1. P a g e 1 | 47
Project-To increase the
productivity from 30-50
SUBMITTED TO
AMITY UNIVERSITY, UTTAR PARDESH
GUIDED BY SUBMITTED BY
AKASH YADAV GAURAV BHARDWAJ
ASST. PROFESSOR B.TECH (MAE) + MBA
AMITYUNIVERSITY A2325012003
Summer Training-2015
TATA MOTORS LTD.
Pantnagar, Uttarakhand
2. P a g e 2 | 47
A student gets theoretical knowledgefromclassroomand gets practical
knowledgefromindustrial training. When these two aspects of theoretical
knowledgeand practical experience together then a studentis fully equipped
to secure his best. In conducting the projectstudy in an industry, students get
exposed and have knowledgeof real situation in the work field and gains
experience fromthem. The objectof the summer training cum projectis to
providean opportunity to experience the practical aspect of Technology in any
organization. Itprovides a chanceto get the feel of the organization and its
function.
Tata Motors Limited is India’s largestautomobile company, with standalone
revenues of Rs.25, 660.79 crores (USD 5.5billion) in 2008-2009. Itis the leader
in commercial vehicles in each segment and among the top three in passenger
vehicles with winning products in the compact, midsizecar and utility vehicle
segments. The company is the world’s fourth largesttruck manufacturer, and
the world’s second largestbus manufacturer
3. P a g e 3 | 47
Thisisto certifythat MR. GAURAV BHARDWAJ
StudentofB.TECH–MECHANICAL&AUTOMATIONENGINEERING,6th
SEM.HavingCollege Enroll no.A2325012003 of AMITY UNIVERSITY,
NOIDA
Hascompletedhis Dissertation at TATA MOTORLTD.PANTNAGAR
(UTTARAKHAND) He hassubmitted a project report on
‘TO INCRAESE PRODUCTIVITY FROM 30 TO 50 IN MHCV SHOP”
Duringhistraining
From 25th
may– 7th
July2015
He wassincere &dedicatedto hiswork.
We wish him all the best forthe future.
Mr. AkashYadav
ASSITENTPROFESSOR
5. P a g e 5 | 47
When emotions are profound, words sometimes are not sufficient to express our thanks
and gratitude. With this thought, I express my gratitude and indebtedness to all those
People who have helped and provided the very much-needed enthusiasm and the
consistent encouragement required.
I am very thankful to Mr. BRIJ LAL ARORA (Manager HR) who has provide me the
opportunity to get training in TATA MOTORS LIMITED, PANTNAGAR, and
UTTARAKHAND. Which is one of the most renowned organization of India. This training
period add a new dimension in my knowledge which would help me in the future. I am glad to
express my gratitude to Mr. NaveenKhandelwal for their guidance, constructive suggestions,
constant encouragement and supervision in each and every step throughout the work.
I would specially like to thank my training coordinator for the gentle parental way he explained
me small and big issues the way he cleared my doubts and helped me like a guardian to get
tuned to the professional environment and understand the fine fabrics of industry environment.
. GAURAV BHARDWAJ
ENROLL NO A2325012003
6. P a g e 6 | 47
S.NO CONTENT
ABSTRACT
ACKNOWLEDGEMENT
1. BRIEF HISTORY
A) THE BEGINNING OF TATA GROUP
B) MILSTONES
C) PROFILE
D) LEADERSHIP WITH TRUST
2. INDUSTERIAL PROFILE
3. PANTNAGAR PLANT, UTTARAKHAND
A) ABOUT PANTNAGAR PLANT
B) LAYOUT OF PANTNAGAR PLANT
C) PROCESS FLOW CHART
D MANUFACTURING SHOPS IN PANTNAGAR PLANT
E) DEPARTMENTS IN PANTNAGAR PLANT
4. INTRODUCTION ABOUT MHCV shop
FRAME LINE ACTIVITY
CHASSIS LINE ACTIVITY
TATA 3118 TRUCK FEATURES AND SPECIFICATION
A) LAYOUT OF MHCV
7. P a g e 7 | 47
B) PROCESS STUDY OF MHCV
5 SYSTEM FOLLOWED IN TML
7QC TOOLS
WCQ (WORLD CLASS QUALITY)
THE 5 ‘S’ METHODOLOGY
6 PROJECT DONE AT TATA MOTARS LIMITED
A) PRODUCTIVITY INCREASE FROM30 TO 50
STANDARDIZATION GLIDEPATHFOR FRAME LINE & CHASSISLINE
TIME STUDY
LINE BALANCING
IMPROVEMENTS AND KAIZENS
7 CONCLUSION
8 BIBLIOGRAPHY
8. P a g e 8 | 47
Founded by Jamshedji TATA in 1868, Tata’s early years were inspired by the spirit of
nationalismThe modern iron and steelindustry in India owes its origin to the grand vision and
perseverance of Jamshedji Nusserwanji Tata. The Tata Iron and Steel Company Limited (Tata
Steel) was registered in Bombay on 26th August 1907. The construction of the steel plant was
then taken up in earnest with the first stake being driven in February 1908. R.G. Wells, an
American with steelplant construction experience took over as the General Manager in 1909.
