401257013_Munjal Showa

PROJECT REPORT
MUNJAL SHOWA LIMITED
1. IMPROVEMENTS IN REAR ASSEMBLY,
2. POLLUTION CONTROL IN PRODUCTION SHOP
3. VALUE STREAM MAPPING (AAHA)
Submitted By
Zorawar Singh
Roll No. - 401257013
Under the Guidance of
Department of Mechanical Engineering
THAPAR UNIVERSITY, PATIALA
June 2015
Dr. Tarun Kumar Bera
Assistant Professor
Mechanical Engineering
Thapar University, Patiala
Mr. Narinder Madaan
Sr. Div Manager
Industrial Engineering Department
Munjal Showa Ltd

Thapar University Project Semester Report 2014-2015
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DECLARATION
I hereby declare that the project work entitled
1. IMPROVEMENTS IN REAR ASSEMBLY
2. POLLUTION CONTROL IN PRODUCTION SHOP
3. VALUE STREAM MAPPING (AAHA)
is an authentic record of my own work carried out at MUNJAL SHOWA LIMITED as
requirements of six months project semester for the award of degree of B.E. (Mechanical
Engineering), Thapar University, Patiala, under the guidance of Mr Narinder Madaan and Dr.
Tarun Kumar Bera, during December 2014 to June,2015.
Zorawar Singh
401257013
Date: 20rd
June 2015
Certified that the above statement made by the student is correct to the best of our knowledge
and belief.
Dr. Tarun Kumar Bera
Assistant Professor
Faculty Coordinator
Mr. Narinder Madaan
Sr. Div. Manager
Industry Coordinator

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ACKNOWLEDGEMENT
I would like to express my gratitude towards all the people at Munjal Showa Limited who have
helped me in undertaking this project. I am grateful to my mentor Mr. Narinder Madaan, Sr. Div.
Manager, for his tutelage and insight into the conceptualisation of my training and project
operations. I would also like to thank and Mr. Anil Punia, Assistant Engineer, for their constant
help and support regarding the understanding and performance of the objectives regarding the
project. The proper direction and directive regarding my project wouldn’t have been possible
without the tutelage of Dr. Tarun Kumar Bera, Assistant Professor, Thapar University who
helped provide insight into the formation of the project that I undertook. I would also like to
thank Mr. Sudir Nath who is the human resource in-charge of my training in Munjal Showa
Limited.
Under their competent guidance, encouragement and critical evaluation, I got to see the industry
operations in a new perspective, most importantly was able to correlate and apply to practical
situations what has been taught in college subjects, thereby making my technical know-how
practically oriented, and enhancing other skills.
Zorawar Singh
Roll No. – 401257013
Mechanical Engineering Department
Thapar University

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Contents
I Summary…………………………………………………………………………………5
1 Introduction………………………………………………………………………………6
1.1 Industry…………………………………………………………………………….……..7
1.2 Showa Corporation……………………………………………………………….………9
1.3 Partnership………………….…………………………………………………….………9
1.4 History…………………………………………………………………………………..12
1.5 Products………………………………………………………………………………....17
2 Projects………………………………………………………………………………..…23
2.1 Improvements in Rear Assembly……………………………………………………..…24
2.2 Air Pollution Control in Machine Shop…………………………………………………29
2.3 Value Stream Mapping…………………………………………………………………..43
3 References……………………………………………………………………………….89
4 Suggestion/Problems Faced During Project Semester…………………………………..89

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SUMMARY
At Munjal Showa I was assigned to the Industrial Engineering department. Three projects were
carried out during the course of 6 months. The projects being:
1) Improvements in Rear Assembly
2) Air pollution control in machine shop
3) Value Stream Mapping
The first one is concerned with making improvements in Rear Assembly particularly LINE-5.
The objectives of this project were:
 Productivity improvements
 Reduce man-material movement
 Manpower Management
 Observing Standard operating Procedure
 Maintenance of newly installed features
 Improving cleanliness levels
The aim of the second project was to reduce pollution levels in Machine shop particularly in
welding shop.
The third project was Value Stream Mapping. This was done exclusively for AAHA model. The
objectives of this project were:
 To eliminate the avoidable NVA and to minimize unavoidable NVA
 To reduce 3M
 To understand Process Flow, Material Flow & Information flow.

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MUNJAL SHOWA
Type Private
Founder Mr. Brij Mohanlal Munjal
Founded 1987
Headquarters Gurgaon ( HARYANA), India
Key People
Mr. Brij Mohanlal Munjal, Chairperson
Mr. Yogesh Munjal, Managing Director
Products
Shock Absorbers
i. Front Forks
ii. Rear Cushions
Gas Springs
Front and Rear Struts
Revenue $1.3 billion
Costumers
Maruti Suzuki Pvt. Ltd
Honda Siel Cars
Hero Motocorp Ltd.
Yamaha Motor India Pvt. Ltd.
Honda Motorcycles and Scooters India Pvt. Ltd
Scooters India Ltd.
Kawasaki Bajaj Motorcycles
Website http://www.munjalshowa.net/

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INDUSTRY
The automobile industry in India is the eleventh largest in the world with an annual
production of approximately 2 million units. India is expected to overtake China as the
world's fastest growing car market in terms of the number of units sold and the
automotive industry is one of the fastest growing manufacturing sectors in India. Because
of its large market (India has a population of 1.1 billion; the second largest in the world),
a low base of car ownership (25 per 1,000 people) and a surging economy, India has
become a huge attraction for car manufacturers around the world.
The two-wheeler segment is the only one that has clocked positive growth at 12.9 percent
year on year to reach sales of nearly 13.5 million units by October 2014 .This can be
attributed to the low cost of two wheeler segment in India. The year 2014 has been a year
of stagnation which means that the continuous decline of the two wheeler market has
stopped. Maruti Suzuki being the highest four wheeler passenger vehicle company and
Hero Motocorp being the highest in the manufacture of two wheelers till date.
On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to
its deep forward and backward linkages with several key segments of the economy,
automotive industry has a strong multiplier effect and is capable of being the driver of
economic growth.The growth curve of India Auto Industry has been on an upswing for
the past few years. India became the fastest growing car market in the world in 2004,
with a growth rate of 20%. Continuing the upswing, the sector posted an impressive 8.9%
growth in 2007-08 and upto 12.9% increase in the segment by October 2014.
The automotive industry directly and indirectly employs 13 million individuals in India.
The industry is valued at about US$ 35 billion contributing about 3.1% of India's GDP
(nominal). India's cost-competitive auto components industry is the second largest in the
world. In addition, India's motorcycle market is also the second largest in the world with
annual sales of about 5 million units by 2004 and now latest figures showing of about
13.5 million sales between January - October 2014. With the advent of development in

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engineering and technology, a lot many significant changes have been taking place in
industrial sector.
Munjal Showa Limited being a private sector company which is headquatered in
Gurgaon, India. It is one of major companies which manufactures the Front Shock
Absorbers, Rear Shock Absorbers, Front-Rear Struts and Gas Springs for two wheeler as
well as four wheeler segment. It has proved to be a success in the market after initial
quality problems. The company also exports the manufactured parts to many countries.
Munjal Showa is considered to be the one of the important companies of India when it
comes to the production of various parts having a good costumer list and their satisfaction
as well.

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SHOWA CORPORATION, JAPAN
The History of the SHOWA CORPORATION
1938 Showa Aircraft Precision Works Ltd. was established to manufacture aircraft components.
1946 Showa Manufacturing Co., Ltd., initiated the production of automobile components.
1953 Showa Manufacturing Co., Ltd., initiated the production of shock absorbers.
President Yoichi Hojo
Head Office Fujiwara-cho, Gyoda, Saitama 361-8506, Japan
Established October 28, 1938
Core Buisiness
Manufacture of a precise functional part for a transportation and
sale
Net Sales 268,490 million yen
Number of Employees 13,000
Costumers
BMW AG
BOMBARDIER RECREATIONAL PRODUCTS INC
DUCATI MOTOR HOLDING S.p.A.
HARLEY DAVIDSON MOTOR COMPANY
HONDA MOTOR CO., LTD.
KAWASAKI HEAVY INDUSTRIES LTD.
MAZDA MOTOR CORPORATION
NISSAN MOTOR CO., LTD.
SUZUKI MOTOR CORPORATION
TOYOTA MOTOR CORPORATION
TRIUMPH MOTORCYCLES LIMITED
YAMAHA MOTOR CO., LTD.

