COMPANY PROFILE

Shriram Pistons & Rings Ltd.(SPRL) is one of the largest and

most sophisticated manufacturers of Precision Automobile
Components i.e. Pistons, Piston rings, Piston Pins and Engine
Valves in products sold under brand name USHA/SPR in the
markets.

SPRL manufacturing unit is located at Meerut Road in Ghaziabad

(25 kms from Delhi). The plant has been recognized as one of the
most modern and sophisticated plants in North India in the field
of Automobile Components Production.

The company offers diesel and gasoline pistons; and cast iron,
steel, and moly piston rings. It also provides replacement parts to
automotive workshops, repair shops, and service stations. The
companys products are used in automobile vehicles and
gensets. It sells its products through distributors. The company
was incorporated in 1963.

TECHNICAL COLLABORATION
For such a kind of Sophisticated and Modernised technology and for
the production of world class products Shriram Pistons is having tieup with these companies...

M/s. KOLBENSCHMIDT,GERMANY For Pistons

M/s. RIKEN CORPORATION,JAPAN - For Piston Rings
M/s. FUJI OOZX,JAPAN - For engine valves
M/s. HONDA FOUNDARY,JAPAN - For Technical Support

PRODUCTION CAPACITY
Piston

17.06 million in 2011-2012

Pin

14.09 million in 2011-2012

Rings

76.05 million in 2011-2012

Engine Valves

33.8 million in 2011-2012

Piston

16.2 million in 2010-2011

Pin

13.09 million in 2010-2011

Rings

74.08 million in 2010-2011

Engine Valves

32.05 million in2010-2011

ORIGINAL EQUIPMENT
MANUFACTURERS
DOMESTIC OEMS
Passenger Vehicle: Ford Motors
General Motors
Honda Siel
Mahindra & Mahindra
Maruti Suzuki
Nissan
Suzuki Powertrain
Tata Motors
Two Wheelers: Bajaj Auto
Hero Motocorp
HMSI
Suzuki Motorcycle
TVS motors

COMMERCIAL VEHICLES: Ashok Leyland

Mahindra & Mahindra
SML Isuzu
Tata Motors
Tata Cummins
VE Commercial Vehicles
Tractors: HMT Tractors
New Holland
Sonalika International
Mahindra Swaraj
Tractors and Farm Equipments(TAFE)
Industrial Engines: Cummins
Greaves
Honda Power Products
Kerala Agro
Kirloskar
Lombardini
WABCO

INTERNATIONAL OEMS
Europe: Ford, UK
Ford, Germany
Husqvarna Motorcycles (BMW), Italy
Iveco, Italy
Renault, France
Renault, Spain
Asia: Honda, Peoples Republic of China
Honda, Thailand
Hyundai, Korea
Mega Motors, Iran
WABCO, Peoples Republic of China
Australia: Ford, Australia
South Africa: Ford, South Africa

QUALITY OBJECTIVES
1. Organisation which is sensitive and interactive to the needs of
customer.
2. Continuous upgrading of quality and process to meet changing
needs of customer.
3. Optimization of return on investment by

Continuous Improvement
Technology Development
Organizational Development
Cost Reduction Effort
Effective Use Of All Resources

4. Work to international norms of quality and management.

Total Customer Satisfaction Through Quality

Management And Continuous Improvement

CONSUMMATION
SPR received th ISO 9001 certificate from RWTUV, Germany in
1994.
Best foundary awards from the institute of Indian foundrymrn in
the year 2003.
Green rating award by CII, U.P. pollution board & world bank in the
year 2004.
The company received TPM excellence award in hte year 2004.
SPRL has received the best vendor awards from Maruti Suzuki for
4 consecutive times.
Best supplier awards from tata Cummins ltd. For 3 consecutive
years.
Excellence award in export by government of india.
Excellence award in quality by Honda scooters and Motorcycles
limited.
Received best vendor award for overall performance from Ashok
Leyland in 2008-09.
ISO/TS16949 achieved for SPR unit II Ghaziabad in year -2009.
Received performance award from Honda Siel products ltd. In
march -2012.
Volvo Eicher Commercial Vehicle (VECV) has given us award for
OVERALL QUALITY EXCELLENCE for 2012.
Grand award for QCDDM from Honda Motorcycle & Scooter India.
This is the topmost award for any supplier of HMSI and we are the
only one to receive it.
Vendor performance from Suzuki Motorcycle.
Excellence award in technology by ACMA in 2007-08.
Excellence award in quality by ACMA in 2007-08.

PLANT LOCATIONS
1)

Shriram Pistons & Rings Ltd.

A-4 & A-5, Industrial Area

Meerut Road
Ghaziabad
Uttar Pradesh - 201003
India

2) Shriram Pistons & Rings Ltd

SP-1/892 & 893, RIICO Industrial Area
Pathredi, District Alwar
Rajasthan - 303107
India

FEATURES OF SPR FACTORY

Total area covered by the factory is 27 acres.
The factory has manufacturing facilities for
Piston, Rings, Pins and engine valves.
Total strength of the company is 5230 nos.
The turnover/sales gor the year 2011-2012 is
Rs 1000.00 Cr.
The company is exporting to more than 35
countries.
Export sales are of Rs. 188.00 Cr. In year 201112.
Over 10% of the sale is exported to sophisticated
markets such as Europe, UK,

TYPES OF PISTONS
MANUFACTURED

TYPES OF RINGS
MANUFACTURED

METHODS PERFORMED IN
FOUNDARY FOR RINGS
1. Melting and Alloy Making
In this section the aluminium obtained from various suppliers is
melted in this section upto the temperature of 750 degree centigrate.
The aluminium from the supplier is of 99.9% aluminium which is very
brittle and could be easily moulded. But this type of aluminium is of
no use therefore various types of alloys are added to it like
chromium, nickel etc. in different composition for different type of
requirements from the buyer.

2. Purification and Holding

In this section the metal which is obtained after melting is having
some impurities in them which are not desirable. Therefore it is
purified with the help of various methods and after that the molten
metal is allowed to stand still so that some of the impurities left may
settle down and the metal obtained is of desired composition.

3. Casting
Generally there are various methods of performing casting method but
here at Shriram Pistons the method used is most economical, safe for
workers, less hazardous, very swift and appropriate process for mass
production which is
Gravity Die Casting in which the molten metal flows under the
influence gravity and allowed to cool down and solidify after that the
desired product is obtained.

4. Riser Cutting
In this method the riser which is over the casting product provided
for extra metal is removed and only the desired casting product
remains.

5. Heat Treatment
Heat treating is a group of industrial and metalworking processes
used to alter the physical, and sometimes chemical, properties of a
material. The most common application is metallurgical. Heat
treatments are also used in the manufacture of many other materials,
such as glass. Heat treatment involves the use of heating or chilling,
normally to extreme temperatures, to achieve a desired result such
as hardening or softening of a material. Heat treatment techniques
include annealing, case hardening, precipitation strengthening,
tempering and quenching.