Success came when the first blast furnace was blown-in on 2nd December 1911, and the first
ingot rolled on 16th February1912.
The story of the Tata Group of business unfolds with the birth of its founder Jamshedji Tata
in the small town of Navasari in Gujarat in 1839. He breathed his last in 1904 in Germany. His
parents were Nusserwanji and Jeevanbai Tata. Nusserwanji was the first businessman in a
family of Parsi Zoroastrians priests. Destiny called him to Bombay where he started trading.
Jamshedji joined him at the tender age of fourteen.
He took admission in Elphinstone College and while still a student he married Hirabai Daboo.
Jamshedji graduated in 1858 and joined his father’s trading firm. Those were turbulent times.
The British had just managed to ruthlessly crush the 1857 Revolt. Since the age of twenty-
nine Jamshedji continued to work in his father’s firm. In 1868 he started a trading company
on his own with a capital of Rs.21, 000/- Founded by Jamshedji TATA in 1868, Tata’s early
years were inspired by the spirit of nationalism The modern iron and steel industry in India
owes its origin to the grand vision and perseverance of Jamshedji Nusserwanji Tata. His first
step was to acquire a bankrupt oil mill and convert it into cotton mill which he renamed
A) THE BEGINNING OF TATA GROUP
“LEADING THE FUTURE”
9. P a g e 9 | 47
Alexander Mill. Two years later he sold it with a good margin of profit. With this he set up a
cotton mill in Nagpur in 1874. Queen Victoria had just been declared the Empress and in
keeping with the times Jamshedji named it Empress Mill. Jamshedji was a unique personality.
He did not just think of innovative ways of manufacturing textiles but he devised new labour
practices that would satisfy the workers. In this way he was far ahead of his times.
It was not just his own personal success but also of those who worked for him and his group.
Jamshedji was in close contact with revolutionary thinkers and nationalists like Dada Bhai
Naoroji and Pherozeshah Mehta and strongly influenced by them. He came to the conclusion
that economic self-sufficiency should go hand in hand with political independence. The
former should be the base of the latter. Jamshedji had three key ideas in mind. He wanted to
set up an iron and steel company, world class learning institution and a hydroelectric plant.
Unfortunately during his lifetime none bore fruit but he had planted the seed, which later
took roots and spread its branches under the care of his successors. The only achievement
that he lived to see was The Taj Mahal Hotel.
It was completed in December 1903 for a princely amount of Rs.4, 21, 00,000/-In this too he
was inspired by nationalist thinking. In those days the locals, that is Indians, were not allowed
into the best European Hotels. Taj Mahal Hotel was a befitting reply to this discrimination.
Tata Group is a private conglomerate with headquarters at Mumbai. The present Chairman is
Ratan Tata who took over from J.R.D. Tata in 1991.
A member of the Tata family is always the Chairman of the group. Its operations covers many
fields related to industry and allied activities concerned with know-how and its application
–engineering, information technology, communications, materials, automotive, chemicals
energy, telecommunications, software, hotels, steeland consumer goods. Â The statistics and
figures of Tata Group speak for themselves. Its revenue touches $967,229 million or $21.9
billion in 2005/06. This is equal to 2.8% of India GDP. There are about 246.000 employees in
the Tata group as per records of 2004. Market capitalization figure is $57.6 billion. There are
ninety-six companies operating in seven business sectors.