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1960 Nagoya Plant started production.
1964 Showa stocks listed on section 2 of the Tokyo Stock Exchange.
1965 Saitama Plant started production.
1969 Corporate Head Office moved to Chuo-ku, Tokyo from Ohji-ku, Tokyo.
1974 Asaba Plant started production.
1975 Capital participation with Kaifa Industry Co., Ltd. in Taiwan.
1978 P.T. Showa Indonesia Manufacturing Co., Ltd. (current consolidated subsidiary) was
established in Indonesia.
1979 Showa American, Inc. was establsihed in the U.S.A.
1981 Showa Do Brasil Ltd., (current consolidated subsidiary) was established in Brazil.
1985 Showa stocks listed on section 1 of the Tokyo Stock Exchange.
1986 Munjal Showa Ltd., (a joint venture company), was established in India.
1986 Sunbury Component Industries, Ltd., (a joint venture company) was established in U.S.A.
1990 Showa Europe, S.A. (current consolidated subsidiary) was established in Spain.
1990 R&D Tochigi Center started its operation.
1991 Corporate Head Office moved to Saitama from Tokyo.
1993 Renamed as SHOWA CORPORATION after the merger with Seikigiken Kogyo. Co.,
Ltd. Started production of steering systems.
A subsidiary company in the United States and the stocks of the Blanchester FCM. Inc.,
are acquired by this merger.
1993 Summit Showa Manufacturing Co., Ltd., (current consolidated subsidiary) was established
in Thailand.
1994 American Showa, Inc.,current consolidated subsidiary, was established as a new company

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after Sunbury Component Industries Inc. merged with Blanchester FCM., Inc. and Showa
American Inc.
1994 Guangzhou Showa Shock Absorber Co., Ltd., (Now Guangzhou Showa Autoparts Co.,
Ltd., (current consolidated subsidiary) was established in China.
1994 Showa Kyushu Corporation was established in Kumamoto.
1995 Showa UK Ltd., (Now Nissin Showa UK Ltd., a consolidated subsidiary) was established
in U.K.
1996 Shichuan Ningjiang Showa Shock Absorber Co., Ltd., Now Chengdu Ningjiang Showa
Autoparts Co., Ltd., (a joint venture company) was established in China.
1998 Showa Canada Inc., a consolidated subsidiary, was established in Canada.
2002 Shanghai Showa Auto Parts Co.,Ltd.,a consolidated subsidiary, was established in China.
2006 Showa Autoparts (Thailand) Co., Ltd., was established in Thailand.
2006 Showa India Private Ltd., was established in India.
2007 Wuhan Plant of Guangzhou Showa Autoparts Co., Ltd., established in Wuhan, Hubei
Province in China.
2007 Saitama No.2 Plant started production.
2008 Showa philosophy established. Gotemba No.1 Plant started production.
2009 Established Showa Regional Center (Thailand) Co.,Ltd.in Thailand.
2010 Showa Seiko co.,Ltd. moued to its own new facility in Hadano, Kanagawa Pref, Japan.
Opened a motorcycle parts research & development facility within Showa Regional
Center (Thailand) Co.,Ltd.

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HISTORY OF MUNJAL SHOWA
In the year 1986 a joint venture with the Showa Corporation of Japan, Munjal Showa Limited,
India came into existence and with effect from 1987 production commenced.
Established in 1986, in technical and financial collaboration with Showa Corporation of Japan,
the pioneering global leaders in the manufacture of shock absorbers, Munjal Showa Limited is a
member of Hero Group, a US $ 1.3 billion manufacturing conglomerate, with a 45-year history.
The Hero Group, a major player in the manufacturing sector in India, comprises of 15 active
companies with complete backward integration for automotive manufacturing. Prime companies
in the Group are: Hero Honda Motors Limited, a joint venture with Honda Motors of Japan, Hero
Cycles, the largest bicycle manufacturer in the world, Majestic Auto Limited and Hero Puch,
manufacturing mopeds and scooters.

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Munjal Showa Limited in its joint venture with Showa Corporation, designs and manufacturers
shock absorbers and struts for leading two-wheelers and four-wheelers. The Munjal Showa
manufacturing plant is spread over an area of 24075 sq mt in the industrial area of Gurgaon,
Haryana, on the outskirts of the National Capital Territory of Delhi, India.
Today Munjal Showa Limited is one of the largest suppliers of shock absorbers to major auto
giants in India, Japan, Germany, the United States and the United Kingdom, amongst other
developed markets. The Company's
products conform to the highest
standards of quality, safety, comfort
and dependability and are QS 9000,
ISO 14001 and ISO 9001 compliant.
The use of advanced technology and a
team of experienced personnel have
led to outstanding growth in the
Company.
Founder and Chairman of Hero Group of Companies was born in 1923 at Kamalia district Toba
Tek Singh in unpartitioned Punjab, British India. After completing his formal education he
worked at the Army Ordnance Factory, before moving his base to India after partition.
In 1954 Hero Cycles Ltd moved up the value chain by making a shift from supplying and
manufacturing handlebars, front forks and chains.
Mr. BRIJ MOHANLAL MUNJAL
(CHAIRMAN)

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1956
Punjab Government issued tender notices for twelve new industrial licenses to make bicycles in
Ludhiana. Brijmohan Lall Munjal and his brothers participated in the bid and won the contract.
Hero Cycles was registered as a large-scale industrial unit. The capital was partly financed by the
Government of Punjab.
1961
Rockman Cycles Industries was established to manufacture bicycle chains and hubs. Under his
leadership Hero Cycles was the first company to export bicycles in large scale. In 1975 they had
earned the distinction of Largest bicycle manufactures in India. By 1986 Hero Cycles Limited
entered the Guinness Book of Records as the largest manufacturers of bicycles in the world.
Hero Honda (1983- 2011)
Before entering into a joint venture with Honda Motors, Dr. Munjal started the Majestic Auto
Limited and started manufacturing Hero Majestic Moped. To manufacture motor cycles in 1984
the Hero Group started a joint venture with Hero Honda and established a plant at Dharuhera
Haryana. Hero Group expanded so big that by 2002 they had sold 8.6 million Bikes producing
16000 motorcycles a day.
Hero MotoCorp Ltd.
The Legacy continued with the industry named Hero MotoCorp Ltd. After Hero Honda Motors
Ltd. joint venture (A joint venture of Hero with Japanese motors industry Honda) broke up in
Aug 2011 after all the settlements were done in board of directors meeting to pay some royalty to
Honda Motors Ltd.(Japan) as their Honda was used in Hero Honda on bikes till 2013.[5] The
name Hero Honda was used till 2013 by the industry as it had gain so much popularity with that
name in South Asia Pacific Region that in India it had become a brand name being the biggest
consumer of their bikes and it would be very difficult for them to establish industry Hero

