The document provides an overview of Uno Minda, an automotive components manufacturing company. It discusses Uno Minda's history, operations, products, customers, quality processes, and facilities. Key points include:
- Uno Minda has over 70 manufacturing plants globally and supplies automotive components to two-wheeler, four-wheeler, and off-road vehicle original equipment manufacturers.
- It has diverse product lines including switches, lighting, seating systems, and more. Quality is ensured through processes like panel checking and defect monitoring.
- The company operates various divisions and has subsidiaries/joint ventures. It focuses on technology, innovation, and sustainability in its production methods.
Lean Manufacturing Methods for Process ImprovementIRJET Journal
The document discusses lean manufacturing methods for process improvement. It begins with an introduction to lean manufacturing and its history starting with Henry Ford's assembly line. It then discusses how Toyota further developed lean concepts in response to limited resources in post-war Japan. The key principles of lean manufacturing including value stream mapping, just-in-time production, and continuous improvement are explained. Finally, common lean tools like 5S, value stream mapping, layout design, and visual management systems are described in detail along with their role in eliminating waste and improving efficiency.
The document provides an overview of Hi-Tech Arai Pvt Ltd, an Indian auto ancillary company located in Madurai. It discusses the company's profile, mission, vision, quality and environmental policies. Key details include that Hi-Tech Arai was founded in 1985 and entered a technical collaboration with Japanese companies Arai Seisakusho and Mitsubishi Corporation in 1987. It has expanded significantly over the years and owns multiple manufacturing units producing automotive components like oil seals, O-rings, and reed valves. The company aims to be a market leader and preferred supplier to customers through achieving high quality and on-time deliveries while maintaining environmentally friendly processes.
Summer Internship Report at Neel Metal Products Limited, ManesarMukesh D. Pathak
This document provides an overview of an industrial training report submitted by Hitesh Pathak at Arya College of Engineering & Information Technology. The report details Hitesh's training at Neel Metal Products Limited in Manesar, which is a major vendor for Honda 2 Wheelers India Ltd.
Over the course of the training, Hitesh learned about the company's operations, facilities, production processes, and departments. He provides descriptions of the company's press shop, weld shop, paint shop, and other areas. Hitesh also outlines the advantages and disadvantages of production line processes.
Summer Internship Report at Neel Metal Products Limited, ManesarMukesh D. Pathak
This document provides an overview of an industrial training report submitted by Hitesh Pathak at Neel Metal Products Limited in Manesar. It includes an acknowledgement, introduction to the company JBM Group and its subsidiary Neel Metal Products Limited. It describes the company profile, vision, values, technology, facilities, product range, certifications and production processes at Neel Metal Products Limited.
The document describes an industrial visit by MBA students from Tripura University to various companies located in Greater Noida between January 3-12, 2019. It provides details of the 7 companies visited, including Anmol Biscuits, C&S Electric, Wipe India Automotive, Global Autotech, Case New Holland, Oerlikon Graziano, and ABP News. For each company, it summarizes the products, production processes, sales, competitors and other key information. The objective of the visit was to provide students practical application and understanding of how companies operate.
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
The document discusses SWOT analysis of Amul, an Indian dairy brand. It provides:
1. A strengths of Amul including strong growth, brand loyalty, and quality supply chain. Weaknesses are high costs of operations and limited shelf life of dairy products.
2. Opportunities for Amul such as expanding globally and into new product categories. Threats include local and international competition.
3. A SWOT analysis of Lemon Tree Hotels discussing political, economic, and sociocultural factors affecting the hotel industry and Lemontree's success. It recommends using contingency approach to adapt to the COVID-19 pandemic.
Trough External Service Management Improve Quality & ProductivityIJMER
Abstract: The challenges in Small car project, necessitated improvements in quality and productivity,
right from day one of implementation of project. Detailed studies on external management services,
manufacturing process, various departments involved, and procedures followed were done, and
problems in the existing system were identified and solutions were provided. The object of this paper is to
investigate methods of measuring performance. The subject of this paper is the process of implementing
methods to increase productivity. Methods (procedures) of the study. Pattern during the writing of this
work was used by scientist’s articles information about the measurement and implementation of systems
productivity. Since this work was written with the use of different methods and examples, not all of them
before writing the work were known to me, I want to present a certain part to improve the productivity of
some companies in my country.
Lean Manufacturing Methods for Process ImprovementIRJET Journal
The document discusses lean manufacturing methods for process improvement. It begins with an introduction to lean manufacturing and its history starting with Henry Ford's assembly line. It then discusses how Toyota further developed lean concepts in response to limited resources in post-war Japan. The key principles of lean manufacturing including value stream mapping, just-in-time production, and continuous improvement are explained. Finally, common lean tools like 5S, value stream mapping, layout design, and visual management systems are described in detail along with their role in eliminating waste and improving efficiency.
The document provides an overview of Hi-Tech Arai Pvt Ltd, an Indian auto ancillary company located in Madurai. It discusses the company's profile, mission, vision, quality and environmental policies. Key details include that Hi-Tech Arai was founded in 1985 and entered a technical collaboration with Japanese companies Arai Seisakusho and Mitsubishi Corporation in 1987. It has expanded significantly over the years and owns multiple manufacturing units producing automotive components like oil seals, O-rings, and reed valves. The company aims to be a market leader and preferred supplier to customers through achieving high quality and on-time deliveries while maintaining environmentally friendly processes.