10. P a g e 10 | 47
 Only twenty-eight of the ninety-six in Tata Group are publicly listed. Tata operates in more
than forty countries across six continents. It exports products and services to one hundred
and forty nations. The Charitable trust of Tata holds 65.8% of the ownership of Tata group
TISCO now called Tata steel set up in 1907 INDIA’s first iron and steel plant in Jamshedpur,
which is often called Tatanagar. Production actually started in 1912. It produces steel at the
lowest cost in the world. This is mainly because it is assisted by group member concern that
deals with the supply of raw material like coal
and iron. In 1910 was set up Tata Hydro-Electric Power Supply Company. In 1917 the Tata
group made its debut in the field of consumer goods industry with the setting up of Tata Oil
Mill dealing in soaps, detergents and cooking oil. 1932 saw the establishment of Tata airlines.
Tata Chemicals made its appearance in 1939. Telco now known as Tata Motors started to
manufacture locomotive and engineering products from 1945. January 2007 is a watershed
in the history of TataGroup. Tatasteelmade a successfulbidfor UK basedCorus Group, which
was one of the world’s leading steel and aluminium producers. After an unprecedented nine
rounds of bidding Tata finally clinched the deal. Tata offered to buy 100% stake in Corus at
608p per share (all cash) totalling to a value of $12.04 billion. It has turned out to be the
biggest acquisition by any Indian company.
Tata Power is one of the largest private sector companies in India and supplies power to
Mumbai and parts of New Delhi. Then there are Tata Chemicals and Tata Pigments. In the
service sector there are Tata companies dealing with hotels, general insurance and life
insurance. Tata offers management, economic and financial consultancy services. Tata is one
of the best names in the world of investments and shares. In the area of education Tata’s
publishing house of Tata McGraw Hill is a renowned name.
11. P a g e 11 | 47
Tata Motors is India's largest automobile company, with consolidated revenues of $ 32
billion in 2011-12. Through subsidiaries and associate companies, Tata Motors has
operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover,
the business comprising the two iconic British brands. It also has an industrial joint venture
with Fiat in India. With over 4 million Tata vehicles plying in India, Tata Motors is the
country’s market leader in commercial vehicles and among the top three in passenger
vehicles. It is also the world's fourth largest truck manufacturer and the second largest bus
manufacturer. Tata cars, buses and trucks are being marketed in several countries in
Europe, Africa, the Middle East, South Asia, South East Asia and South America.
GLOBALLY RANKED AS:-
2nd largest Bus manufacturer
5th largest Bus & Truck manufacturer
Largest Indian Exporter of Automobiles
Largest portfolio of products by an Auto major:-
Mini, Light & Heavy Trucks
Range of Buses & Coaches
Passenger Cars & Utility Vehicles
Indigenously developed India’s 1st
Light Commercial Vehicle (1986)
Sports Utility Vehicle (1998)
Passenger Car (1998)
Mini Truck – ACE (2005)
Largest R&D network in India with offshore centres in :-
Korea (Gunsan)
Spain (Zaragoza)
UK (Midlands)
1stEngineering company to be listed on NYSE (2004)
India’s‘Most Respected Company’in Auto SectorBusiness World 2006
12. P a g e 12 | 47
The company has set up a plant for its mini-truck Ace and the passenger carrier Magic
(based on the Ace platform) at Pantnagar in Uttarakhand. The plant began commercial
production in August 2007. This is the company's fourth plant, after Jamshedpur
(commercial vehicles), Pune (commercial vehicles and passenger vehicles) and Lucknow
13. P a g e 13 | 47
(commercial vehicles). The plant is spread over 953 acres, of which 337 acres is occupied by
the vendor parts.
State-of-the-art facilities include weld shops, paint shops, engine and gear box shops and
assembly lines. The company has invested over Rs.1250 cores in the plant. Vendors for the
vehicle have made additional investments to set up their plants in the vendor park adjoining
the plant. The operation has generated about 7500 direct and indirect jobs in the plant,
among vendors and service providers in the area. It was also acting as a backup plant for
NANO. As the problem arise there in Singur it was decided to start production of NANO from
this plant in the meantime a full-fledged plant is being constructed for NANO at Sanand,
Gujarat. So, this plant is getting the opportunity to deliver peoples car to the people.