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MotoCorp Ltd. with same demand and prestige in market after nurturing it as Hero Honda for
almost three decades
The separation gave an opportunity for Hero to expand its market globally with the name Hero
MotoCorp Ltd. Previously, it was not permitted for Hero Honda to sell their bikes outside Asia
Pacific Region and in countries where Honda group used to do so due to some other internal
reasons of the industry.
2013
In Starting week of August 2013 the industry recorded a benchmark never before reached by an
Indian Two wheeler Automobile industry manufacturer by producing 50 million bikes.
Mr Yogesh Munjal, the Managing Director of Munjal Showa Limited is an eminent personality
in the corporate world and an active participant in the affairs of and in the man-material
management of Hero Group companies.
Mr Munjal has affiliations with leading
associations like, Confederation of Indian
Industry (CII), Automotive Component
Association of India, Electronic Research and
Development Institute, State Apprentice Board,
Award Panel for Haryana Safety Council and
Indian, Indian Institute of Public Administration,
Indian National Suggestion Scheme's
Association, PHD Chamber of Commerce, All
India management Institute and National safety
Council, just to name a few. Mr Munjal has been
recently awarded with the Best Client Award
Mr. YOGESH MUNJAL
(MANAGING DIRECTOR)

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from the Leadership Management Institute, USA, at their 40th Annual Conference.
Munjal Showa Limited has established a strong foothold in the auto ancillaries manufacturing
market and enjoys a wide patronage. Munjal Showa products serve as original equipment to a
wide range of Maruti Suzuki upper end cars and export models. Honda Cars and complete range
of Hero Honda Motorcycles, Kawasaki Bajaj Motorcycles, Kinetic Scooters and Hero range of
mini-motorcycles and mopeds and Honda Motorcycles and Scooters India (Pvt) Limited. In over
a decade the Company's state-of-the-art Shock Absorbers, Front Fork, Struts and Window
Balancers/Gas Springs have become symbols of reliability and quality for popular two and four
wheeled vehicles.
Shock Absorbers :-
TWO WHEELERS
When vehicle receives an impact the blow is cushioned by the warping of the spring, but the
spring possesses the character of being returning back to its original shape as a reaction to the
energy impact
The role of the shock absorber is to elevate the stability through resistance to periodic vibration
which may be also known as the aftershock phenomenon and is special quality of spring to
improve comfort by mitigating the shock. Moreover it serves as a cushion to that blow by
converting the impact into heat.

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PRODUCTS
Wide range of manufactured products include :-
1) Front Cushion
1) Front fork serves as rigidity component just like a frame. Vehicle specific rigidity given
to present run out while braking and changing the direction of a wheel though handle
operations.
2) Maintain balance of vehicle frames stability and secures straight running stability as well
as rotationality of the vehicle.
3) The front fork prevents excessive weight on the front wheel during drastic sudden
applications the break, softens bumping when driving on rough road surfaces.
4) The front fork maintains proper damping through traction with the road surface.
Different Types of Front Forks :-
1) Upright Telescopic Type
Free Valve Type :- Construction is
relatively simple, with stable
performance. Applied widely from small
scooters to large-sized cruiser types.

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Cartridge Type :- Constructed with high
rigidity and stable damping force.
Mainly applied to large-sized on-road
models.
2) Inverted Telescopic
Big Piston Type:- Constructed with
enlarged piston to improve the
responsiveness of damping force, thus
demonstrate high performance. Applied
to most current large-sized on-road
models.
Separate Function Front Fork:-
Constructed with pressure separation
damper in one fork and spring in the
other fork, this type of front fork
demonstrate high performance by
dividing functions. Applied to
motocross race models. This front folk
allow for both high damper performance
as well as light weight.
Cartridge Type:- Demonstrates high
rigidity and stable damping force

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through damper construction. Mainly applied to large-sized on-road models.
Rear Cushion
1) Maintains posture of the vehicle.
2) It eases the thrust of shocks on rough roads
The rear cushion prevents changes in the contact forces between the rear tires and the road
surface, conveys the driving power from the rear tire smoothly to the surface of the road, and
creates conditions that conduce excellent traction as it maintains the power of the vehicle and
damping capacity.
Different Types of Rear Shock Absorbers :-
1) Double Tube Type
Constructed with double tubes, in side is
an oil chamber and outside is an air
chamber . Have types with low
pressurization to obtain further stable
damping. Applied from small
commuters to large-sized cruisers.

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2) Single Tube Type
Pressurized Tube Type:- Demonstrate
high performance due to construction of
separate oil and air chambers. In some
smaller vehicles, partitions are not
applied (due to emulsion).
Pressurized Sub- Tank Type:-
Basically similar with a single tube
construction, however excellent in heat
dissipation. This type have wide range
of settings.
3) Front/Rear Struts

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Different Types of Struts are :-
1) Double Wishbone Type:-
Conventional :- Double-tubed construction
filled wish low pressure nitrogen gas. This
type of shock absorber is supple and provides
stable riding comfort
Pressurized Isolation:- Single-tubed
construction filled with separate by free
piston gas chamber filled with nitrogen gas.
It provides a superb response as well as
helps to reduce the weight of the car.
2) Strut:-
Conventional:- Double-tubed shock absorber
with a function as part of the support structure of
the suspension. Like the double wishbone type, it
is a shock absorber filled with low-pressure
nitrogen gas that is supple and provides stable
riding comfort.

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High Rigidity Inverted Type:- Structurally,
this is a single-tube type placed upside down.
In case of struts bears a heavy load from the
vehicle body, however, this type of shock
absorbers with large-diameter pipe provide
sufficient rigidity.
Separately Mounted Rigid Spring:- (UNIT
DAMPER) Because the spring is mounted
separately, this type features a simple
structure comprised of a damping mechanism
only.

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Projects Undertaken
During the 6 months training at MSLM I undertook the following projects:
 Productivity Improvements in Rear Assy.
 Pollution Control in machine shop.
 Value Stream Mapping(Model-AAHA)

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Improvements in Rear Assembly.(Line 5)
The rear assembly line 5 is the least productive line among the 6 rear assembly line because it
has 2-3 model changes per shift. This leads to more start up losses. The models that are unique to
this line are:
 KSPG(MONO SHOCK)
 KSPA(MONO SHOCK)
 KWNA(GAS SHOCK ABSORBER)
 KWNH(GAS SHOCK ABSORBER)
 KTCJ
The process flow of this line and the cycle time is as follows:

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Methodology
As the enclosure consisting of this line was about to be converted into an air-tight enclosure to
reduce contamination, the major concern that needed to be addressed was cleanliness.
To make improvements on the cleanliness front, initially all the processes were understood and
any small areas of improvements noticed were simultaneously written down.
Upon complete understanding of all the processes and process flow the following aspects were
observed:
 Understanding the Layout
o To ensure that the layout suits the process flow
 Operator’s hand movement
o To ensure that there is no unnecessary movements
 Equipments involving oil like oil filling were carefully observed
o To ensure there is no leakage that can affect the cleanliness
 Operational Control Standard of equipments
o To ensure all the processes are completed the way they should be
 Ease of understanding the operations by the worker
o To ensure that the workers are completely aware of all the processes and the type
of raw material to be used
 Manpower Management
o To ensure effective manpower utilization
 Maintenance of newly installed changes
o To ensure that the new changes serve their purpose

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Implementation
 Operator’s Hand Movement
 In Rod guide pressing machine the worker had to continuously press both the
buttons unlike the other machines where the buttons have to be pressed only once.
Due to this the worker was unable to unload the next piece in the processing time.
Hence the maintenance dept. was informed immediately and the ECU of the machine was
changed.
 Equipments involving oil
In gas shock absorbers an air gun is used to clean the remains of oil on the part. This led to
accumulation of oil droplets on the wall and the floor. A bin was put there in which the oil is
collected.

