Komatsu pc250 lc 6 hydraulic excavator service repair manual (a83000 and up)
pak suzuki report
1. INTERNSHIP REPORT
MUHAMMAD HISHAM NASIR
13IN52
INDUSTRIAL ENGINEERING & MANAGEMENT
PROJECT: FUEL TANK LIFTER
(ERGONOMIC) @
PRODUCTION DIVISION; VFA (VEHICLE
FINAL ASSEMBLY) DEPARTMENT CAR
LINE SECTION
MEHRAN UNIVERSITY OF ENGINEERING
& TECHNOLOGY JAMSHORO
2. TABLE OF CONTENTS
COMPANY PROFILE............................................................................
STATICAL PAST DATA OF COMPANY...................................................................
INTRODUCTION ..................................................................................................
1. PRODUCTION DIVISION..................................................................................
(A) VFA (VEHICLE FINAL ASSEMBLY) ....................................................
Car line
ST line
PROJECT CHARTER..............................................................................
INTRODUCTION OF ERGONOMIC............................................................................
PRINCIPLE OF ERGONOMIC..........................................................
FUEL TANK LIFTER DESIGN..............................................................................................
BEFORE IMPLEMENTING PERFOMANCE LEVEL
AFTER IMPLEMENTED PERFORMANCE LEVEL (AS EXPACTED)
3. COMPANYPROFILE
Pak Suzuki Motor Company Limited was formed as a joint venture between Pakistan
Automobile Corporation and Suzuki Motor Corporation (SMC) - Japan. The Company was
incorporated as a public limited company in August 1983 and started commercial operations
in January 1984. The initial shareholding of SMC was 12.5% which was gradually increased
to 73.09%.
Pak Suzuki is pioneer in Automobile Business having the most modern and the largest
manufacturing facilities in Pakistan with an Annual production capacity of 150,000 vehicles.
The vehicles produced include cars, small vans, Pickups, Cargo vans and Motorcycle. Pak
Suzuki holds more than 50% Market Share.
Following the aggressive policy of Indigenization, Suzuki vehicles have a healthy local
content up to 72%. This was made possible by strong support of our vendors.
Pak Suzuki has the largest Dealers network offering 3S (Sales, Service and Spare Parts)
facilities across Pakistan.
Caring for the Environment Pak Suzuki was pioneer in introduction of Factory fitted CNG
vehicles.
Pak Suzuki always endeavours to go aggressively for the sound development of the society
by increasing motorization, industrialization and creating job opportunities thus improving
the people’s living standards with the combined efforts of all the dealers, vendors and Pak
Suzuki employees.
Pak Suzuki is also exporting Suzuki Ravi pickup, Liana and components to Bangladesh and
Europe thus earning precious foreign exchange for the country.
4. Original equipmentmanufacturingmarket share for car and lightcommercial vehicle withrespect
to other automobile sector:
Pak Suzuki salesresult:
Automobile Motorcycle
2006 114,214 20,315
2007 120,899 30,245
2008 90,421 26,692
2009 51,032 14,530
2010 78,840 19,618
2011 92,529 20,119
2012 96,370 21,312
2013 77,142 22,977
2014 80,384 23,871
2015 134,391 19,610
PAK SUZUKI, 59.60%
ATLAS HONDA CAR,
11.40%
INDUS MOTORS,
28.80%
OTHERS, 0.20%
OEM WISE MARKET SHARE FOR CARS & LCV (JAN-DEC 15)
0
50,000
100,000
150,000
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
PAK SUZUKI PRODUCTION RESULT (2006-2015)
Automobile Motorcycle
6. INTRODUTION
PSMLC has majorfields whichactsas a vital role inrunningthe whole companyinwhichsome are
mentionedbelow:
ProductionDivision
InformationTechnologyDivision
SupplyChainDivision
QualityAssurance Division
Sales& MarketingDivision
Finance Division
Human Resources ManagementDivision
On the veryfirstday of internshipatPSMCL all the interneeswere allottedspecificdivisionsand
around16 interneesincludingme were assignedthe ProductionDivision.
PRODUCTION DIVISION: -
It is the largest division in PSMCL leading 10 departments under its umbrella under the
supervision of SIR MUHAMMAD ALI LODHI (General Manager) which are mentioned below:
Press Shop
Welding Shop
Paint Shop
Vehicle Final Assembly (VFA)
Inventory
Maintenance
Production Planning
Engine Shop
Plastic Shop
Motor Cycle Department (MCD)
VEHICLE FINAL ASSEMBLY (VFA):-
As the name says itself that it is the department where the whole vehicle is assembled from
the body shell to the complete car with its all specifications following the method Assembly
Line and ready to drive.