14. P a g e 14 | 47
Now, the NANO production has been shifted to Sanand in Gujarat. The plant is now acting
home to various new products to be soon or has been already launched by TATA MOTORS.
It is now producing TATA ACE (.75Ton), Super ACE (1Ton), Magic, Magic Iris, Zip and Venture.
Venture is being produced in 2 variants and is also exported out of India. Magic Iris and Zip
are yet to be launched.
DATA REGARDING SITE
TOTAL AREA - 975 ACRES
TML PLANT AREA - 638 ACRES
VENDOR PARK AREA - 337 ACRES
SHOP/COVERED/BUILT-UP AREA - 19%
ROADS LENGTH - 10KM
AREA AVAILABLE FOR FUTURE PROJECTS - 250 ACRES
PROJECTED STATE EARNINGS FROM TATA MOTORS
State revenue from Tata motors in 20 years (2007-2027) - 3811 Crores.
Average revenue spread over 20 years - 191 crores per year.
15. P a g e 15 | 47
TCF 1D
TCF 1A
TCF 1B
TCF 1C
POWER TRAINMEDICAL
CANTEEN
TIME
OFFCIE
SUMO SHOP
TCF 2A
GATE -5
PAINTSHOP
GATE- 3 GATE -6
PDI
ADMIN.
FIRE &
SECURTIY
TRAN-
ING
DIVIS-
ION
DISPATCH PAD
COMPR-
ESSOR/C
HILLE-R
D
G
1
GATE 7
MATERIAL
STORE
ETP
CRDO
TMLD PAD
EMERGE-
NCY
ASSMBLY
POINTS
BIW 1C
BIW 1B & 1D
MHCV
BIW 1A
CKD, BIW 1E, SPD
16. P a g e 16 | 47
Paint Shop
BIW shops
TCF Shops
Power Train shop
Dispatch Area
17. P a g e 17 | 47
Pantnagar has four shops for manufacturing of vehicles. The shops are:
1. ASSEMBLY SHOP -Assembly shop is also known as TCF Shop (TRIM CHASSIS FINAL). In this
shop allthe assemblyworks likethe assemblyof trims, seats,ccb,window glass,doors engine,
and Suspension, Tyres, Headlamps, Tail lamps, and Dashboard etc. fittings is carried out. This
shop can be thought of as the organ fitting shop in to the skeleton body of the car. Car enters
this shop as a skeleton chassis caband the finalproduct of the shop is fullycompleted vehicle.
There are presently 4 assembly shops – TCF 1A, TCF 1B, TCF 1C AND TCF 1D.
2. WELD SHOP –Weld shop is also known as BIW Shop (BODY IN WHITE).Here different parts
are welded together and the whole structure of the car is built including the chassis frame.
This shop plays critical role in maintaining the dimensional accuracy which would otherwise
lead to major assembly-lineproblems and major downtimes in their correction The weld shop
is divided into 5 sections namely, BIW 1A, 1B, 1C, 1D, 1E.
3. PAINT SHOP – The TAIKISHA paint shop is the beauty parlours of the car plant. This shop
paints the car in various shades. This is the most sophisticated shop of the plant. It uses world
class technology for painting the vehicles. The most interesting point of this shop is that all
vehicles, no matter which type, are all painted under the same shop together. Thus the paint
shop has to work 4 times faster than the TCF, so that body reaches each of the assembly
shops. It takes 18 steps spread over less than 10 hours to accomplish the task. Tata Motors
Pantnagar boasts to have the biggest atomized Paint shop in whole of Asia.
4. POWERTRAIN SHOP – This shop is divided into Gear Train and Engineshop. This shop takes
care of the assembly of the engine and the assembly of the gear box. The engine and the gear
box are assembled separately but are coupled at the end of the line.
26. P a g e 26 | 47
To increase the productivity of 3118 from 30-50
30
50
0
5
10
15
20
25
30
35
40
45
50
Current Target
NO.OFTRUCKS
27. P a g e 27 | 47
Kaizen
Kaizen is a Japanese word which is the combination of two words. (Kai—continuous
&Zen—improvement)Kaizen leads to the bigger improvement of the organization. It
is continuous improvement through self-realization. It is for safety, quality, cost,
delivery, moral, and environment. Kaizen involves looking at the current state of
process, separating value added from waste and making it right by using principle of
improvement, to leave out a waste and built a better process.
