FIAT INDIAAUTOMOBILES LIMITED

INDUSTRIAL TRAINING REPORT

SUBMITTED BY:

OMKAR WAGHMARETHIRD YEAR UNDERGRADUATE STUDENT,

DEPARTMENT OF MECHANICAL ENGINEERING,NATIONAL INSTITUTE OF TECHNOLOGY SRINAGAR

(RANJANGAON PLANT, MAHARASHTRA)

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ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of the project would

be incomplete without the mention of the people who made it possible

I would like to take the opportunity to thank and express my deep sense of gratitude to my

project guide Mr. Shivakumar Marlingaplar (Divisional Manager, Manufacturing

Engineering Department). I am greatly indebted to him for providing his valuable guidance

at all stages, his advice, constructive suggestions, positive and supportive attitude and

continuous encouragement, without which it would have not been possible to complete the

project.

I would also like to thank Mr. Pankaj Pradeep (HR Fiat Powertrain department) and

Mrs. Pratibha Tambe for their valuable contribution.

I am thankful to Mr. Earnest Koilraj (Corporate HR) and Mr. Amit Late for giving me

opportunity to work with FIAT INDIA AUTOMOBILES PRIVATE LIMITED.

I owe my wholehearted thanks and appreciation to the entire staff of the company for their

cooperation and assistance during the course of my project.

I hope that I can build upon the experience and knowledge that I have gained and make a

valuable contribution towards this industry in future.

NAME: OMKAR WAGHMARE

DATE: 26/2/2015

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ABSTRACT

The objective of the project was to understand the current layout, Ergonomics, VAA and

NVAA, working cycle of OP-10 and OP-20, process/material flow and to suggest

improvements and changes to extend the current production limit at the differential assembly

line by considering all aspects of WCM. For this we have to understand the operator needs,

Area constraints, cost constraints, ergonomic laws, WCM, sequence of operations done at

assembly line, so that they can contribute their valuable inputs while suggesting changes in

best possible way.

The first part of my training started on Feb. 2nd which involved understanding the Process

flow, layout of transmission shop, Parts machined, Types of machining, Machines used, and

basics of production system at FIAT Powertrain department. For this I used pillar boards as

the primary source of information for my study also the WCM gallery proved very helpful

and discussed topics with Mr. Shivakumar. Along with detailed study of lean manufacturing

system focus was mainly on basics of Industrial Engineering.

The next part of my project was to understand and analyse the operations and activities at

differential assembly line and conducting detailed study by taking clues from study done so

far.

The most important part was to analyse the data and information and propose different

options available to us to adopt, considering many different aspects.

--- OMKAR PRAMOD WAGHMARE

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INDEX

1. CHAPTER 1 : INTRODUCTION……………………………………………………….5

1.1. Company Profile………………………………………………………………………6

1.1.1. About The company……………………………………………………………6

1.1.2. Fiat in Europe…………………………………………………………………..6

1.1.3. Fiat in United States……………………………………………………………7

1.1.4. Fiat in Asia……………………………………………………………………..7

1.1.5. Motorsport…………………………………………….………………………..7

1.1.6. Fiat in India…………………………………………………………………….8

1.2. Brand………………………………………………………………………………….8

1.2.1. Fiat mission…………………………………………………………………….8

1.2.2. Design………………………………………………………………………….9

1.2.3. Environment……………………………………………………………………9

1.3. Company History……………………………………………………………………..9

2. CHAPTER 2 : PLANT DETAILS……………………………………………………...13

2.1. FIAT Plant Layout………………………………………………………………...…14

2.2. Fiat Power Train Technology………………………………………………………..16

2.2.1. Values…………………………………………………………………………16

2.2.2. Mission………………………………………………………………………..16

2.2.3. Vision…………………………………………………………………………17

2.3. Transmission shop…………………………………………………………………...17

2.3.1. Shop history…………………………………………………………………..17

2.3.2. Product information…………………………………………………………..17

2.3.3. Shop layout…………………………………………………………...………18

3. CHAPTER 3 : TRANSMISION SHOP : MACHINING……………………………..193.1. Machining……………………………………………………………………………20

3.1.1. Various Machining Processes………………………………………………...20

3.2. Parts

3.2.1. Input Shaft…………………………………………………………………….22

3.2.2. Output Shaft…………………………………………………………………..23

3.3. Process Flow Chart

3.3.1. PFC for input shaft……………………………………………………………23

3.3.2. PFC for output shaft…………………………………………..………………25

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3.3.3. PFC for 5th Gear………………………………………………………………26

3.3.4. PFC for Ring Gear……………………………………………………………27

3.4. Inspection of incoming material……………………………………………………..28

3.5. Tools Material and Properties

3.5.1. Input shaft…………………………………………………………………….28

3.5.2. Output shaft…………………………………………………………………...31

3.5.3. Ring Gear……………………………………………………………………..33

3.5.4. 5th Gear………………………………………………………………………..35

4. CHAPTER 4 : HEAT TREATMENT………………………………………………….374.1. Heat treatment plant layout…………………………………………………………..38

4.2. Heat treatment process……………………………………………………….………39

4.3. Materials and Quenching medium…………………………….……………………..39

4.4. Carburising………………………………………………………………….………..39

4.5. Hardening…………………………………………………………………………….40

4.6. Tempering……………………………………………………………………………40

4.7. Gas Quenching…………………………………………………….…………………40

4.8. Metallurgical Inspection……………………………………………………………..42

5. CHAPTER 5 : WCM……………………………………………………………………435.1. Safety Pillar…………………………………………………………………….…….44

5.1.1. EHS policy……………………………………………………………………46

5.2. Cost Deployment Pillar……………………………………………………….……..47

5.3. Focused Improvement Pillar…………………………………………………………48

5.4. Workplace Organization Pillar………………………………………………………51

5.4.1. Levels of movements…………………………………………………….…...52

5.5. Autonomous Maintenance Pillar………………………………………………….…54

5.6. Professional Maintenance Pillar………………………………………………….….55

5.7. Quality Control Pillar…………………………………………………………….….56

5.8. Logistics Pillar………………………………………………………………….……58

5.9. Early Equipment Management Pillar………………………………………………..59

5.10. People Development Pillar………………………………………………...…60

5.11. Environment Pillar……………………………………………………………61

6. CHAPTER 6 : PROJECT: RELAOUTING

AND WORKPLACE ORGANIZATION…………………………….64

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CHAPTER 1

INTRODUCTION

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COMPANY PROFILE

ABOUT THE COMPANY

FIAT (Fabbrica Italiana Automobili Torino) is an Italian automaker whichproduces Fiat branded cars, and is part of Fiat Chrysler Automobiles through itssubsidiary FCA Italy S.p.A.., the largest automobile manufacturer in Italy. The company, FiatAutomobiles S.p.A., was formed in January 2007 when Fiat reorganized its automobilebusiness, and traces its history back to 1899 when the first Fiat, or Fabbrica ItalianaAutomobili Torino automobile, was produced.

FOUNDER: Giovanni Agnelli

PRESIDENT: John Elkann CEO: Olivier François

FIAT IN EUROPE

Fiat's main market is European one, mainly focused in Italy. Historicallysuccessful in citycars and supermini sector, currently Fiat has a range of models focused onthose two segments (in 2011, those accounted for the 84% of its sales). Fiat does not currentlyoffer any large family car, or an executive car.

Fiat's share of the European market shrank from 9.4 per cent in 2000 to 5.8 per cent in the

summer of 2004. At this point Sergio Marchionne was appointed as Fiat Chief Executive. ByMarch 2009 their market share had expanded back to 9.1%.

Fiat's built their five-story Lingotto plant in 1915 through 1918, at the time it was Europe's

largest car manufacturing plant. Later the Mirafiori plant was built, also in Turin. To prepare

for production of the all new Fiat 128, Fiat opened their Rivalta plant in October 1968. Until

the 128 could enter production, the plant was used to build sports versions ofthe 850 and 124 as well as parts for the Fiat Dino.