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 In oil filling machine where the chances of contamination are the highest it was
ensured that the workplace will be cleaned at regular intervals by the operator.
 Also in the Dampening Force Testing Machine due to the presence of heat
exchanger the water used to get collected on the equipment. Though it happened
very rarely but when it did it was ignored.
Therefore the workers were instructed to clean their workstations at regular intervals
 Ease of Understanding the operations by the worker

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 Sometimes the worker brought the wrong raw material from the storage.
 In the newly installed chute system there was no particular rack for any raw
material.
Hence proper description was given for each material.
 Maintenance of newly installed changes
 The new chute installed which is used to slide down the final assembled part
outside the air-tight enclosure had started bending after 2-3 days of use.
Therefore there should be a support system so that there is no bending and the chute performs its
functions suitably.
 To reduce man movement
Results
Cleanliness Levels
Date 26/12 29/12 2/1 6/1 10/1 17/1 23/1 23/2 23/3 23/4 23/5
DFT Dirty Dirty Clean Clean Clean Clean Clean Clean Clean Clean Clean
Oil
Filling
Dirty Dirty Clean Clean Dirty Dirty Clean Clean Clean Clean Clean
Air Gun Very
Dirty
Very
Dirty
Very
Dirty
Dirty Dirty Clean Clean Dirty Clean Clean Clean

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Air Pollution Control in Machine Shop
Methodology
Theory
Air pollution is the introduction of particulates, biological molecules, or other harmful gases
into Earth's atmosphere, causing disease, death to humans, damage to other living organisms
such as food crops, or the natural or built environment. Air pollution may come
from anthropogenic or natural sources. To support life on earth the natural gaseous system i.e.
atmosphere is very essential. Indoor air pollution and urban air quality are listed as two of the
world's worst toxic pollution problems.
Pollutants
An air pollutant is a substance in the air that can have adverse effect on humans as well as
ecosystem. The substance can be solid particles, liquid droplets or gases. A pollutant can be of
natural origin or man-made.
Primary Pollutants
Primary pollutants are usually produced from a process, such as ash from a volcanic eruption.
Other examples include carbon monoxide gas from motor vehicle exhaust, or the sulphur
dioxide released from factories.
Pollutants
Primary
Pollutants
Secondary
Pollutants

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Major Primary Pollutants produced due to human activity are:
 Sulphur Oxides(SOx ) :
Sulphur Dioxide (SO2) is produced by volcanic eruptions and in
various industrial processes. Coal and petroleum components contain sulphur compounds
and their combustion generates sulphur dioxide. Further oxidation of SO2 in the presence
of NO2 as a catalyst from H2SO4 and thus acid rain.
 Nitrogen Oxides(NOx):
Nitrogen oxides particularly Nitrogen Dioxide (NO2) are expelled
from high temperature combustion. It is one of the most prominent air pollutants, this
reddish-brown toxic gas has a characteristic sharp, biting odor.
 Carbon Monoxide(CO):
CO is colorless, odorless, toxic yet non-irritating gas. It is formed
due to incomplete combustion of fuels such as coal, natural gas and wood. Vehicular
exhaust is a major source of its emissions.
 Volatile Organic Compounds:
VOCs are a well-known outdoor air pollutant. They are
categorized as either methane (CH4) or non-methane (NMVOCs). Methane is an
extremely efficient greenhouse gas which contributes to enhance global warming. Other
hydrocarbon VOCs are also significant greenhouse gases because of their role in creating
ozone and prolonging the life of methane in the atmosphere.
 Particulate Matter:
Particulates, alternatively referred to as particulate matter (PM),
atmospheric particulate matter, or fine particles, are tiny particles of solid or liquid
suspended in a gas. In contrast, aerosol refers to combined particles and gas. Some
particulates occur naturally, originating from volcanoes, dust storms, forest and grassland

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fires, living vegetation, and sea spray. Human activities, such as the burning of fossil
fuels in vehicles, power plants and various industrial processes also generate significant
amounts of aerosols. Averaged worldwide, anthropogenic aerosols—those made by
human activities—currently account for approximately 10 percent of our atmosphere.
Increased levels of fine particles in the air are linked to health hazards such as heart
disease, altered lung function and lung cancer.
 Other primary pollutants include CFCs, Ammonia, Odors and Radioactive Pollutants etc.
Secondary Pollutants
Secondary pollutants are not emitted directly. Rather, they form in the air when primary
pollutants react or interact. Ground level ozone is a prominent example of a secondary pollutant.
Major Secondary Pollutants are as follows:
 Smog:
Particulates created from gaseous primary pollutants and compounds in
photochemical smog. Smog is a kind of air pollution. Classic smog results from large
amounts of coal burning in an area caused by a mixture of smoke and sulfur dioxide. Modern
smog does not usually come from coal but from vehicular and industrial emissions that are
acted on in the atmosphere by ultraviolet light from the sun to form secondary pollutants that
also combine with the primary emissions to form photochemical smog.
 Ozone:
Ground level ozone (O3) formed from NOx and VOCs. Ozone (O3) is a key
constituent of the troposphere. It is also an important constituent of certain regions of the
stratosphere commonly known as the Ozone layer. Photochemical and chemical reactions
involving it drive many of the chemical processes that occur in the atmosphere by day
and by night. At abnormally high concentrations brought about by human activities
(largely the combustion of fossil fuel), it is a pollutant, and a constituent of smog.

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 Peroxyacetyl nitrate (PAN) - similarly formed from NOx and VOCs.
Sources
Man-Made Sources:
 Stationary sources include smoke stacks of power plants, manufacturing facilities
(factories) and waste incinerators, as well as furnaces and other types of fuel-burning
heating devices. In developing countries, traditional biomass burning is the major source
of air pollutants; traditional biomass includes wood, crop waste and dung.[7][8]
 Mobile sources include motor vehicles, marine vessels, and aircraft.
 Controlled burn practices in agriculture and forest management. Controlled or
prescribed burning is a technique sometimes used in forest management, farming. Fire is
a natural part of both forest and grassland ecology and controlled fire can be a tool for
foresters.
 Fumes from paint, hair spray, varnish, aerosol sprays and other solvents
 Waste deposition in landfills, which generate methane. Methane is highly flammable
and may form explosive mixtures with air. Methane is also an asphyxiant and may
displace oxygen in an enclosed space. Asphyxia or suffocation may result if the oxygen
concentration is reduced to below 19.5% by displacement.
Natural Sources
 Dust from natural sources, usually large areas of land with few or no vegetation
 Methane, emitted by the digestion of food by animals, for example cattle
 Radon gas from radioactive decay within the Earth's crust. Radon is a colorless, odorless,
naturally occurring, radioactive noble gas that is formed from the decay of radium. It is
considered to be a health hazard. Radon gas from natural sources can accumulate in
buildings, especially in confined areas such as the basement and it is the second most
frequent cause of lung cancer, after cigarette smoking.
 Smoke and carbon monoxide from wildfires

33 | P a g e
 Vegetation, in some regions, emits environmentally significant amounts of VOCs on
warmer days. These VOCs react with primary anthropogenic pollutants—specifically,
NOx, SO2, and anthropogenic organic carbon compounds — to produce a seasonal haze
of secondary pollutants.
 Volcanic activity, which produces sulfur, chlorine, and ash particulates
Indoor Air Quality
In any indoor environment, be it a house, a factory, an office the indoor air quality needs to be
controlled. A lack of ventilation indoors concentrates air pollution where people often spend the
majority of their time. Paint and solvents give off volatile organic compounds (VOCs) as they
dry. Lead paint can degenerate into dust and be inhaled. Intentional air pollution is introduced
with the use of air fresheners, incense, and other scented items. Indoor pollution fatalities may be
caused by using pesticides and other chemical sprays indoors without proper ventilation.
Carbon monoxide (CO) poisoning and fatalities are often caused by faulty vents and chimneys,
or by the burning of charcoal indoors.
Presence of particulates and harmful gases in the air can often have an adverse effect on the life
form of that region. Be it a residential area or a factory.
Here at Munjal Showa the pollution in the machine shop is a major concern. The operations done
in the machine shop are:
 Piston Rod Cutting, Threading & Grinding
 Fork Pipe Threading & Grinding
 Fork Pipe Hardening
 Damper Case Welding
 Bottom Case Buffing
 Bottom Case Operations
Despite the presence of natural and electric exhaust fans the pollution level is high. The major
causes of pollution in the machine shop area are:
 Grinding Machine(Fork pipe and Piston Rod)
Grinding is used to finish work pieces that must show high surface quality (e.g.,
low surface roughness) and high accuracy of shape and dimension. As the accuracy in
dimensions in grinding is on the order of 0.000025 mm, in most applications it tends to