"CHANGE FOR THE BETTER"
Kaizen = Continuous Improvement
...by Everybody! Everyday! Everywhere!
28. P a g e 28 | 47
o Kaizen Cycle
The cycle of kaizen activity can be defined as:
Standardize an operation and activities,
Measure the operation (find cycle time and amount of in-process inventory).
Gauge measurements against requirements.
Innovate to meet requirements and increase productivity.
Standardize the new, improved operations.
Continue cycle ad infinitum
29. P a g e 29 | 47
o Kaizen Exercise/Event
What is a Kaizen Event?
A Kaizen event is an exercise planned and organized in a specific workshop over a set period
of time to inspect and improve process flow, address recurring defects and problems and
ensure better quality standards of products.
Aim
Any Kaizen exercise aims at continuous improvement in process flow and finding ways and
means so as to remove defects and ensure better overall quality standards.
30. P a g e 30 | 47
o BENEFITS
Benefits can be measured in the form of following factors
P- PRODUCTIVITY
Q- QUALITY
C- COST
D- DELIVERY
S- SAFETY
M- MORALE
E- ENVIRONMENT
o NEED OF KAIZEN
To reduce the cost by improving productivity.
To improve the quality of the product.
To reduce the cost to compensate for the increased cost of inputs.
To improve the delivery of the product and reduce the lead time.
To improve the morale.
To remove the chances of accident
o Methodology
Kaizen event adopts the following series of operation to address the problems occurring in a
particular shop/station-
1. Problem Description – In this opening stage, we define the problem at hand.
2. 5W1H Analysis -This is atechnique used to inspect the problem defined in step
1. 5W1H implies:
a. What- What is the defect?
b. Where- Where is it occurring?
c. When- When is it taking place?
31. P a g e 31 | 47
d. By whom- Who reported the defect?
e. Why- Why is it occurring?
f. How- How is it taking place?
3. 4 M Analysis – 4 M Implies Man, Machine, Material and Method. This
assessment technique strives to investigate whether the cause of the problem
is related to Man (the operator), Machine (faulty equipment’s), Material (the
work-piece) or the Method (process) employed by the operator.
4. 5 Why Analysis –is a form of root cause analysis in which the user asks a series
of 5 "why" questions about afailure that has occurred, basing eachsubsequent
question on the answer to the previous. There are normally a series of causes
stemming from one root cause, and they can be visualized using fishbone
diagrams or tables. For example-
The vehicle will not start. (The problem)
1. Why? - The battery is dead. (first why)
2. Why? - The alternator is not functioning. (second why)
3. Why? - The alternator belt has broken. (third why)
4. Why? - The alternator belt was well beyond its useful service life and not replaced.
(fourth why)
5. Why? - The vehicle was not maintained according to the recommended service
schedule. (fifth why, A Root Cause)
The questioning for this example could be taken further to a sixth, seventh, or higher level,
but five iterations of asking why is generally sufficient to get to a root cause. The key is to
encourage the trouble-shooter to avoid assumptions and logic traps and instead trace the
chain of causality in direct increments from the effect through any layers of abstraction to a
root cause that still has some connection to the original problem. Note that, in this example,
the fifth why suggests a broken process or an alterable behavior, which is indicative of
reaching the root-cause level.
It is interesting to note that the last answer points to a process. This is one of the most
important aspects in the 5 Why approach - the real root cause should point toward a process
that is not working well or does not exist.[2] Untrained facilitators will often observe that
answers seem to point towards classical answers such as not enough time, not enough
investments, or not enough manpower. These answers may be true, but they are out of our
control. Therefore, instead of asking the question ‘why?’ ask ‘why did the process fail?’
A key phrase to keep in mind in any 5 why exercise is "people do not fail, processes do".
33. P a g e 33 | 47
o Kaizen Newspaper
Kaizen Event No- Leader- Status Date
S.
No.
Problem
/Issue
Counter
Measure
By
whom
By
when
Result
(Achieved/Expected)
Status
1.
2.
3.
o Result/Analysis/Conclusion
Kaizen Event Results
Kaizen Event No. Kaizen Event Name: Kaizen Event Leader:
Description
Units Before
Kaizen
Target After
Kaizen
%
Improv
ement
S. No. Objective
Target
Parameters
1.
