Kartikey Saxena_Report

2014
TRAINING PROGRAM FOR
MACHINE OPEARTORS IN WELD
SHOP
Submitted by:
Kartikey Saxena
School Of Petroleum Management
Gandhinagar
Submitted to:
Dr. Sudhir Yadav

TRAINING PROGRAM FOR MACHINE OPEARTORS IN WELD SHOP
SUMMER INTERNSHIP PROJECT TATA MOTORS,SANANDPage2
CERTIFICATE
To Whomsoever It May Concern
This is to certify that Kartikey Saxena of School of Petroleum Management, Pandit Deenayal Petroleum
University, Gandhinagar has successfully completed his MBA Summer Internship Project, from 10th
April,2014 to 10th
June, 2014 under supervision and guidance of Mr. Pranav dave. He took keen interest
in analyzing and understanding different aspects of the project. His conduct during the internship period
is good.
I wish him all the best in his future endeavors.
Sanjay Verma
Head-Weld shop
Pranav Dave
Asst. Manager
(Maintenance-Weld Shop)

ACKNOWLEDGEMENT
First and foremost I am grateful to Tata Motors Ltd.for providing me with the opportunity to
undergo summer internship atTata Motors Nano plant,Sanand.
I would sincerely like to thank my mentor Mr Pranav Dave Asst. Manager, Weld
shop(Maintenance) for finding time during his busy schedule and listening and guding me every
time I approached him. I am also grateful to Mr Sanjay Verma ,Head-Weld Shop in helping me
out in all matters related to operations of the shop.
I would like to thank to our faculty mentor of this project, Dr. Sudhir Yadav, School of
Petroleum Management, for the valuable guidance and advice. Their constant support and
recommendations during the regular discussions has opened another dimension and added more
value to this project
Thank You
Kartikey Saxena

Abstract
Training the machine operators for maintenance, production and quality departments. It is
essential, as it enhances the quality of the product, increases the overall equipment efficiency
(OEE) and increases their productivity.
The undertaken project was envisioned to understand the training need analysis that are
necessary for machine operators in weld shop of the automobile industry.
The objective of the project was to develop a flexible training program for machine operators so
that their productivity increases and they are able to work in different production lines with their
optimum efficiency and also to identify different skill evaluation parameters for machine
operators.

Executive Summary
The automobile sector has been witnessing tremendous change in technology in last decade and
there prevails a cut throat competition in the market. So in order to cope up with the market
competition, there is intense need of training to their workforce.
This report is an attempt to explore all the training needs and skills required by a machine
operators in weld shop.
First part of the project work deals with the identification and dividing the training into different
levels or stages and also the time duration required to complete one level both for new and
existing machine operators.
Second part of the project work deals with the identification of different skills required in every
level and the type of training that should be given and by whom.
The third part of the project work deals with the identification of essential operator skills
parameters.
This project focuses on giving training related to Total Productive maintenance(TPM),Condition
Based Monitoring(CBM),Run to failure maintenance(RTF),Preventive maintenance(PM),
Corrective maintenance, Predictive maintenance to ensure maximum availability of machines ,
production of good quality products and increases the performance of machine operators.

Table of Contents
1.Tata Group .................................................................................................................................................9
1.1 Introduction ........................................................................................................................................9
1.2 Subsidiaries of the company.............................................................................................................12
1.3 Mission..............................................................................................................................................13
1.4 Vision.................................................................................................................................................13
1.5 Core values........................................................................................................................................13
1.6 Culture...............................................................................................................................................14
1.7 Value of ethics...................................................................................................................................14
1.8 Customer Satisfaction.......................................................................................................................15
2. AUTOMOBILE SECTOR IN INDIA ...................................................................................................16
2.1 Introduction ......................................................................................................................................16
2.2 Evolution of Indian automobile industry ..........................................................................................18
2.3 Market share analysis of cars manufactures on the basis of sales..................................................19
2.4 Emergence of large automobile clusters in India .............................................................................20
2.5 Key automobile manufacturing plant in India ..................................................................................20
2.6 Increasing Investment by global car manufacturers:.......................................................................21
3. Tata Nano plant Sanand..........................................................................................................................22
3.1 Introduction ......................................................................................................................................22
3.2 Manufacturing process in NANO Plant: ...........................................................................................23
3.3 Introduction to weld shop: Weld Shop Built Sequence:...................................................................25
3.4 Process flow in weld shop.................................................................................................................27
3.5 Division of Weld Shop:......................................................................................................................29
3.6 Types and number of equipments....................................................................................................29
4 . Management Strategies..........................................................................................................................31
4.1 Quality policy: ...................................................................................................................................31
4.2 Seven tools for QC............................................................................................................................32
4.3 PDCA (Plan-Do-Check-Act)...............................................................................................................36

5 .Training and Development......................................................................................................................47
5.1 Introduction ......................................................................................................................................47
5.2 Importance of training and development.........................................................................................48
5.3 Training Need Identification for a company .....................................................................................48
5.3.1 Introduction................................................................................................................................48
5.4 Methods of training.......................................................................................................................49
6. Introduction to project............................................................................................................................53
6.1 Operator skill evaluation method(new machine operators) ............................................................54
6.2 For existing machine operators ........................................................................................................57
6.2.1 For operator shifting to UBF and MF line from BC line ...........................................................57
6.2.2 For operator shifting toBC line from UBF and MF line ...........................................................58
6.3 Training for different levels with duration........................................................................................60
6.3.1 Training to be given for Level „1‟ employee : Duration – (4 days) :.........................................60
6.3.2 Training to be given for Level „2‟ employee : Duration – ( 16week ).......................................61
6.4 Operator Skill Parameters for level 5 certification: .........................................................................62
6.5 Training for Preventive and predictive maintenance .......................................................................68
6.5.1 Overview of Maintenance Systems & Basics ............................................................................68
6.5.2 P/PM Economics........................................................................................................................68
6.5.3 Developing the Preventive Maintenance Program.....................................................................68
6.5.4 Determining the Skill Requirement for PM Tasks....................................................................69
6.5.5 Consistent PM Program Follow-Up..........................................................................................69
7. Conclusion .............................................................................................................................................70
8 .Case study: OEE : A key performance indicator......................................................................................71
9. Bibliography ...........................................................................................................................................75

List of figures
Figure 1 Background NANO Plant............................................................................................... 22
Figure 2 Overall Manufacturing process ...................................................................................... 23
Figure 3 Weld Shop Build Sequence............................................................................................ 25
Figure 4 . Different stages of framing........................................................................................... 26
Figure 5 PDCA ............................................................................................................................. 36
Figure 6 . sort process ................................................................................................................... 39
Figure 7 sort process ..................................................................................................................... 40
Figure 8. Benefits of set in order .................................................................................................. 41
Figure 9 .Benefits of set in order .................................................................................................. 42
Figure 10. Benefits of cleaning..................................................................................................... 42
Figure 11. Benefits of cleaning..................................................................................................... 44
Figure 12. Kaizen......................................................................................................................... 45
List of Table
Table 1: evolution of Indian automobile industry......................................................................... 18
Table 2Growth of passenger vehicle in last decade...................................................................... 18
Table 3 Market share of cars manufacturer in India..................................................................... 19
Table 4 Types and equipment used in weld shop ......................................................................... 30