Summer Internship Report at Neel Metal Products Limited, ManesarMukesh D. Pathak
This document provides an overview of an industrial training report submitted by Hitesh Pathak at Arya College of Engineering & Information Technology. The report details Hitesh's training at Neel Metal Products Limited in Manesar, which is a major vendor for Honda 2 Wheelers India Ltd.
Over the course of the training, Hitesh learned about the company's operations, facilities, production processes, and departments. He provides descriptions of the company's press shop, weld shop, paint shop, and other areas. Hitesh also outlines the advantages and disadvantages of production line processes.
Summer Internship Report at Neel Metal Products Limited, ManesarMukesh D. Pathak
This document provides an overview of an industrial training report submitted by Hitesh Pathak at Neel Metal Products Limited in Manesar. It includes an acknowledgement, introduction to the company JBM Group and its subsidiary Neel Metal Products Limited. It describes the company profile, vision, values, technology, facilities, product range, certifications and production processes at Neel Metal Products Limited.
The document describes an industrial visit by MBA students from Tripura University to various companies located in Greater Noida between January 3-12, 2019. It provides details of the 7 companies visited, including Anmol Biscuits, C&S Electric, Wipe India Automotive, Global Autotech, Case New Holland, Oerlikon Graziano, and ABP News. For each company, it summarizes the products, production processes, sales, competitors and other key information. The objective of the visit was to provide students practical application and understanding of how companies operate.
Productivity Improvement using Lean Manufacturing '“ A Case Study at Muththam...ijtsrd
At the present scenario, the Lean Manufacturing has become a worldwide phenomenon. A large number of organizations are following Lean technologies and experiencing vast improvement in quality, production, customer service and profitability. Muththamizh industries in Palani is a manufacturing company that manufactures variety of agricultural oriented machines. In this work to adopt the Lean manufacturing concept in this industry by using Value Stream Mapping (VSM) technique and to reduce the wastes such as long lead time, defects, material waste etc. Our project focuses on creating current and future state value stream maps which, when implemented will decrease the current lead time of manufacturing thereby improving the productivity of industrial shop floor. From their products, the team chose Chaff cutter machine as a product family and worked on them. From the Current Value Stream Map created the lead time for the product is found to be 3 to 3.34 days right from the processing of raw materials till the product is ready to be shipped. From the map created, various stages that contains bottlenecks in production were clearly identified and remedial measures were taken to eliminate those bottlenecks. Various lean tools such as Kaizen Bursts, 5S and other methods to eliminate the wastes were identified and implemented effectively. After remedial measures were adopted the data is tracked again and Future Value Stream Map is drawn. From the map it was clear that the lead time for the product was reduced to a certain extent of up to 4 hours. Therefore our primary goal of the object was achieved by adopting lean techniques and the productivity and efficiency of the organization was increased. G. Saravanan | R. Karthikeyan | S. Mohamed Nasrulla"Productivity Improvement using Lean Manufacturing “ A Case Study at Muththamizh Industries" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-2 | Issue-4 , June 2018, URL: http://www.ijtsrd.com/papers/ijtsrd12836.pdf http://www.ijtsrd.com/engineering/mechanical-engineering/12836/productivity-improvement-using-lean-manufacturing--a-case-study-at-muththamizh-industries/g-saravanan
The document discusses SWOT analysis of Amul, an Indian dairy brand. It provides:
1. A strengths of Amul including strong growth, brand loyalty, and quality supply chain. Weaknesses are high costs of operations and limited shelf life of dairy products.
2. Opportunities for Amul such as expanding globally and into new product categories. Threats include local and international competition.
3. A SWOT analysis of Lemon Tree Hotels discussing political, economic, and sociocultural factors affecting the hotel industry and Lemontree's success. It recommends using contingency approach to adapt to the COVID-19 pandemic.
Trough External Service Management Improve Quality & ProductivityIJMER
Abstract: The challenges in Small car project, necessitated improvements in quality and productivity,
right from day one of implementation of project. Detailed studies on external management services,
manufacturing process, various departments involved, and procedures followed were done, and
problems in the existing system were identified and solutions were provided. The object of this paper is to
investigate methods of measuring performance. The subject of this paper is the process of implementing
methods to increase productivity. Methods (procedures) of the study. Pattern during the writing of this
work was used by scientist’s articles information about the measurement and implementation of systems
productivity. Since this work was written with the use of different methods and examples, not all of them
before writing the work were known to me, I want to present a certain part to improve the productivity of
some companies in my country.
1) World Class Manufacturing (WCM) originated from the Toyota Production System and focuses on eliminating waste. The seven main types of waste are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
2) WCM aims to bring manufacturing close to customers by reducing lead times, improving quality, and implementing total preventative maintenance. Key aspects of WCM include just-in-time production, total quality management, and value stream mapping.
3) India is emerging as a manufacturing hub, with many global companies outsourcing production there due to its large talent pool and improving quality and productivity. Indian companies are adopting global quality standards and winning international awards.
The document provides an analysis of the manufacturing industry and 3M Company. It can be summarized as follows:
1) 3M Company is a leading American manufacturing company known for innovative products like Scotch tape and Post-it notes. Founded in 1902, it now has over $30 billion in annual sales and operates in over 70 countries.
2) The manufacturing industry faces challenges of global economic conditions, competition, and cost pressures. However, trends show a gradual recovery in manufacturing output led by the US and emerging markets.
3) 3M has a diverse portfolio of businesses and geographic presence. However, it faces threats such as rising costs and currency fluctuations. To maintain growth, 3M relies on innovation
1. The document introduces Total Productive Maintenance (TPM), which aims to maximize production efficiency through the participation of all employees and departments.