Mainly it has two portions:
1. Car Line
2. ST Line
7. Car Line:-
It has 51 stations and these stations are divided into 4 portions:
Trim Line (Workstation no. 1–11)
Overhead-1 (Workstation no. 12-24)
Overhead-2 (Workstation no. 25-38)
Car line Final (Workstation no. 39-51)
Specific codes are assigned to each model and right now 4 models are being assembled here
which are given below:
1. Mehran SB308
2. Cultus SF410
3. Wagon R A1J310
4. Swift RS413
Every workstation has its specific task to perform in which the labors fit the parts which are
discussed below:
TRIM LINE:
Workstation no.1: ABS-ON SIS entry and tail door balancer
Workstation no.2: RHS, front and rear door weather strip
Workstation no.3: Floor wiring
Workstation no.4: Grommet
Workstation no.5: Wiper motor
Workstation no.6: Wiper motor (sub assembly)
Workstation no.7: Master cylinder
Workstation no.8: Door striker
Workstation no.9: Regulator machine
Workstation no.10: Door lock
Workstation no.11: Inspection and repairing
OVERHEAD 1 :
8. Workstation no.12: Sun visor and door mirror
Workstation no.13: A/C pipe and CNG
Workstation no.14: Door glass
Workstation no.15: Door glass (sub assembly)
Workstation no.16: Parcel tray
Workstation no.17: Front bumper
Workstation no.18: Inspection and repairing
Workstation no.19: Lifting station
Workstation no.20: Fuel lining
Workstation no.21: Rear suspension
Workstation no.22: Inspection and repairing
Workstation no.23: Steering gear case sub-assembly and fitting
Workstation no.24: Engine mounting
OVERHEAD 2:
Workstation no. 25: Front disc
Workstation no. 26: Gear lever and front bumper
Workstation no. 27: Balance rod
Workstation no. 28: Underbody inspection (QA)
Workstation no. 29: Torque process
Workstation no. 30: Wheel fitting
Workstation no. 31: Steering column
Workstation no. 32: Brake bleeding process
Workstation no. 33: Brake bleeding process
Workstation no. 34: CNG cylinder pipe fitting
Workstation no. 35: Parking brake
Workstation no. 36: Inspection
Workstation no. 37: Carpet fitting
9. CAR LINE FINAL:
Workstation no. 38: Battery
Workstation no. 39: CONSOL
Workstation no. 40: Glazing
Workstation no. 41: Inspection and repairing
Workstation no. 42: Seat belt
Workstation no. 43: Show grill
Workstation no. 44: Back seat
Workstation no. 45: Front seat
Workstation no. 46: Door trim panel
Workstation no. 47: Door assembly
Workstation no. 48: Wheel nut torque/Splash guard
Workstation no. 49: Back seat carpet, trim opening
Workstation no. 50: LLC/fuel filling
Workstation no. 51: Vehicle off loading
ST LINE:
It has 22 stations in which Bolan and Ravi are assembled. These 22 stations are divided into
3 portions:
Trim Line (Workstation no. 1-8)
Overhead (Workstation no. 9-16)
ST Final Line (Workstation no. 17-22)
Every workstation has its specific task to perform in which the labors fit the parts at
particular stations which are discussed below:
Workstation no. 0: Viper lining, roof wiring, dust seal, weather strip, viper motor, valve
nozzles
Workstation no. 1: Tail door assembly/Back light filling
10. Workstation no. 2: Door glass regulator, glass sheet, glass fitting, back bumper, back lock,
stickers
Workstation no. 3: Brake pedal sub assembly and fitting, roof lining fitting
Workstation no. 4: Dashboard, front light, ash tray, head lamp, front door sub assembly
Workstation No 5: Instrument panel, gear lever sub assembly and fitting
Workstation no. 6: Door glass assembly, steering column (sub assembly and fitting)
Workstation no. 7: Seats, battery and battery box
Workstation no. 8: Rear bumper and vehicle transfer from Trim to OHC
Workstation no. 9: Fuel tank, front bumper steering box
Workstation no. 10: Front suspension sub assembly
Workstation no. 11: Rear axle sub assembly and fitting
Workstation no. 12: Front assembly biasis fitment
Workstation no. 13: Engine mounting
Workstation no. 14:
Workstation no. 15: Tyre fitting/Adjustment
Workstation no. 16: Pokayoke & PQCI
Workstation no. 17: Steering, headlight, show grill, air filter, air cleaner, canister bottle
Workstation no. 18: Petrol filling (7 Littre), seat bracket, buckle, front mirror, jack, heat
plate, air cleaner bottle
Workstation no. 19: Center door, brake oil
Workstation no. 20: Panel
Workstation no. 21: Panel assembly, radiator coolant
Workstation no. 22: Repair and inspection
11. PAK SUZUKI MOTOR COMPANY LIMITED
ERGONOMIC (HUMAN FACTOR ENGINEEING)
PROJECT CHARTER
OVERVIEW
1. Project Background and Description
The project is on FUEL TANK LIFTER which the core process of human factor
engineering(ERGONOMICS) which mean to improve the working posture of the worker during
performing the task according to the principle of ergonomics.Human factor engineering helpout to
reduce the fatigue causes behind work in abnormal working posture. Abnormal working posture
reduce the working efficiency of the worker with to time.