1.Tata Group
1.1 Introduction
Tata Motors Limited is India's largest automobile company, with consolidated revenues of INR
1,88,818 crores (USD 34.7 billion) in 2012-13. It is the leader in commercial vehicles in each
segment, and among the top in passenger vehicles with winning products in the compact, midsize
car and utility vehicle segments. It is also the world's fifth largest truck manufacturer and fourth
largest bus manufacturer.
The Tata Motors Group's over 60,000 employees are guided by the mission "to be passionate in
anticipating and providing the best vehicles and experiences that excite our customers globally."
Established in 1945, Tata Motors' presence cuts across the length and breadth of India. Over 8
million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's
manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra),
Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand), Sanand (Gujarat) and Dharwad (Karnataka).
Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat
Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat
powertrains. The company's dealership, sales, services and spare parts network comprises over
6,600 touch points.
Tata Motors, also listed in the New York Stock Exchange (September 2004), has emerged as an
international automobile company. Through subsidiaries and associate companies, Tata Motors
has operations in the UK, South Korea, Thailand, South Africa and Indonesia. Among them is
Jaguar Land Rover, acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles
Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial
Vehicles Company has launched several new products in the Korean market, while also
exporting these products to several international markets. Today two-thirds of heavy commercial
vehicle exports out of South Korea are from Tata Daewoo. In 2006, Tata Motors formed a 51:49
joint venture with the Brazil-based, Marcopolo, a global leader in body-building for buses and

coaches to manufacture fully-built buses and coaches for India - the plant is located in Dharwad.
In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant
Company of Thailand to manufacture and market the company's pickup vehicles in Thailand,
and entered the market in 2008. Tata Motors (SA) (Proprietary) Ltd., Tata Motors' joint venture
with Tata Africa Holding (Pty) Ltd. set up in 2011, has an assembly plant in Rosslyn, north of
Pretoria. The plant can assemble, semi knocked down (SKD) kits, light, medium and heavy
commercial vehicles ranging from 4 tonnes to 50 tonnes.
Tata Motors is also expanding its international footprint, established through exports since 1961.
The company's commercial and passenger vehicles are already being marketed in several
countries in Europe, Africa, the Middle East, South East Asia, South Asia, South America, CIS
and Russia. It has franchisee/joint venture assembly operations in Bangladesh, Ukraine, and
Senegal.
The foundation of the company's growth over the last 68 years is a deep understanding of
economic stimuli and customer needs, and the ability to translate them into customer-desired
offerings through leading edge R&D. With over 4,500 engineers, scientists and technicians the
company's Engineering Research Centre, established in 1966, has enabled pioneering
technologies and products. The company today has R&D centres in Pune, Jamshedpur,
Lucknow, Dharwad in India, and in South Korea, Italy, Spain, and the UK.
It was Tata Motors, which launched the first indigenously developed Light Commercial Vehicle
in 1986. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first
indigenously developed mini-truck. In 2009, the company launched its globally benchmarked
Prima range of trucks and in 2012 the Ultra range of international standard light commercial
vehicles. In their power, speed, carrying capacity, operating economy and trims, they will
introduce new benchmarks in India and match the best in the world in performance at a lower
life-cycle cost.
Tata Motors also introduced India's first Sports Utility Vehicle in 1991 and, in 1998, the Tata
Indica, India's first fully indigenous passenger car.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano. The Tata Nano has been
subsequently launched, as planned, in India in March 2009, and subsequently in 2011 in Nepal
and Sri Lanka. A development, which signifies a first for the global automobile industry, the
Nano brings the joy of a car within the reach of thousands of families.
Tata Motors is equally focused on environment-friendly technologies in emissions and
alternative fuels. It has developed electric and hybrid vehicles both for personal and public
transportation. It has also been implementing several environment-friendly technologies in
manufacturing processes, significantly enhancing resource conservation.
Through its subsidiaries, the company is engaged in engineering and automotive solutions,
automotive vehicle components manufacturing and supply chain activities, vehicle financing,
and machine tools and factory automation solutions.
Tata Motors is committed to improving the quality of life of communities by working on four
thrust areas - employability, education, health and environment. The activities touch the lives of
more than a million citizens. The company's support on education and employability is focused
on youth and women. They range from schools to technical education institutes to actual
facilitation of income generation. In health, the company's intervention is in both preventive and
curative health care. The goal of environment protection is achieved through tree plantation,
conserving water and creating new water bodies and, last but not the least, by introducing
appropriate technologies in vehicles and operations for constantly enhancing environment care.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.

Tata Motors- Leading in terms of innovation and global presence
1.2 Subsidiaries of the company
 Jaguar Land Rover.
 Tata Technologies Ltd. (TTL) and its subsidiaries.
 Telco Construction Equipment Co. Ltd. (Telcon).
 HV Axles Ltd. (HVAL).
 Transmissions Ltd. (HVTL).
 TAL Manufacturing Solutions Ltd. (TAL).
 Sheba Properties Ltd. (Sheba).
 Concorde Motors (India) Ltd. (Concorde).
 Tata Daewoo Commercial Vehicle Company Ltd (TDWCV).
 Hispano Carrocera S. A. (HC).
 Tata Motors Insurance Broking & Advisory Services Ltd (TMIBASL).
 Tata Motors European Technical Centre plc.
 Tata Motors Finance Limited.

 Tata Motors Thailand.
 Tata Marcopolo Motors Ltd (TMML).
 Tata Motors (SA) Proprietary Ltd (TMSA).
 TML Distribution Company Ltd (TDCL).
1.3 Mission
 To be passionate in anticipating and providing the best vehicles and experiences that excites
our customer globally.
1.4 Vision
 Most admired by our customers, employees, business partners and share holder for the
experience and value they enjoy from being with us
1.5 Core values
Tata has always been values-driven. These values continue to direct the growth and business of
Tata companies. The five core Tata values underpinning the way we do business are:
 Integrity: We must conduct our business fairly, with honesty and transparency. Everything
we do must stand the test of public scrutiny.
 Understanding: We must be caring, show respect, compassion and humanity for our
colleagues and customers around the world, and always work for the benefit of the
communities we serve.
 Excellence: We must constantly strive to achieve the highest possible standards in our day-
to-day work and in the quality of the goods and services we provide.
 Unity: We must work cohesively with our colleagues across the group and with our
customers and partners around the world, building strong relationships based on tolerance,
understanding and mutual cooperation.