6. Rough Turning
Rough turning is a process in which the excess material is removed
from the outer surface of the casting product roughly. It is generally
done on the pistons which are used in heavy duty vehicles like
trucks, trailers etc. It is not performed on smaller pistons due to
small in size and extra material on them can be removed by
machining very easily due to less volume to be removed from them
whereas bigger pistons are having much volume to be reduced
therefore they are passed through the process rough turning.

7. Inspection
In this method the casting product is inspected by the human eyes
for various casting defects like shrinkage, visual defects like dents,
and they are again send to the furnace for melting and can be used
again which certainly reduce the time and money at the initial stage
of manufacturing.

MANUFACTURING METHODOLOGIES
ADOPTED BY COMPANY
1) TPM(Total Productive Maintenance)
2) KAIZEN
3) 5S
4) KANBAN
5) SIX SIGMA

TPM

TOTAL PRODUCTIVE MAINTENANCE

In industry, total productive maintenance (TPM) is a system of
maintaining and improving the integrity of production and
quality systems through the machines, equipment, processes,
and employees that add business value to an organization.
TPM focuses on keeping all equipment in top working condition
to avoid breakdowns and delays in manufacturing processes.
One of the main objectives of TPM is to increase the
productivity of plant and equipment with a modest investment
in maintenance. Total quality management (TQM) and total
productive maintenance (TPM) are considered as the key
operational activities of the quality management system. In
order for TPM to be effective, the full support of the total
workforce is required. This should result in accomplishing the
goal of TPM:
Enhance the volume of the production, employee morale and
job satisfaction

THE EIGHT PILLARS OF TPM

The eight pillars of TPM are mostly focused on proactive and
preventative techniques for improving equipment reliability:
1) Autonomous maintenance
2) Planned Maintenance
3) Quality maintenance
4) Focused Improvement
5) Early Equipment Management
6) Training And Education
7) Safe Health Environment
8) TPM In administration

Implementation of Total Productive Maintenance

Following are the steps involved by the implementation of TPM
in an organization: Initial evaluation of TPM level, Introductory
Education and Propaganda (IEP) for TPM, formation of TPM
committee,
development
of
master
plan
for
TPM
implementation, stage by stage training to the employees and
stakeholders on all eight pillars of TPM, implementation
preparation process, establishing the TPM policies and goals
and development of a road map for TPM implementation.
According to Nicholas,[4] the steering committee should consist
of production managers, maintenance managers, and
engineering managers. The committee should formulate TPM
policies and strategies and give advice. This committee should
be led by a top-level executive. Also a TPM program team must
rise, this program team has oversight and
coordination of implementation activities. As well, it's lacking
some crucial activities, like starting with partial implementation.
Choose the first target area as a pilot area, this area will
demonstrate the TPM concepts.[4] Lessons learned from early
target areas/the pilot area can be applied further in the
implementation process.

Objectives of Total Productive Maintenance

The main objective of TPM is to increase the Overall Equipment
Effectiveness of plant equipment. TPM addresses the causes for
accelerated deterioration while creating the correct environment
between operators and equipment to create ownership.
OEE has three factors which are multiplied to give one measure
called OEE.

Performance x Availability x Quality = OEE

Each factor has two associated losses making 6 in total , these
6 losses are as follows:
Performance = Running at reduced speed -Minor Stops
Availability =Breakdowns -Product changeover
Quality =Startup rejects -Running rejects

The objective finally is to identify then prioritize and eliminate

the causes of the losses. This is done by self managing teams
that problem solve. Employing consultants to create this culture
is common practice

KAIZEN

(Kaizen in japanese writing)

Kaizen (?), Chinese and Japanese for "change for better".

When used in the business sense and applied to the workplace,
kaizen refers to activities that continually improve all functions and
involve all employees from the CEO to the assembly line workers.
It also applies to processes, such as purchasing and logistics, that
cross organizational boundaries into the supply chain. It has been
applied in healthcare, psychotherapy, life-coaching, government,
banking, and other industries.
By improving standardized activities and processes, kaizen aims
to eliminate waste (see lean manufacturing). Kaizen was first
implemented in several Japanese businesses after the Second
World War, influenced in part by American business and quality
management teachers who visited the country. It has since spread
throughout the world and is now being implemented in
environments outside of business and productivity.

Overview
The Sino-Japanese word "kaizen" simply means "change for
better", with no inherent meaning of either "continuous" or
"philosophy" in Japanese dictionaries or in everyday use. The
word refers to any improvement, one-time or continuous, large or
small, in the same sense as the English word "improvement".
However, given the common practice in Japan of labeling
industrial or business improvement techniques with the word.

"Kaizen" especially in the case of oft-emulated practices

spearheaded by Toyota, the word Kaizen in English is typically
applied to measures for implementing continuous improvement, or
even taken to mean a "Japanese philosophy" thereof. The
discussion below focuses on such interpretations of the word, as
frequently used in the context of modern management
discussions.

Kaizen is a daily process, the purpose of which goes beyond

simple productivity improvement. It is also a process that, when
done correctly, humanizes the workplace, eliminates overly hard
work, and teaches people how to perform experiments on their
work using the scientific method and how to learn to spot and
eliminate waste in business processes. In all, the process
suggests a humanized approach to workers and to increasing
productivity: "The idea is to nurture the company's people as much
as it is to praise and encourage participation in kaizen activities.
Successful implementation requires the participation of workers in
the improvement. People at all levels of an organization participate
in kaizen, from the CEO down to janitorial staff, as well as external

stakeholders when applicable. Kaizen is most commonly

associated with manufacturing operations, as at Toyota, but has
also been used in non-manufacturing environments. The format for
kaizen can be individual, suggestion system, small group, or large
group.

At Toyota, it is usually a local improvement within a workstation or

local area and involves a small group in improving their own work
environment and productivity. This group is often guided through
the kaizen process by a line supervisor; sometimes this is the line
supervisor's key role. Kaizen on a broad, cross-departmental scale
in companies, generates total quality management, and frees
human efforts through improving productivity using machines and
computing power.
While kaizen (at Toyota) usually delivers small improvements, the
culture of continual aligned small improvements and
standardization yields large results in terms of overall
improvement in productivity. This philosophy differs from the
"command and control" improvement programs (e g Business
Process Improvement) of the mid-twentieth century.

Kaizen methodology includes making changes and monitoring

results, then adjusting. Large-scale pre-planning and extensive
project scheduling are replaced by smaller experiments, which can
be rapidly adapted as new improvements are suggested.
In modern usage, it is designed to address a particular issue over
the course of a week and is referred to as a "kaizen blitz" or
"kaizen event". These are limited in scope, and issues that arise
from them are typically used in later blitzes. A person who makes a
large contribution in the successful implementation of kaizen
during kaizen events is awarded the title of "Zenkai".