34 | P a g e
be a finishing operation and removes comparatively little metal, about 0.25 to 0.50 mm
depth.
Grinding machines remove material from the work piece by abrasion, which can generate
substantial amounts of heat. To cool the work piece so that it does not overheat and go
outside its tolerance, grinding machines incorporate a coolant. The coolant also benefits
the machinist as the heat generated may cause burns.
The grinding machines at MSLM perform Center less Grinding. is a machining process
that uses abrasive cutting to remove material from a work piece.[1]
Center less grinding
differs from centered grinding operations in that no spindle or fixture is used to locate
and secure the work piece, the work piece is secured between two rotary grinding wheels,
and the speed of their rotation relative to each other determines the rate at which material
is removed from the work piece
Grinding Wheel
A grinding wheel is an expendable wheel that is composed of an abrasive compound used
for various grinding (abrasive cutting) and abrasive machining operations. The wheels are
generally made from a matrix of coarse particles pressed and bonded together to form a
solid, circular shape. Various profiles and cross sections are available depending on the
intended usage for the wheel.

35 | P a g e
The manufacture of these wheels is a precise and tightly controlled process, due not only
to the inherent safety risks of a spinning disc, but also the composition and uniformity
required to prevent that disc from exploding due to the high stresses produced on
rotation.
Characteristics of Grinding Wheel
There are five characteristics of a cutting wheel:
o Material
o Grain Size
o Wheel Grade
o Grain Spacing
o Bond Type
Material
The abrasive grain is chosen considering the hardness of the material i.e. being operated
upon. Following are the major abrasive grains used:
o Aluminium Oxide(A)
o Silicon Carbide(S)
o Ceramic(C)
o Diamond(D, MD, SD)
o Cubic Boron Nitride(CBN)
Grinding wheels with diamond or Cubic Boron Nitride (CBN) grains are called super
abrasives. Grinding wheels with Aluminum Oxide (corundum), Silicon Carbide or
Ceramic grains are called conventional abrasives.
The Grinding wheels used is different for different stages of grinding. .
At MSLM, Grinding is done in 3 stages:
1. Rough Grinding
The grinding wheel used is A80 where A is Aluminum and 80 is the grit size.
2. Semi-Final Grinding
The Grinding Wheel used is A220 where the grit size is 220.
3. Final Grinding
The Grinding Wheel used is 650FK with grit size 650.

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Grain size
Grain size, from 8 (coarsest) to 1200 (finest), determines the physical size of the abrasive grains
in the wheel. A larger grain will cut freely, allowing fast cutting but poor surface finish. Ultra-
fine grain sizes are for precision finish work.
Wheel grade
Wheel grade, from A (soft) to Z (hard), determines how tightly the bond holds the abrasive.
Grade affects almost all considerations of grinding, such as wheel speed, coolant flow, maximum
and minimum feed rates, and grinding depth.
Grain spacing
Grain spacing, or structure from 1 (densest) to 16 (least dense). Density is the ratio of bond and
abrasive to air space. A less-dense wheel will cut freely, and has a large effect on surface finish.
It is also able to take a deeper or wider cut with less coolant, as the chip clearance on the wheel is
greater.
Wheel bond
Wheel bond, how the wheel holds the abrasives, affects finish, coolant, and minimum/maximum
wheel speed.
 Vitrified (V)
 Resinoid (B)
 Silicate (S)
 Shellac (E)
 Rubber (R)
 Metal (M)
 Oxychloride (O)
At MSLM the wheel used has Resinoid Bond

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Implementations
Natural Exhaust Fans
Natural Exhaust Fans are responsible for keeping an area well ventilated without the use of any
power source like electricity. They use wind to work.
The following figure [1] shows the locations and distances of natural exhaust fans. The distances
were measured using a measuring tape. This data was noted and presented to the concerned
official.
[1]
Working NF 21
Not Working NF 2
Not Available NF 2
TOTAL NF 25

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Electric Exhaust Fans
Unlike Natural Exhaust Fans the electric exhaust fans do require electricity as a power source.
They are much more effective than natural exhaust fans due to their ability to quickly discard any
emissions.
The following figure [2] shows the location of Electric Exhaust Fans.
[2]
Working EF 22
Not Working EF 10
Not Available 20
Total 52

39 | P a g e
The dept. in charge i.e. maintenance was informed about the situation and was advised to repair
the fans and install new ones in the spaces available.
Welding
The emissions from Damper Case Welding line is the highest in the machine shop. Although
exhaust fans have been installed in work stations but they are not effective because they only
discard some emissions. Industrial Exhaust ducts will be much more effective in discarding the
welding fumes. Ducts are low pressure pneumatic conveyors used to convey dust, fumes etc. It
will serve the purpose of keeping the fumes out using minimum air flow. The working of
Industrial Exhaust Duct is shown in figure [3].
[3]
Therefore Ducts have to be installed in all welding workstations so as to reduce the air
pollution in the machine shop. Also there should be regular checks by the supervisor’s to ensure
that all the operator’s are wearing safety masks and the necessary safety gear while operating.

40 | P a g e
In spot welding machines after the piece has
been welded the operator slides it down to the
trolley. Now the newly welded work piece still
produces large quantity of fumes. Hence an air duct
should be installed above every trolley.
Oil & Grease Coating on Raw Materials
The raw material is often coated with oil &
grease by the vendor so as to prevent rusting. But
during welding the coating of oil & grease leads to the release of more fumes, thus increasing air
pollution.

41 | P a g e
To avoid this, thinner should be used. Thinner will remove the oil & grease particles from
the surface of raw material and will reduce the fumes by 25-35%. Just before taking the raw
material to the work station they have to be dipped in the thinner for 20-25 seconds. A protocol
should be put into effect that properly instructs the operators and makes it mandatory for each
one of them to dip the raw material into the thinner before proceeding to their workstation.
Shielding gases are inert or semi-inert gases that are commonly used in several welding
processes, most notably gas metal arc welding and gas tungsten arc welding (GMAW and
GTAW, more popularly known as MIG and TIG, respectively). Their purpose is to protect the
weld area from oxygen, and water vapor. Depending on the materials being welded, these
atmospheric gases can reduce the quality of the weld or make the welding more difficult.
The primary purpose of shielding gas is to prevent exposure of the molten weld pool to
oxygen, nitrogen and hydrogen contained in the air atmosphere. The reaction of these elements
with the weld pool can create a variety of problems, including porosity (holes within the weld
bead) and excessive spatter.
In some workstations all the CO2 is sucked out by the exhaust fans and duct. Due to
absence of CO2 and presence of O2, spatter increases. Due to this increase in spatter the quality
of the D/C decreases and it also takes time to remove the spatter.
D
U
C
T
Exhaust Fan

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As figure [1] denotes there are no electric and natural exhaust fans above the welding shop. All
the spaces available for electric exhaust fans are empty and new fans need to be installed. Also
exhaust fans should be installed on the side walls near welding shop.