 Responsibility: We must continue to be responsible, sensitive to the countries, communities
and environments in which we work, always ensuring that what comes from the people goes
back to the people many times over.
1.6 Culture
 Accountability
 Customer and product focus
 Passion for excellence
 Speed
 Innovation
 Agility.
 Integrity
 Tata’s follow a very strong culture giving much importance to ethics and moral values.
 Tata companies also extend social welfare activities to communities around their industrial
units.
 They have a very strong employee relationship.
 The role of CEO‟s is unique in that they stand at the top of the pyramid and all the other
members of the organization take cues from them.
 They have this Role-modeling desired mind sets and behavior.
 They continuously follow the methods and adapt to the changing working environment to
pursue their goals.
1.7 Value of ethics
 Every employee of TATA motors shall exhibit culturally appropriate behaviour in the
countries they operate in and deal on behalf of the company with professionalism,
honesty and integrity, while conforming to high moral and ethical standards.
 Every employee of a TATA company shall preserve the human rights of every individual
and the community, and shall strive to honour commitments.

 Every employee shall be responsible for the implementation of and compliance with the
code in his/her environment. Failure to adhere to the code could attract severe
consequences, including termination of employment.
1.8 Customer Satisfaction
 With the basic objective of increasing customer satisfaction and loyalty, the customer
service is always at work to exceed the customer expectations. The customer service
department works as a strong link between the company and the customer.
 Qualified and trained technicians, service advisors and customer relationships officer.
 24 hours helpline and a breakdown helpline vehicle.
 Strong chain of dealers and TATA authorized service stations.
 Recently TATA motors have launched “Service Edge” to up customer service.

2. AUTOMOBILE SECTOR IN INDIA
2.1 Introduction
The Indian automobile sector is growing at a rate of about 16% per annum and is now going to
be a second fastest growing automobile market in the world. The sector is going through a phase
of rapid change and high growth. With the coming up of new projects, the industry is undergoing
technological change.
The major players such as, Tata, Honda, Toyota, Bajaj, Maruti are now focusing on mass
customization, mass production, etc. and are expanding their plants.
According to National Development and Reform Commission (NDRC), India‟s auto making
capacity is expected to become 15 million units by the end of the year 2007 exceeding the yearly
demand of about 7 million units. This rapid expansion is because of growing urbanization, rise in
the standard of living of consumers, easy availability of finance, liberalization, privatization, and
globalization of Indian Industry. This rapid expansion has created lots of job opportunities.
Interested one in this sector has to specialize in automobile/mechanical engineering. Currently,
Automobile in India is retaining around 10 million employees and is expected to employ more
people in near future. Unorganized sector in employing 67% people while, organized sector is
employing only 33% people, which is a major drawback for automobile sector.
With this rapid expansion and coming up of major players in the sector, the focus is more on the
skilled employees and the need of human resource development has increased. The companies
are looking for skilled and hard working people who can give their best to the organization.
In India, automotive is one of the largest industries showing impressive growth over the years
and has been significantly making increasing contribution to overall industrial development in
the country. Presently, India is the world's second largest manufacturer of two wheelers, fifth
largest manufacturer of commercial vehicles as well as largest manufacturer of tractors. It is the
fourth largest passenger car market in Asia as well as a home to the largest motor cycle
manufacturer. The installed capacity of the automobile sector has been 9,540,000 vehicles,

comprising 1,590,000 four wheelers (including passenger cars) and 7,950,000 two and three
wheelers. The sector has shown great advances in terms of development, spread, absorption of
newer technologies and flexibility in the wake of changing business scenario.
The Indian automotive industry has made rapid strides since delicensing and opening up of the
sector in 1991. It has witnessed the entry of several new manufacturers with the state-of-art
technology, thus replacing the monopoly of few manufacturers. At present, there are 15
manufacturers of passenger cars and multi-utility vehicles, 9 manufacturers of commercial
vehicles, 16 of two/ three wheelers and 14 of tractor, besides 5 manufacturers of engines. The
norms for foreign investment and import of technology have also been liberalised over the years
for manufacture of vehicles. At present, 100% foreign direct investment (FDI) is permissible
under the automatic route in this sector, including passenger car segment. The import of
technology for technology upgradation on royalty payment of 5% without any duration limit and
lump sum payment of USD 2 million is also allowed under automatic route in this sector. The
Indian automotive industry has already attained a turnover of Rs. 1,65,000 crore (34 billion
USD) and has provided direct and indirect employment to 1.31 crore people in the country.

2.2 Evolution of Indian automobile industry
Phase Main Features
Phase:1
1940-1983
Closed market
Growth rate was very slow due to limitation to domestic supply.
Less innovations
Number of companies: 5
Phase:2
1983-1993
Joint venture between Indian government & Suzuki Japan to create Maruti Udyog Ltd.
Number of companies: 6
Phase:3
1993- till today
Industry de-licensed in 1993
OEMS(Original Equipment Manufacturers) started assembly in India
Imports allowed from April 2001
Number of companies: more than 40
Table 1: evolution of Indian automobile industry
Growth rate of passenger vehicles in last one decade (Domestic):
Table 2Growth of passenger vehicle in last decade

2.3 Market share analysis of cars manufactures on the basis of sales
Manufacturers Market Share
Manufacturers Market share
Maruti 42.78%
Hyundai 13.92%
Mahindra 11.87%
Tata 7.39%
Toyota 6.29%
Chevrolet 3.67%
Ford 3.40%
Renault 3.09%
Volkswagen 2.33%
Honda 2.21%
Skoda 1.34%
Nissan 1.26%
HM- Mitsubishi 0.25%
Fiat 0.19%
Table 3 Market share of cars manufacturer in India

2.4 Emergence of large automobile clusters in India
2.5 Key automobile manufacturing plant in India

2.6 Increasing Investment by global car manufacturers:

3. Tata Nano plant Sanand
3.1 Introduction
Figure 1 Background NANO Plant
 Tata Nano is the world‟s first Ultra Nano car, cheapest of its kind with a cost of $2500
only.
 Tata Motors' plant for the Tata Nano at Sanand, in Ahmedabad district of Gujarat, marks
the culmination of the Company‟s goal of making the Tata Nano available to hundreds of
thousands of families, desirous of the car a safe, affordable and environmental friendly
mode of transport.
 The capacity of the plant, to begin with, will be 250,000 cars per year to be achieved in
phases, and with some balancing is expandable up to 350,000 cars per year. Provision for
further capacity expansion has also been incorporated in this location.

 Built in a record time of 14 months starting October 2008, the integrated facility
comprises Tata Motors‟ own plant, spread over 725 acres and an adjacent vendor park,
spread over 375 acres, to house key component manufacturers for the Tata Nano.
 In line with latest world-class manufacturing practices, the Tata Nano plant has been
equipped with state-of-the-art equipment. They include sophisticated robotics and high
speed production lines. Conscious of the critical need of environment protection, the
plant has energy-efficient motors, variable frequency drives, and systems to measure and
monitor carbon levels.
3.2 Manufacturing process in NANO Plant:
Figure 2 Overall Manufacturing process
 Process starts with forging of metal sheets that places in Press shop. Press shop has
capacity of producing 14 panels/per min.

