COMPANY PROFILE

Shriram Pistons & Rings Ltd.(SPRL) is one of the largest andmost sophisticated manufacturers of Precision AutomobileComponents i.e. Pistons, Piston rings, Piston Pins and EngineValves in products sold under brand name USHA/SPR in themarkets.

SPRL manufacturing unit is located at Meerut Road in Ghaziabad(25 kms from Delhi). The plant has been recognized as one of themost modern and sophisticated plants in North India in the fieldof Automobile Components Production.

The company offers diesel and gasoline pistons; and cast iron,steel, and moly piston rings. It also provides replacement parts toautomotive workshops, repair shops, and service stations. Thecompanys products are used in automobile vehicles andgensets. It sells its products through distributors. The companywas incorporated in 1963.

TECHNICAL COLLABORATION

For such a kind of Sophisticated and Modernised technology and forthe production of world class products Shriram Pistons is having tie-up with these companies...

M/s. KOLBENSCHMIDT,GERMANY For Pistons

M/s. RIKEN CORPORATION,JAPAN - For Piston Rings

M/s. FUJI OOZX,JAPAN - For engine valves

M/s. HONDA FOUNDARY,JAPAN - For Technical Support

PRODUCTION CAPACITY

Piston 17.06 million in 2011-2012Pin 14.09 million in 2011-2012Rings 76.05 million in 2011-2012Engine Valves 33.8 million in 2011-2012

Piston 16.2 million in 2010-2011Pin 13.09 million in 2010-2011Rings 74.08 million in 2010-2011Engine Valves 32.05 million in2010-2011

ORIGINAL EQUIPMENTMANUFACTURERS

DOMESTIC OEMS

Passenger Vehicle:-Ford MotorsGeneral MotorsHonda SielMahindra & MahindraMaruti SuzukiNissanSuzuki PowertrainTata Motors

Two Wheelers:-Bajaj AutoHero MotocorpHMSISuzuki MotorcycleTVS motors

COMMERCIAL VEHICLES:-Ashok LeylandMahindra & MahindraSML IsuzuTata MotorsTata CumminsVE Commercial Vehicles

Tractors:-HMT TractorsNew HollandSonalika InternationalMahindra SwarajTractors and Farm Equipments(TAFE)

Industrial Engines:-CumminsGreavesHonda Power ProductsKerala AgroKirloskarLombardiniWABCO

INTERNATIONAL OEMSEurope:-Ford, UKFord, GermanyHusqvarna Motorcycles (BMW), ItalyIveco, ItalyRenault, FranceRenault, Spain

Asia:-Honda, Peoples Republic of ChinaHonda, ThailandHyundai, KoreaMega Motors, IranWABCO, Peoples Republic of China

Australia:-Ford, Australia

South Africa:-Ford, South Africa

QUALITY OBJECTIVES

1. Organisation which is sensitive and interactive to the needs ofcustomer.

2. Continuous upgrading of quality and process to meet changingneeds of customer.

3. Optimization of return on investment by

Continuous Improvement Technology Development Organizational Development Cost Reduction Effort Effective Use Of All Resources

4. Work to international norms of quality and management.

Total Customer Satisfaction Through Quality

Management And Continuous Improvement

CONSUMMATION

SPR received th ISO 9001 certificate from RWTUV, Germany in1994.

Best foundary awards from the institute of Indian foundrymrn inthe year 2003.

Green rating award by CII, U.P. pollution board & world bank in theyear 2004.

The company received TPM excellence award in hte year 2004. SPRL has received the best vendor awards from Maruti Suzuki for

4 consecutive times. Best supplier awards from tata Cummins ltd. For 3 consecutive

years. Excellence award in export by government of india. Excellence award in quality by Honda scooters and Motorcycles

limited. Received best vendor award for overall performance from Ashok

Leyland in 2008-09. ISO/TS16949 achieved for SPR unit II Ghaziabad in year -2009. Received performance award from Honda Siel products ltd. In

march -2012. Volvo Eicher Commercial Vehicle (VECV) has given us award for

OVERALL QUALITY EXCELLENCE for 2012. Grand award for QCDDM from Honda Motorcycle & Scooter India.

This is the topmost award for any supplier of HMSI and we are theonly one to receive it.

Vendor performance from Suzuki Motorcycle. Excellence award in technology by ACMA in 2007-08. Excellence award in quality by ACMA in 2007-08.

PLANT LOCATIONS1) Shriram Pistons & Rings Ltd.

A-4 & A-5, Industrial AreaMeerut RoadGhaziabad

Uttar Pradesh - 201003India

2) Shriram Pistons & Rings Ltd.

SP-1/892 & 893, RIICO Industrial AreaPathredi, District AlwarRajasthan - 303107India

FEATURES OF SPR FACTORYTotal area covered by the factory is 27 acres.The factory has manufacturing facilities for

Piston, Rings, Pins and engine valves.Total strength of the company is 5230 nos.The turnover/sales gor the year 2011-2012 is

Rs 1000.00 Cr.The company is exporting to more than 35

countries.Export sales are of Rs. 188.00 Cr. In year 2011-

12.Over 10% of the sale is exported to sophisticated

markets such as Europe, UK,

TYPES OF PISTONSMANUFACTURED

TYPES OF RINGSMANUFACTURED

METHODS PERFORMED INFOUNDARY FOR RINGS

1. Melting and Alloy MakingIn this section the aluminium obtained from various suppliers is

melted in this section upto the temperature of 750 degree centigrate.The aluminium from the supplier is of 99.9% aluminium which is verybrittle and could be easily moulded. But this type of aluminium is ofno use therefore various types of alloys are added to it likechromium, nickel etc. in different composition for different type ofrequirements from the buyer.

2. Purification and HoldingIn this section the metal which is obtained after melting is havingsome impurities in them which are not desirable. Therefore it ispurified with the help of various methods and after that the moltenmetal is allowed to stand still so that some of the impurities left maysettle down and the metal obtained is of desired composition.

3. CastingGenerally there are various methods of performing casting method buthere at Shriram Pistons the method used is most economical, safe forworkers, less hazardous, very swift and appropriate process for massproduction which isGravity Die Casting in which the molten metal flows under theinfluence gravity and allowed to cool down and solidify after that thedesired product is obtained.

4. Riser CuttingIn this method the riser which is over the casting product providedfor extra metal is removed and only the desired casting productremains.

5. Heat TreatmentHeat treating is a group of industrial and metalworking processesused to alter the physical, and sometimes chemical, properties of amaterial. The most common application is metallurgical. Heattreatments are also used in the manufacture of many other materials,such as glass. Heat treatment involves the use of heating or chilling,normally to extreme temperatures, to achieve a desired result suchas hardening or softening of a material. Heat treatment techniquesinclude annealing, case hardening, precipitation strengthening,tempering and quenching.