2. TPM focuses on improving equipment effectiveness, preventing breakdowns and defects, and promoting a safe working environment. It was first implemented in Japanese factories and has since spread globally.
3. TPM has 8 pillars that guide its implementation, including autonomous maintenance, planned maintenance, quality maintenance, and education/training to build employee skills. Regular practice of TPM results in increased productivity, reduced costs, fewer accidents, and an improved workplace.
Trough External Service Management Improve Quality & ProductivityIJMER
The challenges in Small car project, necessitated improvements in quality and productivity,
right from day one of implementation of project. Detailed studies on external management services,
manufacturing process, various departments involved, and procedures followed were done, and
problems in the existing system were identified and solutions were provided. The object of this paper is to
investigate methods of measuring performance. The subject of this paper is the process of implementing
methods to increase productivity. Methods (procedures) of the study. Pattern during the writing of this
work was used by scientist’s articles information about the measurement and implementation of systems
productivity. Since this work was written with the use of different methods and examples, not all of them
before writing the work were known to me, I want to present a certain part to improve the productivity of
some companies in my country.
The company in focus is Sealmatic India Pvt. Ltd. Its mechanical seals are sold to over 47 countries, breaking the ceiling of dominance by other countries.
Mahendra Pumps is an Indian company that manufactures pumps and motors. It has 4 modern divisions and produces over 750 varieties of pumps for agriculture, industry, and domestic use. The company sources raw materials domestically and internationally to keep costs low. It focuses on quality, efficiency, and reliability to be competitive. Mahendra Pumps is located strategically in Coimbatore, India for its skilled workforce, suppliers, and infrastructure to support its operations. The company strives to be socially and environmentally responsible in its business practices.
IRJET - Implementation of TPM Philosophy on Critical Paint Shop MachineIRJET Journal
This document discusses the implementation of Total Productive Maintenance (TPM) on critical machines in the paint shop of Tata Motors Ltd. in Sanand, India. It begins with an introduction to TPM, including its objectives to improve overall equipment effectiveness and minimize breakdowns, defects, accidents and waste. It describes the eight pillars of TPM implementation including autonomous maintenance, planned maintenance, quality maintenance and education/training. The document then outlines the 12 steps to implement TPM in an organization and analyzes the results at Tata Motors, showing improvements from cleaning and organizing equipment to increasing overall equipment effectiveness from 63.82% before TPM to 85.23% after implementation.
This document is a summer training report submitted by Mohit Keshav at Neel Metal Products Limited. The report discusses a project to improve production at the company by using gang dies on presses. It aims to reduce production time and increase productivity. The report provides details on the company, including its vision, values and departments. It then describes the part being produced, the gusset head, and the individual processes involved in its production. Finally, it proposes mounting two similar dies on each press to perform the operations simultaneously, which would allow production to be completed at a faster rate.
The document provides an introduction to Adani Enterprises Limited, an Indian conglomerate founded in 1988. It discusses that Adani operates India's largest private port and special economic zone. It also owns major businesses in various industries such as resources, logistics and energy. The document then describes Adani's values of trust, courage and innovation. It provides details on Mundra Port and its strategic location and infrastructure. Finally, it discusses factors in the external environment including economic, social, political, technological and ecological factors.
Implementation of Lean Manufacturing System for Successful Production System ...IJERA Editor
In manufacturing industries lean manufacturing is a broadly accepted philosophy. There are more requirements of research and studies. To investigate the needs, techniques, benefits of lean manufacturing and approaches for implementation Lean manufacturing is a leading manufacturing paradigm has applied in many economy sectors, where we have to reduce manufacturing cost, improving product quality, reducing cost of poor quality, and quick to respond and “first to market to customer needs are critical to competitiveness and success. Lean methods and principle focus on the continuous improvement and engages employees reducing the intensity of materials, time, and capital necessary for meeting a customer’s needs. Successful implementation of lean manufacturing is very important to increase quality and waste reduction. By implementation of lean manufacturing there are various benefits such as waste elimination, reduction in reworking, financial benefits, lead time reduction and lower inventory levels.
The Toyota Company is the biggest auto-manufacture in the world. T.docxssusera34210
The Toyota Company is the largest automaker in the world. It employs a customer-focused philosophy called the Toyota Production System (TPS) that emphasizes providing high-quality vehicles at low cost and on-time delivery. TPS also aims to treat employees well and ensure flexibility. Key aspects of TPS include just-in-time production in response to customer demand, continuous improvement through kaizen, and stopping production if a problem is detected. Toyota pioneered lean production methods that minimize waste and overloading of employees to efficiently produce vehicles as ordered.
Syed Abid Ali is a Business Development Manager from Pakistan with over 10 years of experience in sales and marketing of industrial processing, packing, and printing equipment. He currently works for Sayeed International, a leading supplier of industrial solutions in Pakistan. His responsibilities include business development, sales, customer support, and managing staff. He has a history of successfully selling equipment to major companies in Pakistan and increasing sales.
IRJET- Reduction of Breakdown Hours Through Lean Technique in a High Volume L...IRJET Journal
This document summarizes a study on reducing breakdown hours through implementing lean techniques, specifically Total Productive Maintenance (TPM), in a manufacturing industry. The study identified that the foundry was a major contributor to breakdown hours. The objective was to reduce breakdown hours in the foundry by 25%. TPM initiatives like preventative maintenance, predictive maintenance, and autonomous maintenance were implemented. After implementation, breakdown hours were reduced by 20% in the industry, showing the effectiveness of TPM's proactive approach in improving productivity and efficiency.