History
After WWII, to help restore Japan, American occupation forces
brought in American experts to help with the rebuilding of Japanese
industry while The Civil Communications Section (CCS) developed
a Management Training Program that taught statistical control
methods as part of the overall material. This course was developed
and taught by Homer Sarasohn and Charles Protzman in 1949-50.
Sarasohn recommended W. Edwards Deming for further training in
Statistical Methods.
Prior to the arrival of Mellen in 1951, the ESS group had a training
film to introduce the three TWI "J" programs (Job Instruction, Job
Methods and Job Relations)---the film was titled "Improvement in 4
Steps" (Kaizen eno Yon Dankai). Thereby, "Kaizen" was introduced
to Japan.

For the pioneering, introduction, and implementation of Kaizen in

Japan, the Emperor of Japan awarded the 2nd Order Medal of the
Sacred Treasure to Dr. Deming in 1960. Consequently, the Union of
Japanese Science and Engineering (JUSE) instituted the annual
Deming Prizes for achievement in quality and dependability of
products.

Implementation
The Toyota Production System is known for kaizen, where all line
personnel are expected to stop their moving production line in case
of any abnormality and, along with their supervisor, suggest an
improvement to resolve the abnormality which may initiate a kaizen.

The cycle of kaizen activity can be defined as:

Standardize an operation and activities,

Measure the operation (find cycle time and amount of in-process
inventory).
Gauge measurements against requirements.
Innovate to meet requirements and increase productivity.
Standardize the new, improved operations.
Continue cycle ad infinitum.

This is also known as the Shewhart cycle, Deming cycle, or PDCA.

Another technique used in conjunction with PDCA is the 5 Whys,

which is a form of root cause analysis in which the user asks a
series of 5 "why" questions about a failure that has occurred, basing
each subsequent question on the answer to the previous.

There are normally a series of causes stemming from one root

cause, and they can be visualized using fishbone diagrams or tables.
The Five Whys can be used as a foundational tool in personal
improvement, or as a means to create wealth
Masaaki Imai made the term famous in his book Kaizen: The Key to
Japan's Competitive Success.
Apart from business applications of the method, both Anthony
Robbins and Robert Maurer have popularized the kaizen principles
into personal development principles. In the book One Small Step
Can Change Your life: The Kaizen Way, and CD set The Kaizen Way
to Success, Maurer looks at how individuals can take a kaizen
approach in both their personal and professional lives.
In the Toyota Way Fieldbook, Liker and Meier discuss the kaizen blitz
and kaizen burst (or kaizen event) approaches to continuous
improvement. A kaizen blitz, or rapid improvement, is a focused
activity on a particular process or activity. The basic concept is to
identify and quickly remove waste. Another approach is that of the
kaizen burst, a specific kaizen activity on a particular process in the
value stream.

KAIZEN (or continuous improvement)

Kaizen, also known as continuous improvement, is a long-term

approach to work that systematically seeks to achieve small,
incremental changes in processes in order to improve efficiency and
quality. Kaizen can be applied to any kind of work, but it is perhaps
best known for being used in lean manufacturing and lean
programming. If a work environment practices kaizen, continuous
improvement is the responsibility of every worker, not just a selected
few.

1.
Create constancy of purpose toward improvement of product
and service, with the aim to become competitive and to stay in
business and to provide jobs.

2.
Adopt the new philosophy.
3.
Eliminate the need for inspection on a mass basis by building
quality into the product in the first place.
4.
End the practice of awarding business on the basis of price
tag. Instead, minimize total cost.
5.
Improve constantly and forever the system of production and
service to improve quality and productivity and thus constantly
decrease costs.
6.
Institute training on the job.
7.
Institute leadership. The aim of supervision should be to help
people and machines and gadgets to do a better job.
8.
Drive out fear so that everyone may work effectively for the
company.

9.
Break down barriers between departments. People in research,
design, sales and production must work as a team to foresee
problems of production and use of the product or service.
10.
Eliminate asking for zero defects and new levels of
productivity. Such exhortations only create adversarial relationships
as the bulk of the causes of low quality and low productivity belong
to the system and thus lie beyond the power of the work force.
11.
Remove barriers that rob the hourly worker of his right to pride
of workmanship.
12.
Remove barriers that rob people in management and in
engineering of their right to pride of workmanship.
13.
Institute a vigorous program of education and selfimprovement.
14.
Put everybody in the company to work to accomplish the
transformation. The transformation is everybody's job.

In Western civilization, kaizen is often broken down into four steps:

assess, plan, implement and evaluate. In Western workplaces, a
"kaizen blitz" is synonymous with a concentrated effort to make
quick changes that will help achieve a better work environment.
The Kaizen management originates in the best Japanese
management practices and is dedicated to the improvement of
productivity, efficiency, quality and, in general, of business
excellence. The Kaizen methods are internationally acknowledged as
methods of continuous improvement, through small steps, of the
economical results of companies.
The small improvements applied to key processes will generate the
major multiplication of the companys profit while constituting a
secure way to obtain the clients loyalty/fidelity.
The companies that want to have performance must keep their
leading position on the market by increasing the quality level of the
services provided, reducing costs and last, but not least, motivating

the whole staff in order to implement the concept of performanceoriented organization.

Within the present economical context, cost reduction is one of the
major objectives.
Kaizen is a solid strategic instrument which is used to achieve and
overcome the companys objectives. The 5S techniques are
fundamental techniques which allow the increase of efficiency and
productivity while ensuring a pleasant organizational climate.
The Kaizen methods and techniques are valuable instruments that
can be used to increase productivity, to obtain the competitive
advantage and to rise the overall business performance on a tough
competitive market like the one in the European Union.
We must permanently think of the fact that the way in which we fulfill
even the daily tasks today is not the most efficient way to perform.
Therefore, we must continuously look for new ways of achieving our
objectives in the easiest manner and, of course, at the lowest costs.