 It produces 11 outer parts of the car i.e. Tail Gate, Hood, four Doors, two Fenders,
two Body Side Outer LH side and RH side (which has A-pillar, B-pillar & C-
pillar) and Roof.
 Remaining parts are manufactured by the vendors located in TATA vendor‟s
park.
 Parts are then supplied to Weld Shop (BIW Shop- Body in White), where chassis is
manufactured through welding and bonding process.
 It is then sent to Paint Shop, where fully automated robots do the outer coating and inner
coating is done manually.
 Powertrain shop, machining of engine block, crankshaft. Assembly of various parts of
engine and trans-axle is also done here.
 Parts from Powertrain and Paint Shop are supplied to TCF shop, where complete
assembly of the car takes place.
 Before sending the car to dealer, PDI (Pre-Dispatch Inspection) takes place. In PDI, test
like leak test, wheel alignment, wheel balancing, etc. takes place.

3.3 Introduction to weld shop: Weld Shop Built Sequence:
Figure 3 Weld Shop Build Sequence
Manufacturing of chassis takes as follow:
 On Under Body Frame line, basic frame (Ladder type) is welded together with different
parts (as shown in above figure).
 On Under Body Complete line, Floor Pan, Fire wall (front side) and Rear Floor (above the
rear passenger seat) are welded over it.
 On Main line, Roof, Body Side Inner and Body Side Outer are welded together on the
frame. Body Side Inner and Body Side Outer basically consist of A-Pillar, B-pillar and C-
pillar structure. These pillars are supplied to main line by TATA Sub assembly lines
(known as TSA), as shown in the diagram.

 If any welds are left or mistakenly missed, it is then checked and completed on Main Re-
spot line (where inspection of every spot or normal weld is done).
 It is then forwarded to Body Closure Line. In this, all the four Doors, Hood and Tail Gate
is assembled (which are supplied by Closure Line). All the four doors ,Hood and Tail Gate
are manufactured at Closure Line (which is TSA for Body Closure line).
 Now, the whole assembly is send to Paint Shop.
Figure 4 . Different stages of framing

3.4 Process flow in weld shop
UBF (Under Body Frame)
UBC (Under Body Complete)
Geo Conveyor 1
MFI (Main Frame Inner)
MFO (Main Frame Outer)
GEO Conveyor 2

MR (Main Respot)
Geo Conveyor 3
Conveyor Line
BC Line (Body Complete)
Conveyor to paint shop

3.5 Division of Weld Shop:
 ) Cell A : ● UBF(Under body Framing)
●MR(Main Respot)
● Geo Conveyor 2,3
 Cell B : ●UBC (Under Body Complete)
●BSI(Body Side Inner )
●BSO(Body Side Outer)
● Geo Conveyor 1
 Cell C : ● Closure Line
● BC(Body Complete
3.6 Types and number of equipments
NAME OF EQUIPMENT NUMBER
1. Robots
2. Fixtures
3. Geo Pallets
4. Skid
5. Grippers
6. Automatic Fitment Device
134
127
77
47
36
4
Heaming System
1. Table Top
2. Robotic
6
2
Welding Guns
1.Manual
2.Robotic
3. CO2 welding machine
93
94
11

Sealing System
1. Robotic Sealing System
2. Manual Sealing System
10
25
Stud welding System
1. Robotic welding system 5
Others
1.Online gauging system
2. CMM
1
1
Table 4 Types and equipment used in weld shop

4 . Management Strategies
4.1 Quality policy:
Quality control, or QC for short, is a process by which entities review the quality of all factors
involved in production. This approach places an emphasis on three aspects:
 Control of Quality
 Control by Quality
 Control through Quality
Controls include product inspection, where every product is examined visually, and often using a
stereo microscope for fine detail before the product is sold into the external market. Inspectors
will be provided with lists and descriptions of unacceptable product defects such as cracks or
surface blemishes for example. Quality control emphasizes testing of products to uncover defects
and reporting to management who make the decision to allow or deny product release, whereas
quality assurance attempts to improve and stabilize production (and associated processes) to
avoid, or at least minimize, issues which led to the defect(s) in the first place.
 Purposes for data gathering
 For analysis: Data for understanding the actual situation of a field
 For management: Data for examining the variance in a process
 For inspection: Data collected at inspection
 Types of data
 Qualitative data (qualitative data: language data)
 Quantitative data (quantitative data: numeric data)
 Indiscrete value (continuous quantity): data obtained through measurement
 Discrete value (discrete quantity): data obtained through counting

4.2 Seven tools for QC
 Pareto diagrams
 Bar chart arranged in descending order of height from left to right
 Bars on left are relatively more important than the bars on right
 It separates the „vital few‟ from the „trivial many‟
 It identifies the most significant problem
 Allows the better use of resources
 It tells us where to focus
 Fishbone diagrams
A graphic tool that helps identify, sort, and display possible causes of a problem
or quality characteristic.
Benefits
 Helps determine root causes
 Encourages group participation
 Uses an orderly, easy-to-read format
 Indicates possible causes of variation
 Increases process knowledge
 Identifies areas for collecting data

 Control charts/graphs
A statistical tool used to distinguish between process variation resulting from
common causes and variation resulting from special causes.
 Monitors process variation over time
 Assess effectiveness of the changes
 Differentiate between special cause and common cause problems

 Check sheets
 Scatter diagrams
Scatter Diagrams are used to study and identify the possible relationship between
the changes observed in two different sets of variables.

 Histograms
 Summarizes large datasheets graphically
 Compare measurements to specifications
 Communicate information to the team
 Assist in decision making
 Stratification
 Promote process understanding
 Provide tool for training
 Identify problem areas and improvement opportunities

4.3 PDCA (Plan-Do-Check-Act)
Overview of PDCA
Figure 5 PDCA
Principles of PDCA:
 Customer Satisfaction: Satisfying customers‟ needs should be paramount for all
workers in the organization.
 Management by Fact: Decision making must be made on data collected from
operations and analyzed using statistical tools. Decision makers must practice and
encourage a scientific approach to problem solving.