IRJET- Reduction of Breakdown Hours Through Lean Technique in a High Volume L...IRJET Journal
This document summarizes a study on reducing breakdown hours through implementing lean techniques, specifically Total Productive Maintenance (TPM), in a manufacturing industry. The study identified that the foundry was a major contributor to breakdown hours. The objective was to reduce breakdown hours in the foundry by 25%. TPM approaches like preventative maintenance, corrective maintenance, and predictive maintenance were implemented. After implementation, breakdown hours were reduced by 20% in the industry, showing the effectiveness of TPM in improving productivity and efficiency.
Omnex specializes in Management Systems implementation and software solutions encompassing Quality, Environmental, Occupational Health and Safety, Cyber / IT Security, Sustainability, Supply Chain Management, Global Sourcing, Functional Safety, and Performance Enhancement by providing integrated consulting, training and software to an extensive array of industry and service sectors. Omnex training and consulting services address, specifically Management Systems including Business Operating System, New Product Development Integrating APQP, Core Tools with Lean, Agile Product Development, Functional Safety, Cybersecurity, Automotive SPICE, SOTIF, Omnex Product Design specific support for Electric and Autonomous Vehicle Development, Lean Six Sigma and Industrial Internet of Things IIOT, Problem Solving and use of all relevant Statistical Tools, ISO 27001 Cybersecurity, ISO 26000 Social Responsibility, Certified Auditor Training in ISO 9001, ISO 14000, ISO 45001, ISO 13485, IATF 16949, AS 9100, ISO 26262, ISO 27001 and other Standards.
IRJET- Productivity Improvement by Implementing Lean Manufacturing Tools ...IRJET Journal
This document discusses implementing lean manufacturing tools in plastic manufacturing industries to improve productivity. It begins with an abstract discussing quality and productivity improvement initiatives using tools like lean manufacturing, TQM, TPS, Six Sigma etc. in Indian SMEs.
The document then reviews lean manufacturing and its principles of minimizing waste to maximize value. It identifies the seven types of waste as overproduction, defects, inventory, transportation, waiting, motion and overprocessing.
The scope of work is to implement applicable lean tools in a plastic industry to reduce waste, reduce cycle time and improve productivity. The tools will be observed and validated against past records. A research framework is presented to identify opportunities from lean tools for plastic industries through implementation and suggestions
The document provides an overview of the full structure of Walton, a Bangladeshi conglomerate. It describes the various departments within the organization, including finance, credit, marketing, audit, production, logistics, service, and human resources. It outlines the roles and responsibilities of each department as well as details about Walton's products, vision, history, and competitive strategies.
Learn how Hitachi is helping to drive sustainability in manufacturing through its digital innovation and transformation capabilities, enabling companies to gain market share, retain top talent, enhance brand reputation, and achieve many other benefits beyond operational efficiency.
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
আমাদের সবার জন্য খুব খুব গুরুত্বপূর্ণ একটি বই ..বিসিএস, ব্যাংক, ইউনিভার্সিটি ভর্তি ও যে কোন প্রতিযোগিতা মূলক পরীক্ষার জন্য এর খুব ইম্পরট্যান্ট একটি বিষয় ...তাছাড়া বাংলাদেশের সাম্প্রতিক যে কোন ডাটা বা তথ্য এই বইতে পাবেন ...
তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
বিসিএস ও ব্যাংক এর লিখিত পরীক্ষা ...+এছাড়া মাধ্যমিক ও উচ্চমাধ্যমিকের স্টুডেন্টদের জন্য অনেক কাজে আসবে ...
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1) World Class Manufacturing (WCM) originated from the Toyota Production System and focuses on eliminating waste. The seven main types of waste are transportation, inventory, motion, waiting, overproduction, overprocessing, and defects.
2) WCM aims to bring manufacturing close to customers by reducing lead times, improving quality, and implementing total preventative maintenance. Key aspects of WCM include just-in-time production, total quality management, and value stream mapping.
3) India is emerging as a manufacturing hub, with many global companies outsourcing production there due to its large talent pool and improving quality and productivity. Indian companies are adopting global quality standards and winning international awards.
The document provides an analysis of the manufacturing industry and 3M Company. It can be summarized as follows:
1) 3M Company is a leading American manufacturing company known for innovative products like Scotch tape and Post-it notes. Founded in 1902, it now has over $30 billion in annual sales and operates in over 70 countries.
2) The manufacturing industry faces challenges of global economic conditions, competition, and cost pressures. However, trends show a gradual recovery in manufacturing output led by the US and emerging markets.
3) 3M has a diverse portfolio of businesses and geographic presence. However, it faces threats such as rising costs and currency fluctuations. To maintain growth, 3M relies on innovation
1. The document introduces Total Productive Maintenance (TPM), which aims to maximize production efficiency through the participation of all employees and departments.
2. TPM focuses on improving equipment effectiveness, preventing breakdowns and defects, and promoting a safe working environment. It was first implemented in Japanese factories and has since spread globally.
3. TPM has 8 pillars that guide its implementation, including autonomous maintenance, planned maintenance, quality maintenance, and education/training to build employee skills. Regular practice of TPM results in increased productivity, reduced costs, fewer accidents, and an improved workplace.