2. Project Scope
Scope of the fuel tank lifter is to provide the easiest working environment to the work. Its helps
to increase the working efficiency of worker, improve the working quality, increase the
productivity. Which help out to the company to achieve there specify goal which was settled
in before, and as help to compete in complicated market.
3. Project Goal
Main requirements of this project are:
Reduced non-value added activities
Less human fatigue
Near zero amount of breakdowns
Improve working efficiency
Increase productivity
4. Implementation Plan
Implemented plan is to fabrication of fuel tank lifter, that provide the helpful environment to
worker to work without any fatigue and get higher no: of units(product) which fulfil the demand
of market.
Assumption
This project is following a human factor approach and it is assumed that the key stake holders
and administration will totally coordinate in order to implement proposed solutions to achieve
project goal.
12. APPROVAL AND AUTHORITY TO PROCEED
We approve the project as described above, and authorize the team to proceed.
Name Title Date
Approved By Date Approved By Date
13. Introduction:-
ERGONOMICS (human factor engineering)
What is ERGONOMIC?
Ergonomics is Greek word which mean law of working. Today, however, the word is used to
describe the science of "designing the job to fit the worker, not forcing the worker to fit the
job." Ergonomics covers all aspects of a job, from the physical stresses it places on joints,
muscles, nerves, tendons, bones and the like, to environmental factors which can effect
hearing, vision, and general comfort and health.
Physical stressors include repetitive motions such as those caused by typing or continual use
of a manual screwdriver. Other physical stressors could be tasks involving vibration such as
using a jackhammer, or tasks which involve using excessive force, such as lifting a heavy box
of books. Working in an awkward position, such as holding a telephone to your ear with
your shoulder, can also cause problems. Repetitive motions, vibration, excessive force, and
awkward positions are frequently linked to ergonomic disorders; however, the majority of
"Cumulative Trauma Disorders" (CTDs) or "Repetitive Strain Injuries" (RSIs), are caused by
repetitive motions that would not result in undue stress or harm if only performed once.
Carpal tunnel syndrome, Tendonitis, Tenosynovitis, DeQuarvain's Syndrome, Thoracic Outlet
Syndrome, many back injuries, and several other conditions may result from repetitive
motions.
Aim of ergonomic:
o Ensures that human needs for safe and efficient working are met in the design
of work system
o To design
Appliances
Technical Systems
Tasks
In such a way to improve
o Human Safety
o Health
o Comfort and
o Performance
Benefits of ergonomics:
Productivity
Product quality
Safety
Health
Reliability
Job satisfaction
14. Principle of ergonomics:
Principle 1
Work in Neutral Postures
Your posture provides a good starting point for evaluating the tasks that you do. The best
positions in which to work are those that keep the body "in neutral."
Maintain the "S-curve" of the
spine
Your spinal column is shaped
more or less like an "S."
It is important to maintain the
natural S-curve of the back,
whether sitting or standing.
The most important part of this
"S" is in the lower back, which
means that it is good to keep a
slight "sway back,"
When standing, putting one
foot up on a footrest helps to
keep the spinal column in
proper alignment.
Working for long periods with
your back in a “C-curve” can
place strain on your back.