 Respect for People: A sustainable problem solving and continuous improvement
approach should be based on the belief that employees are self-motivated and are
capable of coming up with effective and creative ideas.
Steps of PDCA:
The Plan Step:
 Recognize the problem and establish priorities. Problem may be outlined in very
general terms based on information from several sources.
 Form the problem solving team. Interdisciplinary teams of individuals close to the
problem are best.
 Define the problem and its scope clearly. Who, What, Where and When.
 Pareto Analysis can be useful in defining the problem.
 Analyze the problem/process. Process flowcharts can be useful a useful tool.
 Determine possible causes.
 Cause-and-effect diagrams are helpful in identifying root causes of a problem. Data
from the diagrams can be organized using check sheets, scatter diagrams, histograms,
and run charts.
 Identify possible solutions.
 Brainstorm to find solutions. Avoid the temptation to propose quick, immediate
fixes. Goals should be specific, measurable, achievable, and realistic.
 Evaluate potential solutions. Focus on solutions that address root causes and
prevention of problem occurrence. Solutions should be cost-effective; achieving
group consensus is important.
The Do step
 Implement the solution or process change
 Monitor results and collect data

The Check step
 Review and evaluate the result of the change
 Measure progress against milestones
 Check for any unforeseen consequences
The Act step
 If successful,
 Standardize process changes
 Communicate to all involved
 Provide training in new methods.
The “5S” Philosophy:
 Sort (Seiri)
 Set In Order (Seiton)
 Shine (Seiso)
 Standardize (Seiketsu)
 Sustain (Shitsuke)
Sort:
Objective:
 Save and Recover Space.
 Discarding what is not required (remove what is not needed & keep what is needed).
 Segregate into good & bad, usable & non-useable.
 Deciding on a frequency of sorting

Figure 6 . sort process
Benefits:
 Saves floor space
 Helps to get rid of obsolete items
 Gives a clear idea of material in stock
 Prevents unnecessary buying
 Better utilization of existing material.
Systemic approach to sorting:

Set In Order:
Objective:
 Arrange necessary “Sorted” items in a proper order so that they can be easily picked
up for use.
 A place for everything / everything in its place.
 Decide where to put and how to store needed items
 Off the floor, if possible
 Out from under benches and desks.
 Use Visual Controls to make it obvious.
Figure 7 sort process
Benefits:
 Materials easily available
 Material easily retrievable
 Lesser production down time
 Machine break downs handled fast
 Time taken to search minimized.

Figure 8. Benefits of set in order
Shine:
Objective:
 Clean the empty target area and needed items.
 Floors, windows, benches, shelves.
 Machinery, equipment, tools.
 Eliminate sources of DIRT.
 Paint surfaces as appropriate.
 Develop a Cleaning Schedule and Responsibility Map.

Figure 9 .Benefits of set in order
Figure 10. Benefits of cleaning

Benefits:
 Clean machines & floor expose problems
 Fast corrective action
 Tools well laid out
 Smoother material flow
 Inventory levels can be found visually
 Lesser production down time
 Pride to employees.
 Greater confidence of customers
 High product quality achieved.
Standardization
Objective:
 Itis the result that exists when the first three pillars – Sort, Set in Order, and Shine are
properly maintained.
 The place degenerates very quickly if we do not standardize.
 In this stage, we learn about keeping everything clean by making Standards
Benefits:
 Standardized procedures minimize errors
 Productivity increases as defects go down
 Easier working conditions
 Safer working conditions
 Number of new problems exposed & solved.
 More opportunities to maintain & improve quality
 Ownership & sense of pride among employees

Sustain
Objective:
• Train people to follow good housekeeping disciplines independently
Figure 11. Benefits of cleaning
BENEFITS TO ORGANISATION
 Clean company image
 More customer satisfaction
 Building customer Confidence
 Clean company
 Save material
 Save working time
 Save work preparation time
 Improving Quality
 Decreasing Cost
 Providing Timely Deliveries
 Promoting Safety
 Providing Corporate Growth

Benefits to Individual
 Pleasant, clean & happy work environment make your job more satisfying by removing
many obstacles and frustration in work.
 It also helps you to know your work and also when and where to do it.
 Improves Communication & Creative Thinking.
KAIZEN
Kaizen is small improvements and a change for better.It must be accompanied by change of
method. The Kaizen concept stimulates productivity improvement as an ongoing process in any
company.It is a practice oriented strategy which leads to creation of culture of improvement. It is
more a way of life or at least a cultural approach to quality improvement. The implementation of
philosophy of Kaizen can be achieved through involvement of employees to effect
improvements.
Figure 12. Kaizen

Kaizen can be implemented in the industry by improving every aspect of business process in a
step by step approach, while gradually developing employee skills through training and
increased involvement. The principles are:
 Human resources are the most important company asset
 Process must evolve by gradual improvement rather than radical changes
 Improvement must be based on evaluation of process performance
By practicing Kaizen culture, managers demonstrate commitment to quality. Also, the workers
with adequate support from managers become a major source of improvement
Kaizen system is simple,but its implication are far reaching. These can be in the area of
Productivity, Quality, Cost, Delivery and Safety& Morale of Employees i.e. PQCDSM. Q would
mean more accurate, C would mean cheaper, lesser value, D would mean lesser cycle time or
lead time, faster and more quantity, S would mean safer,easier & comfortable working, P is a
derivative or a combination of any of the above QCDSM. However,there could be Kaizen, which
is implemented primarily to improve productivity. Such a productivity improvement kaizen may
also indirectly effect cost and/or quality and/or safety etc...

5 .Training and Development
5.1 Introduction
Training
Training is concerned with imparting developing specific skills for a particular purpose. Training
is the act of increasing the skills of an employees for doing a particular job. Training is the
process of learning a sequence of programmed behavior.
In earlier practice, training program focused more on preparation for improved performance in
particular job. Most of the trainees used to be from operative levels like mechanics, machines
operators and other kinds of skilled workers. When the problems of supervision increased, the
step were taken to train supervisors for better supervision.
Development
Management development is all those activities and programme when recognized and controlled
have substantial influence in changing the capacity of the individual to perform his assignment
better and in going so all likely to increase his potential for future assignments.
Thus, management development is a combination of various training programme, though some
kind of training is necessary, it is the overall development of the competency of managerial
personal in the light of the present requirement as well as the future requirement.
Development an activity designed to improve the performance of existing managers and to
provide for a planned growth of managers to meet future organizational requirements is
management development.
Training and development need = Standard performance – Actual performance.

5.2 Importance of training and development
Training plays an important role in human resource department. It is necessary,useful and
productive for all categories of workers and supervisory staff.
The importance of training and development in an enterprise are:-
 Optimum utilization of resources:-Training and development helps in optimizing the
utilization of human resources that further helps the employees to achieve the organizational
as well as their individual goals.
 Development of skills of employees:- Training and development helps in increasing the job
knowledge and skills of employees at each level. It helps to expand the horizons of human
intellect and an overall personality of the employees.
 Productivity:-Training and development helps in increasing productivity of the employees
that helps organization to achieve its long-term goals.
 Team spirit:-Training and development helps in inculcating the sense of team-work, team
spirit, and inter-team collaborations.
 Quality:-Training and development helps in improving upon quality of work and work-life.
5.3 Training Need Identification for a company
5.3.1 Introduction
 Training need identification is a tool utilized to identify what educational courses or
activities should be provided to employees to improve their work productivity. Here the
focus should be placed on needs as opposed to desires of the employees for a constructive
outcome. In order to emphasize the importance of training need identification we can focus
on the following areas: -
 To pinpoint if training will make a difference in productivity and the bottom line.
 To decide what specific training each employee needs and what will improve his or
her job performance.