Trough External Service Management Improve Quality & ProductivityIJMER
The challenges in Small car project, necessitated improvements in quality and productivity,
right from day one of implementation of project. Detailed studies on external management services,
manufacturing process, various departments involved, and procedures followed were done, and
problems in the existing system were identified and solutions were provided. The object of this paper is to
investigate methods of measuring performance. The subject of this paper is the process of implementing
methods to increase productivity. Methods (procedures) of the study. Pattern during the writing of this
work was used by scientist’s articles information about the measurement and implementation of systems
productivity. Since this work was written with the use of different methods and examples, not all of them
before writing the work were known to me, I want to present a certain part to improve the productivity of
some companies in my country.
The company in focus is Sealmatic India Pvt. Ltd. Its mechanical seals are sold to over 47 countries, breaking the ceiling of dominance by other countries.
Mahendra Pumps is an Indian company that manufactures pumps and motors. It has 4 modern divisions and produces over 750 varieties of pumps for agriculture, industry, and domestic use. The company sources raw materials domestically and internationally to keep costs low. It focuses on quality, efficiency, and reliability to be competitive. Mahendra Pumps is located strategically in Coimbatore, India for its skilled workforce, suppliers, and infrastructure to support its operations. The company strives to be socially and environmentally responsible in its business practices.
IRJET - Implementation of TPM Philosophy on Critical Paint Shop MachineIRJET Journal
This document discusses the implementation of Total Productive Maintenance (TPM) on critical machines in the paint shop of Tata Motors Ltd. in Sanand, India. It begins with an introduction to TPM, including its objectives to improve overall equipment effectiveness and minimize breakdowns, defects, accidents and waste. It describes the eight pillars of TPM implementation including autonomous maintenance, planned maintenance, quality maintenance and education/training. The document then outlines the 12 steps to implement TPM in an organization and analyzes the results at Tata Motors, showing improvements from cleaning and organizing equipment to increasing overall equipment effectiveness from 63.82% before TPM to 85.23% after implementation.
This document is a summer training report submitted by Mohit Keshav at Neel Metal Products Limited. The report discusses a project to improve production at the company by using gang dies on presses. It aims to reduce production time and increase productivity. The report provides details on the company, including its vision, values and departments. It then describes the part being produced, the gusset head, and the individual processes involved in its production. Finally, it proposes mounting two similar dies on each press to perform the operations simultaneously, which would allow production to be completed at a faster rate.
The document provides an introduction to Adani Enterprises Limited, an Indian conglomerate founded in 1988. It discusses that Adani operates India's largest private port and special economic zone. It also owns major businesses in various industries such as resources, logistics and energy. The document then describes Adani's values of trust, courage and innovation. It provides details on Mundra Port and its strategic location and infrastructure. Finally, it discusses factors in the external environment including economic, social, political, technological and ecological factors.
Implementation of Lean Manufacturing System for Successful Production System ...IJERA Editor
In manufacturing industries lean manufacturing is a broadly accepted philosophy. There are more requirements of research and studies. To investigate the needs, techniques, benefits of lean manufacturing and approaches for implementation Lean manufacturing is a leading manufacturing paradigm has applied in many economy sectors, where we have to reduce manufacturing cost, improving product quality, reducing cost of poor quality, and quick to respond and “first to market to customer needs are critical to competitiveness and success. Lean methods and principle focus on the continuous improvement and engages employees reducing the intensity of materials, time, and capital necessary for meeting a customer’s needs. Successful implementation of lean manufacturing is very important to increase quality and waste reduction. By implementation of lean manufacturing there are various benefits such as waste elimination, reduction in reworking, financial benefits, lead time reduction and lower inventory levels.
The Toyota Company is the biggest auto-manufacture in the world. T.docxssusera34210
The Toyota Company is the largest automaker in the world. It employs a customer-focused philosophy called the Toyota Production System (TPS) that emphasizes providing high-quality vehicles at low cost and on-time delivery. TPS also aims to treat employees well and ensure flexibility. Key aspects of TPS include just-in-time production in response to customer demand, continuous improvement through kaizen, and stopping production if a problem is detected. Toyota pioneered lean production methods that minimize waste and overloading of employees to efficiently produce vehicles as ordered.
Syed Abid Ali is a Business Development Manager from Pakistan with over 10 years of experience in sales and marketing of industrial processing, packing, and printing equipment. He currently works for Sayeed International, a leading supplier of industrial solutions in Pakistan. His responsibilities include business development, sales, customer support, and managing staff. He has a history of successfully selling equipment to major companies in Pakistan and increasing sales.
IRJET- Reduction of Breakdown Hours Through Lean Technique in a High Volume L...IRJET Journal
This document summarizes a study on reducing breakdown hours through implementing lean techniques, specifically Total Productive Maintenance (TPM), in a manufacturing industry. The study identified that the foundry was a major contributor to breakdown hours. The objective was to reduce breakdown hours in the foundry by 25%. TPM initiatives like preventative maintenance, predictive maintenance, and autonomous maintenance were implemented. After implementation, breakdown hours were reduced by 20% in the industry, showing the effectiveness of TPM's proactive approach in improving productivity and efficiency.
IRJET- Reduction of Breakdown Hours Through Lean Technique in a High Volume L...IRJET Journal
This document summarizes a study on reducing breakdown hours through implementing lean techniques, specifically Total Productive Maintenance (TPM), in a manufacturing industry. The study identified that the foundry was a major contributor to breakdown hours. The objective was to reduce breakdown hours in the foundry by 25%. TPM approaches like preventative maintenance, corrective maintenance, and predictive maintenance were implemented. After implementation, breakdown hours were reduced by 20% in the industry, showing the effectiveness of TPM in improving productivity and efficiency.