Fiat current range of passenger car engines comprises eleven units, eight petrols and threediesels. Current range of models is the following:

City car: Fiat 500, Fiat Panda

Supermini: Fiat Punto

Compact car: Fiat Bravo, Fiat Linea

Mini MPV: Fiat 500L

Large MPV: Fiat Freemont (rebadged Dodge Journey)

Mini SUV: Fiat Sedici (developed with Suzuki with its twin Suzuki SX4)

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FIAT IN UNITED STATES

Fiat has a long history in United States. In 1908, the Fiat Automobile Co. wasestablished in the country and a plant in Poughkeepsie, N.Y., began producing Fiats a yearlater. These luxury cars were produced long before Chrysler Corp. started in 1925. Fiat wassometimes used as a jocular backronym for 'Fix it again Tony', referring to poor reliabilityand problems, such as rust, which some Fiat owners in the United States encountered in the1970s and 1980s. Partly as a result, Fiat sales in the US fell from a high of 100,511 cars in1975 to 14,113 in 1982. In 1983, Fiat left the United States car market with a reputation forpoor quality cars. However, Fiat has made significant improvements since then.

In January 2009, the Fiat Group acquired a 20% stake in US automaker Chrysler LLC. Thedeal saw the return of the Fiat brand to North America after a 25-year absence. The first Fiat-branded model to appear in the US was the popular Fiat 500 city car. The Fiat 500 model isbuilt at Chrysler's assembly plant in Toluca, Mexico which currently makes also the DodgeJourney and Freemont crossovers.

FIAT IN ASIA

Fiat's presence in Chinese market is poor compared to its European, Japanese,and Korean and American rivals. At the beginning of 2012, Fiat was only importing FiatBravo and Fiat 500 model. However, in 2012 Fiat and GAC opened a Joint Venture plant toproduce the first Fiat vehicle specifically developed for Chinese market ever: the FiatViaggio, a compact car derived by another model of Fiat SpA group, the Dodge Dart (in turnderived by another Fiat Group car, the Alfa Romeo Giulietta).

Fiat currently offers to Japanese consumers the 500 in both coupe and convertible body styles,and the Panda. Both vehicles are in compliance with Japanese Governmentdimension affording the Japanese public to purchase a non-Japanese vehicle without having topay an annual tax for driving a car that exceeds the regulations.

Fiat is also present in Indian market since 1948. Current presence is in Joint Venturewith Tata Motors, although current car sales (Fiat is currently offering the Fiat Punto and FiatLinea) are poor (approx. 20k units in 2011).

MOTORSPORT

In 1971 the Fiat 124 Sport Spider was prepared for the World RallyChampionship when Abarth became involved with its production and development and from1972 had relative success with two wins in 1972, one in 1973 and won 1st, 2nd and 3rd in the1974 Portuguese TAP Rally.

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The Fiat 131 Abarth was a very successful rally car replacing the 124. Between 1976 and1981 the Fiat 131 won 18 World Rally Championship events, and winning the WRC threetimes: in 1977, 1978, and in 1980.

Lancia took over the role of motorsport for the Fiat Group during the 1980s. After a longbreak of factory-supported entries, in 2003 a Fiat Punto S1600 won the Italian RallyChampionship, and 2006 the Fiat Grande Punto S2000 won the FIA European RallyChampionship, followed by three successive wins in 2009, 2010 and 2011.

FIAT IN INDIA

Fiat India Automobiles Ltd is a subsidiary of Fiat Group AutomobilesS.p.A. of Italy. It is the ninth largest Indian car manufacturer by sales in India.

Fiat India Automobiles Limited (FIAL) was originally incorporated on 2 January 1997. Thecompany presently employs about 2600 employees and is located at Ranjangaon inthe Pune District of Maharashtra. The definitive agreement of the Joint Venture between FiatS.p.A (Italy) and Tata was signed on 19 October 2007. The board of directors for thiscompany comprises five nominees each from Fiat and Tata. Earlier, Fiat used to sellthe 1100, 124 and Uno in India, manufactured under licence by Premier AutomobilesLimited.

FIAT has a manufacturing plant at Ranjangaon, Maharashtra, which has an installed capacityto produce 135,000 cars and 200,000 engines, besides aggregates and components. Thecompany plans to double the production capacity for both car units and engines in the nextfew years. The Car plant manufactures both Fiat and Tata cars, the latest additions in this year(2014) are the Fiat Linea Face lift, Fiat Punto EVO, Tata Zest and Fiat Avventura.

FOUNDED: January 2, 1997CEO: Gurpratap Boparai

BRAND

FIAT MISSION

For more than a century, Fiat has been offering customers simple andaffordable, yet innovative solutions to meet their complex mobility needs. The brand’smission is: to combine the Italian passion for design and originality with the maximum inefficiency and versatility in every model; to produce engines that make driving fun, whileensuring fuel efficiency and low emissions; to use the best technologies to deliver on-boardcomfort as well as vehicles that are affordable and cost effective to maintain. Fiat makes cars

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for every need that are also stylish, fun to drive and surprisingly functional. Fiat creates carswith passion to make people’s lives better.

ENVIRONMENT

One of the most important pillars of brand Fiat is its commitment tosustainable mobility. The Group keeps introducing innovative solutions in every operatingregion for both conventional engine technologies and alternative fuels and propulsionsystems. Examples of already available eco-friendly technologies are TwinAir, Multijet II,Multiair and the largest natural gas range in Europe. As a result, average CO2 emissions fromFiat cars sold in Europe decreased by 13% in 2013 compared with 2007. The launch of Fiat500e in USA, a zero-emission electric vehicle, is also an evidence of the environmentalcommitment of the brand. In addition to the new technologies, Fiat believes that theenvironmental impact of vehicles is strongly influenced by consumer’s driving behavior.Fiat continues to invest in Eco: Drive, an application that improves driving styles by givingpersonalized recommendations for reducing emissions, saving fuel and quantifying economicadvantages.

COMPANY HISTORY

1899-1911FIAT was foundedOn 11 July 1899 at Palazzo Bricherasio, the company charter of Società Anonima FabbricaItaliana Automobili Torino (Italian Automotive Factory in Turin) was signed. Among themembers of the Board of Directors, Giovanni Agnelli stood out in the group of investors andwon recognition for his determination and strategic vision. In 1902 he became the ManagingDirector of the company.

The first factory was openedThe first factory was opened in 1900 in Corso Dante. 150 workers were employed there andproduced 24 cars, among which the 3/12 was HP, not yet fitted with reverse gear. The FIAT®logo, oval on a blue background and designed by Biscaretti, was adopted in 1904.

First wins in the racesThe first Car Tour of Italy saw 9 Fiat cars arrive at the finish line. The first real competitioncar, a 24 HP driven by Vincenzo Lancia, won the Sassi-Superga uphill race in 1902. GiovanniAgnelli himself ran in the Second Tour of Italy and set a record in an 8 HP.

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1912-1925Fiat expands to new sectorsIn the meantime Fiat expanded its activities to the steel industry, the railway, electricity andpublic transportation lines. Fiat Lubrificanti was established and the first Italian subsidiarywas opened in Russia. When the War broke out, company production was almost entirelyaimed at supplying the army.

Development of the CompanyThe policy adopted by the company was to develop industrial mass production. Massproduction was launched as the only way to curb the prohibitive prices of cars. During aphase of increasing consumption, Sava, a holding company was set up to promote instalmentplans for purchasing cars. IFI, Istituto Finanziario Industriale, was also established at thattime.

1926-1938The new carsIn 1934 and 1936 two cars came out and were destined to an enormous public: the “Balilla”,also called “Tariffa minima” due to its low consumption of fuel, and the “Topolino”, thesmallest utilitarian car in the world, which was produced until 1955.

The Mirafiori factoryIn 1937 works started for the great Mirafiori plant, which introduced the most advancedprinciples of industrial organisation and confirmed company focus on mass production.

1978-1990The Robogate systemIn 1978 the “Robogate” system was created, the new flexible robotized system for assemblingthe bodywork. It was the road to innovation and the automation of production.

The holding configurationIn 1979 the auto sector was set up as an independent company: Fiat Auto S.p.A., whichincluded the brands Fiat, Lancia, Autobianchi, Abarth, Ferrari. The Ferrari brand wasacquired at 50% initially, a share that later rose to 87%. In 1984 the company also took overAlfa Romeo (following by Maserati acquisition - a prestigious sports car brand - in 1993).

