planes in which the rotor has its bearings. However, the unbalance correction is made

in some other planes where it is convienent to add or remove weights. The former are

called Measurement planes, while the latter are known as correction planes.

Since the plane sin which we make corrections are different from those in which we

measure unbalance, the unbalance corrections to be made have different values

from the unbalances measured .



Figure 1Unbalance correction

The unbalance corrections to be made can be found out by taking moments aboutany two points and equating them to zero .

Taking moments about left correction plane :

Urb = W2(b+c)-W1a OR

UR = W2(b+c)/b - W1 a/b

UL = Unbalance correction needed in left correction plane

UR= Unbalance correction needed in right correction plane

W1= Unbalance in left measurement plane.

W2= Unbalance in right measurement plane

After having found the unbalance correction to be made we have to find out theactual weight 'm' to be added, which is dependent on the radius 'r' at which correction

has to be made. This weight is given by (for the right plane). :



mR= UR/rR

A similar exercise has to be done for the left plane correction side to find outcorrection required in the left correction plane. The results are as follows:

UL = W1 (a+b)/b – W2 c/b

mL= UL/rR

mL= Mass correction needed in left correction plane

mR= Mass correction needed in right correction plane.

RL = Radius at which correction is made on left side

RR = Radius at which correction is made on right side.

OPERATIONAL OVERVIEW



34

OPERATIONS PERFORMED ON CRANK SHAFT

Out of the various operations performed on the crank shaft, the first one is:

FACING & COUNTER BORING

PROCESS DESCRIPTION: In this process first of all the crank shaft is loadedon to the machine with flange end viewed on right to the operator.After loading the job the machine as per the pre defined program performs theface milling of the ‘flange end’ side and also of the ‘Nose end‘ side.



Then after the milling operation on both the ends of the crank shaft has beenperformed, counter boring is done on the Flange end side . The diameter of thecounter bore is 50mm.

CYCLE TIME: The cycle time of this machine is 3.50 minutes.

3

5

After the face milling operation on the crank shaft is performed the crank shaft is

send forward for the next operation which is MASS CENTERING.

MASS CENTERING

PROCESS DESCRIPTION : In this operation the crank is loaded with flange end

viewed right to the operator. After loading the job the machine drills centres on

both ends . These centres are drilled such that the distribution of mass on both

sides of the axis (line joining the two centres ) is approximately same.

Φ 50−+ 1

15−+ 0.5

858 0.3−+

448.5 0.25−+

C3± 0.5



Run out between Centers on Flange Diameter & MB1

Diameter 3 mm (Max) {except on forging parting line}

Drill Depth ( Both Ends)

+/ - 0.3mm compared to master

CYCLE TIME: The cycle time of this machine is 2.30 min.

36

Values of imbalance generated at plane 1 & plane 2 after masscentering



Sl.no.

PLANE1(gm)

ANGLE 1(deg)

PLANE2(gm)

ANGLE 2(deg)

1. 18 341 58.6 95

2. 29.3 41 55.2 63

3. 14.2 32 77.9 89

4. 21.1 34 44.7 95

5. 6.7 31 103.8 91

6. 30.4 59 82.1 74

7. 21.3 42 100 54

8. 7.5 29 53.3 72

9. 12.6 69 91.4 50

10. 23.6 65 89.3 24



37

SBCNC

FLANGE END TURNING

PROCESS DESCRIPTION: In this operation the Crankshaft is loaded on to themachine with nose end viewed left side of the operator.

The Main Journal 1 being clamped with gear seal face end being butted for lateral

location and component being center on the flange side.

Operation sequence:

1) Flange finish turning & facing2) MB 7 ,Web facing LH3) MB 7 ,Web facing RH

4) Rough grooving on MB 7 dia.5) Flange face grooving6) MB6 & MB7 rough turning7) Finish turning MB6 & MB78) Finish turning MB6 & MB 7 dia – RH



S p e c i a l S o f t J a w s

D e t a i l ' X '

CYCLE TIME: The cycle time of this operation is 6.0 min.