 To differentiate between the need for training and organizational issues and bring
about a match between individual aspirations and organizational goals.
 Identification of training needs (ITN), if done properly, provides the basis on which all other
training activities can be considered. Also requiring careful thought and analysis, it is a
process that needs to be carried out with sensitivity as people's learning is important to them,
and the reputation of the organization is also at stake.
 Identification of training needs is important from both the organisational point of view as
well as from an individual's point of view. From an organisation's point of view it is
important because an organisation has objectives that it wants to achieve for the benefit of
all stakeholders or members, including owners, employees, customers, suppliers, and
neighbours. These objectives can be achieved only through harnessing the abilities of its
people, releasing potential and maximising opportunities for development. Therefore people
must know what they need to learn in order to achieve organisational goals. Similarly if seen
from an individual's point of view, people have aspirations, they want to develop and in
order to learn and use new abilities, people need appropriate opportunities, resources, and
conditions. Therefore, to meet people's aspirations, the organization must provide effective
and attractive learning resources and conditions. And it is also important to see that there is
a suitable match between achieving organizational goals and providing attractive learning
opportunities.
5.4 Methods of training
The various methods of training may be classified into the following categories:
 On-the-job training
 Vestibule training
 Off-the-job training

 On-the-job training:-On-the-job training is considered to be the most effective method of
training the operative personnel.Under this method, the worker is given training at the work
place by his immediate supervisor. In other words, the worker learns in the actual work
environment.It is based on the principle of “learning by doing”.
There are four methods of on-the-job training described below:-
 Coaching:-Under this method, the supervisor imparts job knowledge and skills to his
subordinate.The emphasis in coaching the subordinate is on learning by doing.This method
is very effective if the superior has sufficient time to provide coaching to his subordinates.
 Understudy:-The superior gives training to a subordinate as his assistant. The subordinate
learns through experience and observation.It prepares the subordinate to assume the
responsibilities of the superior‟s job in case the superior leaves the organization. The
purpose of understudy is to prepare someone to fill the vacancy caused by death,
retirement, transfer, or promotion of the superior.
 Position rotation: The purpose of position rotation is to broaden the background of the
trainee in various positions. The trainee is periodically rotated from job to job instead of
sticking to one job so that he acquires a general background of different jobs. However,
rotation of an employee from one job to another should not be done frequently. He should
be allowed to stay on a job for sufficient period so that he may acquire the full knowledge
of the job.
 Job rotation:-Job rotation is used by many firms to develop all-round workers. The
employees learn new skills and gain experience in handling different kinds of jobs. They
also come to know interrelationship between different jobs. It is also used to place workers
on the right jobs and prepare them to handle other jobs in case of need.

 Vestibule training
The term „vestibule training‟ is used to designate training in a class-room for semi-skilled
workers. It is more suitable where a large number of employees must be trained at the same
time for the same kind of work. Where this method is used, there should be well qualified
instructors in charge of training programmes.Here the emphasis tends to be on learning
rather than production. It is frequently used to train clerks, machine operators, typists, etc.
Vestibule training is adapted to the general type of training problem that is faced by on-the-
job training. An attempt is made to duplicate, as nearly as possible, the materials, equipments
and conditions found in real work place. The human resources department makes
arrangements for vestibule training when the training work exceeds the capacity of the line
supervisors. Thus, in vestibule training, the workers are trained on specific jobs as they
would be expected to perform at their work place.
Vestibule training has certain demerits also. The artificial training atmosphere may create
adjustment problem for the trainees when they are sent to their actual work place. It is
relatively expensive as there is duplication of materials, equipments and conditions found in
the real work place.
 Off-the-job training:-It requires the workers to undergo training for a specific period away
from the work place. Off-the-job methods are concerned with both knowledge and skills in
doing certain jobs. The workers are free of tension of work when they are learning.
There are several off-the-job methods of training as described below:-
 Special lecture cum discussion:-Training through special lectures is also known as “class-
room training”. It is more associated with imparting knowledge than skills. The special
lectures may be delivered by some executives of the organization or specialists from
vocational and professional institutes. Many firms also follow the practice of inviting
experts for special lectures for the staff on matters like health, safety, productivity, quality,
etc.

 Conference training:-A conference is a group meeting conducted According to an organised
plan in which the members seek to develop Knowledge and understanding by oral
participation. It is an effective training device for persons in the positions of both conference
member and conference leader. As a member, a person can learn from others by comparing
his opinions with those of others. He learns to respect the viewpoints of others and also
realizes that there is more than one workable approach to any problem.
 Case study:-The case method is a means of stimulating experience in the classroom. Under
this method, the trainee are given a problem or case which is more or less related to the
concepts and principles already taught. They analyze the problem and suggest solutions
which are discussed in the class. The instructor helps them reach a common solution to the
problem. This method gives the trainee an opportunity to apply his knowledge to the solution
of realistic problems.

6. Introduction to project
Project title: Design training program for new and existing machine
operators in weld shop
One of the most talked subjects in corporate circles, in recent times is how to optimize the
contributions of human resources in achieving organizational goals. An efficient and satisfied
workforce is the most significant factor in organizational effectiveness and marginal excellence.
Training and Development activities are designed to impart specific skills, abilities and
knowledge to employees. Training is a planned effort by an organization to facilitate employee‟s
learning of job related knowledge and skills for the purpose of improving performance.
Development refers to learning opportunities designed to help employees grow and evolve a
vision for future
Training for machine operators in weld shop is essential to ensure maximum availability of
machines, producing good quality products and for their high performance. Training for existing
machine operators is essential to ensure flexibility in production without any constraint of
workforce, so that they can adopt essential skills and are comfortable in doing work on any
machines which will thereby results into increased productivity.