6. Rough TurningRough turning is a process in which the excess material is removedfrom the outer surface of the casting product roughly. It is generallydone on the pistons which are used in heavy duty vehicles liketrucks, trailers etc. It is not performed on smaller pistons due tosmall in size and extra material on them can be removed bymachining very easily due to less volume to be removed from themwhereas bigger pistons are having much volume to be reducedtherefore they are passed through the process rough turning.

7. InspectionIn this method the casting product is inspected by the human eyesfor various casting defects like shrinkage, visual defects like dents,and they are again send to the furnace for melting and can be usedagain which certainly reduce the time and money at the initial stageof manufacturing.

MANUFACTURING METHODOLOGIESADOPTED BY COMPANY

1) TPM(Total Productive Maintenance)

2) KAIZEN

3) 5S

4) KANBAN

5) SIX SIGMA

TPMTOTAL PRODUCTIVE MAINTENANCE

In industry, total productive maintenance (TPM) is a system ofmaintaining and improving the integrity of production andquality systems through the machines, equipment, processes,and employees that add business value to an organization.TPM focuses on keeping all equipment in top working conditionto avoid breakdowns and delays in manufacturing processes.

One of the main objectives of TPM is to increase theproductivity of plant and equipment with a modest investmentin maintenance. Total quality management (TQM) and totalproductive maintenance (TPM) are considered as the keyoperational activities of the quality management system. Inorder for TPM to be effective, the full support of the totalworkforce is required. This should result in accomplishing thegoal of TPM:

Enhance the volume of the production, employee morale andjob satisfaction

THE EIGHT PILLARS OF TPM

The eight pillars of TPM are mostly focused on proactive andpreventative techniques for improving equipment reliability:1) Autonomous maintenance2) Planned Maintenance3) Quality maintenance4) Focused Improvement5) Early Equipment Management6) Training And Education7) Safe Health Environment8) TPM In administration

Implementation of Total Productive Maintenance

Following are the steps involved by the implementation of TPMin an organization: Initial evaluation of TPM level, IntroductoryEducation and Propaganda (IEP) for TPM, formation of TPMcommittee, development of master plan for TPMimplementation, stage by stage training to the employees andstakeholders on all eight pillars of TPM, implementationpreparation process, establishing the TPM policies and goalsand development of a road map for TPM implementation.According to Nicholas,[4] the steering committee should consistof production managers, maintenance managers, andengineering managers. The committee should formulate TPMpolicies and strategies and give advice. This committee shouldbe led by a top-level executive. Also a TPM program team mustrise, this program team has oversight and

coordination of implementation activities. As well, it's lackingsome crucial activities, like starting with partial implementation.Choose the first target area as a pilot area, this area willdemonstrate the TPM concepts.[4] Lessons learned from earlytarget areas/the pilot area can be applied further in theimplementation process.

Objectives of Total Productive Maintenance

The main objective of TPM is to increase the Overall EquipmentEffectiveness of plant equipment. TPM addresses the causes foraccelerated deterioration while creating the correct environmentbetween operators and equipment to create ownership.OEE has three factors which are multiplied to give one measurecalled OEE.

Performance x Availability x Quality = OEEEach factor has two associated losses making 6 in total , these6 losses are as follows:Performance = Running at reduced speed -Minor Stops

Availability =Breakdowns -Product changeover

Quality =Startup rejects -Running rejects

The objective finally is to identify then prioritize and eliminatethe causes of the losses. This is done by self managing teamsthat problem solve. Employing consultants to create this cultureis common practice

.

KAIZEN

(Kaizen in japanese writing)

Kaizen (?), Chinese and Japanese for "change for better".When used in the business sense and applied to the workplace,kaizen refers to activities that continually improve all functions andinvolve all employees from the CEO to the assembly line workers.It also applies to processes, such as purchasing and logistics, thatcross organizational boundaries into the supply chain. It has beenapplied in healthcare, psychotherapy, life-coaching, government,banking, and other industries.

By improving standardized activities and processes, kaizen aimsto eliminate waste (see lean manufacturing). Kaizen was firstimplemented in several Japanese businesses after the SecondWorld War, influenced in part by American business and qualitymanagement teachers who visited the country. It has since spreadthroughout the world and is now being implemented inenvironments outside of business and productivity.

Overview

The Sino-Japanese word "kaizen" simply means "change forbetter", with no inherent meaning of either "continuous" or"philosophy" in Japanese dictionaries or in everyday use. Theword refers to any improvement, one-time or continuous, large orsmall, in the same sense as the English word "improvement".However, given the common practice in Japan of labelingindustrial or business improvement techniques with the word.

"Kaizen" especially in the case of oft-emulated practicesspearheaded by Toyota, the word Kaizen in English is typicallyapplied to measures for implementing continuous improvement, oreven taken to mean a "Japanese philosophy" thereof. Thediscussion below focuses on such interpretations of the word, asfrequently used in the context of modern managementdiscussions.

Kaizen is a daily process, the purpose of which goes beyondsimple productivity improvement. It is also a process that, whendone correctly, humanizes the workplace, eliminates overly hardwork, and teaches people how to perform experiments on theirwork using the scientific method and how to learn to spot andeliminate waste in business processes. In all, the processsuggests a humanized approach to workers and to increasingproductivity: "The idea is to nurture the company's people as muchas it is to praise and encourage participation in kaizen activities.

Successful implementation requires the participation of workers inthe improvement. People at all levels of an organization participatein kaizen, from the CEO down to janitorial staff, as well as external

stakeholders when applicable. Kaizen is most commonlyassociated with manufacturing operations, as at Toyota, but hasalso been used in non-manufacturing environments. The format forkaizen can be individual, suggestion system, small group, or largegroup.

At Toyota, it is usually a local improvement within a workstation orlocal area and involves a small group in improving their own workenvironment and productivity. This group is often guided throughthe kaizen process by a line supervisor; sometimes this is the linesupervisor's key role. Kaizen on a broad, cross-departmental scalein companies, generates total quality management, and freeshuman efforts through improving productivity using machines andcomputing power.

While kaizen (at Toyota) usually delivers small improvements, theculture of continual aligned small improvements andstandardization yields large results in terms of overallimprovement in productivity. This philosophy differs from the"command and control" improvement programs (e g BusinessProcess Improvement) of the mid-twentieth century.

Kaizen methodology includes making changes and monitoringresults, then adjusting. Large-scale pre-planning and extensiveproject scheduling are replaced by smaller experiments, which canbe rapidly adapted as new improvements are suggested.

In modern usage, it is designed to address a particular issue overthe course of a week and is referred to as a "kaizen blitz" or"kaizen event". These are limited in scope, and issues that arisefrom them are typically used in later blitzes. A person who makes alarge contribution in the successful implementation of kaizenduring kaizen events is awarded the title of "Zenkai".

HistoryAfter WWII, to help restore Japan, American occupation forcesbrought in American experts to help with the rebuilding of Japaneseindustry while The Civil Communications Section (CCS) developeda Management Training Program that taught statistical controlmethods as part of the overall material. This course was developedand taught by Homer Sarasohn and Charles Protzman in 1949-50.Sarasohn recommended W. Edwards Deming for further training inStatistical Methods.

