this is a report on internship at M.E. commercial vehicles Ltd.

1. An Industrial Training Report on
“V.E. Commercial Vehicles Limited”
Submitted in partial fulfilment for the Award of degree of Bachelor of Technology
In
Mechanical Engineering
Submitted To Submitted By
Mr. Ravi Shekhar Kinja Sudeep Mathur
(Head, Department of Batch 2015-2019
Mechanical Engineering, Roll No. :15EMVME040
MITS Jadan)
Department of Mechanical Engineering
Mahaveer Institute of Technology and Science, Jadan
Rajasthan Technical University, Kota
Dec. 2018

2. CERTIFICATE
TO WHOMSOEVER IT MAY CONCERN
July 10, 2018
This is to certify that Mr. Sudeep Mathur, a student of Mahaveer
Institute of Technology and Science, Jadan has completed his training
at VE Commercial Vehicles, Pithampur under my guidance. He has done
the project from 10th
May 2018 to 10th
July 2018.
During this period, he has worked on the project “Exclusive Store of UD
1104”
His performance has been satisfactory so as to fulfil all the requirements
for successful completion of the training. He has completed the project and
his performance was up to the mark.
Mr. Vaibhav Vinayaka
Asst. Manager,
Procurement & Logistics Department.
VECV Limited, Pithampur

3. DECLARATION
I hereby declare that the project work entitled “Exclusive Store of UD
1104” is a record of my own study carried out at VE Commercial Vehicles
Ltd. Pithampur (M.P). Under the guidance of Mr. Vaibhav Vinayaka
during my training period between 10th
May 2018 to 10th
July 2018.
Sudeep Mathur
B.Tech
Mahaveer Institute of Technology and Science, Jadan
DATE: 10-07-2018

4. ACKNOWLEDGMENT
I would like to express my sincere gratitude to V E Commercial Vehicles
Ltd. for providing me with opportunity and all the resources needed for
carrying out my project work. The training period was a great learning
experience for me.
I am deeply grateful to Mrs. Molly George (Deputy Manager – Human
Resources, VE Commercial Vehicles, Pithampur) for providing me with
this opportunity to work in Procurement & Logistics department.
I take this opportunity to thank my Project guide Mr. Vaibhav Vinayaka
for his guidance, encouragement, and charismatic supervision during the
course of training.

5. TABLE OF CONTENTS
ABOUT THE COMPANY___________________________01
PRODUCT RANGE________________________________02
PROJECT UD 1104________________________________ 05
DAY BY LEARNINGS_____________________________ 10
CONCLUSION ___________________________________ 11

6. P a g e | 1
ABOUT THE COMPANY
Eicher Motors is a commercial vehicle manufacturer in India. The company's origins date
back to 1948, when Good Earth Company was established for the distribution and service
of imported tractors.
In 1959 the Eicher Tractor Corporation of India Private Ltd. was established, jointly with
the Eicher tractor company, a German tractor manufacturer. In 1960 the first tractor
produced in India was put on the market.
Since 1965 Eicher in India has been completely owned by Indian shareholders. The
German Eicher tractor was partly owned by Massey-Ferguson from 1970, when they
bought 30 percent. Massey-Ferguson bought out the German company in 1973.
In 2005 Eicher Motors Ltd. sold their tractors and engines business to TAFE
Tractors (Tractors And Farm Equipment Ltd) of Chennai, the Indian licence of Massey
Ferguson tractors. VE Commercial Vehicles Limited (VECV) is a 50:50 joint venture
between the Volvo Group and Eicher Motors Limited, and is headquartered at New Delhi.
This joint venture came into effect in July 2008.
VECV is a leading full-range commercial vehicle player in India.
ETB, completed 25 years of operations in India in the month of June 2011. The first Eicher
truck was rolled out from its manufacturing plant in Pithampur, Madhya Pradesh in 1986
and over the past 25 years, the products have got endorsement from happy customers of
over 300,000 vehicles.
Volvo Trucks India: Sales and after sales support of Volvo trucks in India:
Volvo Trucks in India is synonymous with the mining and the construction industries. They
have been tried and tested for operations in extreme conditions, reliable and robust
performance and maximum productivity.
Productivity and have expanded business operations at a fast pace with quick return on
investments. Being the customer’s best business partner, Volvo Trucks extend support to
customers’ right through the life-cycle of the products with a wide network of service and
parts centres and on site assistance.
VE Commercial Vehicles Ltd. (VECV) comprises of five business verticals – Eicher
Trucks and Buses, Volvo Trucks India, Eicher Engineering Components and VE
Powertrain. VECV includes the complete range of Eicher's commercial vehicles,
components and engineering design businesses as well as the sales and distribution of
Volvo trucks. Each of its 'business units are already well established.