III. DATA ANALYSIS AND RESULT INTERPRETATION

It is extremely important to define the structure of the 5S teams in
order to ensure the good development of actions. Secondly, within
the team structure, there should be members from each department
of the organization according to possibilities. Since the role of each
team member is essential, here are some aspects selected after the
practical applications that we should reflect upon.
Teams tend to go straight to action without paying enough
attention to the recording of the present stage in the area where they

perform; At the end of the working day, there is a tendency not to

end up the data recording.
At the end of the three days of action, the members of the Kaizen
5S - Tin shop team have revealed the following aspects:
At the end of the first working day, all the team members
involuntarily sat at the same table, although at the beginning of the
day they used to stay in different groups according to the
department they belonged to; We noticed that it is easy to perform
according to the 5S spirit, but it is difficult to keep and improve what
was done during the initial action.
Together we are stronger;
In three days we can create an integer made of distinct
personalities; It is essential to have an objective to achieve and to
fight for achieving it;
Performance is directly linked to individual achievements; It is
enough to have a helping hand to rise; When a problem occurs, it is
essential to identify correctly its cause and to eliminate it as soon as
possible.
We should not be afraid of problems and think of the situation as an
opportunity to improve; When both the employees and the
management of the organization start to admit that the

improvement of work quality is as important as the activity itself, we

can say that the Kaizen spirit has been installed in the company.
The Kaizen techniques help us focus on the basic way that we can
work. The improvement of work quality should be continuous.
Kaizen must become a way of being, an attitude, and it must be
permanently present within the company;

Following the 5S steps, we managed to identify more easily the

problems that made the activity of the sale and service processes
more difficult; the Kaizen actions must be daily practiced and their
immediate result will be the elimination of scraps, the reorganization
of the working areas and the discovery of better ways to achieve the
working tasks of each employee.
After the interpretation of the results obtained in the Kaizen
5S workshops, it has been confirmed that the implementation and
application of the Kaizen concepts need no investments or major
expenses, but only more attention paid to details and practical
means to work intelligently.

The KAIZEN principles presumes a practical approach and low costs

of improvement. The Kaizen management system is based on the
continuous loss reduction by means of methods that do not rely on
investments, but on the improvement of the processes and the
employees performance.
According to the principles, we must be sure that, when we take an
action, our action will go on in the best possible way and is not
merely an intermediate action to generate a temporary result.
Philip B. Crosby introduced the concepts of Do it right first time
and Quality is free according to which everything must be

well done the first time and every time and respectively quality
costs nothing what costs is lack of quality.

At the end of the study on the Kaizen 5S activities, we have

selected a series of suggestions that can stand for a guide to use
when implementing the Kaizen concept:

KAIZEN must be a way of being, an attitude, a spirit to be

permanently present within each team; Our lifestyle, both at home
and at work, should focus on our constant efforts to improve; The
application of the Kaizen principles supposes a continuous dialogue
between the manager and the employees (vertical communication)
on the one hand, and between the employees on the same
hierarchical level (horizontal communication), on the other hand.

The application of the Kaizen principles involves no major

expenses, but only more attention to details and practical ways to do
things better and more efficiently; Problems should not be
connected to people because blaming people does not solve the
problem; Each approach should start with highlighting the positive
parts; We should not judge or blame; we should use feed-back
techniques.

Unlike the European management, the Japanese management

focuses on the active involvement of all staff categories in the
process of continuous improvement.

The directly productive staff is particularly encouraged so that they

can suggest and make improvements. After a detailed analysis, we
have noticed that, even in the areas where we consider no
improvements are needed, there are still plenty of possibilities to

improve. A good management of human resources in the

organization is one of the strategic objectives of the organization
which should be clearly defined and accepted by all its members.
The Kaizen principles are the resistance structure that should be
built on, so that we can get to a continuous, step by step
improvement of the company performance.

5S
5S is the name of a workplace organization method that uses
a list of five Japanese words:
Seiri
Seiton
Seiso
Seiketsu
Shitsuke
Transliterated or translated into English, they all start with
the letter "S".The list describes how to organize a work space
for efficiency and effectiveness by identifying and storing the
items used, maintaining the area and items, and sustaining
the new order. The decision-making process usually comes
from a dialogue about standardization, which builds
understanding among employees of how they should do the
work.

There are five 5S phases. They can be translated from the

Japanese as:Sort
Straighten
Shine
Standardise
Sustain

Seiri
(Sort)
Remove unnecessary items and dispose of them properly
Make work easier by eliminating obstacles
Reduce chance of being disturbed with unnecessary items
Prevent accumulation of unnecessary items
Evaluate necessary items with regard to cost or other factors
Remove all parts not in use
Segregate unwanted material from the workplace
Need fully skilled supervisor for checking on regular basis
Don`t put unnecessary items at the workplace & define a tagged
area to keep those unnecessary items

Seiton
(Systematic Arrangement)

Can also be translated as "set in order" , "straighten" or

"streamline"
Arrange all necessary items so they can be easily selected for
use
Prevent loss and waste of time
Make it easy to find and pick up necessary items
Ensure first-come-first-served basis
Make workflow smooth and easy
All above work should be on regular base.

Seiso
(Shine)

Can also be translated as "sweep", "sanitize", "shine", or

"scrub"
Clean your workplace completely
Use cleaning as inspection
Prevent machinery and equipment deterioration
Keep workplace safe and easy to work
keep work place clean.

Seiketsu
(Standardize)

Standardize the best practices in the work area.

Maintain high standards of housekeeping and workplace
organization at all times.
Maintain orderliness. Maintain everything in order and
according to its standard.
Everything in its right place.(Chilled totes in chilled area, Dry
totes in dry area.)
Every process has a standard.

Shitsuke
(Sustain)

To keep in working order

Also translates as "do without being told" (though this doesn't
begin with S)
Perform regular audits
Training and Discipline
Training is goal oriented process. its result feedback is
necessary monthly.

Additional Ss
Other phases are sometimes included e.g. safety, security, and
satisfaction. These however do not form a traditional set of
"phases" as the additions of these extra steps are simply to
clarify the benefits of 5S and not a different or more inclusive
methodology.
Safety

The phase "Safety" is sometimes added.There is debate over

whether including this sixth "S" promotes safety by stating this
value explicitly, or if a comprehensive safety program is
undermined when it is relegated to a single item in an efficiencyfocused business methodology.

Security
The phase "Security" can also be added. To leverage security as
an investment rather than an expense, the seventh "S" identifies
and addresses risks to key business categories including fixed
assets (PP&E), material, human capital, brand equity, intellectual
property, information technology, assets-in-transit and the
extended supply chain. Techniques are adapted from those
detailed in Total security management (TSM) or the business
practice of developing and implementing comprehensive risk
management and security practices for a firms entire value
chain.
The Origins of 5S
5S was developed in Japan and was identified as one of the
techniques that enabled Just in Time manufacturing.[4]
Two major frameworks for understanding and applying 5S to
business environments have arisen, one proposed by Osada,
the other by Hirano. Hirano provided a structure for
improvement programs with a series of identifiable steps,
each building on its predecessor. As noted by John Bicheno,
Toyota's adoption of the Hirano approach was '4S', with
Seiton and Seiso combined.

What is the 5S Technique?

5S is a technique that results in a well-organized workplace
complete with visual controls and order. Its an environment that
has a place for everything and everything in its place, when you
need it.
5S produces a workplace thats clean, uncluttered, safe and
organized. People become empowered, engaged and spirited. As
the workplace begins to speak, by linking people and
processes, product begins to flow at the drumbeat of the
Customer.