Prior to the arrival of Mellen in 1951, the ESS group had a trainingfilm to introduce the three TWI "J" programs (Job Instruction, JobMethods and Job Relations)---the film was titled "Improvement in 4Steps" (Kaizen eno Yon Dankai). Thereby, "Kaizen" was introducedto Japan.

For the pioneering, introduction, and implementation of Kaizen inJapan, the Emperor of Japan awarded the 2nd Order Medal of theSacred Treasure to Dr. Deming in 1960. Consequently, the Union ofJapanese Science and Engineering (JUSE) instituted the annualDeming Prizes for achievement in quality and dependability ofproducts.

Implementation

The Toyota Production System is known for kaizen, where all linepersonnel are expected to stop their moving production line in caseof any abnormality and, along with their supervisor, suggest animprovement to resolve the abnormality which may initiate a kaizen.

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.

This is also known as the Shewhart cycle, Deming cycle, or PDCA.

Another technique used in conjunction with PDCA is the 5 Whys,which is a form of root cause analysis in which the user asks aseries of 5 "why" questions about a failure that has occurred, basingeach subsequent question on the answer to the previous.

There are normally a series of causes stemming from one rootcause, and they can be visualized using fishbone diagrams or tables.The Five Whys can be used as a foundational tool in personalimprovement, or as a means to create wealth

Masaaki Imai made the term famous in his book Kaizen: The Key toJapan's Competitive Success.

Apart from business applications of the method, both AnthonyRobbins and Robert Maurer have popularized the kaizen principlesinto personal development principles. In the book One Small StepCan Change Your life: The Kaizen Way, and CD set The Kaizen Wayto Success, Maurer looks at how individuals can take a kaizenapproach in both their personal and professional lives.

In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen blitzand kaizen burst (or kaizen event) approaches to continuousimprovement. A kaizen blitz, or rapid improvement, is a focusedactivity on a particular process or activity. The basic concept is toidentify and quickly remove waste. Another approach is that of thekaizen burst, a specific kaizen activity on a particular process in thevalue stream.

KAIZEN (or continuous improvement)

Kaizen, also known as continuous improvement, is a long-termapproach to work that systematically seeks to achieve small,incremental changes in processes in order to improve efficiency andquality. Kaizen can be applied to any kind of work, but it is perhapsbest known for being used in lean manufacturing and leanprogramming. If a work environment practices kaizen, continuousimprovement is the responsibility of every worker, not just a selectedfew.

1. Create constancy of purpose toward improvement of productand service, with the aim to become competitive and to stay inbusiness and to provide jobs.

2. Adopt the new philosophy.3. Eliminate the need for inspection on a mass basis by buildingquality into the product in the first place.4. End the practice of awarding business on the basis of pricetag. Instead, minimize total cost.5. Improve constantly and forever the system of production andservice to improve quality and productivity and thus constantlydecrease costs.6. Institute training on the job.7. Institute leadership. The aim of supervision should be to helppeople and machines and gadgets to do a better job.8. Drive out fear so that everyone may work effectively for thecompany.

9. Break down barriers between departments. People in research,design, sales and production must work as a team to foreseeproblems of production and use of the product or service.10. Eliminate asking for zero defects and new levels ofproductivity. Such exhortations only create adversarial relationshipsas the bulk of the causes of low quality and low productivity belongto the system and thus lie beyond the power of the work force.11. Remove barriers that rob the hourly worker of his right to prideof workmanship.12. Remove barriers that rob people in management and inengineering of their right to pride of workmanship.13. Institute a vigorous program of education and self-improvement.14. Put everybody in the company to work to accomplish thetransformation. The transformation is everybody's job.

In Western civilization, kaizen is often broken down into four steps:assess, plan, implement and evaluate. In Western workplaces, a"kaizen blitz" is synonymous with a concentrated effort to makequick changes that will help achieve a better work environment.

The Kaizen management originates in the best Japanesemanagement practices and is dedicated to the improvement ofproductivity, efficiency, quality and, in general, of businessexcellence. The Kaizen methods are internationally acknowledged asmethods of continuous improvement, through small steps, of theeconomical results of companies.

The small improvements applied to key processes will generate themajor multiplication of the companys profit while constituting asecure way to obtain the clients loyalty/fidelity.

The companies that want to have performance must keep theirleading position on the market by increasing the quality level of theservices provided, reducing costs and last, but not least, motivating

the whole staff in order to implement the concept of performance-oriented organization.

Within the present economical context, cost reduction is one of themajor objectives.

Kaizen is a solid strategic instrument which is used to achieve andovercome the companys objectives. The 5S techniques arefundamental techniques which allow the increase of efficiency andproductivity while ensuring a pleasant organizational climate.

The Kaizen methods and techniques are valuable instruments thatcan be used to increase productivity, to obtain the competitiveadvantage and to rise the overall business performance on a toughcompetitive market like the one in the European Union.

We must permanently think of the fact that the way in which we fulfilleven the daily tasks today is not the most efficient way to perform.Therefore, we must continuously look for new ways of achieving ourobjectives in the easiest manner and, of course, at the lowest costs.

III. DATA ANALYSIS AND RESULT INTERPRETATIONIt is extremely important to define the structure of the 5S teams inorder to ensure the good development of actions. Secondly, withinthe team structure, there should be members from each departmentof the organization according to possibilities. Since the role of eachteam member is essential, here are some aspects selected after thepractical applications that we should reflect upon. Teams tend to go straight to action without paying enoughattention to the recording of the present stage in the area where they

perform; At the end of the working day, there is a tendency not toend up the data recording.At the end of the three days of action, the members of the Kaizen 5S - Tin shop team have revealed the following aspects: At the end of the first working day, all the team membersinvoluntarily sat at the same table, although at the beginning of theday they used to stay in different groups according to thedepartment they belonged to; We noticed that it is easy to performaccording to the 5S spirit, but it is difficult to keep and improve whatwas done during the initial action. Together we are stronger; In three days we can create an integer made of distinctpersonalities; It is essential to have an objective to achieve and tofight for achieving it; Performance is directly linked to individual achievements; It isenough to have a helping hand to rise; When a problem occurs, it isessential to identify correctly its cause and to eliminate it as soon aspossible.We should not be afraid of problems and think of the situation as anopportunity to improve; When both the employees and themanagement of the organization start to admit that the

improvement of work quality is as important as the activity itself, wecan say that the Kaizen spirit has been installed in the company.The Kaizen techniques help us focus on the basic way that we canwork. The improvement of work quality should be continuous.Kaizen must become a way of being, an attitude, and it must bepermanently present within the company;

Following the 5S steps, we managed to identify more easily theproblems that made the activity of the sale and service processesmore difficult; the Kaizen actions must be daily practiced and theirimmediate result will be the elimination of scraps, the reorganizationof the working areas and the discovery of better ways to achieve theworking tasks of each employee.After the interpretation of the results obtained in the Kaizen 5S workshops, it has been confirmed that the implementation andapplication of the Kaizen concepts need no investments or majorexpenses, but only more attention paid to details and practicalmeans to work intelligently.