38

Values of imbalance generated at plane 1 & pane 2 after turningoperation

Sl.no. PLANE 1(gm)

ANGLE 1(deg)

PLANE 2(gm)

ANGLE 2(deg)

1. 140.2 236 92.1 229

2. 130.0 231 107 235

3. 194.1 228 137.2 225

4. 167.5 219 106.8 209

5. 189.9 222 100 210

6. 137.1 218 129.2 204



7. 159.3 223 115.7 234

8. 182.7 215 143.6 215

9. 177.7 227 116.5 248

10. 190.8 219 117.0 238

39

HELLER

WHIRL MILLING

PROCESS DESCRIPTION: In this operation the crank shaft is loaded on to the

machine with its nose end to the left side of the operator. Then after loading the

crank is rotated such that pin 1 is in down position. Then the crank is pushed

gently to left side such that MB1 face butts the axial locator.

OPERATION SEQUENCE: The sequence of whirl milling on Main Journals & pins isas follows:

1) Main Journal 5 & Crank Pin 6




5) Crank Pin 2

6) Crank Pin 1



C o m p o n e n t R e s te d o n t h e M B 7 & M


40

Values of imbalance generated at plane 1 & pane 2 after Whirl-milling

Sl.no. PLANE 1(gm)

ANGLE 1(deg)

PLANE 2(gm)

ANGLE 2(deg)

1. 9.9 347 11.3 129

2. 5 244 19.6 300

3. 24.5 290 20.3 286

4. 32.1 159 40.7 140



5. 18.1 321 51.6 12

6. 30.4 59 82.1 74

7. 21.3 42 100.5 54

8. 7.5 29 53.3 72

9. 11.7 277 44.5 322

10. 1.7 249 26.8 322

41

WIDIA

GUN DRILLING(straight holes)

PROCESS DESCRIPTION: In this operation the crank is loaded suchthat the flange is on the right side of the operator and the pins 2 & 5are in UP position.

Then after lthe component is being loaded straight oil holes of diameter 8mm in main journals from 2-7 are drilled .



A

A

C

C

Brg. Oil Hole Centerline is 90' from correspondi ng

Pin Centerline.

Bearing Oil Hole Radial Locatio n w.r.t respective pin +/- 0.44

Longitudna l Locations Brgs +/-1.0

CYCLE TIME : The cycle time of this machine is 11.65 min.

42

GUN DRILLING (Cross holes)

PROCESS DESCRIPTION: In this operation the crank is loaded on therollers.

Then first, all the sharp edges are bring Debured.After that the crank shaft is being loaded on to the machine such that the flange

is at the right side of the operator and pins 2 & pin 5 are in UP position.

Then the cross holes are drilled in crank pins of diameter 7mm from 1-6.

After machining of both the holes, chips are being removed

at the intersection by rotary burr.



A

A

C

C

N o t e s : -

1 ) 3 2 5 8 ' 1 0 . 2 2 " + / - 1 ' i s t r u e a n g l e a l l p i n o i l h o

2 ) A l l o i l h o l e s m u s t i n t e r s e c t .

3 ) P i n o i l h o l e r a d i a l l o c a t i o n + / - 0 . 4 4

4 ) L o n g i t u d n a l L o c a t i o n s p i n o i l h o l e s + / - 1 . 2 7

D r i l l d i a 7 + / - 0 . 4 m m

D e p t h 1 1 4 + / - 0 . 5 m m

6 H o l e s


43

Values of imbalance generated at plane 1 & pane 2 after gun-drilling

Sl.no. PLANE 1(gm)

ANGLE 1(deg)

PLANE 2(gm)

ANGLE 2(deg)

1. 3.7 107 16.9 20

2. 2.0 176 22.8 300

3. 24.7 286 18.3 279



4. 39.1 174 39.1 97

5. 14.8 312 61.2 3

6. 12.3 54 4.3 5

7. 14.6 298 34.4 324

8. 8.7 306 18.9 292

9. 13.6 276 46.2 331

10. 4.0 227 25.4 324

44

EMAINDUCTION HARDENING

Process description: In this operation the operator loads the Crankshaftwith its flange end on left hand side. Then he clamps the crank flange end in chuckand shank end between centers on all the 4 stations and do the heating of the

crankshaft as per the sequence given below.