Visual order is the foundation of excellence in manufacturing.

When it is in its place on the production floor, work gets done
efficiently and effectively. When it is not in place, work still gets
done but at a level of cost that is hard to justify.
Visual Systems
Gwendolyn D. Galsworth

5S is not just a clean-up campaign, its a system that allows

individuals to work more efficiently. It requires;

Perseverance and determination

The ability to see whats important
Attention to detail

5S is the key first step in workplace improvement.

Sort
Remove from the workplace all items that are not needed for
current production (or office) operation.
Sorting means leaving only the bare necessities
When in doubt, throw it away.

Set in Order
Arranging needed items so that
they are readily accessible and
labelled so that anyone can find
them or put them away.

Shine
Sweep and clean the work area.
The key purpose is to keep
everything in top condition so that
when someone needs to use
something, it is ready to be used.
Cleaning a work area produces and
opportunity to visually inspect
equipment, tooling, materials and
work conditions.

Standardize
Define what the normal condition of
the work area. Define how to correct
abnormal conditions. The standard
should be easily understood and easy to
communicate (i.e. visual controls).

Sustain
Implementing solutions to address the
root causes of work area organization
issues. All employees must be properly
trained and use visual management
techniques.

Applying the Kaizen Method and the 5S

Technique in Production Planning
I. INTRODUCTION

Experience is the toughest teacher because first you take the test
and second you are taught the lesson. Vernon Sanders Law.
All over the world the Kaizen techniques have been particularly
distinguished as the best methods of performance improvement
within companies since the implementing costs were minimal. It is
nowadays more than ever that the relationship between manager and
employee is crucial and the Kaizen techniques have a major
contribution to the reinforcement of this relationship since the
achievements of a company are the result of the mixed efforts of
each employee.
These methods bring together all the employees of the company
ensuring the improvement of the communication process and the
reinforcement of the feeling of membership.
Presently, considering the global phenomenon, we can notice that,
in the field of car industry, the products and services are comparable

to one another, the life cycle of products is more and more reduced
whereas the service intervals are more and more extended. Under
these circumstances, the increase of service quality provided to
clients has become a desideratum that the organization cannot
get and improve the performance level without.
The Kaizen management originates in the best Japanese
management practices and is dedicated to the improvement of
productivity, efficiency, quality and, in general, of business
excellence. The Kaizen methods are internationally acknowledged as
methods of continuous improvement, through small steps, of the
economical results of companies. The small improvements applied
to key processes will generate the major multiplication of the
companys profit while constituting a secure way to obtain the
clients loyalty/fidelity.
The companies that want to have performance must keep their
leading position on the market by increasing the quality level of the
services provided, reducing costs and last, but not least, motivating
the whole staff in order to implement the concept of performanceoriented organization.
Within the present economical context, cost reduction is one of the
major objectives.
Kaizen is a solid strategic instrument which is used to achieve and
overcome the companys objectives. The 5S techniques are
fundamental techniques which allow the increase of efficiency and
productivity while ensuring a pleasant organizational climate.
The Kaizen methods and techniques are valuable instruments that
can be used to increase productivity, to obtain the competitive
advantage and to rise the overall business performance on a tough
competitive market like the one in the European Union.
We must permanently think of the fact that the way in which we fulfill
even the daily tasks today is not the most efficient way to perform.
Therefore, we must continuously look for new ways of achieving our
objectives in the easiest manner and, of course, at the lowest costs.
We will further present some definitions which will help us

get familiar with the Kaizen concepts:

KAIZEN = CONTINUOUS IMPROVEMENT
KAI = CHANGE
ZEN = GOOD (to better)
GEMBA the real place where each employee works, the
place where we add value indeed.
PDCA the cycle Plan, Do, Check, Act in order to standardize
and prevent the reoccurrence of nonconformities
SDCA the cycle Standardize, Do, Check, Act
5S TECHNIQUE
S1-SEIRI-Sort
Red labels have been applied to all marks which were not

necessary during the activity within the tin service shop;

All useless things have been sorted and eliminated
Approximately 700
away;

kg

of

scantlings

have

been thrown

The causes that led to the scantling accumulation have

been analysed.
Rules specific to this activity have been stated and are to be
implemented.

BEFORE

BEFORE

AFTER

AFTER

S2-SEITON-Order
All objects which were placed inappropriately have been

taken inventory of.

The locations of all objects necessary in the workshop have
been defined and marked.
Colors have been used to mark the different areas.
The access, storing
established and marked.

and

working

areas

have

been

The arranging way has been set according to destination

and degree of usage.

BEFORE

AFTER

BEFORE

AFTER

S3-SEISO

Cleaning and disturbance detection.

All offices in the area have been cleaned as well as the

computer monitors and the key boards.
The supply wiring has been redone.
The supply connection wiring for the communication servers
has been redone, the location and store place has been
changed.

KANBAN
Kanban principles

Kanbans maintain inventory levels; a signal is sent to

produce and deliver a new shipment as material is
consumed. These signals are tracked through the
replenishment cycle and bring extraordinary visibility to
suppliers and buyers.
Logistic control
system
Implemented at Toyota
Date implemented 1953
Purpose

Kanban (()?) (literally signboard or billboard in

Japanese) is a scheduling system for lean and just-in-time (JIT)
production. Kanban is a system to control the logistical chain
from a production point of view, and is a inventory control
system. Kanban was developed by Taiichi Ohno, an industrial

engineer at Toyota, as a system to improve and maintain a high

level of production. Kanban is one method to achieve JIT.
Kanban became an effective tool to support running a production
system as a whole, and an excellent way to promote
improvement. Problem areas are highlighted by reducing the
number of kanban in circulation. One of the main benefits of
kanban is to establish an upper limit to the work in progress
inventory, avoiding overloading of the manufacturing system.

Origins
In the late 1940s, Toyota started studying supermarkets with
the idea of applying shelf-stocking techniques to the factory
floor. In a supermarket, customers generally retrieve what they
need at the required timeno more, no less. Furthermore, the
supermarket stocks only what it expects to sell in a given time,
and customers take only what they need, since future supply is
assured. This observation led Toyota to view a process as being
a customer of one or more preceding processes, and to view the
preceding processes as a kind of store. The "customer" process
goes to the store to get required components, which in turn
causes the store to restock. Originally, as in supermarkets,
signboards guided "shopping" processes to specific shopping
locations within the store.
Kanban aligns inventory levels with actual consumption. A
signal tells a supplier to produce and deliver a new shipment
when material is consumed. These signals are tracked through
the replenishment cycle, bringing visibility to the supplier,
consumer, and buyer.
Kanban uses the rate of demand to control the rate of
production, passing demand from the end customer up through

the chain of customer-store processes. In 1953, Toyota applied

this logic in their main plant machine shop.