The KAIZEN principles presumes a practical approach and low costsof improvement. The Kaizen management system is based on thecontinuous loss reduction by means of methods that do not rely oninvestments, but on the improvement of the processes and theemployees performance.According to the principles, we must be sure that, when we take anaction, our action will go on in the best possible way and is notmerely an intermediate action to generate a temporary result.Philip B. Crosby introduced the concepts of Do it right first time and Quality is free according to which everything must be

well done the first time and every time and respectively qualitycosts nothing what costs is lack of quality.

At the end of the study on the Kaizen 5S activities, we haveselected a series of suggestions that can stand for a guide to usewhen implementing the Kaizen concept:

KAIZEN must be a way of being, an attitude, a spirit to bepermanently present within each team; Our lifestyle, both at homeand at work, should focus on our constant efforts to improve; Theapplication of the Kaizen principles supposes a continuous dialoguebetween the manager and the employees (vertical communication)on the one hand, and between the employees on the samehierarchical level (horizontal communication), on the other hand. The application of the Kaizen principles involves no majorexpenses, but only more attention to details and practical ways to dothings better and more efficiently; Problems should not beconnected to people because blaming people does not solve theproblem; Each approach should start with highlighting the positiveparts; We should not judge or blame; we should use feed-backtechniques.

Unlike the European management, the Japanese managementfocuses on the active involvement of all staff categories in theprocess of continuous improvement.

The directly productive staff is particularly encouraged so that theycan suggest and make improvements. After a detailed analysis, wehave noticed that, even in the areas where we consider noimprovements are needed, there are still plenty of possibilities to

improve. A good management of human resources in theorganization is one of the strategic objectives of the organizationwhich should be clearly defined and accepted by all its members.The Kaizen principles are the resistance structure that should bebuilt on, so that we can get to a continuous, step by stepimprovement of the company performance.

5S5S is the name of a workplace organization method that usesa list of five Japanese words:Seiri

Seiton

Seiso

Seiketsu

Shitsuke

Transliterated or translated into English, they all start withthe letter "S".The list describes how to organize a work spacefor efficiency and effectiveness by identifying and storing theitems used, maintaining the area and items, and sustainingthe new order. The decision-making process usually comesfrom a dialogue about standardization, which buildsunderstanding among employees of how they should do thework.

There are five 5S phases. They can be translated from theJapanese as:-

Sort

Straighten

Shine

Standardise

Sustain

Seiri

(Sort) Remove unnecessary items and dispose of them properly Make work easier by eliminating obstacles Reduce chance of being disturbed with unnecessary items Prevent accumulation of unnecessary items Evaluate necessary items with regard to cost or other factors Remove all parts 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 taggedarea to keep those unnecessary items

Seiton

(Systematic Arrangement) Can also be translated as "set in order" , "straighten" or

"streamline" Arrange all necessary items so they can be easily selected for

use Prevent loss and waste of time Make it easy to find and pick up necessary items Ensure first-come-first-served basis Make workflow smooth and easy All above work should be on regular base.

Seiso

(Shine) Can also be translated as "sweep", "sanitize", "shine", or

"scrub" Clean your workplace completely Use cleaning as inspection Prevent machinery and equipment deterioration Keep workplace safe and easy to work keep work place clean.

Seiketsu

(Standardize) Standardize the best practices in the work area. Maintain high standards of housekeeping and workplace

organization at all times. Maintain orderliness. Maintain everything in order and

according to its standard. Everything in its right place.(Chilled totes in chilled area, Dry

totes in dry area.) Every process has a standard.

Shitsuke

(Sustain) To keep in working order Also translates as "do without being told" (though this doesn't

begin with S) Perform regular audits Training and Discipline Training is goal oriented process. its result feedback is

necessary monthly.

Additional Ss

Other phases are sometimes included e.g. safety, security, andsatisfaction. These however do not form a traditional set of"phases" as the additions of these extra steps are simply toclarify the benefits of 5S and not a different or more inclusivemethodology.

Safety

The phase "Safety" is sometimes added.There is debate overwhether including this sixth "S" promotes safety by stating thisvalue explicitly, or if a comprehensive safety program isundermined when it is relegated to a single item in an efficiency-focused business methodology.

Security

The phase "Security" can also be added. To leverage security asan investment rather than an expense, the seventh "S" identifiesand addresses risks to key business categories including fixedassets (PP&E), material, human capital, brand equity, intellectualproperty, information technology, assets-in-transit and theextended supply chain. Techniques are adapted from thosedetailed in Total security management (TSM) or the businesspractice of developing and implementing comprehensive riskmanagement and security practices for a firms entire valuechain.

The Origins of 5S

5S was developed in Japan and was identified as one of thetechniques that enabled Just in Time manufacturing.[4]

Two major frameworks for understanding and applying 5S tobusiness environments have arisen, one proposed by Osada,the other by Hirano. Hirano provided a structure forimprovement programs with a series of identifiable steps,each building on its predecessor. As noted by John Bicheno,Toyota's adoption of the Hirano approach was '4S', withSeiton and Seiso combined.

What is the 5S Technique?

5S is a technique that results in a well-organized workplacecomplete with visual controls and order. Its an environment thathas a place for everything and everything in its place, when youneed it.

5S produces a workplace thats clean, uncluttered, safe andorganized. People become empowered, engaged and spirited. Asthe workplace begins to speak, by linking people andprocesses, product begins to flow at the drumbeat of theCustomer.

Visual order is the foundation of excellence in manufacturing.When it is in its place on the production floor, work gets doneefficiently and effectively. When it is not in place, work still getsdone but at a level of cost that is hard to justify.

Visual SystemsGwendolyn D. Galsworth

5S is not just a clean-up campaign, its a system that allowsindividuals to work more efficiently. It requires;

Perseverance and determination The ability to see whats important Attention to detail

5S is the key first step in workplace improvement.Sort

Remove from the workplace all items that are not needed forcurrent production (or office) operation. Sorting means leaving only the bare necessities When in doubt, throw it away.

Set in Order

Arranging needed items so thatthey are readily accessible andlabelled so that anyone can findthem or put them away.

Shine

Sweep and clean the work area.The key purpose is to keepeverything in top condition so thatwhen someone needs to usesomething, it is ready to be used.Cleaning a work area produces andopportunity to visually inspectequipment, tooling, materials and

work conditions.

Standardize

Define what the normal condition ofthe work area. Define how to correctabnormal conditions. The standardshould be easily understood and easy tocommunicate (i.e. visual controls).

Sustain

Implementing solutions to address theroot causes of work area organizationissues. All employees must be properlytrained and use visual managementtechniques.