6.1 Operator skill evaluation method(new machine operators)
HR
HDTGive basic information of line.
Give him knowledge of respective
area and essentials of Level 0
training.
Line supervisor
Certify level 0
Deploy him off the job training
under guidance of skilled trainer
for level 1
Supervisor checks whether
the trainee is learning the
essential skills effectively
and now is he is ready for
on the job training?
or not
Fail (extends
training for 2
days)
Certify level 1
New operator comes

Deploy him on the job training under
guidance of seniors for 15 weeks
Supervisor checks
whether operator
follows the basics of
maintenance and
management system
Fail
Certify Level 2
Deploy on the job training and also to
work independently for 32 weeks
operator can work
independently with skill and
quality in time and also
with full safety.
Fail
(extend
training
for 8
weeks)
Certify Level 3

Deploy him on line training for 32 weeks and this time
has to also guide new operator and to carry all the
three maintenance independently
operator had carried out
breakdown, preventive and
periodic maintenance
successfully, worked safely
and also have knowledge of
management system
Fail
(extend
training
for 2
weeks)
Pass (Certify Level 4)

6.2 For existing machine operators
6.2.1 For operator shifting to UBF and MF line from BC line
This shifting of employee requires a thorough training program as the operators in BC line are
not familiar to robotic and manual welding. The training program is as follows:
Level 4 certify employee
Brief introduction of the new job and
about the machine they are going to use
Introduction to the basic functioning of
machines and equipments .
Off the job training (Duration 1 day)
Deploy him on the job training for 8
weeks under supervision
Fail

6.2.2 For operator shifting toBC line from UBF and MF line
This shifting of employee requires a thorough training program related to quality test as the
operators in working in UBF and MF line are not familiar about various quality test, which part
they had to inspect . The training program is as follows :
Supervisor check whether
operator is able to do job
independently with full
safety and without any
defects
Certify Level 5 and now he can work in
any line independently and can train
others
Level 4 certify employee
Brief introduction of the new job and
about the equipments and tools
they are going to use
Pass

Introduction to the various quality
check and the procedure for it
Deploy him on the job training for 8
weeks
Supervisor check whether
operator is able to do job
independently with full
safety and without any
defects and have
knowledge about
management system
Fail
Introduction of various possible
defects that occurs.
Introduction of various techniques
required to eliminate any defect

6.3 Training for different levels with duration
6.3.1 Training to be given for Level „1‟ employee : Duration – (4 days) :
1. Introduction to weld shop.
2. Layout and process flow in weld shop.
3. Description of welding process.
4. Types of process equipment used.
5. Do‟s and don‟ts in weld shop related to safety.
6. Run bar training (includes part description, glowing indicators, input buttons)
7. General lines faults and trouble shooting.
8. Robot Basics
9. Welding machine basics and how to do welding manually by spot gun.
10. Basics of pneumatics.
11. Basic tips for maintenance of machines and safety
12. Introduction to LOTO
13. Use of measuring instruments and tools.
14. Off the job training related to robotics , welding by spot gun and its maintenance (FOR 1
DAY)
Pass
Certify Level 5 and now he can work
in any line independently and can
train others

6.3.2 Training to be given for Level „2‟ employee : Duration – ( 16week )
1) Identification of different energy sources,LOTO point through EFD
2) Introduction to HMI(human machine interface), only related to basic day to day
functions to which they usually come across.
3) Introduction to PLC
4) Advance knowledge of their respective machines on which they are working.
5) Condition based monitoring
6) Fault identification during running line.
7) On the job training.
1) Training related to Preventive, Periodic and breakdown maintenance (class room
training and then on the job training under supervision )
2) Involvement in trouble shooting procedure .It helps in enhancing the identification and
problem solving skills of operators.
3) Introduction to emergency plan knowledge.
4) On the job training and evaluate whether he is able to work independently with full
safety precaution and producing the good quality product.
5) Training of „Problem solving techniques‟.
1) Training related to TPM(Total Productive Management).
2) Introduction to „Corrective maintenance‟ as it helps to reduce the frequency of the
breakdown in future and ensures maximum availability of machines.
3) Training of communication.
4) In depth training related to hydraulics.

6.4 Operator Skill Parameters for level 5 certification:
1. Shop familiarization
2. Equipment safety and LOTO
3. Welding Process
4. Mechanical
 Measuring instruments
 Fitting Tool
 Lifting tools and tackels
 Bearings
 GEAR BOX
 Pumps and couplings
 Blowers
 Chains and sprockets
 Conveyors
 Fasteners
 Belts
5. Electrical
 AC & DC circuits
 AC motors
 Transformers
 Resistors, conductors principles
 Capacitors
 Batteries and charging principles
 Switch gears and circuit breakers
 AC drives
 Semiconductor devices
 Measuring instrument and practical training on the instrument
 Sensors and limit switches

 Understanding of electrical power and control circuits
 Industrial wiring and practical training
6. PLC
 What is PLC?
 Input and output units
 Architecture of PLC
 Conversion of numbering systems
 Basic programming methods and instructions
7. Drop lifters
 Description of machine and its maintenance
 Parameter settings for smooth operation
 Synchronizing if level differs after working
8. Sealer System(pump and gun)
 Operation and part description
 Repair method of sealer gun
 Cleaning method of sealer pump
9. Robotics
 Robot manipulator
 Parts of manipulator
 Safety about robot manipulator
 Cleaning procedure and precautions
 Battery location and changing method
 Robot Controller
 Hardware configuration of controller
 Battery location and change method
 Data backup procedures
 Resetting common alarm

 Robot gun
 Tip change
 Adapter change
 Water pipe change and precautions
 Timer controller
 Overview of PCB
 Programming with teach pendant
 Program editing and uploading downloading
 Tip dresser
 Tool changer
 Robotic stud welder
10. Conveyors
 Types of conveyors used in BIW
 Conveyor layout of BIW
 Geo pallet conveyors
 Principle of geo pallet conveyor
 Description of geo shuttle
 Description of up/down device
 Description of horizontal transfer
 Description of vertical transfer
 Description of direction changer
 Description of pallet check
 Lift and carry conveyor
 Principle of lift and carry conveyor
 Description of L&C shuttle
 Description of transfer mechanism
 Skid conveyor
 Description of skid

 Description of roller conveyor
 Description of roller conveyor with lifter
 Description of direction changer
11. Pumps
12. PM activity
13. Problem identification and solving capability
14. Emergency Plan knowledge
15. Leadership skill for corrective maintenance
16. Capable of giving training
17. Team oriented qualities
18. Defect identification skill
19. Defects eliminating skill
20. Pneumatics
 Safety in pneumatics
 Fundamentals of compressed air
 Filters and lubricants
 Pressure regulators
 Linear and rotatory actuator
 Flow control valves
 Direction control valves
 Timers
 Understanding of pneumatic circuits
 Hydro-pneumatic cylinder
 Air booster
21. Hydraulics
 Safety in hydraulics
 Basic hydraulic principles
 Introduction to power hydraulics

 Units of measurements
 Standard for circuit symbols
 Circuit examples and exercise
 Pumps, valves and actuators
 Force ,pressure and area exercise
22. Jigs and fixtures
 Sliding device
 Rotate device(Servo motor)
 Basic principle of servo motor
 Architecture of servo motor
 Clamps and pins
23. Control panel
 Arrangement of control components
 Safety about the control panel
 Wiring diagram
 Cleaning method of the controller
 Cooling system: Air conditioning
 Cleaning of filter and normal operating condition
24. Welding Manual gun
 Parts of manual gun
 Operation of manual gun
 Description of the controller mechanism
 Maintenance of gun
 Adopter changing method
 Trigger switch changing method
25. Body side feeder
 Parameters and programing for synchronizing and smooth working