7. P a g e | 2
PRODUCT RANGE
Eicher Trucks and Buses (ETB) are present in the L/MD segment with
a dominant share in the 5T-12T truck segment. Eicher’s 15-65 seater buses have a
growing presence in the LD school bus, staff and route-permit segments. ETB has also
made strong inroads into heavy-duty trucks segment of 16T-40T with their “VE” series
of Fuel Efficient heavy-duty trucks.
Eicher Engineering Components (EEC), the automotive component division of VECV,
came into existence in 1992.
Eicher Engineering Solutions (EES) was set up in 1997, as a center of excellence to
provide design, development and consulting expertise in the field of engineering
services. It has two main business areas – EES Inc. (US) and EES Gurgaon (Delhi).
The state-of-the-art plant in Pithampur has access to top line manufacturing processes
which includes cab weld shop with robotic welding, CED paint shop, integrated testing
facilities, 100% hot test facility for engines and a lean and scalable manufacturing set
up. The plant has an annual production capacity of 48,000 units.
There are varieties of products of V E Commercial vehicles which varies as per the
capacity (Light, Medium and Heavy Duty) and design. With the PRO philosophy, ETB
is taking industry to a whole new level. The new product named as Eicher Pro series.
Professional, is not only the next-gen Eicher Pro Series of trucks & buses, but processes
and our attitude. Constant Productivity improvements, with best in class fuel efficiency,
superior uptime and relevant modernisation together with a Promise to partner the
customer right through the life cycle of the vehicle. This ensures the customer gets
more revenue out of the same assets, resulting in higher Profitability. For all our
stakeholders, this will lead to Prosperity. The products that comes under the Eicher
Trucks and Bus (ETB) division are as:
• Trucks – Following PRO Series trucks are manufactured
- 1000 series (4.9 – 15 tons)
- 3000 series (12-16 tons)
- 5000 series (16-40 tons)
- 6000 series (25-40 tons)
- 8000 series (25-49 tons)

8. P a g e | 3
Advantages of Eicher Trucks:
- Better fuel economy
- Higher payload
- Faster turnaround
- High reliability
- Built to deliver low total cost of ownership
• Buses – Skyline Pro, Skyline and Starline type buses with varying seating capac-
ity as 18 seats, 21 seats, 32 seats, 41 seats, 52 seats, 62 seats and……., many more
Applications - Tourist Buses, School Buses, Staff Buses, Route Permit Buses
Advantages of Eicher Buses –
- Superior comfort
- Safety features
- Fuel economy
- Redefined styling
Special Application Trucks
They are designed for special requirements.
Applications –
- Ambulance
- Mild steel container
- Reefer trucks
- Troop carriers
- Water tanker
- Prison VAN
- Aluminium containers
• Engines
- Euro 6 diesel based engines to supply for Volvo group at VE Power train,
Pithampur
- Euro 4 engines for VECV requirements as well as to supply for agricultural
machineries.

9. P a g e | 4
The Complete Product Range of Eicher Is Shown Here:
TRUCKS
LCV MCV HCV
10. 50
10.60
10.75
10.80
10.90
10.95
11.10
11.10 (tipper)
20.15
20.16 H
20.16 cowl
30.25(multiaxle)
33.25(multiaxle)
40.40
35.31
Terra 16(tipper)
Terra 25
Terra 25 HDr
Buses
NOVA
200
Cruiser
300
Skyline
300
Skyline
400

10. P a g e | 5
PROJECT: UD 1104
Introduction
UD 1104 – Export Indonesia
Objective:
UD1104 build quality improvement to a level of 20 de-merit in next 300 vehicle &
volume ramp up of 100 per month minimum.
Fundamental approach
• Strong governance structure for monitoring and dedicated project team for execu-
tion.
• All material (design improvement incorporated) to be secured in advance (at least
one week before rolling).
• All critical parts to be quarantine with special care at specific location.
• All trained operator and skilled manpower to be deputed on the line for the build
under close observation.
• ME to lead the build on line and discuss the feedback during daily meeting.
• First bucket feedback to operator before rollout of next bucket of vehicle.
• All vehicles to be parked at dedicated location.