Applying the Kaizen Method and the 5STechnique in Production Planning

I. INTRODUCTION

Experience is the toughest teacher because first you take the testand second you are taught the lesson. Vernon Sanders Law.All over the world the Kaizen techniques have been particularlydistinguished as the best methods of performance improvementwithin companies since the implementing costs were minimal. It isnowadays more than ever that the relationship between manager andemployee is crucial and the Kaizen techniques have a majorcontribution to the reinforcement of this relationship since theachievements of a company are the result of the mixed efforts ofeach employee.These methods bring together all the employees of the companyensuring the improvement of the communication process and thereinforcement of the feeling of membership.Presently, considering the global phenomenon, we can notice that,in the field of car industry, the products and services are comparable

to one another, the life cycle of products is more and more reducedwhereas the service intervals are more and more extended. Underthese circumstances, the increase of service quality provided toclients has become a desideratum that the organization cannotget and improve the performance level without.

The Kaizen management originates in the best Japanesemanagement practices and is dedicated to the improvement ofproductivity, efficiency, quality and, in general, of businessexcellence. The Kaizen methods are internationally acknowledged asmethods of continuous improvement, through small steps, of theeconomical results of companies. The small improvements appliedto key processes will generate the major multiplication of thecompanys profit while constituting a secure way to obtain theclients loyalty/fidelity.The companies that want to have performance must keep theirleading position on the market by increasing the quality level of theservices provided, reducing costs and last, but not least, motivatingthe whole staff in order to implement the concept of performance-oriented organization.Within the present economical context, cost reduction is one of themajor objectives.Kaizen is a solid strategic instrument which is used to achieve andovercome the companys objectives. The 5S techniques arefundamental techniques which allow the increase of efficiency andproductivity while ensuring a pleasant organizational climate.The Kaizen methods and techniques are valuable instruments thatcan be used to increase productivity, to obtain the competitiveadvantage and to rise the overall business performance on a toughcompetitive market like the one in the European Union.We must permanently think of the fact that the way in which we fulfilleven the daily tasks today is not the most efficient way to perform.Therefore, we must continuously look for new ways of achieving ourobjectives in the easiest manner and, of course, at the lowest costs.We will further present some definitions which will help us

get familiar with the Kaizen concepts:

KAIZEN = CONTINUOUS IMPROVEMENT

KAI = CHANGE

ZEN = GOOD (to better)

GEMBA the real place where each employee works, theplace where we add value indeed.

PDCA the cycle Plan, Do, Check, Act in order to standardizeand prevent the reoccurrence of nonconformities

SDCA the cycle Standardize, Do, Check, Act

5S TECHNIQUES1-SEIRI-Sort

Red labels have been applied to all marks which were notnecessary during the activity within the tin service shop;

All useless things have been sorted and eliminated Approximately 700 kg of scantlings have been thrown

away; The causes that led to the scantling accumulation have

been analysed. Rules specific to this activity have been stated and are to be

implemented.

BEFORE AFTER

BEFORE AFTER

S2-SEITON-Order All objects which were placed inappropriately have beentaken inventory of. The locations of all objects necessary in the workshop havebeen defined and marked. Colors have been used to mark the different areas. The access, storing and working areas have beenestablished and marked. The arranging way has been set according to destinationand degree of usage.

BEFORE AFTER

BEFORE AFTER

S3-SEISO Cleaning and disturbance detection. All offices in the area have been cleaned as well as the

computer monitors and the key boards. The supply wiring has been redone. The supply connection wiring for the communication servers

has been redone, the location and store place has beenchanged.

KANBAN

Kanban principles

Kanbans maintain inventory levels; a signal is sent toproduce and deliver a new shipment as material isconsumed. These signals are tracked through thereplenishment cycle and bring extraordinary visibility tosuppliers and buyers.

Purpose Logistic controlsystemImplemented at ToyotaDate implemented 1953

Kanban (()?) (literally signboard or billboard inJapanese) is a scheduling system for lean and just-in-time (JIT)production. Kanban is a system to control the logistical chainfrom a production point of view, and is a inventory controlsystem. Kanban was developed by Taiichi Ohno, an industrial

engineer at Toyota, as a system to improve and maintain a highlevel of production. Kanban is one method to achieve JIT.

Kanban became an effective tool to support running a productionsystem as a whole, and an excellent way to promoteimprovement. Problem areas are highlighted by reducing thenumber of kanban in circulation. One of the main benefits ofkanban is to establish an upper limit to the work in progressinventory, avoiding overloading of the manufacturing system.

Origins

In the late 1940s, Toyota started studying supermarkets withthe idea of applying shelf-stocking techniques to the factoryfloor. In a supermarket, customers generally retrieve what theyneed at the required timeno more, no less. Furthermore, thesupermarket stocks only what it expects to sell in a given time,and customers take only what they need, since future supply isassured. This observation led Toyota to view a process as beinga customer of one or more preceding processes, and to view thepreceding processes as a kind of store. The "customer" processgoes to the store to get required components, which in turncauses the store to restock. Originally, as in supermarkets,signboards guided "shopping" processes to specific shoppinglocations within the store.

Kanban aligns inventory levels with actual consumption. Asignal tells a supplier to produce and deliver a new shipmentwhen material is consumed. These signals are tracked throughthe replenishment cycle, bringing visibility to the supplier,consumer, and buyer.

Kanban uses the rate of demand to control the rate ofproduction, passing demand from the end customer up through

the chain of customer-store processes. In 1953, Toyota appliedthis logic in their main plant machine shop.

Operation

One key indicator of the success of production scheduling basedon demand, pushing, is the ability of the demand-forecast tocreate such a push. Kanban, by contrast, is part of an approachwhere the "pull" comes from demand. Re-supply or production isdetermined according to the actual demand of the customer. Incontexts where supply time is lengthy and demand is difficult toforecast, often, the best one can do is to respond quickly toobserved demand. This situation is exactly what a kanbansystem accomplishes, in that it is used as a demand signal thatimmediately travels through the supply chain. This ensures thatintermediate stock held in the supply chain are better managed,and are usually smaller. Where the supply response is not quickenough to meet actual demand fluctuations, thereby causingpotential lost sales, stock building may be deemed moreappropriate, and is achieved by placing more kanban in thesystem.

Taiichi Ohno stated that, to be effective, kanban must followstrict rules of use. Toyota, for example, has six simple rules, andclose monitoring of these rules is a never-ending task, therebyensuring that the kanban does what is required.

Toyota's Six Rules

Later process picks up the number of items indicated by thekanban at the earlier process.

Earlier process produces items in the quantity and sequenceindicated by the kanban.

No items are made or transported without a kanban. Always attach a kanban to the goods. Defective products are not sent on to the subsequent process.The result is 100% defect-free goods.

Reducing the number of kanban increases the sensitivity.

Kanban cards

Kanban cards are a key component of kanban and they signalthe need to move materials within a production facility or tomove materials from an outside supplier into the productionfacility. The kanban card is, in effect, a message that signalsdepletion of product, parts, or inventory. When received, thekanban triggers replenishment of that product, part, or inventory.Consumption, therefore, drives demand for more production,and the kanban card signals demand for more productsokanban cards help create a demand-driven system.