43 | P a g e
Value Stream Mapping
It is a representation of the flow of materials from supplier to customer through an organization
as well as the flow of information. This enables us to observe where the delays are in the process,
any restraints and excessive inventory.
Value stream mapping & analysis is a tool that allows you to see waste, and plan to eliminate it.
Type of Activities in a Process
Value Added Activity
 Transforms or shapes the material, information, and people.
 It’s done right for the first time.
 Customer values it.
Non-Value Added Activity-Necessary Waste
 No value is created, but cannot be eliminated based on current technology, policy
and thinking.
 Examples: project coordination, regulatory, company.
Non-Value Added Activity- Pure Waste
 Consume resources, but create no value in the eyes of customer
 Example: idle/wait time inventory, rework, and excess check offs.
Emphasize
Minimize
Eliminate

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3M
MUDA – Waste
MURI- Strain
MURA-
Inconsistency/Imbalance
TYPES OF MUDA (WASTE)
 MUDA of Overproduction
 MUDA of Stock
 MUDA of Conveyance
 MUDA of movement of worker
 MUDA of operation itself
 MUDA of waiting
 MUDA of production of Inferior goods
MURI
MURA
MUDA

45 | P a g e
 Over-Production:
Making what is unnecessary, when it is unnecessary, and in an unnecessary
amount.
GOAL- Produce to target cycle time then eventually produce all operations to takt time in future
state.
 Stock:
Material or parts that are stored for future use or shipment.
GOAL- To reduce inventory.
 Transportation:
Moving parts unnecessarily from one place to another place.
GOAL- To operate in such a way that movement is least.
 Waiting:
Time wasted in waiting of material, tool die etc.
GOAL- To eliminate unnecessary interruption to make production smooth
 Operation:
Unnecessary operation on products which is not required.
GOAL- To eliminate unnecessary operations to make production smooth.
 Movement:
Excessive motion beyond what is needed to get the job done.
GOAL- To reduce excessive movement.
 Inferior Quality:
Any product that does not meet specification and therefore either needs to be
rework and scrapped.
GOAL- First time right.

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MURA=Unevenness
MURA will add cost of:
 Variation in quantity
 Unbalanced capacities of various machines
 People are too busy in one area and too idle in the other area.
 Mixing up of experienced and inexperienced workers.
MURI=Strain
Muri will add cost of:
 Strain on Man/Machine/Infrastructure
 Loss in productivity
 Low employee morale
How to identify the Wastes?
 Visual Study
 Time Study
 Motion study through video graphy

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How to eliminate 3M?
 Go and See
 Analyze the situation
 Perform Why? Why? Analysis
Waste in watching
Waste in Walking
Waste in Searching
Waste in Handling
Waste in Operation
Waste in Waiting
Waste of fucntions
Waste due to retention
Waste in parts
Waste due to low
material yield
Waste to hardware
Waste of consumables
Waste of general
purpose m/c
Waste created
by breakdowns
Waste in m/c idling
Waste in m/c handling
Waste of
conveyors
Waste of
large
machines
Waste of materials
Waste in meeting
Waste in
management
control
Waste in mngt.
Control
Waste in vouchers
Waste in excess
conveyance
Waste in picking
Waste in inventory
Waste created by
breakdown
Waste in packaging
Waste in packaging
Waste in making
defective goods
Waste in quality
control
Waste in finding
defects
Waste in inspection
Waste due
to absence
of standards
MAN
MATERIAL
MACHINE
QUALITY METHOD
MANAGEMENT
W
A
S
T
E

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-Uncover the root causes of waste and error , not the symptons
-Avoid to blame
Identification for Improvement
 Can this job be made more comfortable?
 Isn’t there a better method for this operation?
 Isn’t there a faster way of doing it?
 Isn’t there a safer way of doing this?
Lean Manufacturing
The Lean approach is based on finding efficiencies and removing wasteful steps that don't add
value to the end product. There's no need to reduce quality with lean manufacturing – the cuts are
a result of finding better, more efficient ways of accomplishing the same tasks.
Understanding of Lean Principles of Lean Principles
 Value(From the customer’s perspective)
 Value Stream(Map the steps in Value Stream Mapping)
 Flow(create smooth flow)
 Pull System (the right amount at right time, no more no less)
 Perfection(elimination of all waste in the value stream mapping)
The Five Principles of Lean
 VALUE
Every company needs to understand what value the customer places upon their products
and services. It is this value that determines how much money the customer is willing to
pay for the product and services.

49 | P a g e
This leads to a top-down target costing approach that has been used by Toyota and others
for many years. Target costing focuses on what the customer is willing to pay for certain
products, features and services.
From this the required cost of these products and services can be determined. It is the
comapany’s job to eliminate waste and cost from the business processes so that the
customers price can be achieved at great profit to the company.
 THE VALUE STREAM
Value stream is the entirely flow of a product’s life-cycle from the origin of the raw
materials used to make the product through to the customer’s cost of using and ultimately
disposing of the product.
Only by a study and understanding of the value of the stream and its value add and
waste, a company can truly understand the waste associated with the manufacture and
delivery of a product and/or service.
 FLOW
One very significant key to the elimination of waste is flow. If the value chain stops
moving forward for any reason, then waste will be occurring.
The trick is to create a value-stream where the product (or its raw materials, components,
sub-assemblies) never stops in the production process, where each aspect of production
and delivery is fully synchronized with the other elements.
 PULL
The way to ensure that nothing is made ahead of time and builds up work in process
inventory that stops the synchronized flow is to use a pull approach. A pull approach
states that we do not make any thing until the customer orders it.

50 | P a g e
To achieve this requires great flexibility and very short cycle times of design, production
and delivery of the products and services.
PERFECTION
A lean manufacturer sets his/her targets for perfection. The idea of total quality
management is to systematically and continuously remove the root cause of poor quality
from the production processes so that the plant and its products are moving towards
perfection.
What is a Value Stream?
 It defines value from the customer’s perspective.
 All of the actions and tasks, both value added and non-value added, required to bring an
item (an idea, information, product or service) from its inception through delivery.
 These include actions to process information from the customer and actions to transform
the product on its way to the customer.
Types of Value Streams
PROCESS LEVEL
SINGLE FACILITY
MULTIPLE FACILITIES
ACROSS ORGANIZATION

51 | P a g e
VALUE STREAMS
TYPE OF FLOW OF MANUFACTURING
There are 3 types of flow in manufacturing:
 Material Flow:
 Movement of material through the factory
 Information Flow:
 Tell each process what to make or next action
 Operation Flow:
TOTAL VALUE STREAM
Supplier Plant Customer
VALUE STREAM

52 | P a g e
 Flow of equipment and people
Why do Value Stream Mapping?
1. Provides the means to see
 The material and information flow together
2. Helps to see more waste
 Mapping helps to see of waste
3. Provide a common language
 For talking about manufacturing system
4. Forms the basic of an implementation
5. Support the prioritization
Mapping Method
 Follow a product’s production path
 From customer production’s path
 Draw a visual representation of every representation
 Current State Map
 Identify improvement areas
 Draw a future state map of how value should flow
Using the mapping tool
Product Family
Current State Drawing
Future State Drawing
Work Plan and Implementation

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LEAN JOURNEY
PROCESS
W
A
S
T
E
CURRENT STATE
ACTION
PLAN
Lesser Waste
New Waste
Identified
FUTURE STATE
NEXT FUTURE STATE
Less Waste
New Waste
Identified
ACTION
PLAN
MAP THE CURRENT
STATE
ANALYZE THE CURRENT STATE AND DESIGN
THE FUTURE STATE
CREATE AN IMPLEMENTATION AND EXECUTE IT

54 | P a g e
METHODOLGY
HOW TO CREATE CURRENT STATE MAP?
Step-1 Select a Product Family
 Identify Product Families
-A group of products that pass through similar process steps on similar/common
equipment
 If product mix is complicated, create a Matrix
-Process/assembly steps/ equipments at common axis
-Product on another axis
Step-2 Form a Team
 Select a cross-functional Team:
-Team members
 Familiar with the product
 Trained in use of VSM
 Designate a value stream manager
DATA COLLECTION
 Dispatch Schedule
 Packing Size
 Working Hrs
 Downtime
 Rework
 Scrap
 Standard Stoppages
 WIP
 Overtime per week
 Process Cycle Time
 Takt Time
 Lot Size
 Changeover Time
 Changeover frequency