The Fiat Panda and the Fiat UnoIn 1980 a new utilitarian was styled by Giugiaro for Fiat and was called Panda. Two yearslater the car that would become the emblem of Fiat Auto’s renewal was born: the Fiat Uno. It

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featured radical innovations in its electronics, choice of materials and the use of a cleanengine: the 1000 Fire.

1991-2003The new cars of the 1990sAfter the debut of the Fiat Tempra in 1990, the 500 came out in 1991. Two years later, in1993, it was the moment of Fiat Punto (named “Car of the Year” in 1995) and Fiat Coupé,with bodywork designed by Pininfarina and Centro Stile Fiat.

Other popular carsWith Fiat Ulysse, which came out in 1994, the company made its entry in a sector that wasprogressively expanding: the SUV. 1995 saw the debut of the Barchetta, the Fiat Bravo andBrava, followed the next year by Fiat Marea and Marea WE, and in 1997 Fiat Palio.

Changes at the top and a new registered officeIn 1996 Giovanni Agnelli became the Honorary President of the Fiat Group and CesareRomititook the office of CEO. In 1997 the parent company left its premises in Corso Marconi andmoved to the Palazzina Fiat of Lingotto, which in the meantime had been converted into aTrade Fair and Convention Complex.

2004-2007The restyling of the logo on Fiat IdeaFiat Idea was the first MPV created by Fiat but also the first car with the task ofcommunicating the brand’s new 'mission': Fiat Idea displayed the round logo, renewed andproposed by Centro Stile Fiat to evoke the emblem designed to celebrate the Company’s100th Anniversary.It was also meant to get across the most significant change in Fiat cardesign: more attention to high-tech content and intelligent solutions designed to simplifyseveral aspects of daily life in the car.

Multijet enginesFuel saving and top performing, this engine proved a real success factor on the new Fiat carmodels.The new system – born of the evolution of the ‘Common Rail’ principle – is the basisof the new second-generation Fiat engines: the small 1.3 Multijet 16v, the sporty 1.9 Multijet120 and 150 bhp and the powerful 1.4 90 bhp.

Three years of new modelsThe years 2004-2006 were an extremely busy time for the Turin company, which, following aprofound change in corporate culture and mentality, focused on a continuous, rapid overhaulof its products, on technological research, on the quality of its designs and on a new,constructive relationship with the customer.During these years, this new philosophy gave riseto a series of new models, and some restyling of older models: from the restyling of the FiatIdea Model Year, Seicento MY and Stilo MY to the new Multipla and the launch of the Panda

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4x4, in 2004; 2005 began with the launch of the new Croma, designed by Giugiaro, the new600 (celebrating its 50th anniversary), and the Grande Punto - beautiful, solid andexciting.2006 saw the launch of the New Doblò and Sedici, the 4x4xTUTTI for city and off-road driving, and the official car of the 2006 Olympic Winter Games, while the Panda MY2007 range was extended and overhauled.

The debut of the new logo on the Bravo2007 began with the launch of the Bravo – preceded by the first ever institutional Fiat blog.Bravo is the first car to sport the new Fiat logo as a tangible sign of the company’sturnaround. The new Bravo is a successful blend of beauty and substance, destined to becomea benchmark for the segment.

500 launchOn July 4 2007, exactly 50 years after the launch of the original 500, the new Fiat 500 madeits debut in Turin.It is the first ‘small’ car with an individualistic concept,allowing theconsumer to tailor-make their 500 with more the 500000 available variants. Following itslaunch, the 500 won numerous awards, such as the European Car of the Year In2008.Numerous limited editions and versions have been created: new Fiat 500 by GQ, Gucciand Diesel just to name a few.

2008-2013Twin Air–revolutionary technologyIn July 2010, Twin Air-the first of a new family world’s high tech two-cylinder engines madeby FPT-Fiat Powertrain Technologies was launched through Fiat 500 model.This technologyimplements the revolutionary MultiAir system combined with specific fluid dynamicsoptimised for maximum fuel efficiency. Furthermore,by taking the concept of downsizing tothe extreme and masterfully tuning the basic mechanics, the new Twin Air engine family-delivering from 65 to 105 HP-emits 30% less CO2 than an engine of equal performance.

Fiat becomes more environment-friendlyFiat cars becomes more eco-friendly with low pollutant and CO2 emission levels. With FiatEco-drive, Methane engines, Start&Stop, MultiJet, TwinAir, the Fiat Group’s sustainabilitystrategy has resulted in a combination of conventional and alternative technologies. BrandFiat made also its move in the electric cars field with the launch of Fiat 500 E (with 0 CO2emissions) on July 2013 in USA.

Fiat growthFiat has brought its passion not only to the "Old Continent", but also in Northern America-with the launch of Fiat in USA in 2009 and Asia. In Asia we highlight the creation of the newjoint venture GacFiat in 2010.After the importation of Fiat Bravo, Fiat 500 and Fiat Freemont,in 2012 it was launched Viaggio-first tailormade sedan for China market-produced in GacFiatjointventure factory located in Changsha. This factory adopts the standards of World ClassManufactory as all the factories from Fiat and Chrysler.

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CHAPTER 2

PLANT DETAILS

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FIAT RANJANGAON (NEAR PUNE) PLANT LAYOUT

G3

G5G4

G1

G2

ENGINE SHOP

TRANSMISSIONSHOP

EHS &Utility

TRIM SHO

PW

AREHO

USE

PALIOPLANT

SCRAP YARD

SALES YARDASSEM

BLYSHO

PB/W

SHOP

PAINTSHO

P

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FIAT POWERTRAIN TECHNOLOGYOUR VALUES

FPT is one of the leading world players in engines, axles and transmissions for the Industrialsector. These extraordinary results are the outcome of the work and commitment of each of usand our sharing of fundamental values which have become part and parcel of our everydaylives.Everyday lives that are marked by passion for our work. The passion to create a new product,see it being born, reach the market and prove to be the best, interact with customers, take onboard their needs and respond to them in advance. The passion to make products that can saveother people’s lives, as when one of our engines equips a rescue boat or an ambulance, orwhen they are fitted to vehicles that contribute to the growth of the country.To be able to guarantee all this we demand the maximum quality, not only in the productionprocess but throughout the life of the product. From design, to assembly, to delivery, tomaintenance and if necessary regeneration. Quality is a constant process and depends mainlyon the people who work for the company. This is why, constantly and at a global level, wecommunicate a culture of constant improvement through the integrated management of know-how and specific training processes in instruments such as problem solving.A basic factor in the success of a company like ours is the development of innovativesolutions. These solutions can represent the difference compared to our competitors andenable us to achieve and maintain positions of leadership on the global market. The ongoingability to innovate is our source of energy. Developing innovative solutions for the engines oftomorrow is not only a competitive weapon but the concrete strategy for being a true gamechanger, acknowledged by the market as such, reliable and credible.Trustworthiness is decisive for transmitting our way of being with respect to stakeholders.To announce our potential or performance is not enough to inspire confidence; credibilitymust be built up with the work we do every day: respecting commitments made withcustomers, pursuing with determination the objectives set with respect to the products that wecreate, and in the technological innovations that we develop as we aim for sustainable growth.Sustainability, especially with regards to respect for the environment, has always been anintegral and transversal part of our business culture, capable of actively involving everybody.For us the reduction in environmental impact is an absolute value that translates into anequally absolute commitment in the complete life-cycle of our products, from researchactivities to production, from targeted projects to the everyday aspects of our office work.

OUR MISSION

If our values identify the way we are, the mission we have given ourselves guides our actionsand describes our reason for being and for growing, namely a company withmaximum technological leadership. Due to innovation and the ongoing improvement in ourproducts and processes we are one of the world’s leading players in engines with a high levelof technological excellence and performance.