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2. 2
1. INTRODUCTION
1.1 About company:
Making its mark in the International Grid of Automobile Components manufacturing, UNO
MINDA steers ahead as a leading Tier 1 supplier of Proprietary Automotive Solutions to
Original Equipment Manufacturers (OEMs). Incepted way back in 1958 with a meagre start-up
capital and now notching up a group turnover beyond US$ 1 Billion, speaks volumes of the
conglomerate that it is today.
For more than six decades, UNO MINDA has made significant contributions to the automotive
industry supply chain with innovative products, designed and engineered for efficiency with an
emphasis on enhanced comfort levels and fine-tuned response.
UNO MINDA has 71 manufacturing plants in India, Indonesia, Vietnam, Spain, Morocco,
Mexico Colombia, Germany design centers in Taiwan, Japan & Spain sales offices in North
America, Europe and ASEAN Countries.
With the human edge of a highly motivated workforce of over 23000 team members, the Group
is headquartered in Manesar, Haryana, India. We have more than 15 engineering, research and
development centers globally.
Technology and innovation are two key pillars of UNO MINDA philosophy. Our underlying
vision is to create a culture that fosters great ideas that can be the basis for planning ingenious
products, successfully manufactured to deliver value to our customers.
3. 3
2. Overview:
UNO MINDA Group is a conglomerate comprising of several companies which manufacture
diverse auto components for Indian and International OEMs. Each company is an
independent profit head operating at a high functioning level, responsible for its turnover,
business development and operations.
The companies are further consolidated into different domains, to systematize their
operations for a more effective and efficient execution. Creating a dynamic business
environment, this segregated and proactive approach evolves into a more productive
business module.
3. Customer:
Two wheeler:
HONDA
BMW
HERO
KTM
MAHINDRA
ROYAL ENFILD
TVS
SUZUKI
YAMAHA
Four wheeler:
ASHOK LEYLAND
DAIMLER
FORD
FIAT
HYUNDAI
HONDA
MARUTI SUZUKI
TATA
4. 4
TOYOTA
Off Road:
EICHER
ESCORTS
JCB
NEW HOLLAND
SWARAJ
TAFE
2. MINDA INDUSRIES PRODUCTS
The UNO MINDA strategic alignment ensures the maintenance of leadership in providing the
ideal product support for their customers. Drawing on the benefits of this long-term customer
support relation, UNO MINDA forges ahead as a Tier-1 supplier. We manufacture Alternate
Fuel Systems; Air Filtration Systems; Canisters; Brake Hoses & Fuel Hoses; Combined Braking
System (CBS); Noise Suppressor Cap; PDC Parts; Alloy Wheels; Seat Belts; Cameras; EA Pad;
Steering Wheel with Airbags; Air Brakes; Fuel Caps; Lighting; Air Ducts & Washer Bottle;
Spoiler; Body Sealing; 2W Switches & Handle Bar Assembly , 4W Switches & HVAC; Cigar
Lighters; Wheel Covers; Shifters; Infotainment Systems(CD Tuners, Display Audio & Audio
Video Navigations); Speakers; RPAS & ADAS; Sensors; Actuators; Controllers; Relay; End to
End Telematics & Connected Car Solutions; Horns; Seating Systems.
2.1 Certification
ISO 9001 :2015
ISO/TS 1699
ISO 14001
OHSAS 1800 I
2.2 VISION
“Expanding leadership in our business by creating an agile environment that delivers
excellence and delight to stakeholders through the power of people, innovation, market trends
and technology.”
5. 5
3. CORE VALUES:
We believe in…
Simplicity, by keeping a low profile externally and having clear, open and elective
communication within the organization.
Teamwork, with well-defined responsibilities and accountability.
Relationships of’ test among people, through well-defined job responsibility and authority.
According to top priority to customer focus, through a prompt and appropriate response.
Respect and care for all those dedicated to meeting commitments.
4. DIVISION OF MINDA
Uno Minda Limited- Switch Division
Uno Minda Limited - After Market Division
Uno Minda Limited - Acoustic Division
Uno Minda Limited - Auto Gas Division
Uno Minda Limited - Advanced Electronics Division
Uno Minda Limited - Lighting Division
Uno Minda Limited - Casting Division
Uno Minda Limited - Fuel Cap Division
Uno Minda Limited - Seating Division
2.5 UNO MINDA LIMITED SUBSIDIARIES
Mindarika (P) Ltd
Harita Fehrer Limited
Minda Kyoraku Ltd
Clarton Horns
Minda Tg Rubber (P) Ltd
Minda Storage Battries (P) Ltd
Minda Industries Vietnam Company (P) Ltd
MI Torica India (P) Ltd
MITIL Polymer (P) Ltd
Minda Germany Gmbh
6. 2.6 UNO MINDA LIMITED JOINT VENTURE
Minda Westport Technologies Limited
Roki Minda Company (P) Ltd
Denso Ten (P) Ltd & Minda D – Ten (P) Ltd
Minda Onkyo India (P) Ltd
Minda TTE DAPS (P) Ltd
Kosei Minda Mould (P) Ltd
Fig.1 COSTUMERS
6
7. 7
3. TECHNOLOGY
Technology, Innovation, and People serve as the three key pillars of theMINDAfoundation. Core
to this philosophy is a constant quest for excellence by enhancing technology, enabling
innovation, and empowering people, thereby, creating consistent value for all stakeholders.
MINDA Group has always kept a close watch on the dynamic needs of its customers and
continues the journey of efficiency by enhancing the technology at every stage.