Good lumbar support is often
helpful to maintain the proper
curve in the small of your
back.
15. The “Inverted V-curve”
creates an even greater strain
on your back. Even without
lifting a load, bending over
like this creates a great deal of
pressure on the spine.
One common improvement is
to use a lifter or tilter. Or
there may be other ways of
making improvements
depending upon the situation.
Keep the neck aligned
The neck bones are part of the
spinal column and thus are
subject to the same
requirements of maintaining
the S-curve. Prolonged twisted
and bent postures of the neck
can be as stressful as its
equivalent for the lower back.
The best way to make changes
is usually to adjust equipment
so that your neck is in its
neutral posture.
Keeps elbows at sides
The neutral posture for your
arms is to keep you elbows at
your sides and your shoulders
relaxed. This is pretty obvious
once you think about it, but we
don’t always do it.
16. Here’s an example of changing
a workstation to get the arms
in neutral. In the illustration at
the left, the product is too
high, and the employee is
hunching her shoulders and
winging out her elbows.
In the right-hand illustration,
the product has been
reoriented and the shoulders
and elbows drop to their
relaxed position.
Keep Wrists in Neutral
There are several good ways to
think about wrist posture. One
way is to keep the hand in the
same plane as the forearm, as
this person is doing here by
using a wrist rest along with
the computer mouse.
A slightly more accurate
approach is to keep your hands
more or less like they would
be when you hold the steering
wheel of your car at the 10 and
2 o’clock position — slightly
in and slightly forward.
Here’s an example of how this
principle applies to tool
design. Working continuously
with the pliers as shown in the
left-hand picture can create a
lot of stress on the wrist. By
using pliers with an angled
grip, however, the wrist stays
in its neutral posture.
17. Principle 2
Reduce Excessive Force
Excessive force on your joints can create a potential for fatigue and injury. In practical terms,
the action item is for you to identify specific instances of excessive force and think of ways to
make improvements.
For example, pulling a heavy
cart might create excessive
force for your back. To make
improvements it might help to
make sure the floor is in good
repair, that the wheels on the
cart are sufficiently large, and
that there are good grips on the
cart. Or a power tugger might
be needed.
Or another example of
reducing force is to use a hoist
for lifting heavy objects, like
this vacuum hoist in the
drawing.
Another kind of example is
having handholds on boxes or
carrying totes. Having the
handhold reduces the exertion
your hands need to carry the
same amount of weight.
Point:
There are thousands of other examples and the field of ergonomics
includes much information on conditions that affect force. The basic point
is to recognize activities that require excessive force, then think of any way
you can to reduce that force.
18. Principle 3
Keep Everything in Easy Reach
The next principle deals with keeping things within easy reach. In many ways, this principle
is redundant with posture, but it helps to evaluate a task from this specific perspective.
Reach Envelope
One concept is to think about
the "reach envelope." This is
the semi-circle that your arms
make as you reach out. Things
that you use frequently should
ideally be within the reach
envelope of your full arm.
Things that you use extremely
frequently should be within the
reach envelope of your
forearms.
Much of the time, problems
with reach are simply matters
of rearranging your work area
and moving things closer to
you. This is not exactly a hard
concept to grasp; what is
difficult is having the presence
of mind to notice and change
the location of things that you
reach for a lot.
Often it is a matter of habit —
you are unaware that you
continually reach for
something that could be easily
moved closer.
19. Or sometimes, the work
surface is just too big, causing
you to reach across to get
something. One option is just
to get a smaller surface.
Another option is to make a
cutout — this way your
reaches are cut, but you still
have plenty of space for
things.
Or another common problem
is reaching into boxes. A good
way to fix this is to tilt the
box.
Once again, there are
thousands of other examples of
ways to reduce long reaches.
The point is for you to think
about when you make long
reaches, then figure out how to
reduce that reach.
Principle 4
Work at Proper Heights
Working at the right height is also a way to make things easier.
Do most work at elbow height
A good rule of thumb is that
most work should be done at
about elbow height, whether
sitting or standing.
A real common example is
working with a computer
keyboard. But, there are many
other types of tasks where the
rule applies.
20. Exceptions to the Rule
There are exceptions to this
rule, however. Heavier work is
often best done lower than
elbow height. Precision work
or visually intense work is
often best done at heights
above the elbow.