11. P a g e | 6
Functional approach improvement in:
1. Part availability
2. Part quality
3. Manufacturing process
1. Parts availability
• Availability of re-designed parts: Based upon auditor’s inputs, there are few
improvements identified which are currently managed with rework as interim ac-
tion. As a permanent solution, new design release is done.
- Improved parts to be secured.
• Safety stock adherence
Minimum safety stock of one week (with current estimates – 25 sets) on
replenishment basis will be maintained for all exclusive parts in warehouse (for
outstation suppliers) and at supplier end for local suppliers.
- Exclusive part list compilation.
- Maintain one week safety stock.
- Call-off of exclusive part in plant (1 week advance of rollout).
• Exclusive space for aesthetics/branding parts
An exclusive storage space will be allocated for storage of aesthetics
(scratch/damage prone parts) for careful handling.
Similar looking branding parts will also be stored there for ease of supply and line
feeding based on roll out.
- List of exclusive aesthetic & branding parts.
- Separate store location for exclusive parts.
• Change management /Old parts disposition
All parts which have gone for modification based on inputs will be verified for
correct revision in stores. The activity will be done by stores, development and SQA
team in stores. The old stocks will be disposed for once and SAP stock correction
done accordingly. For any further changes, the CFT will take a call for
implementation in a bucket.
- List of C to P & P to P1 changes to be released.
- Segregation and Quarantine of old part of C & P build.
- Availability of budget for scraping old parts.
- Disposal of old parts of C & P build.
2. Parts Quality
Out of total exclusive 140 parts, 07 parts are still under process stabilization
(pending for PPAP), of which 05 parts are being supplied with alternative mfg.
processes by suppliers & 02 parts are critical for product quality.
• Front lid: Improvements implemented at supplier end and process under moni-
toring for efficacy. Controls put in place till process capability established. All sup-
plies are after verification of all improvements jointly worked along with Volvo
team.
- Sink marks & painting/aesthetic related improvement completed
- Modifications on logo mounting & material change for bracket.

12. P a g e | 7
- Till the time modifications are done, fitment of lid to be done at repair yard
only.
- PPAP for front lid closure.
All old stocks in plant disposed to avoid mix up and chances of assembly on vehicle.
• Bumper: Identified improvements (except one) implemented at supplier end. The
last improvement will be implemented by 10th
Jun 18.To confirm efficacy of actions
one lot to be manufactured under supervision of VECV SQA/Manufacturing team
and the process to be signed off.
• Rust prevention actions
Sheet metal parts welding and top coat painting implemented. On casting brackets
CED painting implemented. Frame is being processed with an additional top coat
of paint for better surface protection.
- Chassis painting (glossy) – implemented – to be implemented for domestic also.
– 10th
Jun’18.
• Packaging efficacy to avoid receipt condition scratches/damages
Verification of all identified aesthetics parts packaging for efficacy and ensuring
scratch/dent free parts at VECV
3. Manufacturing process:
Key actions to be taken and implementation from next bucket of 25 nos:
⚫ Rolling:
- All export vehicles will be rolled out in A-shift only
- Part availability 1 week before rolling date & to be rolled without shortages &
deviation.
- One shift dedicated for UD1104/ Pro3008 with rollout target of 25~30 vehicles.
This will ensure adequate checking time on every quality gate and adequate
training time on every station.
- Travel card on every vehicle with stamping on every station for the process done
by operator. Next roll out
- Feedback from FVI to Line supervisor & workers in morning meeting and cor-
rection in STANDARD OPERATING PROCEDURES.Team of 4 people de-
puted to ensure the process adherence.
⚫ Inspection:
- Travel card preparation.Next build onwards
- Inspection at Quality gate & special check sheet implementation for improve
build in quality.
- Quality gate special Check sheet preparation & training.
- Quality gate adherence & efficacy.
- Critical torque confirmation.
- Dedicated checkman & repairman training (twice a year) at skill dojo center
specific to UD1104.
- Verification of audit reworks points.
- Confirmation of rework at aggregate level.
- Aggregate level final inspection along with check sheet before sending to main-
line.4

13. P a g e | 8
- Separate area for export vehicle – audit & repair.
- 06 Quality inspectors to be trained in 03 groups for level-1 Volvo standard cer-
tification – Ando Khazutoshi (Process already started)
⚫ Training:
- Training material for operators & supervisors.
- Supervisor training to communicate upstream actions based on FVI & auditor
feedback.
- Chassis painting to be streamline
Quality improvement path:
Considering the current trend the average rollout de-merits is 850. The above actions
will enable to reduce de-merit to 100 per vehicle. The glide path to reach to 100
demerits is as:
• Current Roll out Demerit - 850 shall come down to 425 from next build and to
a level of 100 Demerit by December2018.
• Volume starting with 25 vehicles per month shall be gradually increased to a
level of 100 per month.
• Current Demerit score at final audit is 65 which shall be brought down to ap-
prox. 30 Demerits from November onwards
• Every vehicle which is despatched shall be with less than 20 Demerit.