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Furthermore, due to our in-depth knowledge of markets and market segments we are able tooffer all over the world technological solutions for any application, guided by the real needsof our final users. In doing so, we guarantee their satisfaction and that of our customers.Our ability to anticipate stimuli from the marketplace enables us to offer them an efficient,fast and leading edge service, allowing us to grow and create value for all stakeholders,shareholders, employees, customers and final users.In the name of future generations our growth can only be sustainable, so guaranteeing,through constant research, the conditions of economic and social wellbeing for thearea around the company and for the people that live there, limiting the impact we have on theenvironment. Pursuing these actions we demonstrate how we want to be seen by the worldoutside.

OUR VISION

We have always led the market with technological decisions that aim to obtain highperformance, low fuel consumption and low emission levels at one and the same time.Innovative decisions, such as Common Rail technology or CNG, and as the highly efficientSCR system is proving to be, recognized by customers and competitors as successfuldecisions. We want to continue along this road in the future, namely our aim is to be acompany capable of changing the rules of the game, a truly determined and tireless gamechanger.

TRANSMISSION SHOP

SHOP HISTORY

JAN-2007 Land development Started

MAR-2007 1st White collar recruited

JUN-2007 Building erection started

JUN-2008 SDE Assembly, Cylinder Block, Cylinder Head, Crankshaft linesstarted

AUG-2008 Transmission assembly line Started

NOV-2008 Heat Treatment and fire assembly line started

PRODUCT INFORMATIONTransmission C510Maximum Torque: 170 N-m Final Drive Ratio: 3.562, 3.733, 4.067, 3.929And 4.4

201 N-m

Parts made: Input and Output Shafts, Ring Gear, 5th Gear.

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TRANSMISSION SHOP LAYOUT

CH/TH (Washing Area) Gear WashingArea

Inspection Area

Heat TreatmentTransmission Warehouse

Ring Gear (Soft Machining) Ring Gear (Hard Machining)

5th Gear (Soft Machining) 5th Gear (Hard Machining)

Input Shaft (Soft Machining) Input Shaft (Hard Machining)

Output Shaft (Soft Machining) Output Shaft (Hard Machining)

OFFICES AND REFRESH ZONE

SHAFT LINECH/TH Assembly Line

DifferentialAssembly LineMain Assembly Line

Test Loop Finished Products Area

SOFT MACHINING HARD MACHINING

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CHAPTER 3

TRANSMISSION SHOP: MACHINING

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MACHINING

Soft Machining: Machining the parts prior to heat treatment. All large and deep cuts aredone during soft machining when part is comparatively less hard.

Hard Machining: Generally semi-finishing and finishing is done in hardened state. Deppcuts are usually avoided.

Various Machining Processes :-

HOBBING: Hobbing is a machining process for gear cutting, cutting splines, andcutting sprockets on a hobbing machine, which is a special type of milling machine. The teethor splines are progressively cut into the work piece by a series of cuts made by a cuttingtool called a hob. Compared to other gear forming processes it is relatively inexpensive butstill quite accurate, thus it is used for a broad range of parts and quantities.

It is the most widely used gear cutting process for creating spur and helical gears and moregears are cut by hobbing than any other process since it is relatively quick and inexpensive.Hobbing uses a hobbing machine with two skew spindles, one mounted with a blank workpiece and the other with the hob. The angle between the hob's spindle and the work piece’sspindle varies, depending on the type of product being produced. For example, if a spur gearis being produced, then the hob is angled equal to the helix angle of the hob; if a helical gearis being produced then the angle must be increased by the same amount as the helix angle ofthe helical gear. The two shafts are rotated at a proportional ratio, which determines thenumber of teeth on the blank; for example, if the gear ratio is 40:1 the hob rotates 40 times toeach turn of the blank, which produces 40 teeth in the blank. Note that the previous exampleonly holds true for a single threaded hob; if the hob has multiple threads then the speed ratiomust be multiplied by the number of threads on the hob. The hob is then fed up intoworkpiece until the correct tooth depth is obtained. Finally the hob is fed through theworkpiece parallel to the blank's axis of rotation. Up to five teeth can be cut into theworkpiece at the same time. Often multiple gears are cut at the same time.

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HONING: Honing or to "Hone" is an abrasive machining process that produces a precisionsurface on a metal workpiece by scrubbing an abrasive stone against it along a controlledpath. Honing is primarily used to improve the geometric form of a surface, but may alsoimprove the surface texture.

Typical applications are the finishing of cylinders for internal combustion engines, airbearing spindles and gears. There are many types of hones but all consist of one or moreabrasive stones that are held under pressure against the surface they are working on.

SHAVING: The shaving process is a finishing operation where a small amount of metal issheared away from an already blanked part. Its main purpose is to obtain better dimensionalaccuracy, but secondary purposes include squaring the edge and smoothing the edge. Blankedparts can be shaved to an accuracy of up to 0.025 mm (0.001 in).

CONTOUR GRINDING: Grinding Machines are also regarded as machine tools. Adistinguishing feature of grinding machines is the rotating abrasive tool. Grinding machine isemployed to obtain high accuracy along with very high class of surface finish on theworkpiece. However, advent of new generation of grinding wheels and grinding machines,characterised by their rigidity, power and speed enables one to go for high efficiency deepgrinding (often called as abrasive milling) of not only hardened material but also ductilematerials. Some types of surface grinders are also capable of producing contour surface withformed grinding wheel.

SHOT PEENING: Shot peening is a cold working process used to producea compressive residual stress layer and modify mechanical properties of metals. It entailsimpacting a surface with shot (round metallic, glass, or ceramic particles) with force sufficientto create plastic deformation.

It is similar to sandblasting, except that it operates by the mechanism of plasticity ratherthan abrasion: each particle functions as a ball-peen hammer. In practice, this means that lessmaterial is removed by the process, and less dust created. Peening a surface spreads itplastically, causing changes in the mechanical properties of the surface. Its main application isto avoid the propagation of micro cracks from a surface. Such cracks do not propagate in amaterial that is under a compressive stress; shot peening can create such a stress in thesurface.

Shot peening is often called for in aircraft repairs to relieve tensile stresses built up in thegrinding process and replace them with beneficial compressive stresses. Depending on thepart geometry, part material, shot material, shot quality, shot intensity, shot coverage, shotpeening can increase fatigue life up to 1000%.

Plastic deformation induces a residual compressive stress in a peened surface, along withtensile stress in the interior. Surface compressive stresses confer resistance to metalfatigue and to some forms of stress corrosion. The tensile stresses deep in the part are not as

Page | 22

problematic as tensile stresses on the surface because cracks are less likely to start in theinterior.

COLD SPLINE ROLLING: The total forming effort needed to generate splines in solidmaterials is broken down into numerous forming steps spread along the entire cylindricallength of the zone to be formed. As its name implies, this technique applied is a strictlyforming (rolling) process during which no chip forming is involved.

PARTS

INPUT SHAFT

The automobile's engine crankshaft turns and creates power. This mechanical energy mustfirst go through the transmission gearbox before it eventually reaches the wheels. The firstcomponent to receive this energy is the input shaft. It can be engaged or disengaged throughthe mechanism of the clutch. Typically in a rear-wheel drive car, the input shaft is designed tolay along the same line as the output shaft, forming what seems like a singular component thatis sometimes called a main shaft.

Page | 23

Fig. Input and Output Shaft in correct configuration.

OUTPUT SHAFT

The final component that carries the power out of the transmission gearbox and on to thewheels is the output shaft. A set of transmission gears parallel to those on the counter shaft arearranged along the output shaft; it is driven by the counter shaft through these gears. Bothoutput and counter shaft gears are usually already meshed but the output shaft gears are notpermanently attached to it. These gears are the ones actually shifted manually by the driver.Only the one gear selected is fastened and rotates the output shaft along with it, while theothers spin freely until another one is selected.