Operation sequence: The operation sequence of the inductionhardening m/c is as follows:1). Crank Pin 1- 2- 32). Main Journal 4 – 3 – 23). Main Journal – 14). Crank Pin – 4 - 5 – 65). Main Journal 7 – 6 – 5



45

FURNACE

Process description: In this operation the Crankshaft is loaded

vertically with Flange side on top of the conveyor. Vertical tackle Is usedfor lifting the Crankshaft from the pallet of the Conveyor.

Unload the crankshaft vertically from the conveyor of the furnace. The conveyor speed lies b/w 900 rpm to 1400 rpm. Temperatures are set in 3 PID zones which are:

1). Zone 1 300+/- 40degrees2). Zone 2 300+/- 40 degrees3). Zone 3 275+/- 40 degrees

STAGE 3

STAGE 1

STAGE 5

STAGE 4

STAGE 2

1) As Quench Surface Hardness is 55 HRC

2) Run out of MB4 w.r.t. MB1 and MB7/Centres is 1mm Max



H e a t in g tim e

C o o lin g t im eS o a k in g tim e

325'c+/- 25'C

1 Ambient

3 1/23 1/2

T e m p e r a t u r e

Time

Surface Hardness 45 - 50 HRC

275'c +/- 25'C

CYCLE TIME: The cycle time of thism/c is

4-6 min.

46

Values of imbalance generated at plane 1 & pane 2 after stressrelieving

Sl.no.

PLANE1(gm)

ANGLE1(deg)

PLANE2(gm)

ANGLE2(deg)

1. 44.8 183 34.7 177



2. 47 185 37.1 2183. 74.1 88 37.1 594. 81.5 200 40.8 1485. 59.3 217 67.3 2136. 3.9 162 27.1 1617. 73.4 261 55.9 2818. 52.8 159 60.4 156

9. 79.4 258 62.9 28610. 72.7 176 72.7 172

LANDIS MB

Process description: In this operation the crank shaft is loaded with flange side

on left of the operator. Then the thrust wall is manually flagged and thenaccordingly the crank shaft is adjusted axially . Then the machine finish Grind thrust journal to size with following parameters:

1). Grinding Wheel speed - 45 m/sec2). Work speed for side wall Grinding -130 rpm.3). Work speed for Journal Grinding - 65 rpm.



1 8 7 . 3 ( r e f )

ø83.004- 0 . 0 0 9

+ 0 . 0 1 7

ø 1 1 4 m i n

3 7 . 5- 0 . 0 2 5

+ 0 . 0 7 6

4.2+/-0.2R

0 . 6 R a

1

.2

1

.2

Diametral Taper 0.013

Straightness 0.013

L

Face runout on MB 6Face Shank as well asFlange side - 0.05 max.


47

Values of imbalance generated at plane 1 & pane 2 after MB grinding

Sl.no. PLANE 1(gm)

ANGLE 1(deg)

PLANE 2(gm)

ANGLE 2(deg)

1. 32 73 15.8 52

2. 34.5 105 14.3 Q148

3. 50.5 56 38.7 91



4. 46.2 89 18.7 125

5. 16.6 105 13.4 151

6. 15.8 109 12.8 103

7. 42 115 32 137

8. 21.2 23.4 17.5 17.0

9. 55.6 72 38.2 92

10. 14.8 116 19.8 109

FINAL BALANCING

Process description: For this operation crankshaft will be loaded on to themachine with nose end viewed left by the operator The operator Engage Clamping adaptor on to the nose side and insert thepin in the Gear timing hole. Then the brakes and the drilling unit are released so as to drill holes atrespective runs.Now , Index the Crank and the drilling unit so as to drill holes at respectiveplanes.Confirm Balance by “Balance Run 2”Crankshaft is to be dynamically balanced to 3.6 g cm per plane. The drill speed is 375 rpm and the dia. is 15.5mm.



C o r r e c t i o nP l a n e s

M e a s u r in gP la n e I M e a s u r i n gP l a n e I I

S T A M P T H E L E T T E R

'B ' I N T H I S L O C A T I O N A F T E R T H E B A L A N C I N G

1 2 3 4 5 6 7 8

CYCLE TIME: The cycle time of this m/c is 4.91 min.

Values of imbalance generated at plane 1 & pane 2 before final

balancing

Sl.no.