The organization has collaborated with the best global technology partners; possess state of-the-
art manufacturing facilities and highly automated processes. These advantages have established
new benchmarks that have aided in providing superior quality and flawless technical perfection
to the organization's deliverables
The continuous commitment toward excellence and consistent efforts to innovate have brought
excellent growth results for the Group. Apart from incorporating sophisticated technology,
MINDA Group aims to not only exceed expectations but to create value through innovation. The
long-standing commitment to nurturing research and development has brought the organization
a long way since its commencement three decades ago.
4. HEALTH, SAFETY & ENVIRONMENT
At JBM, sustainability is the way of doing business. The Group aligned its goals for the
environment, health, and safety, making an impact across its value chain worldwide. Together
with the suppliers, customers, and stakeholders, IBM strives to maintain the highest standards to
preserve and protect the environment, as well as enhance the health and safety of Soup’s
employees and communities.
8. 8
5. PRODUCTION
"Production is defined by the Webster online as "to make into a product suitable to use .""
The action of manufacturing from components or raw material or the process of being so
produced.
Production is a process of combining various material inputs and immaterial inputs in order to
make something for consumption. It is the act of creating output, a good or service that has value
and contributes to the utility of individuals. Economic well-being is created in a production
process, meaning all economic activities that aim directly or indirectly to satisfy human needs.
The degree to which the needs are satisfied is often accepted as a measure of economic well-
being.
5.1 Types Of Production Procedure
Casting Process: This type of procedure required liquid material. This is the only process that
uses liquid material. This is the oldest procedure of production in which the molten metal is
poured into the refractory mould cavity and allowed to solidify. The object from the cavity
removed after the solidification.
Forming Process: This solid-state production process involves the minimum amount of material
wastage. In this process, the metal may be heated to a temperature, which is slightly below the
solidus temperature, and a large force is applied such that material flows and takes the desired
shape.
Fabrication Process: It essentially, involves joining pieces either permanent or temporarily so
that they would perform necessary function. The joining can be achieved by either or both of’
heat and pressure or joining through material. It is secondary manufacturing procedure.
Material Removal Process: This is also a secondary procedure where the additional unwanted
material is removed in the form of chips from the blank material by a harder tool so as to obtain
the final desired shape.
Production Line: A production line is defined as an arrangement in a factory in which a thing
being manufactured is passed through a set linear sequence of mechanical or manual operations.
The production line is required to produce products fast. As well the market demand is getting
9. 9
increase as well we need more products also with more in quantity. This concept reduces the
production time up to a mark and exponentially increases the profits.
5.2 Factors that can affect the Production Process
Supplies: Many manufacturing depends on raw material supplied from outside sources. Some
of the factors that can delay or hamper a regular delivery schedule include a glitch at the site of
a supply source, problem with transportation or inclement weather. If supplies are no
forthcoming as needed, the potential for shutdown in the manufacturing process can result.
Alternatively a smooth supply operation and well managed inventory promote production as
scheduled.
Equipment: When a manufacturing process involves complex machines to complete
production, a temporary malfunction or a breakdown in an intricate piece of equipment can affect
the production. Identifying means of improving efficiency of all working parts of production
promotes a continual and more efficient operation. Positioning of equipment and the personal
required to operate machine can also affect production.
Factory overhead: Production depends on utilities to power machines, cool equipment, and
light the workspace in their factories. Even a temporary shutdown of the power supply or lack
of a steady water source can impact production, thus affecting the production process. In addition
management style can have a significant impact on production in both negative and positive
ways.
Need for special Parts: In the textbook “Operation Management” professor R Dan Reid of the
University of New Hampshire and Nada R. Sanders of Lehigh University posit “Conformance
to specification” as one definition of quality in production. They cite as an example the situation
of machine parts being built to specs. Here an unforeseen change in made-to-order parts can
have a significant impact on production, especially if the parts are shipped over a long distance
from offsite. Disparities in qualities may require multiple orders for the same inventory, resulting
in delays and temporary slowdowns or shutdowns of production.
People who work at all points: The workforce especially “touch labor”, the workers directly
involved in the production can affect that process in many ways. For example, sick days and
vacations taken by key personnel must be figured into production to prevent a negative impact
on production. An intangible factor that affects the production process and is dealt with after the
fact is human error. Alternatively, humans inside a production lead to more labor-efficient and
cost-effective methods of production can affect in a positive way.
10. 6. PRESS SHOP
The press represents a specific type of machine tool, essential in the performance of industrial
manufacturing processes. Presses deliver energy through a force that acts over a distance or
stroke. Press machines are also the primary machine tool used in metal extrusion and sheet metal
fabrication processes. Hydraulic and mechanical presses are employed during sheer metal
forming to the extent that sheet metal processes, in general, are often referred to as press working.
Presses may be used in the manufacture of plastic parts. Machining operations, such as
broaching, may also require presses. Press machine tools vary in size and in the amount of force
they can output. The energy from a press is often used to do work requiring a tremendous amount
of force, such as a large amount of plastic deformation of a sizable piece of metal. The method
and nature by which a press machine will deliver its energy will vary, dependent on its type.
MINDA has the largest pressing shop in Asia and has a total of 10 different lines of pressing
machines. The plant has a total of ten lines comprising different forging machines of different
tones. The main reason why MINDA is developing very fast is because of the innovative
technology they are using in their industries which is totally automatic and is less dependent on
human power. Out of all 10 lines, only one line has a Hydraulic pressing machine and the rest 9
are mechanically pressing machines. Hydraulic pressing is a very slow process and is used for
components that require large bending.