It is widely held by proponents of lean production andmanufacturing that demand-driven systems lead to fasterturnarounds in production and lower inventory levels, helpingcompanies implementing such systems be more competitive.

In the last few years, systems sending kanban signalselectronically have become more widespread. While this trend isleading to a reduction in the use of kanban cards in aggregate, itis still common in modern lean production facilities to find use ofkanban cards. In Oracle ERP (enterprise resource planning)software, kanban is used for signalling demand to suppliersthrough email notifications. When stock of a particularcomponent is depleted by the quantity assigned on kanban card,a "kanban trigger" is created (which may be manual orautomatic), a purchase order is released with predefined quantityfor the supplier defined on the card, and the supplier is expectedto dispatch material within a specified lead-time.

Kanban cards, in keeping with the principles of kanban, simplyconvey the need for more materials. A red card lying in an emptyparts cart conveys that more parts are needed.

Three-bin system

An example of a simple kanban system implementation is a"three-bin system" for the supplied parts, where there is no in-house manufacturing. One bin is on the factory floor (the initialdemand point), one bin is in the factory store (the inventorycontrol point), and one bin is at the supplier. The bins usuallyhave a removable card containing the product details and otherrelevant informationthe classic kanban card.

When the bin on the factory floor is empty (because the parts init were used up in a manufacturing process), the empty bin andits kanban card are returned to the factory store (the inventorycontrol point). The factory store replaces the empty bin on thefactory floor with the full bin from the factory store, which alsocontains a kanban card. The factory store sends the empty binwith its kanban card to the supplier. The supplier's full productbin, with its kanban card, is delivered to the factory store; thesupplier keeps the empty bin. This is the final step in theprocess.

Thus, the process never runs out of productand could bedescribed as a closed loop, in that it provides the exact amountrequired, with only one spare bin so there is never oversupply.This 'spare' bin allows for uncertainties in supply, use, andtransport in the inventory system. A good kanban systemcalculates just enough kanban cards for each product. Mostfactories that use kanban use the coloured board system(heijunka box).

Electronic kanban

Many manufacturers have implemented Electronic kanban(sometimes referred to as E-kanban) systems. These help toeliminate common problems such as manual entry errors andlost cards. E-kanban systems can be integrated into enterpriseresource planning (ERP) systems, enabling real-time demandsignaling across the supply chain and improved visibility. Datapulled from e-kanban systems can be used to optimize inventorylevels by better tracking supplier lead and replenishment times.

E-kanban is a signaling system that uses a mix of technology totrigger the movement of materials within a manufacturing orproduction facility. Electronic kanban differs from traditionalkanban in that it uses technology to replace traditional elementssuch as kanban cards with barcodes and electronic messages.

A typical electronic kanban system marks inventory withbarcodes, which workers scan at various stages of themanufacturing process to signal usage. The scans relaymessages to internal/external stores to ensure restocking ofproducts. Electronic kanban often uses the internet as a methodof routing messages to external suppliers and as a means toallow a real time view of inventory, via a portal, throughout thesupply chain.

Organizations such as the Ford Motor Company and BombardierAerospace have used electronic kanban systems to improveprocesses. Systems are now widespread from single solutionsor bolt on modules to ERP systems.

Types of kanban systems

In a kanban system, adjacent upstream and downstreamworkstations communicate with each other through theircards, where each container has a kanban associated with it.The two most important types of kanbans are:

Production (P) Kanban: A P-kanban, when received,authorizes the workstation to produce a fixed amount ofproducts. The P-kanban is carried on the containers that areassociated with it.

Transportation (T) Kanban: A T-kanban authorizes thetransportation of the full container to the downstreamworkstation. The T-kanban is also carried on the containersthat are associated with the transportation to move throughthe loop again

Kanban is another framework used to implement agile. Back inthe 1940s, Toyota optimized its engineering process by modelingit after how supermarkets stock shelves. Supermarkets stockjust enough product to meet consumer demand, a practice thatoptimizes the flow between the supermarket and the consumer.

Because inventory levels match with consumption patterns, thesupermarket gains significant efficiency in inventorymanagement and optimizing for the customer. When Toyotabrought that idea to it's factory floors, teams (such as the teamthat attaches the doors to the car's frame) would deliver a card,or "kanban", to each other (say, to the team that assembles the

doors) to signal that they have excess capacity and are ready topull more materials.

Although the signaling technology has evolved, this system isstill at the core of "just in time" manufacturing today.

Kanban does the same for software teams. By matching theamount of work in progress to the team's capacity, kanbangives teams more flexible planning options, faster output,clear focus, and transparency throughout the developmentcycle.

Flexibility in planning A kanban team is only focused on the work that's actively in

progress. Once the team completes a work item, they pluckthe next work item off the top of the backlog. The productowner is free to re-prioritize work in the backlog withoutdisrupting the team, because any changes outside thecurrent work items don't impact the team.

As long as the product owner keeps the most important workitems on top of the backlog, the development team isassured they are delivering maximum value back to thebusiness. So there's no need for the fixed-length iterationsyou find in scrum.

Minimizing cycle time

Cycle time is a key metric for kanban teams. Cycle time is theamount of time it takes for a unit of work to travel through theteams workflowfrom the moment work starts to the moment

it ships. By optimizing cycle time, the team confidentlyforecast the delivery of future work.

Overlapping skill sets lead to smaller cycle times. When onlyone person holds a skill set, that person becomes abottleneck in the workflow. So teams employ basic bestpractices like code review and mentoring help to spreadknowledge. Shared skills mean that team members can takeon heterogeneous work, which further optimizes cycle time.It also means that if there is a backup of work, the entire teamcan swarm on it to get the process flowing smoothly again.For instance, testing isn't only done by QA engineers.Developers pitch in too!

In a kanban framework, it's the entire team's responsibility toensure work is moving smoothly through the process.

Efficiency through focus

Multitasking kills efficiency. The more work items in flight atany given time, the more context switching, which hinderstheir path to completion. That's why a key tenant of kanban isto limit the amount of work in progress (WIP). Work-in-progress limits highlight bottlenecks and backups in theteam's process due to lack of focus, people, or skill sets.

For example, a typical software team might have fourworkflow states: to do, in progress, code review, and done.They could choose to set a WIP limit of 2 for the code review

state. That might seem like a low limit, but there's goodreason for it: code that hasn't been reviewed not only hasn'tshipped yet, but may need significant re-work before it isready to ship. So it's important to take action on codereviews right away, and setting a WIP limit helps the teamhold themselves accountable to that. It forces the team toknock out those reviews before pulling in new work.

One of kanban's core values is continuous improvement. Buthow do teams ensure they're continuing to improve? Oneword: visuals. When the team can see data, it's easier to spotbottlenecks in the process (and remove them!). Two commonreports kanban teams use are control charts and cumulativeflow diagrams.

A control chart shows the cycle time for each issue as wellas a rolling average for the team.