PLANE1(gm)

ANGLE1(deg)

PLANE2(gm)

ANGLE2(deg)

1. 17 121 36.3 81

2. 60.4 100 24 124



3. 33.3 320 30.4 87

4. 16.5 144 53.1 157

5. 9.5 187 25.4 149

6. 18.2 85 26.5 133

7. 17.2 299 27.9 302

8. 10.4 327 14.7 166

9. 25.8 295 37.6 324

10. 21.9 125 20.2 66



DATA ANALYSIS

5



Analysis of values generated for plane 1(gm)

645750433629221581

240

180

120

60

0

_ X=23.0

UC L=61.5

LCL=-15.4

Mass Centering plane 1 SBCNC1/2 pla ne 1 Heller plane 1 widia plane 1stress relieving pla ne 1MB grinnding plane 1 rad.drill. plane 1

645750433629221581

80

60

40

20

0

__ MR=14.46

UC L=47.23

LCL=0

Mass C entering plane 1SBC NC 1/2 plane 1Heller plane 1 widia plane 1 stress relieving plane 1MB grinnding plane 1rad.drill. plane 1

200

175

150

30

20

10

30

15

0

30

20

10

80

60

40

60

40

20

60

40

20

SBC NC 1/2 plane 1 Mass C entering plane 1 Heller plane 1

w idia plane 1 stress reliev ing plane 1 MB grinnding plane 1

rad.drill. plane 1

Analysis of values generated for plane 2(gm)



645750433629221581

200

150

100

50

0

_

X=29.6

UCL=66.6

LCL=-7.4


645750433629221581

80

60

40

20

0

__ MR=13.9

UCL=45.4

LCL=0


100

75

50

140

120

100

40

20

0

50

25

0

70

50

30

40

30

20

50

30

10

160

80

0

Mass Centering plane 2 SBCNC1/2 plane 2 Heller plane 2

widia plane 2 stress reliev ing plane 2 MB grinnding plane 2

rad.drill. plane 2 plane 2 value



Analysis of values generated for Angle 1(deg)

645750433629221581

600

450

300

150

0

_ X=199.8

UCL=494.1

LCL=-94.5

Mass C entering SBC NC 1/2 Heller A ngle 1 widia Angle 1 MB grinnding Angle 1stress relieving A ngle 1rad.drill. A ngle 1

645750433629221581

400

300

200

100

0

__ MR=110.7

UCL=361.6

LCL=0

Mass C entering A ngle 1SBC NC 1/2 Heller A ngle 1 widia Angle 1 MB grinnding A ngle 1stress relieving A ngle 1rad.drill. A ngle 1

1

1

300

200

100

120

90

60

240

160

80

300

200

100

300

200

100

232

224

216

300

150

0

rad.drill. A ngle 1 MB grinnding A ngle 1 stress reliev ing A ngle 1

widia A ngle 1 Heller A ngle 1 SBC NC 1/2 A ngle 1

Mass C entering Angle 1



Analysis of values generated for Angle 2(deg)

645750433629221581

450

300

150

0

_ X=159.1

UCL=424.8

LCL=-106.6

Mass C entering Angle 2SBC NC 1/2 Angle 2Heller A ngle 2 widia A ngle 2 stress relieving Angle 2MB grinnding Angle 2rad.drill. A ngle 2

645750433629221581

400

300

200

100

0

__ MR=99.9

UCL=326.4

LCL=0

Mass C entering Angle 2SBC NC 1/2 Angle 2Heller A ngle 2 widia A ngle 2 stress relieving Angle 2MB grinnding Angle 2rad.drill. A ngle 2

1

1

11

90

60

30

200

100

0

300

150

0

300

150

0

300

200

100

150

100

50

300

200

100

Mass C entering A ngle 2 SBC NC 1/2 A ngle 2 Heller A ngle 2

w idia A ngle 2 stress reliev ing A ngle 2 MB grinnding A ngle 2

rad.drill. A ngle 2



Suggestions :-

• Plane 1 value obtained after mass centering should

be minimized

• Further study needs to be done for plane 2 valueand actions should be taken to bring the average value to amin. of 25gm as against 50gm

• On studying data(I-MR) for angle 1 & angle 2Findings are:-

a) If a bias is given on machine1(mass-centering)Then consistent readings can be obtained.

b)c) Variation is quite large in case of readings of angles.

54

Nitin Project Report2

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