26. MIG welding
 Description of machine and its maintenance.
27. Spring balancers
28. Hoist and manipulators
 Description of machine and maintenance
29. Online gauging system
 Principle of working
 Calibration of cameras
 Working and control of ACS system
 Parameter setting and programming
30. Wheel arc heaming system
 Working of system
 Precaution and safety of machine
 Proper settings for proper working
 Programming and setting in PLC for this machine
31. Door Sash correction system
 Working
 Critical Parts
 Parameter settings for smooth working of machine

6.5 Training for Preventive and predictive maintenance
Training Objectives
1. To provide the insight of why equipments breakdown.
2. To understand the real objectives of maintenance.
3. Define why equipments deteriorate.
4. How to use the time base schedule maintenance.
5. How to use the condition base predictive maintenance.
6. Strategize for zero unplanned equipment failures
6.5.1 Overview of Maintenance Systems & Basics
 Overview of Various Maintenance Programs
 The importance and justification of a Preventive Maintenance
 Four-dimensional PM and the misconception of PM
 Common PM Tasks and What happens when we ignore the signs
 Hidden Failures and the kind of PM needed for each failure style
6.5.2 P/PM Economics
 What are we avoiding ? Breakdown Cost.
 Cost of PM system and Budgeting PM costs
 Changing and developing the PM Program
 Set Performance Frequencies
6.5.3 Developing the Preventive Maintenance Program
 Groundwork for Preventive Maintenance
 Time Estimation
 Requirement & Preparation of Outsourcing PM Tasks
 Practical Program preparation from Manufacturer Recommendation

6.5.4 Determining the Skill Requirement for PM Tasks
 Planning the Training Required, Determining the Proper Resources
 Operator Training, Apprentice Ability for Maintenance Tasks
 Action learning process for skill upgrading for personnel
6.5.5 Consistent PM Program Follow-Up
 PM audits & Implementations
 Preparing checklist & Exercise Inspection / Procedures
 Preventive Maintenance Program Key Performance Indicator

7. Conclusion
To attain maximum availability of machines and production of good quality of products skilled
workforce is required and the skill can only be imparted through training. The training program
should be well designed and also have good evaluation criterion .The amount of training that is
to be imparted should based on individual capability and grasping power. A good training
program increases the employee satisfaction and motivation level.
A training program helps the employee to understand their basic job so that they can perform it
with their full capability. Training program helps to update technical and management skills.

8 .Case study: OEE : A key performance indicator
In today‟s manufacturing sector maintaining the production capability of an organization is an
important function in any production system. It is through this that production equipment
are adjusted, repaired and kept in good operating conditions. The reasons for keeping equipment
and facilities in perfect operating condition are not only to avoid interruption to production, but
also to keep production cost low, keep product quantity high, maintain safe working conditions,
and avoid late on late shipments to customers.
TPM(Total productive Maintenance):
TPM focuses on keeping all equipment in top working condition to avoid breakdowns and delays
in the manufacturing process. It integrates production and quality system.
The definition of TPM is:
1) Total : It aims to eliminate all accidents ,defects and breakdowns.
All employees are involved.
2) Productive : Actions are performed while production goes on
Effective utilization of resources
3) Maintenance : Keeping the Man-Machine-Material system in optimum condition.
CLIT: Clean, lubricate, inspect and tighten
TPM focuses on zero breakdown ,zero defects and zero accident.
OEE(Overall Equipment Efficiency):
OEE is a "best practices" way to monitor and improve the effectiveness of manufacturing
processes. It takes the most common and important sources of manufacturing productivity loss
and gives excellent platform for measuring where a company can improve. It comprises the
availability of equipment, the quality rate and the level of performance, it reflects the level of
production performance.
OEE = Availability rate * Performance rate *Quality rate

Scenario in Tata Motors Nano plant:
Tata motors had adopted TPM three years ago. They targeted OEE as 75% while the world class
standard is 85% .
Availability rate =90%
Performance rate= 95%
Quality rate = 99.90 %
OEE = .90*.95*9990
= 85%
They implemented TPM three years ago in three different phase :
1) First phase: a) Establishes and maintains basic equipment conditions through restoration
and eliminating causes of forced deterioration and sources of
contamination
b) Standards are introduced for cleaning, inspection, tightening and
lubrication to ensure the conditions are sustained
2) Second phase : a) Increases the capabilities of the team by training them in the
detailed operating principles of the equipment and then improving the
standard basic condition.
3) Third Phase : a) The operators take total ownership of the equipment as self-directed
Teams, continuously improving equipment condition and performance
to further reduce losses
They form three teams in maintenance department includes machine operator of different
levels, line supervisor headed by an engineer. Each member in a group has to give one
kaizen every month and they are accountable for their machines maintenance and
breakdown. Through this competition between different teams they are able to bring
down MTTR(Mean Time to Repair) to 15 minutes and MTBF(Mean Time Before
Failure) to 8 hours and they continuously achieving this target.
The major types of losses occur there are:
1) Equipment breakdown
2) Fixture maintenance
3) Management loss(parts shortage)
4) Quality defect

5) Tip wire breakdown
6) Forced Stoppage
To eliminate these losses and to increase production efficiency they adopted:
1) Preventive maintenance(PM)
2) Corrective maintenance
3) Predictive maintenance
a) Condition based monitoring(CBM)
b) Statistical based monitoring
With the implementation of TPM the OEE increases but there is still tremendous
opportunities of improvement. Management has to be patience enough to motivate employees
and watch the result with passage of time as they need time to completely adopt the TPM From
the table 1 ,the availability of equipment was not up to world class standards but their
performance rate matches the same ,through TPM process focus cost of rework and repairs
reduced due to very limited products rejected. Thus, the overall effectiveness of equipment also
improved significantly.. Autonomous maintenance activities were carried out with total
employee participation. This concept has helped in imbibing the ownership concept about the
equipment in the production operators. This has in turn leaded to equipment competent
operators. The investment in training and education managed to boost operator‟s morale and the
commitment towards company‟s goals.
OEE of the year 2013-2014 is:
0
10
20
30
40
50
60
70
80
April
May
June
July
August
September
October
November
December
jaunuary
February
March
Targeted OEE
Actual OEE

The data of OEE in the month of April 2014 is as follows :
Table 1

9. Bibliography
1. https://www.amherst.edu/offices/human_resources/training/whatistraining
2. http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-11-employee-development-
training/
3. http://www.naukrihub.com/trainings/
4.http://www.americantrainco.com/courses/total%20productive%20maintenance/dtllm.asp
x
5. http://www.industryforum.co.uk/practical-solutions/total-productive-maintenance-tpm-
training-programmes/
6. http://www1.eere.energy.gov/femp/pdfs/om_5.pdf

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