ProTip: The team's goal is to reduce the amount of time anissue takes to move through the entire process. Seeing theaverage cycle time drop in the control chart is an indicator ofsuccess.

A cumulative flow diagram shows the number of issues ineach state. The team can easily spot blockages by seeing thenumber of issues increase in any given state. We can see inthe chart below the amount of code waiting to be merged(red) significantly increases over time. This creates abottleneck that denies the customer of features and fixes thathave already built, and increases the likelihood of massive

integration conflicts when the work does get mergedupstream.

In the example above, the team realizes the backup justbefore 1 September and quickly swarms to bring the amountof un-merged code back down to an acceptable level.

Moving toward continuous delivery

We know that continuous integrationthe practice of buildingand validating code incrementally throughout the dayisessential for maintaining quality. Now let's meet CI's older,more sophisticated cousin: continuous delivery (CD). This isthe practice of releasing work to customers frequentlyevendaily or hourly.

Kanban and CD beautifully complement each other becauseboth techniques focus on the just-in-time (and one-at-a-time)delivery of value.

The faster a team can deliver innovation to market, the morecompetitive their product will be in the marketplace. Andkanban teams focus on exactly that: optimizing the flow ofwork out to customers.

SIX SIGMA

Six Sigma is a set of techniques and tools for processimprovement. It was developed by Motorola in 1986. JackWelch made it central to his business strategy at GeneralElectric in 1995.[3] Today, it is used in many industrial sectors.[4]

Six Sigma seeks to improve the quality output of process byidentifying and removing the causes of defects andminimizing variability in manufacturing and businessprocesses. It uses a set of quality management methods,mainly empirical, statistical methods, and creates a specialinfrastructure of people within the organization ("Champions","Black Belts", "Green Belts", "Yellow Belts", etc.) who areexperts in these methods. Each Six Sigma project carried outwithin an organization follows a defined sequence of steps andhas quantified value targets, for example: reduce process cycletime, reduce pollution, reduce costs, increase customersatisfaction, and increase profits.The term Six Sigma originated from terminology associatedwith manufacturing, specifically terms associated withstatistical modeling of manufacturing processes. The maturityof a manufacturing process can be described by a sigma ratingindicating its yield or the percentage of defect-free products itcreates. A six sigma process is one in which 99.99966% of allopportunities to produce some feature of a part are statisticallyexpected to be free of defects (3.4 defective features / millionopportunities), although, as discussed below, this defect levelcorresponds to only a 4.5 sigma level. Motorola set a goal of"six sigma" for all of its manufacturing operations, and this goalbecame a by-word for the management and engineeringpractices used to achieve it.

Six Sigma projects follow two project methodologies inspired

by Deming's Plan-Do-Check-Act Cycle.

Etymology of "six sigma process"The term "six sigma process" comes from the notion that if onehas six standard deviations between the process mean and thenearest specification limit, as shown in the graph, practically noitems will fail to meet specifications This is based on thecalculation method employed in process capability studies.Capability studies measure the number of standard deviationsbetween the process mean and the nearest specification limit insigma units, represented by the Greek letter (sigma). Asprocess standard deviation goes up, or the mean of the processmoves away from the center of the tolerance, fewer standarddeviations will fit between the mean and the nearestspecification limit, decreasing the sigma number and increasingthe likelihood of items outside specification. One should alsonote that calculation of Sigma levels for a process data isindependent of the data being normally distributed. In one of thecriticisms to Six Sigma, practitioners using this approach spenda lot of time transforming data from non-normal to normal usingtransformation techniques. It must be said that Sigma levels canbe determined for process data that has evidence of non-normality.

Cpk (Process Capability Index)The process capability index or process capability ratio is astatistical measure of process capability: the ability ofa process to produce output within specification limits. Theconcept of process capability only holds meaning forprocesses that are in a state of statistical control. Processcapability indices measure how much "natural variation" aprocess experiences relative to its specification limits andallows different processes to be compared with respect to howwell an organization controls them.If the upper and lower specification limits of the process areUSL and LSL, the target process mean is T, the estimatedmean of the process is and the estimated variability of theprocess (expressed as a standard deviation) is .

..

..

Estimates what the process is capable of producing,considering that the process mean may not be centeredbetween the specification limits. (If the process mean is notcentered, overestimates process capability.) if theprocess mean falls outside of the specification limits. Assumesprocess output is approximately normally distributed.

Cp (Process Capability)

A process is a unique combination of tools, materials,methods, and people engaged in producing a measurableoutput; for example a manufacturing line for machine parts. Allprocesses have inherent statistical variability which can beevaluated by statistical methods.

The process capability is a measurable property of a processto the specification, expressed as a process capabilityindex or as a process performance index. The output of thismeasurement is usually illustrated by a histogram andcalculations that predict how many parts will be produced outof specification (OOS).Two parts of process capability are:1) measure the variability of the output of a process, and2) compare that variability with a proposed specification orproduct tolerance.

Measure the processThe input of a process usually has at least one or more

measurable characteristics that are used to specify outputs.These can be analyzed statistically; where the output datashows a normal distribution the process can be described bythe process mean and the standard deviation.

A process needs to be established with appropriate processcontrols in place. A control chart analysis is used to determinewhether the process is "in statistical control". If the process is

not in statistical control then capability has no meaning.Therefore the process capability involves only common causevariation and not special cause variation.

A batch of data needs to be obtained from the measuredoutput of the process. The more data that is included the moreprecise the result, however an estimate can be achieved withas few as 17 data points. This should include the normalvariety of production conditions, materials, and people in theprocess. With a manufactured product, it is common to includeat least three different production runs, including start-ups.

The process mean and standard deviation are calculated. Witha normal distribution, the "tails" can extend well beyond plusand minus three standard deviations, but this interval shouldcontain about 99.73% of production output. Therefore for anormal distribution of data the process capability is oftendescribed as the relationship between six standard deviationsand the required specification.

Capability studyThe output of a process is expected to meet customerrequirements, specifications, or engineering tolerances.Engineers can conduct a process capability study to determinethe extent to which the process can meet these expectations.The ability of a process to meet specifications can beexpressed as a single number using a process capability

index or it can be assessed using control charts. Either caserequires running the process to obtain enough measurableoutput so that engineering is confident that the process isstable and so that the process mean and variability can bereliably estimated. Statistical process control definestechniques to properly differentiate between stable processes,processes that are drifting , and processes that are growingmore variable. Process capability indices are only meaningfulfor processes that are stable.

..................................................................

.........................................................................

Estimates what the process is capable of producing if theprocess mean were to be centered between the specificationlimits. Assumes process output is approximately normallydistributed.

Important OperationsPerformed In Ring Plant

ROUGH GRINDINGWhen a fresh lot is brought from the foundary department therings surface is not properly finished. Its surface is too rough tobe used in an engine.

At this stage the axial height of the ring is altered with the help ofa grinding machine in which two wheels are running in oppositedirections and a ring is fed inside it due rubbing action the axialheight of the ring is reduced.