PROCESS FLOW CHART

PFC FOR INPUT SHAFT

INPUT SHAFT OUTPUT SHAFT

Page | 24

OP-10

SHAPINGREVERSE GEAR

OP-20

SHAPING 1ST

GEAR

OP-30

WASHING

OP-40

HOBBING

OP-70

MILLING

OP-90

RADIALDRILLING

OP-50

MULTIPLECHAMFERING

OP-60

SPLINE COLDROLLING

OP-80

AXIAL DRILLING

OP-100

SHAVINGREVERSE GEAR

OP-110

WASHING

OP-430

CARBURIZING

OP-450

WASHING

OP-440

OIL QUENCHING

OP-460

TEMPERING

TO HARDMACHINING

Page | 25

PFC FOR OUTPUT SHAFT

OP-500

THREAD TEMPERING

OP-510

STRAIGHTENING

OP-530

WASHING

OP-520

CONTOUR GRINDING

OP-560

WASHING

OP-550

POWER HONING 2ND

OP-540

POWER HONING 1ST

OP-30

FINAL CHECK

OP-20

WASHING

OP-10

SHOT PEENING

OP-10

HOBBINGAND

CHAMFERING

OP-20

SPLINE COLDROLLING

OP-40

WASHING

OP-30

MILLING

Page | 26

PFC FOR 5TH GEAR

OP-430

CARBURISING

OP-440

GASQUENCHING

OP-470

TEMPERING

OP-500

THREADTEMPERING

OP-530

WASHING

OP-520

CONTOURGRINDING

OP-510

STAIGHTNING

OP-540

HONING

OP-30

FINAL CHECK

OP-20

WASHING

OP-10

SHOT PEENING

OP-10

DOG BODYSHAPING

OP-20

HOBBINGAND

CHANFERING

OP-40

WASHING

OP-30

DOG BODYPAINTING

Page | 27

PFC FOR RING GEAR

OP-430

CARBURISING

OP-440

GASQUENCHING

OP-470

TEMPERING

OP-500

HARD TURNINGAND GRINDING

OP-520

WASHING

OP-510

POWERHONING

OP-30

FINAL CHECK

OP-20

WASHING

OP-10

SHOT PEENING

OP-10

HOBBINGAND

CHAMFERING

OP-20

WASHING

OP-430

CARBURISING

OP-440

GASQUENCHING

OP-470

TEMPERING

Page | 28

INSPECTION OF INCOMING MATERIAL

STEPS:

1) Material is bought at place of inspection on trolley.2) Visual examination and Alerts are most important step during inspection.3) Operator checks/searches for some standard spots and holes.4) Operator checks with GO and NO-GO gauges and spine gauges.5) At last part is loaded on METREL machine and the computer checks gear ratio with

help of a master gear.

TOOLS, MATERIALS AND PROPERTIES

INPUT SHAFT :-

1) Shaping cutter For Reverse Gear

Manufacturer: Mitsubishi India

Used For: Input Shaft Reverse Gear Shaping on Liebherr LS80 Machine.

Tool Material: ASP2052

Coating on Tool: ALCRONA (Violet Grey Colour)

Tool specification:

OP-200

HARD TURNING

OP-220

WASHING

OP-210

TEETHGRINDING

OP-30

FINAL CHECK

OP-20

WASHING

OP-10

SHOT PEENING

Page | 29

Module: 2.45 mm

Pressure Angle: 18deg

Helix Angle: 0deg

No. Of Teeth: 80

Construction Class: AA

Tool Cost: 43k INR

2) Honing Wheel

Manufacturer: Tyrolit Austria

Used For: Input Shaft 2nd Gear honing on prawema synchrofine 205HS machine.

Tool Material: Aluminium Oxide

Coating on Tool: --

Tool specification:

Normal Module: 1.8mm

Pressure Angle: 15.5deg

Pitch Helix Angle: 17.34deg

No. of Teeth: 86

Tool Cost: 24k INR

3) Shaping Cutter for 1st Gear

Manufacturer: Liebherr Germany

Used For: Input Shaft 1st gear shaping on Liebherr LS80 machine.

Tool Material: S-11-2-5-8

Coating on Tool: Futura (Black)

Tool specification:

Page | 30

Module: 2.15mm

Pressure Angle: 18deg

Helix Angle : 32deg

No. of teeth: 88

Construction Class: AA

Tool Cost: 138k INR

4) HOB

Manufacturer: LMT FETTE GERMANY

Used For: Input Shaft 2nd gear hobbing on Liebherr LC200 Machine.

Tool Material: PM14

Coating on Tool: ALCRONA (Violet Grey)

Tool specification:

Module: 1.8mm

Pressure Angle: 15.5deg

Construction Class: AAA

Hand Of Cut: RH

No. of Grooves: 17

No. of Starts: 2

Tool Cost: 91K INR

5) Long Drill

Manufacturer: Mitsubishi Japan

Used For: Input Shaft Long Hole drilling on Teknodelta machine

Tool Material: carbine

Coating on Tool: Futura

Page | 31

Tool specification:

Drill dia. : 8.5mm

No. of flutes: 2

Point Angle: 140deg

Helix Angle: 30deg

Tool Cost: 41k INR

6) Shaving Cutter

Manufacturer: Samputensili Italy

Used For: Input shaft reverse gear shaving on sicmat RAS0400 Machine.

Tool Material: M2

Coating on Tool: --

Tool specification:

Module: 2.45mm

No. of teeth: 89

Pressure Angle: 18deg

Tool Cost: 64k INR

OUTPUT SHAFT :-

1) HOB

Manufacturer: LMT Fette Germany

Used For: Output Shaft gear Z-16 hobbing on Liebherr LC200 machine.

Tool Material: PM14

Coating on Tool: ALCRONA ( Violet Grey)

Page | 32

Tool specification:

Normal Module: 2.7mm

Pressure Angle: 20deg

Construction Class: AAA

No. of Grooves: 17

No. of Starts: 1

Tool Cost: 91k INR

2) Milling Cutter

Manufacturer: Febametal Italy

Used For: Input/Output shaft groove milling on teknodelta Machine.

Tool Material: M2

Coating on Tool: Tin (Yellow)

Tool specification:

Outside Dia.: 100mm

No.Of Teeth: 34

Rake Angle: 6deg (+ve)

Primary Clearance: 8deg

Secondary Clearance : 20deg

Tool Cost: 9145.5 INR

3) Honing Wheel

Manufacturer: Tyrolit Austria

Used For: Input/Output Shaft Gear Z-16 Honing on prawema synchrofine 205HS Machine.

Tool Material: Aluminium Oxide

Page | 33

Coating on Tool: --

Tool specification:

No.of Teeth: 61

Normal module : 2.7mm

Pressure angle: 20deg

Pitch helix angle: 14.96deg

Helix Hand: LH

Tool Cost: --

RING GEAR

1) Gear Grinding Wheel

Manufacturer: Winter thur Austria

Used For: Ring gear Z-57 Grinding on Reishauer RZ303 Machine.

Tool Material: Ceramic

Coating on Tool: --

Tool specification:

Normal Module: 2.7mm

No.of Starts: 5

Pressure Angle: 20deg

Hand of cut: RH

Tool Cost: 34k INR

2) CBN insert

Manufacturer: Sumitomo Japan

Page | 34

Used For: Ring Gear Hard machining on Budres Machine

Tool Material: CBN brazeden Carbide

Coating on Tool: Tin (yellow)

Tool specification:

Shape: Rhombic

Clearance Angle: 0deg

No. of corners: 4

Tool Cost: 4891 INR

3) Chamfering Pin

Manufacturer: Lukas Germany

Used For: Ring Gear chamfering after hobbing on Liebherr LC200 Machine.

Tool Material: Carbide

Coating on Tool: --

Tool specification:

Twist: 26deg

Shank Dia.: 6mm

No. of teeth: 16

Tool Cost: 2077 INR

4) HOB

Manufacturer: LM Fette Germany

Used For: Ring Gear Z-57 Hobbing on Liebherr LC200 Machine

Tool Material: PM14

Page | 35

Coating on Tool: ALCRONA.

Tool specification:

Module: 2.7mm

No.of Starts: 3

Pressure Angle: 20deg

Construction Class: AA

No. of grooves: 25

No.of Starts: 3

Hand Of cut: RH

Tool Cost: 126.5K INR

5th GEAR :-

1) Honning Wheel

Manufacturer: Tyrolit Austria

Used For: Prawema synchrofine 205HS machine.