Operation

One key indicator of the success of production scheduling based

on demand, pushing, is the ability of the demand-forecast to
create such a push. Kanban, by contrast, is part of an approach
where the "pull" comes from demand. Re-supply or production is
determined according to the actual demand of the customer. In
contexts where supply time is lengthy and demand is difficult to
forecast, often, the best one can do is to respond quickly to
observed demand. This situation is exactly what a kanban
system accomplishes, in that it is used as a demand signal that
immediately travels through the supply chain. This ensures that
intermediate stock held in the supply chain are better managed,
and are usually smaller. Where the supply response is not quick
enough to meet actual demand fluctuations, thereby causing
potential lost sales, stock building may be deemed more
appropriate, and is achieved by placing more kanban in the
system.
Taiichi Ohno stated that, to be effective, kanban must follow
strict rules of use. Toyota, for example, has six simple rules, and
close monitoring of these rules is a never-ending task, thereby
ensuring that the kanban does what is required.

Toyota's Six Rules

Later process picks up the number of items indicated by the

kanban at the earlier process.

Earlier process produces items in the quantity and sequence

indicated by the kanban.
No items are made or transported without a kanban.
Always attach a kanban to the goods.
Defective products are not sent on to the subsequent process.
The result is 100% defect-free goods.
Reducing the number of kanban increases the sensitivity.

Kanban cards
Kanban cards are a key component of kanban and they signal
the need to move materials within a production facility or to
move materials from an outside supplier into the production
facility. The kanban card is, in effect, a message that signals
depletion of product, parts, or inventory. When received, the
kanban triggers replenishment of that product, part, or inventory.
Consumption, therefore, drives demand for more production,
and the kanban card signals demand for more productso
kanban cards help create a demand-driven system.
It is widely held by proponents of lean production and
manufacturing that demand-driven systems lead to faster
turnarounds in production and lower inventory levels, helping
companies implementing such systems be more competitive.
In the last few years, systems sending kanban signals
electronically have become more widespread. While this trend is
leading to a reduction in the use of kanban cards in aggregate, it
is still common in modern lean production facilities to find use of
kanban cards. In Oracle ERP (enterprise resource planning)
software, kanban is used for signalling demand to suppliers
through email notifications. When stock of a particular
component is depleted by the quantity assigned on kanban card,
a "kanban trigger" is created (which may be manual or
automatic), a purchase order is released with predefined quantity
for the supplier defined on the card, and the supplier is expected
to dispatch material within a specified lead-time.

Kanban cards, in keeping with the principles of kanban, simply

convey the need for more materials. A red card lying in an empty
parts cart conveys that more parts are needed.

Three-bin system
An example of a simple kanban system implementation is a
"three-bin system" for the supplied parts, where there is no inhouse manufacturing. One bin is on the factory floor (the initial
demand point), one bin is in the factory store (the inventory
control point), and one bin is at the supplier. The bins usually
have a removable card containing the product details and other
relevant informationthe classic kanban card.
When the bin on the factory floor is empty (because the parts in
it were used up in a manufacturing process), the empty bin and
its kanban card are returned to the factory store (the inventory
control point). The factory store replaces the empty bin on the
factory floor with the full bin from the factory store, which also
contains a kanban card. The factory store sends the empty bin
with its kanban card to the supplier. The supplier's full product
bin, with its kanban card, is delivered to the factory store; the
supplier keeps the empty bin. This is the final step in the
process.
Thus, the process never runs out of productand could be
described as a closed loop, in that it provides the exact amount
required, with only one spare bin so there is never oversupply.
This 'spare' bin allows for uncertainties in supply, use, and
transport in the inventory system. A good kanban system
calculates just enough kanban cards for each product. Most
factories that use kanban use the coloured board system
(heijunka box).

Electronic kanban
Many manufacturers have implemented Electronic kanban
(sometimes referred to as E-kanban) systems. These help to
eliminate common problems such as manual entry errors and
lost cards. E-kanban systems can be integrated into enterprise
resource planning (ERP) systems, enabling real-time demand
signaling across the supply chain and improved visibility. Data
pulled from e-kanban systems can be used to optimize inventory
levels by better tracking supplier lead and replenishment times.
E-kanban is a signaling system that uses a mix of technology to
trigger the movement of materials within a manufacturing or
production facility. Electronic kanban differs from traditional
kanban in that it uses technology to replace traditional elements
such as kanban cards with barcodes and electronic messages.
A typical electronic kanban system marks inventory with
barcodes, which workers scan at various stages of the
manufacturing process to signal usage. The scans relay
messages to internal/external stores to ensure restocking of
products. Electronic kanban often uses the internet as a method
of routing messages to external suppliers and as a means to
allow a real time view of inventory, via a portal, throughout the
supply chain.
Organizations such as the Ford Motor Company and Bombardier
Aerospace have used electronic kanban systems to improve
processes. Systems are now widespread from single solutions
or bolt on modules to ERP systems.

Types of kanban systems

In a kanban system, adjacent upstream and downstream
workstations communicate with each other through their
cards, where each container has a kanban associated with it.
The two most important types of kanbans are:

Production (P) Kanban: A P-kanban, when received,

authorizes the workstation to produce a fixed amount of
products. The P-kanban is carried on the containers that are
associated with it.
Transportation (T) Kanban: A T-kanban authorizes the
transportation of the full container to the downstream
workstation. The T-kanban is also carried on the containers
that are associated with the transportation to move through
the loop again

Kanban is another framework used to implement agile. Back in

the 1940s, Toyota optimized its engineering process by modeling
it after how supermarkets stock shelves. Supermarkets stock
just enough product to meet consumer demand, a practice that
optimizes the flow between the supermarket and the consumer.

Because inventory levels match with consumption patterns, the

supermarket gains significant efficiency in inventory
management and optimizing for the customer. When Toyota
brought that idea to it's factory floors, teams (such as the team
that attaches the doors to the car's frame) would deliver a card,
or "kanban", to each other (say, to the team that assembles the

doors) to signal that they have excess capacity and are ready to
pull more materials.

Although the signaling technology has evolved, this system is

still at the core of "just in time" manufacturing today.

Kanban does the same for software teams. By matching the

amount of work in progress to the team's capacity, kanban
gives teams more flexible planning options, faster output,
clear focus, and transparency throughout the development
cycle.
Flexibility in planning
A kanban team is only focused on the work that's actively in
progress. Once the team completes a work item, they pluck
the next work item off the top of the backlog. The product
owner is free to re-prioritize work in the backlog without
disrupting the team, because any changes outside the
current work items don't impact the team.

As long as the product owner keeps the most important work

items on top of the backlog, the development team is
assured they are delivering maximum value back to the
business. So there's no need for the fixed-length iterations
you find in scrum.