55 | P a g e
 Inventory Location and size
Step-3 Understand Customer Demand
Mapping starts with the customer requirements:
 Represent the customer plant with a factory icon
 Place it under the upper right hand portion of the map
 Just under the icon, draw a data box containing the requirements of the customer
Factory Icon:
Data Box:
Step-4 Map the process flow
 Draw the basic production process
-by using process box indicating
 No. of operators
 Process Layout
ABC Corp.
Supplier/Customer/External Source
Actual Location
in VSM:
ABC Corp.
15000 pcs/month
-7000 Left
-8000 Right
Tray- 20pcs
Shifts- 2
Tray- 20pcs
15000 pcs/month
-7000 Left
-8000 Right
Shifts- 2

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 MRP Systems
-must be arranged in the sequence of their occurrence
 Draw the basic production process
-the cycle time
-changeover time
-reliability
-available work time for each individual process
Name of MFG Process
Symbol for
operator
PROCESS
2
No. of
operators
U-Cell
with 3
Operators
PROCESS
Tray- 20pcs
15000 pcs/month
-7000 Left
-8000 Right
Shifts- 2

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PROCESS
1
MANUFACTURING PROCESS
Rolling
1
DFT
1
Bush Fitting
1
Stamping
1
27600 sec avail
C/T=4 sec
Uptime=85 %
27600 sec avail
C/T=8 sec
Uptime=90%
27600 sec avail
C/T= 3 sec
Uptime=90%
27600 sec avail
C/T= 2 sec
Uptime=90%

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1a
1b
2a
2b
2c
2d
3a
3b
2e
4

59 | P a g e
Step-5 Map the Material Flow
 Material Flow
-Inventory
-Push/Pull
-Mode of Transportation
-Distance between two process locations and time taken
 Drawn from Left to Right
-on bottom half of the map
-in the order of processing steps
Symbol Used
Inventory ---------------------------------------------------
Truck Shipment -----------------------------------------
Movement of Production material by PUSH---------

60 | P a g e
Movement of finished material to customer ---------
300 pcs
1 day
INVENTORY
Tray- 20pcs
15000 pcs/month
-7000 Left
-8000 Right
Shifts- 2
PUSH
Rolling
1
DFT
1
Bush Fitting
1
Stamping
1
4600L
2400R
1100L
600R
1200L
640R
27600 sec avail
C/T=4 sec
Uptime=85 %
27600 sec avail
C/T=8 sec
Uptime=90%
27600 sec avail
C/T= 3 sec
Uptime=90%
27600 sec avail
C/T= 2 sec
Uptime=90%

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Step-6 Map the Information flow

PISTON RODS
5 Days
Assy
Rolling
1
DFT
1
Bush
Fitting
1
Stamping
1
4600
L
2400
R
1100
L
600R
1200
L
640R
27600 sec
avail
C/T=4 sec
Uptime=85 %
27600 sec
avail
C/T=8 sec
Uptime=90%
27600 sec
avail
C/T= 3 sec
Uptime=90%
27600 sec
avail
C/T= 2 sec
Uptime=90%
PISTON RODS
Tues &
Thurs
Shipping
Tray- 20pcs
15000 pcs/month
-7000 Left
-8000 Right
Shifts- 2
Daily order
90/60/30 day
forecasts
6 Week forecasts
Weekly

62 | P a g e
Information Flow
-Type of information
-Mode of communication i.e. physical or electronic
-Frequency of communication
 Drawn from right to left
-In the top half of map
Step-7 Calculate Total Product Cycle Time
 Draw production lead time/value-added timeline
 Calculate production lead time for inventory triangles by dividing quantity of inventory
by the customer daily requirement
Example: Qty of inventory- 15000
Customer daily requirement-5000
Production Lead time-15000/5000=3 days
CYCLE TIME
Time taken by the operator to go through all the work elements before repeating them.
VALUE ADDED TIME
Time taken by those work elements which actually transform the product in a way that the
customer is willing to pay.

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Analyzing the Current Value Stream Map
MSLM provides the AAHA model of rear suspension to 2 plant of HMCL:
1.HMCL Daruhera
2.HMCL Neemrana
Step-1
Select a Product Family
Upon discussion with the Industrial coordinator, the recently launched model of Rear Assembly
AAHA was
chosen as the
product.

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Step-2 Form a Team
Mr. Narinder Madan (Value Stream Manager)
Mr. Anil Punia(Assistant Engineer)
Mr. Zorawar Singh(Industrial Trainee)
DATA COLLECTION
 Dispatch Schedule
DATE BLACK SILVER RED MAROON
10/03/15 8280 240 820 240
11/03 4860 360 480 240
12/03 6280 360 360 240
13/03 5000 360 600 240
14/03 5840 240 720 240
16/03 6580 240 480 240
17/03 7460 240 600 360
18/03 7520 240 600+60(E) 320+20(E)
19/03 4850 240 600 360
20/03 5820 120 840 630
21/03 5150 520 650 300
23/03 5150 520 650 300
24/03 4160 120 360 240
25/03 6200 120 360 240
26/03 6800 240 832 240+20(E)
DIFFERENT COLORS IN AAHA MODEL

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27/03 5600 240 600 240
28/03 4500 240 600 360
30/03 5200 240 360 360
31/03 4280 360 360 240+20(E)
01/04 6880 240 360 240
02/04 5400 240 360 360+20(E)
03/04 4960 360 480 240
04/04 7100 240 600 240+20(E)
06/04 3980 360 240 360
07/04 4560 240 240 360
08/04 5980 360 720 240
09/04 6540 360 360 240
Packing Size:
AAHA is shipped in a double Decker trolley. The quantity of this trolley is 220.
Working Hours:
The working hours of Line-3 that assembles AAHA in Shift A is 8hours and 30 minutes. The
following is the daily working schedule:
 7:30-9:30 –Work
 9:30-9:40 – Tea Break
 9:40- 10:45- Work
 10:45-11:15-Lunch Break
 11:15-2:10-Work
 2:10-2:20- Tea Break
 2:20-4:00- Work
Although the standard stoppages are of 50 mins, the workers take around 90 minutes of break i.e
40 mins excess than what is allotted.

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Downtime:
As soon as there is any breakdown on the line, the maintenance dept is immediately informed.
The concerned official comes down to the line and assesses the situation and takes the required
measure.
Every minor breakdown is treated very quickly as more than 90% of the machines are
manufactured in house. Therefore, most of the maintenance officials have the know-how of the
machine.
Rework:
The material collected for rework is basically from the following stations:
At Damper Case Welding:
 Rusted Damper Case
 Improper Welding
At Piston Rod Grinding
 Under Size/Over Size
At Piston rod Plating
 Improper plating
At Piston Rod Buffing
 Dents & scratches
 Under Size/Over Size
At Paint shop(Upper shell + Joint Metal)
 Hanger touch
 Dust
 Spitting
 Dent/scratches
At Rear assy.
 Dampening Force Testing
 Length checking
Standard Stoppages:
1. Tea Breaks- 10 mins X 2times

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2. Lunch Break- 30 mins
Inventory Location & Size:
Scheduling:
The PPC dept at MSLM is informed is informed 1 month in advance about the demand of the
customer. In that way MSLM can inform their demand to their vendors in advance. MRP system
is used here.
Overtime Per Week
There is rarely any overtime done at MSLM. According to the data of last 1 year, there have
been 1 overtime per 1 Month.
Process Cycle Time
 Damper Case Line
 Piston Rod Line

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 Piston Rod Plating
 Rear Assembly

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 Takt Time
Available working time:
=(8.5*60*60)sec- (20*60)sec-(76*60)sec – (14*60)sec
=30600-1200-4560-840
=24000 secs
Analyze Current Value Stream Map

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SCHEDULING
Is the right product made at the right time?
PURCHASING
Is the right part bought at the right time?
INVENTORY
INPUT > OUTPUT INVENTORY
INPUT < OUTPUT SHORTAGE/WAITING
INPUT = OUTPUT LEAN
OVER PRODUCTION
I
I
INPUT
INPUT
OUTPUT
OUTPUT