14. P a g e | 9
Volume ramp-up plan for next 300 vehicles
Month wise bucket is planned deliver 300 vehicle order, slowly increasing the volumes
from 25 per month to 100 per month based on order confirmation. Monthly volume will
be split in smaller buckets for early feedback and issue resolution before next build.
Dedicated facility for audit & finishing:

15. P a g e | 10
DAY BY DAY LEARNINGS
** Saturdays, Sundays and Company Holidays are excluded.
Day 1 (10-05-18)
⚫ Department Assigned , i.e. Procurement and Logistics.
⚫ Work area assigned is Central Material Storage 1 (CMS 1) and Central Mate-
rial Storage (CMS 2).
⚫ Introduction of area and working by Project Guide Mr. Vaibhav Vinayaka.
⚫ Checked and updated material physical location at New Product Development
(NPD) Racks/Shelves at CMS 1.
⚫ Checked about 145 racks.
Day 2 (11-05-18)
⚫ Checked and updated the physical location of flow racks, material and mesh bin
at CMS 2.
Day 3 ( 14-05-2018)
⚫ Rearrangement of Materials and Flow Racks at 1st
floor of CMM 2.
⚫ Updated Quantity, Type and location [HRR(High Rise Rack)/Shelves] of
Strong Room Parts.
Day 4 (15-05-2018)
⚫ Rearrangement and shifting of old and empty racks and trolleys from 1 floor to
ground floor at CMM2.
Day 5 (16-05-2018)
⚫ Created new space for new Cab weld parts at 1st floor CMS 2.
⚫ Created layout of shelf storage for new cab weld parts on CADian Software.
⚫ Learned about receipt of goods received confirmation with reference to challan
and actual invoice at gateway CMM 1.
Day 6 (17-05-2018)
⚫ Another receipt Confirmation similar process as yesterday.
⚫ Labelling of racks in CMS 1 (AU8,9 And G4).

16. P a g e | 11
Day 7 (18-05-18)
⚫ Cheque payment procedure learning by collecting cheque from finance depart-
ment.
⚫ Learned about basic procedure of procuring the materials (i.e., purchasing) and
logistic of materials.
⚫ Current estimation of cost of purchasing the materials and services according to
previous purchase and payment records (PO i.e. Purchase Order)
⚫ Learned about ASN (i.e., Autonomous System Number).
Day 8 (21-05-18)
⚫ Rack arrangement at CMS 2 (1st
floor). Welding of fence on racks.
Day 9 (22-05-18)
⚫ Current estimation of cost of purchasing the materials and services according to
previous purchase and payment records (PO).
⚫ Gateway receipt confirmation of challan.
Day 10 (23-05-18)
⚫ EN Empty Locations (Physical) at CMS 2.
⚫ Upaded in SAP and Excel.
Day 11 (24-05-18)
⚫ TV, Keyboard, mouse and LAN cable installation at CMS 2 dockyard.
⚫ Programming and connectivity of TV to SAP (at CMS 2) at dockyard.
⚫ Prepared and Pasted Training Chart for opening of TV web application in in-
stalled TV sets at Dockyard of CMS 2.
Day 12 (25-05-18)
⚫ TV,Keyboard and mouse and LAN cable installation at CMS 1 dockyard.
⚫ Programming and connectivity of TV to SAP (at CMS 1) at dockyard.
⚫ Learned about Quarantine Area.
⚫ Labeled the Quarantine Area of Stores at CKD (Complete Knock Down) area.

17. P a g e | 12
Day 13 (28-05-2018)
⚫ Checked in cs15 ( in SAP) whether the parts are or not in BOM(Bill of Mate-
rial). Work began.
Day 14 (29-05-2018)
⚫ Checked in cs15 ( in SAP) whether the parts are or not in BOM(Bill of Mate-
rial). Work completed.
Day 15 (30-05-2018)
⚫ Part Location change in SAP.
⚫ Visited Paint and Chemical Store for planning and taken required measurements
for beginning the new layout of this store for increasing the storage capacity.
Day 16 (31-05-2018)
⚫ Layout making task of Paint and Chemical Store begins.
⚫ Searching of a misplaced part of NPD due to wrong location allocation in sys-
tem that was not physically present.
Day 17 (01-06-2018)
⚫ Part Location change in SAP.
Day 18 (04-06-2018)
⚫ Collected data required for conducting load test of lifting tackles viz. Depart-
ment (CMS1&2), Responsible Person (Vaibhav Vinayaka), Location/Station
Name, Specific Identification Number, Specific Purpose of Use, Working load
of Tackle (in kg), Safe working load (in kg), Safe Lifting point of tackle (CG of
Tackle), Diameter and Length of rope.
Day 19 (05-06-2018)
⚫ Zero Stock in A and B row- checked in BOM (Task began).
⚫ Converted the views of given parts to 1073--VE1900 Store (Task began).
Day 20 (06-06-2018)
⚫ Zero Stock in A and B row- checked in BOM (Task completed).
⚫ Converted the views of given parts to 1073--VE1900 Store (Task completed).
⚫ Identified scrap material of BS3(checked in BOM).
⚫ Surveyed the part no. in C, D, E, F rows at first floor CMS 2 to identify scarp
parts that need to be discarded.