In this machine we also use lot of lubricating because enormousamount of heat will be produced which could easily increase therejection and more wear and tear of the machines. Though thering obtained is still not in very good dimensions but it is themost important step of production.

SEMI-FINISH GRINDING

It is a one step further in the process. Here the axial height isreduced more to bring close the tolerance limit of the ring.

In this process we also use two grinders running in oppositedirections but here we use grinding wheels having more finishedsurface so that the ring obtained is having lesser axial heightvalue and the tolerance is shrinked.There is one more difference that is the feeding system. Here thefeeding system is having a big rotating magnetic disc on whichthe ring is attached and is fed to the wheels.

FINISH GRINDER

This is the final process in grinding. Here the machine position hasbeen changed now the grinders are placed in horizontal plane and weuse a disc having holes of size of the ring which is to be made andthen it is fed inside the grinder.

There are different sized plate for different rings and the operator isrequired to change the disc for every different ring to be finished.

The machine used is a CNC machine which makes the task very easyand it could be run easily by a single worker because one doesnthave to change the parameters again and again which alters due torubbing of the grinding wheels and disc.

CAM TURNING

It is the first process on line which is to be done on the outer diameterof the ring in which a cam turning machine works on the outerdiameter of the ring and giving a more finished surface to outerdiameter and decreases the tolerance limit.

There are two types of machines in the company one is DIMACO whichis an older machine and worker has to do all the settings manually andanother one is WAYSIA in which the worker have to adjust the valuewith the help of apindle given to adjust the value.

DIMACO

WAYSIA

GAP CUTTING

When the ring is brought from foundary there is no gap cut in the ring,as we know that there is a cut in between the ring so that it can beclamped over the piston easily.

So at this machine gap is cut between the rings.

As like cam turning it is also having two machine, one is DIMACO inwhich there are two rotating blades and another one is WAYSIAIn which there is only one rotating blade.

DIMACO

WAYSIA

BORINGIn this process we make the inner side of the ring or we could say thatwe will be doing inner diameter of the ring.

In this process a spindle having small tools at its end are allowed torotate inside the ring which gets their power from electric motors.

In this process the spindles are rotated at a speed of 200 r.p.m.Which further finishes the ring and reduces its tolerance.

HONING

It is a further process for the outer diameter of the ring. In this processa reciprocating motion of the sleeve results in the decrease of theouter diameter of the ring which further increases the finish of the ring.

DE-MAGNETISINGAfter going through so many processes there is some magnetic effectproduced in the rings which is totally undesirable.

Therefore to remove such type of effect a De-magnetising machine isused.

ULTRASONIC CLEANINGAs we know that while grinding the rings get dirty due to action oflubricants.

Therefore to clean them up we use ultra sonic cleaning in which highfrequency ultrasonic waves are used to clean the rings.

STRESS RELIEVINGDue to different processes the ring might get slightly twisted and havesome extra tension in it.

Therefore to remove this tension some weight is kept over the ring toremove the extra tension and the ring is no more twisted.

PARKERIZINGIt is a process of coating the rings with phosphorus which act as avery important part for the ring.

When the ring is first time run in an engine the phosphorus layer actsas a lubricating by melting and protects the ring from wear and tearwhile running first time.

CHROMINGIn this process the rings are coated with chromium with the helpelectrochemical process.

PROCESS

A process is a collection of interrelated work tasks initiated inresponse to an event that achieves a specific result for thecustomer of the process.

Adding more specific detail to that general definition:

that achieves a specific result: must deliver a specific result this result must be individually identifiable and countable a good process name clearly indicates the result or end state

of the process for the customer of the process: a customer receives the result or is the beneficiary of it the customer can be a person or an organization customer can be identified and can pass judgment on the

result and process customer point of view helps identify and name the process

accurately initiated in response to a specific event: the process must be initiated in response to a specific event multiple events can initiate a process having an event AND a result allows the tracing of the

sequence of tasks that turns the event into the result work tasks: a collection of actions, activities, steps or tasks make up a

business process a step in the initial workflow will probably be divided into

more detailed steps later a collection of interrelated: the process steps must relate to each other

interrelationship is through sequence and flow...thecompletion of one step leads to (flows into) the initiation ofthe next step

also interrelated by dealing with the same work item

A process is a very important parameter because if dont know how tomake a raw material into a useful product which is told by a processthen there would be no benefit of that raw material.

VARIATION

No two products or characterstics are exactly alike.

A process contain many sources of variability.The difference among products may be large, or they may beimmeasurably small, but they are always present.

Causes Of Variation

Chance(or common) variation

Many sources of little variation within a process that has a stable andrepeatable distribution over time.

The process output is predictable.

Special(or assignable) causes

Single source causing high variation that makes the processdistribution change.

The process output is unpredictable.

There are generally two types of variations;-

1) Total Process Variation- in this type the variation is due to the wholeprocess rather than a single cause.

2) Measurement Process Variation- the variation is due to the error inmeasurement process i.e. the measurement processes are notunder control.

ANALYSIS OF

PROCESS CAPABILITY

OF ROUGH GRINDER

MACHINE AND STUDY OF

REASONS FOR REJECTION

IN IT

TYPE OF REJECTIONS

Frequent Rejections In The Ring Are:-

1) AXIAL HEIGHT DOWN

In this defect the axial height of the ring is observed to be down i.e.the axial height is reduced more than the desired.

This is generally observed due to more pressure exerted by thespindles, or there is play in the spindles.

Other reason may be that the micrometre isnt caliberated.

2) RING BROKEN

In this type of defect the ring obtained after grinding are broken.

This is generally observed due over pressure, the worker is notalert and the gap between the plates at exit is less which results inbreakage of the ring.

An another reason could be that the guide plate setting is not doneproperly.

3) BAD FACE

In this type of defect the face of the rings is not properlyfinished and is having burrs over its surface.

This is observed when the grinding wheel is totally blunt, orthe dressing is not done regularly or properly.

4) BURNT RING

Sometime due to excessive amount of heat the ring obtained isburnt slightly, which causes the permanent deformity in the ring.

This generally occurs due to lack of flow of coolant in the machineor the flow is not proper. Which has to be taken measure by theworker.

5) SCRATCH

Sometime some scratches are obtained on the surface ofthe rings.

This is generally obtained due to the bad surface of thegrinding wheel, or improper dressing.

Some Other Minor Rejections Are:-

Poor roughness at the Sand blasting Staggering Gun Movement Poor storage of mandrels Run out Occurrence of unmelts Irregular Coating thickness Machine Knowledge among operators Gap chip off Outer Diameter Edge Breakage

PERIMETERS TO REMOVE REJECTION

1)Tools should be properly and regularly caliberated.

2)Play within the spindles should be checked within 2-3months.

3)Ensure proper flow of coolant.

4)Workers should be alert while working.

5)Use of lubrication for the spindles

6)Maintenance of the machine should be done regularly.

7)Dressing should be done properly and at regular interval oftime.