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To make
INPUT = OUTPUT
Stop Over production by linking input to output.
DESIGNING FUTURE STATE
1. What does the customer REALLY need?
Example:
In a single shift the organization can receive 50 orders. Working hrs for shift is 8
hrs with 30 min for lunch and two tea breaks 10 min each.
Therefore effective working time per shift is 430 min.
What is the TAKT time for the chosen product family?
=(8.5*60*60)sec- (20*60)sec-(76*60)sec – (14*60)sec
=30600-1200-4560-840
=24000 secs
TAKT TIME= Effective Working Time / Customer Demand
=24000/4300
=5.58 secs
Due to excess standard stoppages which exceed by 16 minutes in case of lunch
and tea breaks and the line stops before the actual time by 14 minutes.
=(8.5*60*60)sec- (20*60)sec-(50*60)sec
=26400 secs

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TAKT TIME = Effective Working time / Customer Demand
=26400/4300
=6.13 secs
The TAKT TIME is 5.58 secs when the available working time is 24000 secs. But
if this TAKT TIME is there in 26400 secs the pcs manufactured can be increased
to 4730 which is an increase of more than 400 pcs.
2. Identify the bottleneck process?
The bottleneck process is the operation taking the longest time. The bottleneck
process is important because it:
 Determines the total system output
 Becomes the primary scheduling point.
The bottleneck processes are:
 Valve Assembly(5 operators)
-2 operators working on Piston Rod Assy, 1 operator performs riveting & 2 operators
perform oil seal insertion and spring insertion)
 DFT (1 operator, 2 fixtures)
 Final Inspection (2 operators)
TAKT TIME=6.13s

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-1 operator performs inspection and the 2nd
worker
performs trolley loading.
Therefore the main bottleneck process is DFT that
has a cycle time of 8.47 secs.
3.Identify Lot Sizing/Setup Opportunities (for 1 shift)
 Present Lot size = 4300pcs
As per customer demand = 4195pcs
 This requires at least 3 days inventory.
FUTURE PROCESS FLOW
1. Damper Case Welding
PROCESS FLOW
-Upper Metal Joint
-Spot Welding
-Press insertion
-Seam Welding
-Leakage Testing
To reduce the amount of smoke produced during welding of the damper case in the welding shop
the operators were instructed to dip the D/C in a thinner(SOKLIN) for 15 secs so that all the
grease and oil particles are removed.

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This further helped in reducing contamination due to oil and grease. Also a proper sequence of
checking the contamination level in the D/C was initiated with the help of Quality Department. If
contamination is present in the D/C the DAMPING FORCE TESTING MACHINE rejects the
work piece. Therefore a procedure for contamination checking was initiated under which each lot
was tested before running on the line.

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Piston Rod
The following table includes the measurement of piston rod of AAHA model.
MODEL THREAD
LENGTH
THREAD
SIDE
TURNING
DIA
TOTAL
LENGTH
PISTON
LENGTH
PISTON DIA
AAHA 18±1mm 8.1±0.02mm 159±0.2mm 18.5±0.2mm 6±0.4mm

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The major problem faced in case of piston rod was high man material movement. Initially the
man material movement was 185 steps which included transferring 1000pcs from PR line to PR
line plating.

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There also existed one more path which reduced the man material movement by more than 50%.
It was not used before because the old tanks which should be disposed were present there. Also
the floor was not smooth.

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0
20
40
60
80
100
120
140
160
180
200
INITIAL FINAL
MAN MATERIAL
MOVEMENT
61%
S
T
E
P
S

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This would now ensure availability of trolley at all
times and also reduces man material movement.
Further it will also reduce the time taken by the
final inspector to take the trolley to PR plating and
come back.
RAW MATERIAL STORE
The following raw materials related to AAHA
present in the store are:
 AAHA D/C Pipe
 Cap Damper
 Metal Joint
 Piston Rod
 Piston
 Seat Valve
 B Valve
 Check Valve
 Spring Valve
 Valve Stopper
 Rebound Spring
 Rod Guide
 Oil Seal
 Cylinder
 Piece Bottom
 Bottom Valve Stopper
 Oil

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The RAW MATERIAL store follows FIFO i.e FIRST IN FIRST OUT. It is a technique in which
the assets acquired first are moved out. There was no dedicated rack for AAHA in the raw
material store. That’s why the RM of AAHA was not placed in the orderly fashion. Hence a new
rack was accommodated for AAHA.
During unloading the worker used to unload the material first on the floor and then on the trolley.
Now a trolley is always kept available that will be used when unloading. This reduces the fatigue
of the worker and also saves time.
LOT SIZING
Upon discussion with the purchasing department the lot size was brought in
multiples of 250 but not more than 500. This was done to reduce straight pass.
PAINTING

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The upper shell of AAHA is painted in the paint shop. The process flow of paint shop is as
follows:
After passing through the processes the upper shell is checked for faults. The common faults
detected are:
The Dryness that is caused on the UPPER SHELL is due to improper polishing of the piece by
the vendor.
The vendor was notified about the problem.

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The hanger touch problem has persisted for a long time due to improper training imparted to the
workers. The TPM deptt. was notified and regular training classes have started taking place.
The dust particles gathered due to presence of grease and oil on the piece. In this case too, the
Vendor was notified about the problem.

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This is an aesthetic part of AAHA. The number of complaints from this part was on the higher
end because of these 3 problems.
Rear Assy LINE-5
CYCLE TIME

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In valve assembly there are 12 different types of valves like Valve A,B, C , seat valve, check
valve etc. Sometimes the worker puts the wrong valve in the wrong position. Therefore a proper
arrangement was made. On line-5 only 3 models can run:
 AAHA
 KWAG
 KTEG

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Only KTEG requires one different valve. Hence the box which had the KTEG valve was placed
on other rack. Also the valves were arranged in a proper sequence.
D/C Washing
To reduce contamination the D/C has to be cleaned properly. To achieve the required level of
cleanliness the equipment used to clean the D/C should be checked regularly. A brush is used to
clean the D/C along with KR cleaner and remove the rust within it. Therefore a schedule was
created to ensure the regular checking every 3 days. Also training was imparted to the operator
of each machine by the line supervisor.
20/4 25/4 28/4 7/5 11/5 14/5 19/5 23/5 26/5 28/5 6/5 9/5 11/5
NG OK OK NG NG OK NG OK OK OK NG OK OK
Regular checks were carried out for 2 months in which the life of the brush was found out to be
less than 30,000 cycles. This meant the brush had to be changed every 4-5days.
DAMPING FORCE TESTING
DFT machine is a shock absorber test system which is used in damper production lines. It is used
to ensure that the assembled particles meet specified performance expectations. Every model

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produced at Munjal Showa has a required value of tension and
compression that it has so as to function efficiently.
MODEL VELOCITY(m/s) TENSION(KgF) VELOCITY(m/s) COMPRESSION(KgF)
AAHA 1.0 68±11 1.0 21±5
The main reason behind the rejections on DFT is the oil contamination caused due to the rust
present inside the damper case of AAHA. Now a procedure(has been stated before) has been put
into place to check the level of contamination.
REFERENCES
1. Websites like Wikipedia and google.
2. CII Training Programme in VALUE STREAM MAPPING manual.
3. IE deptt. At Munjal Showa.
SUGGESTIONS/PROBLEM FACED DURING PROJECT SEMESTER
FROM COLLEGE POINT OF VIEW

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 The faculty co-ordinator should check with the mentor on monthly basis to know the
progress of the students. This will also force the mentor to take interest.
 The students should be made aware of the projects being done by the trainees of the
other industries so that they should know the level of work done by them
FROM INDUSTRY POINT OF VIEW
 Unavailability of important information by the vendors on account of keeping
information confidential.
 Lack of proper practical knowledge of the subjects as used in industry.

401257013_Munjal Showa

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