Minimizing cycle time

Cycle time is a key metric for kanban teams. Cycle time is the
amount of time it takes for a unit of work to travel through the
teams workflowfrom the moment work starts to the moment

it ships. By optimizing cycle time, the team confidently

forecast the delivery of future work.

Overlapping skill sets lead to smaller cycle times. When only

one person holds a skill set, that person becomes a
bottleneck in the workflow. So teams employ basic best
practices like code review and mentoring help to spread
knowledge. Shared skills mean that team members can take
on heterogeneous work, which further optimizes cycle time.
It also means that if there is a backup of work, the entire team
can swarm on it to get the process flowing smoothly again.
For instance, testing isn't only done by QA engineers.
Developers pitch in too!
In a kanban framework, it's the entire team's responsibility to
ensure work is moving smoothly through the process.

Efficiency through focus

Multitasking kills efficiency. The more work items in flight at

any given time, the more context switching, which hinders
their path to completion. That's why a key tenant of kanban is
to limit the amount of work in progress (WIP). Work-inprogress limits highlight bottlenecks and backups in the
team's process due to lack of focus, people, or skill sets.

For example, a typical software team might have four

workflow states: to do, in progress, code review, and done.
They could choose to set a WIP limit of 2 for the code review

state. That might seem like a low limit, but there's good
reason for it: code that hasn't been reviewed not only hasn't
shipped yet, but may need significant re-work before it is
ready to ship. So it's important to take action on code
reviews right away, and setting a WIP limit helps the team
hold themselves accountable to that. It forces the team to
knock out those reviews before pulling in new work.

One of kanban's core values is continuous improvement. But

how do teams ensure they're continuing to improve? One
word: visuals. When the team can see data, it's easier to spot
bottlenecks in the process (and remove them!). Two common
reports kanban teams use are control charts and cumulative
flow diagrams.

A control chart shows the cycle time for each issue as well
as a rolling average for the team.

ProTip: The team's goal is to reduce the amount of time an

issue takes to move through the entire process. Seeing the
average cycle time drop in the control chart is an indicator of
success.

A cumulative flow diagram shows the number of issues in

each state. The team can easily spot blockages by seeing the
number of issues increase in any given state. We can see in
the chart below the amount of code waiting to be merged
(red) significantly increases over time. This creates a
bottleneck that denies the customer of features and fixes that
have already built, and increases the likelihood of massive

integration conflicts when the work does get merged

upstream.

In the example above, the team realizes the backup just

before 1 September and quickly swarms to bring the amount
of un-merged code back down to an acceptable level.

Moving toward continuous delivery

We know that continuous integrationthe practice of building

and validating code incrementally throughout the dayis
essential for maintaining quality. Now let's meet CI's older,
more sophisticated cousin: continuous delivery (CD). This is
the practice of releasing work to customers frequentlyeven
daily or hourly.

Kanban and CD beautifully complement each other because

both techniques focus on the just-in-time (and one-at-a-time)
delivery of value.

The faster a team can deliver innovation to market, the more

competitive their product will be in the marketplace. And
kanban teams focus on exactly that: optimizing the flow of
work out to customers.

SIX SIGMA
Six Sigma is a set of techniques and tools for process
improvement. It was developed by Motorola in 1986. Jack
Welch made it central to his business strategy at General
Electric in 1995.[3] Today, it is used in many industrial sectors.[4]
Six Sigma seeks to improve the quality output of process by
identifying and removing the causes of defects and
minimizing variability
in manufacturing and business
processes. It uses a set of quality management methods,
mainly empirical, statistical methods, and creates a special
infrastructure of people within the organization ("Champions",
"Black Belts", "Green Belts", "Yellow Belts", etc.) who are
experts in these methods. Each Six Sigma project carried out
within an organization follows a defined sequence of steps and
has quantified value targets, for example: reduce process cycle
time, reduce pollution, reduce costs, increase customer
satisfaction, and increase profits.
The term Six Sigma originated from terminology associated
with manufacturing, specifically terms associated with
statistical modeling of manufacturing processes. The maturity
of a manufacturing process can be described by a sigma rating
indicating its yield or the percentage of defect-free products it
creates. A six sigma process is one in which 99.99966% of all
opportunities to produce some feature of a part are statistically
expected to be free of defects (3.4 defective features / million
opportunities), although, as discussed below, this defect level
corresponds to only a 4.5 sigma level. Motorola set a goal of
"six sigma" for all of its manufacturing operations, and this goal
became a by-word for the management and engineering
practices used to achieve it.

Six Sigma projects follow two project methodologies inspired

by Deming's Plan-Do-Check-Act Cycle.

Etymology of "six sigma process"

The term "six sigma process" comes from the notion that if one
has six standard deviations between the process mean and the
nearest specification limit, as shown in the graph, practically no
items will fail to meet specifications This is based on the
calculation method employed in process capability studies.
Capability studies measure the number of standard deviations
between the process mean and the nearest specification limit in
sigma units, represented by the Greek letter (sigma). As
process standard deviation goes up, or the mean of the process
moves away from the center of the tolerance, fewer standard
deviations will fit between the mean and the nearest
specification limit, decreasing the sigma number and increasing
the likelihood of items outside specification. One should also
note that calculation of Sigma levels for a process data is
independent of the data being normally distributed. In one of the
criticisms to Six Sigma, practitioners using this approach spend
a lot of time transforming data from non-normal to normal using
transformation techniques. It must be said that Sigma levels can
be determined for process data that has evidence of nonnormality.

Cpk

(Process Capability Index)

The process capability index or process capability ratio is a

statistical measure of process capability: the ability of
a process to produce output within specification limits. The
concept of process capability only holds meaning for
processes that are in a state of statistical control. Process
capability indices measure how much "natural variation" a
process experiences relative to its specification limits and
allows different processes to be compared with respect to how
well an organization controls them.
If the upper and lower specification limits of the process are
USL and LSL, the target process mean is T, the estimated
mean of the process is and the estimated variability of the
process (expressed as a standard deviation) is .

..

..
Estimates what the process is capable of producing,
considering that the process mean may not be centered
between the specification limits. (If the process mean is not
centered,
overestimates process capability.)
if the
process mean falls outside of the specification limits. Assumes
process output is approximately normally distributed.

Cp (Process Capability)
A process is a unique combination of tools, materials,
methods, and people engaged in producing a measurable
output; for example a manufacturing line for machine parts. All
processes have inherent statistical variability which can be
evaluated by statistical methods.

The process capability is a measurable property of a process

to the specification, expressed as a process capability
index or as a process performance index. The output of this
measurement is usually illustrated by a histogram and
calculations that predict how many parts will be produced out
of specification (OOS).
Two parts of process capability are:
1) measure the variability of the output of a process, and
2) compare that variability with a proposed specification or
product tolerance.
Measure the process
The input of a process usually has at least one or more
measurable characteristics that are used to specify outputs.
These can be analyzed statistically; where the output data
shows a normal distribution the process can be described by
the process mean and the standard deviation.
A process needs to be established with appropriate process
controls in place. A control chart analysis is used to determine
whether the process is "in statistical control". If the process is

not in statistical control then capability has no meaning.