18. P a g e | 13
Day 21 (07-06-2018)
⚫ Yellow taping (Boundary making) at VE1900 store at CMS 2 (1st
floor).
⚫ Surveyed the part no. in E, F, G, I row at first floor CMS 2 to identify scarp
parts that need to be discarded.
⚫ Started separation and removal of scrap parts of BS3 by identification in SAP
(worked till 08:30 pm).
Day 22 (08-06-2018)
⚫ Separation worked continues, counting of each and every part with part number.
Day 23 (09-06-2018)
⚫ Separation worked continues, counting of each and every part with part number.
⚫ Useless parts started to move to scrap yard.
Day 24 (11-06-2018)
⚫ Physical stock checking of given parts list in CKD.
Day 25 (12-06-2018)
⚫ Checking of useful and not useful parts in BS3 area.
Day 26 (13-06-2018)
⚫ Checking of useful and not useful parts in BS3 area.
Day 27 (14-06-2018)
⚫ SAP location creation of given parts in VE1900 store.
Day 28 (18-06-2018)
⚫ Boundary making (Yellow taping) at UD store at CMS 2 first floor.
⚫ Location number (labelling) given to racks, mesh bins and floor storage area in
system.
Day 29 (19-06-2018)
⚫ Boundary making (Yellow taping) at UD store at CMS 2 first floor.
⚫ Row marking of UD store (X1, X2 , …. , X16).
Day 30 (20-06-2018)
⚫ NPD store empty location founded, looking of occupied and genuine required
space of parts.

19. P a g e | 14
Day 31 (21-06-2018)
⚫ Checking the parts in CMS 1 are they in corrugated box or in Plastic bin or
loose.
Day 32 (22-06-2018)
⚫ Visited CSVES and learned about vehicle final testing with a test drive.
⚫ Learned about Cruise Control.
⚫ Explained the instructions of packaging checking system at dockyard to the su-
pervisors.
Day 33 (25-06-2018)
⚫ Material assemble procedure in UD store at specified locations.
⚫ Cross checking of material with system data of UD store.
Day 34 (26-06-2018)
⚫ Cross checking of material with system data of UD store.
⚫ New location markings done.
Day 35 (27-06-2018)
⚫ New material location creation in SAP of UD store 1074.
⚫ Worked till 07:00 pm to manage and check new material in UD store.
Day 36 (28-06-2018)
⚫ Pasted the updated material packaging monitor operating instructions at Dock-
yard of CMS 01 and CMS 2.
Day 37 (02-07-2018)
⚫ UD store checking and inspecting that parts are in specified location or not.
⚫ And the same is done on SAP.
Day 38 (03-07-2018)

20. P a g e | 15
⚫ Segregation process of left over material of BS3.
⚫ UD store monitoring.
Day 39 (04-07-2018)
⚫ UD store location creation on SAP for new parts.
Day 40 (05-07-2018)
⚫ VE 1900 Store Part number Stickers Sorting.
⚫ VE 1900 Store Part Number Stickers Pasted.
Day 41 (06-07-2018)
⚫ TV set installation for packaging check at Rear Axle Store at LMD assembly
line.
Day 42 (09-07-2018)
⚫ Flow rack dismantling process and transport it to UD store.
Day 43 (10-07-2018)
⚫ Leftover Flow rack dismantle process and transport it to UD store
⚫ Got Tatkal award by mentors for significant work Segregation of BS3 parts and
establishment of Exclusive Store for UD 1104 parts.

21. P a g e | 16
VE Commercial Vehicles Ltd Page 16
CONCLUSION
Industrial Training is the first step in the professional arena for engineering students
where they get to understand the workings for an organisation. So, it is important that
whatever has been learnt theoretically, the practical implication of the same should also
be learnt. Fortunately, I got the opportunity to undertake my internship in a profession-
ally very well managed organisation.
The summer industrial training program was all the more a learning experience for
me. Apart from working on my project, I worked with the staff of the organisation and
got to understand the real work time conditions and learnt them.