Fig.2 PRESS LINE
10
11. 6.1 Hydraulic Presses
Hydraulic presses are a powerful class of machine tools, they derive the energy they deliver
through hydraulic pressure. Fluid pressure, in a particular ch ber, can be increased or decreased
by the use of pumps, and valves. Sometimes devices and systems may be used to increase the
capacity of the pumps in more powerful presses. These presses can operate over a long distance
and at a constant speed. Hydraulic presses are generally slower relative to other press machine
types. This involves longer contact with the work, therefore the cooling of the work can be an
issue when hot forming a part with hydraulic force. Hydraulic presses are capable of being the
most powerful class of presses. Some may be as large as buildings and can deliver awesome
pressure. The largest hydraulic presses are capable of applying 75,000 tons of force. The
hydraulic press shown is being used to manufacture metal forging. The excursion is also a very
common use for such a press, although extrusion is often performed horizontally.
Fig.3 Hydraulic Press Line
11
12. Working-Principle: The basic working principles of the hydraulic press are simple, and rely
on differences in fluid pressure. Fluid is pumped into the cylinder below the piston, This causes
the fluid pressure under the piston to increase. Simultaneously, fluid is pumped out of the top
channel, causing the fluid pressure above the piston to decrease. The higher pressure of the
fluid below the piston than the fluid above it causes the piston to rise. In the next step, fluid is
pumped out from below the piston, causing the pressure under the piston to decrease.
Simultaneously, fluid is pumped into the cylinder from the top, this increases the fluid pressure
above the piston. The higher pressure of the fluid above the piston, than the fluid below it,
moves the piston downward.
Fig. 4 Hydraulic Press Working Principle
6.2 Mechanical Presses
Mechanical presses belong to a class of machine tools that encompass a wide range of different
machine types. Primarily, the mechanical press transforms the rotational force of a motor into a
translational force vector that performs the pressing action. Therefore, the energy in a mechanical
press comes from the motor. These types of presses are generally faster than hydraulic or screw
presses,(the screw press may also be classified as a mechanical press).Unlike some presses,
12
13. 9. QUALITY DEPARTMENT
This department has a very crucial as well as very important role in the company's development.
A small defect in a product can cause a big loss economically.
The whole system work as a supposed company gets an order of 1 lakh pieces of patch pieces
then the first product from the machine is verified by engineers by "panel checker" and if it is
found accurate then all other products are only visually checked by workers. Engineers have all
the basic data about the product like dimensions, the distance between holes etc, which help
them in verifying the product on the panel checker.
Fig. 11 Panel Checker
9.1 MINDA Quality Goals
Zero defect
First time right, every time right.
No quality control, only quality assurance.
Reduced process variance.
100% customer satisfaction.
Reduction in the cost of the product.
Not only functional quality but also competitive commonly expected and attractive
quality.
To stick to these goals, the company has successfully implemented the Enterprises
Resource Planning (ERP) software i.e. Baan-IV a system application to support the
manufacturing, finance and sales & distribution functions.
19
14. 20
In JBM they follow the following Process
In Process Quality —Engineers check the first piece by panel checker.
Their main motto is to check:
Whether the gap between sample and panel checker is continuous or not.
Distance between holes and position of the hole.
Any trimming of extra parts is required or not.
FOA(First of approval):
After the first inspection all others product are only visually checked by workers. They are
provided with a type of"defect album" in which the possible types of defects that can occur are
written.Therefore the duty of worker is to visually check only that area which have the possibility
of any type of defects.Main motto of this is to check any type of crack,flange,dent,wrinkle,hole
shift etc.
Different Types Of Defects:
Crack
Flange cut
Dent
Wrinkle
Burr
Hole shift
15. 25
11. WORKING METHDOLOGY
MINDA Group follows the Indian standards to maintain the production and achieve quality
goals.
1. The 5S:
In Indian Standard the 5S stands for:
Sort
Set in Order
Shine
Standardize
Self-Discipline
1. SORT:
Remove unnecessary items and dispose of them properly.
Make work easier by eliminating obstacles.
Reduce the accumulation of unnecessary items.
Evaluate necessary items with regards to cost or another factor.
Remove all parts or tools that are in use.
Segregate unwanted material from the workplace.
Need a fully skilled supervisor for checking on a regular basis.
Don't put unnecessary items at the workplace & define a red-tagged area to keep
those unnecessary items.
Waste removal.
2. SET IN ORDER:
Arrange all necessary items so that they can be easily selected for use.
Prevent loss and waste of time by arranging work stations in such a way that all
tooling /equipment is in close proximity.
Make it easy to find and pick up necessary items.
Ensure a first-in-first-out FIFO basis.
Make workflow smooth and easy.
All of the above work should be done on regular basis.
16. 26
3. SHINE:
Clean your workplace completely.
Use cleaning as inspection.
Prevent machinery and equipment deterioration.
Keep the workplace safe and easy to work.
Keep workplace clean and pleasing to work in.
When in place, anyone not familiar with the environment must be able to detect any
problems within 50 feet in 5 secs.
4. STANDARDIZE:
Standardize the best practices in the work area.
Maintain high standards in workplace organization at all times.
Maintain orderliness. Maintain everything in order and according to its standards.
Everything is in its right place.
Every process has a standard.
5. SELF DISCIPLINE:
To keep in proper working order.
Also translates as “Do without being told”.
Perform regular audits.
Training and discipline.
Training is a goal-oriented process. Its resulting feedback is necessary monthly.