2.
3.
4.
34. P a g e 34 | 47
The 5S Methodology
5S is a systemto reduce waste and optimize productivity through maintaining an
orderly workplace and using visual cues to achieve more consistent operational
results. Implementation of this method "cleans up" and organizes the workplace
basically in its existing configuration, and it is typically the first lean method which
organizations implement.
The 5S pillars, Sort (Seiri), Set in Order (Seiton), Shine (Seiso), Standardize (Seiketsu),
and Sustain (Shitsuke), provide a methodology for organizing, cleaning, developing,
and sustaining a productive work environment. In the daily work of a company,
routines that maintain organization and orderliness are essential to a smooth and
efficient flow of activities. This lean method encourages workers to improve their
working conditions and helps them to learn to reduce waste, unplanned downtime,
and in-process inventory.
39. P a g e 39 | 47
Frame delivery to CH 01.
Alignment time enough during Hendrickson align with frame
Cowl Dropping and fitment
Defect in link rod causes delay at CH02.
Front Propeller shaft Fitment
Leaf spring fitment
40. P a g e 40 | 47
Improvements –Kaizen
KAIZEN Exercise No: Shop/ Area:
Operati
on
Proble
m
Root
Cause
Measures
Taken
Result
Hendrickso
n Kit
fitment on
frame
Alignment
time
enough
during
Hendrickso
n align
with
frame.
Operator
use
single
Aligner
so all
holes
matching
time was
enough
(89 sec)
Operator use
double
aligner during
holes
matching
Hendrickson
holes match
with frame in
27 sec.
Thus total
save time 62
sec during
alignment
Before KAIZEN After KAIZEN
41. P a g e 41 | 47
KAIZEN Exercise No: Shop/ Area:
Operation Proble
m
Root
Cause
Measures
Taken
Result
Front
Propeller
shaft
Fitment
Difficult
in
fitment
of
propelle
r shaft
Support given to
propeller shaft
Process
time reduce
by 1 min.
Before KAIZEN After KAIZEN
42. P a g e 42 | 47
KAIZEN Exercise No: Shop/ Area:
Operation Proble
m
Root Cause Measur
es
Taken
Result
Cowl
Dropping
and
fitment
Safety
of
operat
or
compro
mised.
Steering
column is not
able to hold its
vertical
position.
Operator
needed to
hold it in
vertical
position during
cowl fitment.
Gauge
provide
d to
ensure
the
vertical
position
of
steering
column.
Safety enhanced.
Before KAIZEN After KAIZEN
43. P a g e 43 | 47
KAIZEN Exercise No: Shop/ Area:
Operati
on
Problem Root
Cause
Measures Taken Result
Frame
testing
More
downtime at
CH 01 due
to defective
frames.
No separate
checking for
defective
frames
before
storage
area.
Quality check of
frames before
storage.
Now only OK
Frames are
delivered to CH 01.
Before KAIZEN After KAIZEN
0
10
20
30
40
44. P a g e 44 | 47
KAIZEN Exercise No: Shop/ Area:
Operatio
n
Problem Root Cause Measures Taken Result
Frame
delivery
to CH 01.
More
downtime
due to
delay in
frame
dropping
at CH 01.
Single
crane
operational
.
2 cranes operational
(one to deliver the
frame from storage
to a separate station
before CH 01 and the
other to deliver it
from there to CH 01).
No more
downtime
due to delay
in frame
delivery at CH
01.
Before KAIZEN After KAIZEN
45. P a g e 45 | 47
By analysing major problems and discussing with operators and mentor, Various
Suggestions were proposed .Some of them have been carried out in Kaizen event. Apart
from above mention, other suggestions were-
Segregating station 1 in two stations, as too many operations carried out on single
stations causes hindrance for operators in working and hence delay.
Live axle material placement on time –Keeping two axle at a time
An extra operator at station 7 for rework
Elongment of Air testing pipe so that it could be done on time.
30
40
10
0
5
10
15
20
25
30
35
40
45
50
Before After
46. P a g e 46 | 47
1. Training given by maintenance office
2. Training manuals of TML
3. Tata Motors’ Staff
4. www.wikipedia.org
5. Training sessions by TML