Sometimes you can adjust
heights by extending the legs
to a work tables or cutting
them down. Or you can either
put a work platform on top of
the table (to raise the work up)
or stand on a platform (to raise
YOU up).
Or to be a little more
complicated, there are ways to
make stands and work tables
instantaneously adjustable
with hand cranks or
pushbutton controls.
Principle 5
Reduce Excessive Motions
The next principle to think about is the number of motions you make throughout a day,
whether with your fingers, your wrists, your arms, or your back.
One of the simplest ways to
reduce manual repetitions is to
use power tools whenever
possible.
Another approach is to change
layouts of equipment to
eliminate motions. In the
example here, the box is
moved closer and tilted, so that
you can slide the products in,
rather than having to pick
them up each time.
21. Or sometimes there are uneven
surfaces or lips that are in the
way. By changing these, you
can eliminate motions.
As always, there are more
examples, but you should be
getting the idea.
Principle 6
Minimize Fatigue and Static Load
Holding the same position for a period of time is known as static load. It creates fatigue and
discomfort and can interfere with work.
A good example of static load
that everyone has experienced
is writer’s cramp. You do not
need to hold onto a pencil very
hard, just for long periods.
Your muscles tire after a time
and begin to hurt.
In the workplace, having to
hold parts and tools
continually is an example of
static load.
In this case, using a fixture
eliminates the need to hold
onto the part.
Having to hold your arms
overhead for a few minutes is
another classic example of
static load, this time affecting
the shoulder muscles.
Sometimes you can change the
orientation of the work area to
prevent this, or sometimes you
can add extenders to the tools.
22. Having to stand for a long time
creates a static load on your
legs. Simply having a footrest
can permit you to reposition
your legs and make it easier to
stand.
We’re going come back to this
point later.
Principle 7
Minimize Pressure Points
Another thing to watch out for is excessive pressure points, sometimes called "contact stress."
A good example of this is
squeezing hard onto a tool,
like a pair of pliers. Adding a
cushioned grip and contouring
the handles to fit your hand
makes this problem better.
Leaning your forearms against
the hard edge of a work table
creates a pressure point.
Rounding out the edge and
padding it usually helps.
We’ve all had to sit on chairs
that had cushioning and so
understand almost everything
we need to know about
pressure points. A particularly
vulnerable spot is behind your
knees, which happens if your
chair is too high or when you
dangle your legs. Another
pressure point that can happen
when you sit is between your
thigh and the bottom of a
table.
23. A slightly more subtle kind of
pressure point occurs when
you stand on a hard surface,
like concrete. Your heels and
feet can begin to hurt and your
whole legs can begin to tire.
The answer is anti-fatigue
matting or sometimes using
special insoles in your shoes.
Like the other basic principles
that we’ve covered so far,
pressure points are things that
you can look for in your work
areas to see if there are ways
to make improvements.
Before work load stress on worker during performance:
hour 15min 30min 45min 60min average hours performance(min)
1 3.1 3.1 3.2 3.7 3.2 1 3.2
2 3.3 3.8 3.32 3.1 3.36 2 3.36
3 4.7 3.9 4.3 3.4 4.04 3 4.04
4 3.16 4.1 3.4 3.18 3.53 4 3.53
5 3.32 3.19 4.06 3.12 3.48 5 3.48
6 4.52 3.98 3.9 3.1 4.01 6 4.01
1 2 3 4 5 6
hours 1 2 3 4 5 6
performance(min) 3.2 3.36 4.04 3.53 3.48 4.01
1
2
3
4
5
6
3.2 3.36
4.04
3.53 3.48
4.01
0
1
2
3
4
5
6
7
AxisTitle
Axis Title
Chart Title
26. After work load stress on worker during performance:
As Expected:
hours performance(min)
1 3.2
2 3.36
3 3.3
4 3.2
5 3.3
6 3
This graphical evaluation shows that the level of fatigue and the efficiency level of worker
while during the work. Above first graph is between time and performance which shows
that according to the level of performance the efficiency of worker is reduce with respect to
the time. In first graph the variation shows that the reduction in efficiency of worker.
Whereas the second graph haven’t any variation which try to show that after implementing
proposed design at the problematic place. Its helps to:
Reduce level of fatigue
Increase productivity
Reduce muda
Reduce hazards
Increase efficiency
0
1
2
3
4
5
6
7
8
9
10
1 2 3 4 5 6
Chart Title
hours performance(min)