Tool Material: Aluminium Oxide

Coating on Tool: --

Tool specification:

Normal Module: 1.6mm

Pressure angle: 14.5deg

Pitch helix angle : 18.10deg

No. of teeth : 119

Helix hand : RH

Tool Cost: 22K INR

Page | 36

2) Shaping Cutter

Manufacturer: Liebherr Germany

Used For: Dog body shaping on Liebherr LS80 machine.

Tool Material: ASP2052

Coating on Tool: Futura

Tool specification:

Module: 2.185mm

No.of teeth: 80

Pressure angle: 30deg

Helix angle: 0deg

Construction class: AA

Tool Cost: 91K INR

3) HOB

Manufacturer: LM Fette Germany

Used For: Hobbing on Liebherr LC200 Machine.

Tool Material: PM14

Coating on Tool: ALCRONA (Violet)

Tool specification:

Normal Module: 1.6mm

Pressure Angle: 14.3deg

No. of grooves: 22

No. of Starts: 3

Hand Of cut: RH

Construction Class: AAA

Tool Cost: 1563.51 INR

Page | 37

CHAPTER 3

HEAT TREATMENT

Page | 38

HEAT TREATMENT PLANT LAYOUT

H.C

H.C H.C

H.C

GA

S

QU

EN

CH

ING

OIL

QU

EN

CH

ING

WASHINGMACHINE

TEMPERINGFURNACE

TUNNEL

LOW PRESSUREVACCUM

CARBURISINGFURNACE

INLETCHARGE LOAD

OUTLETCHARGE UNLOAD

Page | 39

HEAT TREATMENT PROCESS

All parts (I/P, O/P Shaft, Ring Gear, 5th Gear) are mounted on a Nickel fixture on atrolley.

Mounted material enters furnace and the vacuum creation process starts and pressureis taken from 1000 millibar (Atm. Pressure) to 10 millibar. Vacuum is created so thatvery less air remains in chamber and hence no chance of oxidation in furnace.

This furnace is an Electric furnace which is always at 960deg Celsius. When parts reach 960deg Celsius, Acetylene (C2H2) is diffused for 90sec and after

that Nitrogen (N2) if diffused alternately for 100sec.This cycles take place many timesand is known as carburising.

After carburising, hot parts are taken out and de-vacuum process is done.

After that depending upon material type oil or Gas quenching is done. After this tempering is done to parts. Parts are soaked at 170deg Celsius.

After tempering parts cool down slowly normally and are finally unloaded at end. After unloading metallurgical inspection is done.

MATERIALS AND QUENCHING MEDIUM

Parts are produced of two materials ;

1) 27MnCr5 Used for High Torque transmission (90 HP).

Require low cooling Rate. Gas Quenching is done.

2) 20MnCr5

Used for Low Torque transmission (75 HP). Require High cooling Rate. Oil Quenching is done.

CARBURISING

PROCESS FUNDAMENTALS

Hydrocarbon thermal cracking at low pressure. C2H2- 2C + H2 Alternate injection of hydrocarbon gas and neutral gas.

Number and duration of duration of steps determined by case depth required.

WHY ACETYLENE Vs. PROPANE ?

Gas consumption/ Load is less. No exhaust gas emission measures required.

Nature of by-products is easily cleanable (Good for maintenance). Acetylene By-products Dry, Soot-like-by product.

Page | 40

Propane By-products Tar like, Glue Like of High Viscosity.

ADVANTAGES OF VACUUM CARBURISING

Fast Carbon Transfer. No Surface Oxidation. Good Case depth uniformity. Integration into manufacturing. Little consumption of carburising Gas. No formation of furnace atmosphere. High Carburising temperatures possible.

HARDENING

Process:

- Heating steel to proper austentising temperature.- Soaking at this temperature to get a fine grained and homogenous Austentite.- Cooling Steel at a rate faster than its critical cooling rate.- Austentite transforms to martensite and steel becomes hard.

TEMPERING

Process:

- Heating Steel to proper austentising temperature.- Soaking at this temperature to get a fine grained and homogenous Austentite- Cooling normally very slowly- Tempered Steel

Why To Do Tempering?

- To relieve quenching stress developed during hardening.- To restore ductility and toughness with decrease in hardness and strength.- To improve dimensional stability by decomposing retained Austentite.- To improve magnetic properties by transforming non-magnetic retained Austentite.-

GAS QUENCHING

2 turbines of Aluminium, 12 Blades each rotate at 3000 RPM. 2 Gas to Liquid Heat Exchangers.

Heat Exchangers are made of copper tubes installed on a light removable frame,placed between chamber inner wall and screens.

After Quenching, High pressure gas is exhausted to atmosphere.

Page | 41

HEATTREATMENT

RESULTING MICRO-STRUCTURE FOR CASEHARDENING

Normalizing Ferrite and Pearlite grains approaching Globurization

Annealing Uniformly Distributed Ferrite And Pearlite Grains

Iso-Annealing Uniformly Distributed ferrite and Pearlite Grains Without banding inmicrostructure

Case Hardening(As Quenched)

Martensite Needles + Retained Austentite

Case Hardening+ Tempering

Fine tempered martensite + Retained Austentite

Core Micro-Structureafter Hardening

Low Carbon Martensite + Bainite

LOAD

Heat

Exchanger

Heat

Exchanger

FAN

GASQUENCHING

Page | 42

METALLURGICAL INSPECTION

What Things are checked?

1) Surface Hardness Measurement. Using Universal Hardness Tester

Rockwell Hardness tester2) Case depth measurement.

Micro-Hardness Tester3) Core Depth measurement.

Using Universal Hardness Tester Rockwell Hardness Tester

Micro-Hardness Tester4) Micro-Structure inspection.

Using a microscope.

Process Flow of Metallurgical Inspection :-

Part Cutting

SamplePreparation

Inspection

Etching

MouldPreparation

Polishing

CASE DEPTH

Page | 43

CHAPTER 5

WCM(World Class Manufacturing)

Page | 44

WCM

WCM is core pathway which is followed at FIAT INDIA PVT. LTD. It is this techniquewhich enables this company to perform at global platform very effectively. This methodologyis dependant or established upon foundation of 11 pillars. Each and every pillar is essentialand vital in smooth production output.

The Pillars are nothing but departments handled separately by various teams. But collectivelythis pillar system leads to systematic planning and execution. These pillars are,

1) Safety pillar2) Environment Pillar3) People Development pillar4) Early Equipment Management pillar5) Logistics Pillar.6) Quality control pillar7) Cost Deployment pillar8) Focused improvement pillar9) Workplace organization pillar10) Autonomous Maintenance pillar11) Professional maintenance pillar.

Let us see each pillar in some depth:

1) SAFETY PILLAR

WHY?

Promoting Continuous improvement of safety at workplace.

PURPOSE:

1) Drastically Reduce No. of accidents.2) Develop a culture of prevention of accidents.3) Constantly improve workplace ergonomics.4) Develop specific professional skills to improve safety.

NEEDS: To guarantee the highest health and safety standards for our employees incompliance with FIAL Safety policy.

VISION: To establish a culture of prevention for safety in our working environment whereeveryone has autonomy and competence to care for his/her own safety.

OBJECTIVE:

1) Sustain Zero accident.2) Achieve Zero first Aid incidents.

Page | 45

7 STEP METHODOLOGY:

Reactive:

1) Accident analysis and analysis of causes.2) Counter measures and horizontal expansion

Preventive:

3) Setting Tentative standards for safety risk assessment.4) General inspection for safety.5) Autonomous inspection

Proactive:

6) Autonomous safety standards.7) Full implementation of safety standards.

RISK ANALYSIS

RISK ASSESMENT RISK PREDICTION

Identification of unsafe Unsafe Acts PredictionConditions per legal compliance

Safety Standards :

Visual Management

1) Safety info displayed in shop floor.2) Safety signs on machine.3) Sign for tow trucks.4) Signs for pedestrians. (SLG)

Page | 46

ENVIRONMENT, HEALTH AND SAFETY POLICY

FIAT INDIA AUTOMOBILES LIMITED is committed to operate its businessin a sustainable manner that protects the environment and promotes the healthand safety of people working for or on behalf of the organization.

GUIDING PRINCIPLES:

1) Considering Environment, Health and Safety ( EHS) as a core value in allour business actions.

2) Pursuing continual improvement on EHS performance throughimplementation of WCM standards and practices.

3) Building a sound safety culture through management leadership andactive participation by employees and service providers.

4) Ensuring compliance with applicable legal and other requirements as anon-going measure.

5) Focusing on prevention of pollution by ensuring optimal utilization ofresources and promoting the use of renewable energy.

6) Empowering the employees and improving their EHS competencies byproviding training and awareness at all levels including service providers.

7) Promoting best practical of EHS by understanding benchmark processinvolving the stakeholders.

Page | 47

2) COST DEPLOYMENT PILLAR

VISION: Becoming a leader in global market by improving cost competitiveness.

NEED: Cost, losses and their relations must be identified in order to address improvementactions to critical processes and to have a consistency with budget of plant.

OBJECTIVE: To identify hidden losses; reduce major losses in priority areas; achieveimportant performance on manufacturing cost reduction and analyse all details in depth.

TARGET: Achieve cost reduction of 10% YOY.

PILLARPHILOSOPHY

IMPLEMENTATION

ON SHOP FLOOR

ANALYSIS AND

PROJECT SELECTION

MEASURINGEFFECTIVENESSLOSS DATA

COLLECTION

CREATINGAWARENESS

Page | 48

METHODOLOGY

1) Identify all costs, set cost reduction target , allocate costa toprocesses.

A Matrixlosses

2) Identify losses qualitatively and quantitatively, quantify losses basedon past operating data, from data collection or quantitivemeasurement.

B

Matrix casuallosses

3) Separate casual losses from resultant losses.

C

Cost/losses4) Transform identified losses into costs.

D

Loss/Method5) Identify the methods to eliminate losses.

E

Cost/ Gains6) Estimate improvement costs and potential savings.

F/G

Result/Follow-up

7) Define the improvement plan and its implementation follow-up.

3) FOCUSED IMPROVEMENT PILLAR

VISION: To identify the right method for each problem “Through the understanding of thereal root cause and application of right to eliminate it”

NEED: To increase productivity and reduce manufacturing cost through the eradication ofevery loss related labour and machine efficiency.

OBJECTIVES:1) To increase the no. of projects.2) To create a strong in depth know how at all levels.3) To extend best practises through horizontal expansions.4) 0 accidents, 0 defects, 0 breakdowns, 0 waste, 0 Inventories.

Page | 49

TARGETS: Loss reduction >= 7% (Focused + Systematic) of regular manufacturing cost

Lost working day cases (LWDC) = 0

7 STEP APPROACH:

1) Define model area.2) Stratify the losses.3) Select the theme.4) Select the team.5) Project implementation.6) Cost and benefit analysis.7) Follow-up and horizontal expansion.

DEFINEPHILOSOPHY

STUDY SYSTEM

RESULTS

SETCHALLANGESACTIONS +

COUNTERMEASURES

ROOT CAUSEANALYSIS

SUSTAINIBILITY

Page | 50

IMPROVING FOCUSED IMPROVEMENT COMPETENCY:-

5G (Identify Problem and its phenomenon behind it)

GEMBA Go to spot.

GEMBUTSU Examine the object. GENJITSU check facts and figures. GENRI Refer to theory.

GENSOKU Follow the operating standard.

INDUCTIVE TO DEDUCTIVE APPROACH

Inductive ( Analytical) Deductive (design)

Reduction ofmaterial cost

Eliminate losses, Elimination ofdefectives

Reducing no. of parts by design,changes, better design for lowercost.

Improvement ofefficiency

Operational improvement No operation

Automation Automation of an individualoperation

Automation of entire system

Setup External Setup No Setup

EquipmentDepreciation

Effectiveness Management Cheaper management

QualityImprovement

Elimination of Variation Design which allows variation

Quality Control Through Daily control Real Time Management andcontrol

Reduction ofdefectives

Standardization of skills Simple design for machining

Reduction ofinventory

Improvement of re-orderingpoint system

Less stock, JIT

Page | 51

Shortening Leadtime

Small lot inventory control One-piece flow production

Expediting progresstransportation

Utilization of personalcomputers , manpower

Less control, Less Transportation

4) WORKPLACE ORGANIZATION PILLAR

VISION:

1) To improve workplaces to achieve high standards.2) To make improvements through total people involvement.3) Standardized work operation in a friendly, safe and Zero-defect workplace.

NEED:

1) Ensure safety.2) Improve ergonomics and quality.3) Decrease losses due to NVAA.4) Create ideal conditions and improve morale.

OBJECTIVE:

1) Efficiency with line balancing and NVAA reduction.2) Product quality improvement and rework reduction.3) Workplace safety.

TARGET: FTQ 100%

Productivity improvement > 50% in model Area.

>30% in extended Area.

Page | 52

VALUE ADDING ACTIVITIES

Screwing, Welding, Gluing, Part setting, Product identification, Fitting, make a hole, Bend,Cut the material.

SEMI-VALUE ADDING ACTIVITIES

Holding, Picking Up, Positioning, Putting together, Hammering.

NON-VALUE ADDING ACTIVITIES

Walking, Transporting, Waiting, Turning over, Rotating, Wiping, Adjusting, Watching,Accumulating, Delaying, Stopping, Reworking, Transferring, Re-Packing, Pushing, Takingdown, Putting on, Counting, Arranging, Pulling, Placing, Passing from one hand to other.

LEVELS OF MOVEMENTS

Flexion angle of waist

L1 L2 L3

>30deg 15-30 deg 0-15 deg

Page | 53

Rotation angle of waist

L1 L2 L3

>45 deg 15-45 deg 0-15 deg

Height of working arm

L1 L2 L3

Higher than shoulder At height of shoulder At height of waist

Flexion and stretchingangle of knee

L1 L2 L3

>60 deg 30-60 deg 0-30 deg

Rotation angle of wrist

L1 L2 L3

>100 deg 90-180 deg 0-90 deg

Pick up parts and materials

L1 L2 L3

Difficult to handle andnecessary to pay attention

Possible to pick up objectstretching the arm

Easy to pick up withoutchanging ones place

Page | 54

Working Range

L1 L2 L3

>90 deg 45-90 deg 0-45 deg

Walk

L1 L2 L3

>10 steps 5-9 steps 0-4 steps

Transport

L1 L2 L3

>5 kg 3-5 kg 0-3 kg

5) AUTONOMOUS MAITENANCE PILLAR

NEED: Reduce breakdowns through machines basic condition restoring. Give support tomaintenance activities

VISION: Obtain employees professional growth and people involvement in cleaning,inspection and lubrication activities to increase machine availability.

OBJECTIVE:

Page | 55

1) Zero breakdown due to lack of basic conditions.2) Establish best CILR standards3) Improve Safety, Quality and Productivity.

6) PROFESSIONAL MAINTENANCE PILLAR

NEED: To maximize machine effectiveness at lowest economical cost

VISION: Achieve Zero breakdown by creating a zero breakdown culture.

OBJECTIVES:

1) To develop knowledge and skills for specialized maintenance activities2) To establish maintenance system focussing on components3) To reduce maintenance cost.

7 STEP APPROACH

REACTIVE MEASURES

1) Elimination of forced deterioration and prevention of accelerated deterioration.2) Reverse Deterioration (Breakdown analysis).3) Establishment of maintenance standards.

PREVENTIVE MEASURES

4) Countermeasures against weak points of machine and lengthened equipment life.5) Build a periodic maintenance system

PROACTIVE MEASURES

6) Build a predictive maintenance system (trend management).7) Maintenance cost management; Establishment of planned maintenance system.

Page | 56

7) QUALITY CONTROL PILLAR

VISION: Maximizing customer satisfaction and achieving business excellence throughcontinual improvement in development and manufacture of safe and reliable products andservices of international standards.

NEED: Produce the best powertrains in automotive market.

OBJECTIVE:

1) Improve customer satisfaction with prompt response to customer.2) Continuously improve product performance.3) Achieve scorecard targets through continual improvement in internal process and

supplier involvement.4) Continually monitor and improve manufacturing processes.5) Total involvement of all employees to reduce wastage and improve efficiency.

INCOMING MATERIAL CONTROL

SUPPLIER CLASSIFICATION :-

A-PERFORMANCE

PS<= 50 1

51<PS<999 5

PS=> 1000 10

Page | 57

C- COLLABORATION

High 1

Medium 5

Low 10

D-LOCATION

Pune (Local) 1

Maharashtra (State) 2

India (country) 3

A-C-D

AA >100

A 50-99

B 11-49

C 1-10

WORST SUPPLIER

BETTER SUPPLIER

Page | 58

8) LOGISTICS PILLAR

VISION:

1) Bringing right material at right place at right time with minimum material handelingand assuring full customer satisfaction.

2) Standardize and extend effective and efficient solutions to entire plant.3) Standardize packaging to entire plant.

NEEDS:

1) Redefine internal and external logistics according to minimum material handlingprinciple.

2) Significantly reduce stock levels, increasing productivity, eliminating NVAA andimprove material flow.

OBJECTIVES:

1) Achieve 100% service levels.2) Provide a forklift free material supply for assembly shop.3) Stock level reduction.4) Facilitate WO team to improve productivity5) Reduce logistics cost6) Improve external flow by supplier involvement.

TARGETS:

1) Meet 100% service levels for all customers.2) Reduce raw material inventory to 2 days.3) Forklift free assembly shop floor for material feeding.

MATERIAL ORIGIN

IMPORTS:

- Total parts -702- Brazil-12 China-4 Italy- 618- Poland-48 Turkey-20- 12 containers per week.

Page | 59

LOCAL SUPPLIERS:

DISTANCE SUPPLIER PARTS

Upto 100 Km 64 313

101-500 13 56

501-1000 10 127

1001-1500 45 310

>1500 3 8

- 53 Trucks per day.

9) EARLY EQUIPMENT MANAGEMENT PILLAR

VISION: To have “maintenance and production friendly equipment without qualityproblems” by involvement of other WCM pillars, plant and supplier experience.

NEED: To provide new equipment to meet market requirement and company strategy with astable vertical start up, reduced life cycle cost by efficient design.

OBJECTIVE: Implementing solutions that imply safety, reliability and quality withcompetitive advantage to manufacturing.

TARGET: Apply EEM methodology to all upcoming projects; increase the tally of MP-infoto 1500 and DR check-points above 6000 by March 2015.

METHODOLOGY:

STEP 1: Planning (Need for project)

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STEP 2: Basic design (Developing design considering different perspectives).

STEP 3: Detailed design (Cycle time analysis, Logistics, Safety, and Maintainability)

STEP 4: Manufacturing

STEP 5: Installation

STEP 6: Key activity indicators.

10) PEOPLE DEVELOPMENT PILLAR

VISION:

1) Attracting innovative, participative, multi-skilled individuals, who can improvethemselves and others, quickly adapt to changes and have a global insight.

2) Developing these individuals to reach company vision, support their accomplishmentsand foster their engagement in company.

3) Constituting a simple and dynamic organizational structure, culture and processes toensure the achievement of company goals.

NEEDS:

1) Create an environment where people are encouraged to learn, develop and use theirfull potential.

2) Create a continuous learning organization.

OBJECTIVES:

1) To enhance skills by assessing and eliminating any gaps in skill matrix2) Zero human error.3) To motivate employees in meeting plant KPI.4) To motivate and retain by people involvement activities.

TARGET: No. of suggestions per head per year 21

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7 STEP APPROACH

REACTIVE:

1) Define education, principles and priorities.2) Establish system of initial education and training to develop competencies.3) Develop system to improve competencies.

PREVENTIVE:

4) Introduce system of coherent training to develop competencies.5) Setup a system for further development and nurturing to more advanced concepts and

skills sets.

PROACTIVE:

6) Develop specific competencies to create exceptional people.7) Continuous assessment to ensure prosperity for company and oneself.

11) ENVIRONMENT PILLAR

NEED: To implement a proactive environment management system in perspective ofsustainable development principle.

VISION:

1) Creating awareness and applying best available technology to prevent pollution atsource.

2) Pollution, prevention, continuous improvement.

OBJECTIVE:

1) To develop knowledge and skills.2) To adhere to audit calendar.3) To update legislation.4) To build database.

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TARGET:

1) Eliminate/decrease all kinds of energy losses.2) Become a zero impact company.

7 STEP METHODOLOGY

REACTIVE

1) Law and regulations, understanding and trend.2) Actions against contamination and pollution sources elimination.

PREVENTIVE

3) Provisional standards, establish audit systems, increase know how.4) Chemicals control, energy and resources saving.5) EMS, environment accounting, economical budget.

PROACTIVE

6) Environment load and risk reduction and green procurement.7) Plant-wide EMS to create model plant.

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ENVIRONMENT, HEALTH AND SAFETY POLICY

FIAT INDIA AUTOMOBILES LIMITED is committed to operate its businessin a sustainable manner that protects the environment and promotes the healthand safety of people working for or on behalf of the organization.

GUIDING PRINCIPLES:

1) Considering Environment, Health and Safety ( EHS) as a core value in allour business actions.

2) Pursuing continual improvement on EHS performance throughimplementation of WCM standards and practices.

3) Building a sound safety culture through management leadership andactive participation by employees and service providers.

4) Ensuring compliance with applicable legal and other requirements as anon-going measure.

5) Focusing on prevention of pollution by ensuring optimal utilization ofresources and promoting the use of renewable energy.

6) Empowering the employees and improving their EHS competencies byproviding training and awareness at all levels including service providers.

7) Promoting best practical of EHS by understanding benchmark processinvolving the stakeholders.

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CHAPTER 6

RELAYOUTING AND WORKPLACE

ORGANIZATION

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CURRENT LAYOUT

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CURRENT DISADVANTAGES Walking distance between OP-10/OP-20 is much.

Cycle Time for 1 Job: 85.74 sec. Total Operator Idle Time for 1 Job: 47.9 sec. Hence 54.5 % of total cycle time operator is idle.

Total standby time for 1 Job for:OP-10: 43.245 secOP-20: 42.945 sec

Machines and Lines organised haphazardly. Loading and Unloading Parts from trolley is completely outside Golden Zone(Layout

attached at last).

CURRENT PRODUCTION

Hence Current Operator Efficiency : 79.7 %

Theoretically Expected 276

Actually Obtained 220

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OP-20 OPERATIONS AND CYCLE TIME

OP-20 (With Tacho-Ring Placement)

Operations Time(sec)

Remove Differential And add to Trolley 1 1 2 2 1

Place Differential 2 2 2 2 2

Bottom Bearing Placement 1 2 2 2 2

Scanning 1 1 1 1 1

Press Start Button 1 1 1 1 1

Pressing Of B.B. & T.R. 17 19 18 18 20

Tacho Ring Placement 2 1 1 2 2

Top Bearing Placement 2 1 2 1 1

Press Start Button 1 1 1 1 1

Pressing Of T.B. 12 11 10 12 10

Insert Foam Bush 2 2 2 3 2

TOTAL: 42 42 42 45 43

Average Cycle Time: 42.8 sec

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PROPOSED LAYOUT

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ADVANTAGES OF PROPOSED LAYOUT

Walking Distance between OP-10 and OP-20 is reduced to approx. 1.5m.

Cycle time for 1 Job: 60 sec.

Total Operator idle Time for 1 Job: 12 sec.

Hence Operator Idle only for about 20% of total cycle time.

Standby Time for 1 Job for:OP-10: 18 sec.OP-20: 11 sec.

Material Flow easy and machines are organised well.

(Muri Elimination) Loading and unloading from Trolley at output in Golden Zone(Layout attached at last).

CHANGES IN PRODUCTION

Theoretical Production 396

Actual Expected production(considering current operator

efficiency)

354

Expected Increase in Production: 60.90 %

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CURRENT LAYOUT (GOLDEN ZONE)

PROPOSED LAYOUT (GOLDEN ZONE)

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FOLLOW-UP

As per my proposed layout the machine (OP-20) was shifted with help of a fork liftand crane on 25th Feb. 2015

Electrical panel was also shifted and pneumatic connections and SRS connections arebeing done.

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