Therefore the process capability involves only common cause
variation and not special cause variation.

A batch of data needs to be obtained from the measured

output of the process. The more data that is included the more
precise the result, however an estimate can be achieved with
as few as 17 data points. This should include the normal
variety of production conditions, materials, and people in the
process. With a manufactured product, it is common to include
at least three different production runs, including start-ups.

The process mean and standard deviation are calculated. With

a normal distribution, the "tails" can extend well beyond plus
and minus three standard deviations, but this interval should
contain about 99.73% of production output. Therefore for a
normal distribution of data the process capability is often
described as the relationship between six standard deviations
and the required specification.

Capability study
The output of a process is expected to meet customer
requirements, specifications, or engineering tolerances.
Engineers can conduct a process capability study to determine
the extent to which the process can meet these expectations.
The ability of a process to meet specifications can be
expressed as a single number using a process capability

index or it can be assessed using control charts. Either case

requires running the process to obtain enough measurable
output so that engineering is confident that the process is
stable and so that the process mean and variability can be
reliably estimated. Statistical process control defines
techniques to properly differentiate between stable processes,
processes that are drifting , and processes that are growing
more variable. Process capability indices are only meaningful
for processes that are stable.

..................................................................

.........................................................................
Estimates what the process is capable of producing if the
process mean were to be centered between the specification
limits. Assumes process output is approximately normally
distributed.

Important Operations
Performed In Ring Plant
ROUGH GRINDING
When a fresh lot is brought from the foundary department the
rings surface is not properly finished. Its surface is too rough to
be used in an engine.
At this stage the axial height of the ring is altered with the help of
a grinding machine in which two wheels are running in opposite
directions and a ring is fed inside it due rubbing action the axial
height of the ring is reduced.
In this machine we also use lot of lubricating because enormous
amount of heat will be produced which could easily increase the
rejection and more wear and tear of the machines. Though the
ring obtained is still not in very good dimensions but it is the
most important step of production.

SEMI-FINISH GRINDING
It is a one step further in the process. Here the axial height is
reduced more to bring close the tolerance limit of the ring.

In this process we also use two grinders running in opposite

directions but here we use grinding wheels having more finished
surface so that the ring obtained is having lesser axial height
value and the tolerance is shrinked.
There is one more difference that is the feeding system. Here the
feeding system is having a big rotating magnetic disc on which
the ring is attached and is fed to the wheels.

FINISH GRINDER
This is the final process in grinding. Here the machine position has
been changed now the grinders are placed in horizontal plane and we
use a disc having holes of size of the ring which is to be made and
then it is fed inside the grinder.
There are different sized plate for different rings and the operator is
required to change the disc for every different ring to be finished.
The machine used is a CNC machine which makes the task very easy
and it could be run easily by a single worker because one doesnt
have to change the parameters again and again which alters due to
rubbing of the grinding wheels and disc.

CAM TURNING
It is the first process on line which is to be done on the outer diameter
of the ring in which a cam turning machine works on the outer
diameter of the ring and giving a more finished surface to outer
diameter and decreases the tolerance limit.
There are two types of machines in the company one is DIMACO which
is an older machine and worker has to do all the settings manually and
another one is WAYSIA in which the worker have to adjust the value
with the help of apindle given to adjust the value.

DIMACO

WAYSIA

GAP CUTTING
When the ring is brought from foundary there is no gap cut in the ring,
as we know that there is a cut in between the ring so that it can be
clamped over the piston easily.
So at this machine gap is cut between the rings.
As like cam turning it is also having two machine, one is DIMACO in
which there are two rotating blades and another one is WAYSIA
In which there is only one rotating blade.

DIMACO

WAYSIA

BORING
In this process we make the inner side of the ring or we could say that
we will be doing inner diameter of the ring.
In this process a spindle having small tools at its end are allowed to
rotate inside the ring which gets their power from electric motors.
In this process the spindles are rotated at a speed of 200 r.p.m.
Which further finishes the ring and reduces its tolerance.

HONING
It is a further process for the outer diameter of the ring. In this process
a reciprocating motion of the sleeve results in the decrease of the
outer diameter of the ring which further increases the finish of the ring.

DE-MAGNETISING
After going through so many processes there is some magnetic effect
produced in the rings which is totally undesirable.
Therefore to remove such type of effect a De-magnetising machine is
used.

ULTRASONIC CLEANING
As we know that while grinding the rings get dirty due to action of
lubricants.
Therefore to clean them up we use ultra sonic cleaning in which high
frequency ultrasonic waves are used to clean the rings.

STRESS RELIEVING
Due to different processes the ring might get slightly twisted and have
some extra tension in it.
Therefore to remove this tension some weight is kept over the ring to
remove the extra tension and the ring is no more twisted.

PARKERIZING
It is a process of coating the rings with phosphorus which act as a
very important part for the ring.
When the ring is first time run in an engine the phosphorus layer acts
as a lubricating by melting and protects the ring from wear and tear
while running first time.

CHROMING
In this process the rings are coated with chromium with the help
electrochemical process.

PROCESS
A process is a collection of interrelated work tasks initiated in
response to an event that achieves a specific result for the
customer of the process.
Adding more specific detail to that general definition:

that achieves a specific result:

must deliver a specific result
this result must be individually identifiable and countable
a good process name clearly indicates the result or end state
of the process
for the customer of the process:
a customer receives the result or is the beneficiary of it
the customer can be a person or an organization
customer can be identified and can pass judgment on the
result and process
customer point of view helps identify and name the process
accurately
initiated in response to a specific event:
the process must be initiated in response to a specific event
multiple events can initiate a process
having an event AND a result allows the tracing of the
sequence of tasks that turns the event into the result
work tasks:
a collection of actions, activities, steps or tasks make up a
business process
a step in the initial workflow will probably be divided into
more detailed steps later
a collection of interrelated:
the process steps must relate to each other

interrelationship is through sequence and flow...the

completion of one step leads to (flows into) the initiation of
the next step
also interrelated by dealing with the same work item

A process is a very important parameter because if dont know how to

make a raw material into a useful product which is told by a process
then there would be no benefit of that raw material.

VARIATION
No two products or characterstics are exactly alike.
A process contain many sources of variability.
The difference among products may be large, or they may be
immeasurably small, but they are always present.

Causes Of Variation
Chance(or common) variation
Many sources of little variation within a process that has a stable and
repeatable distribution over time.
The process output is predictable.
Special(or assignable) causes
Single source causing high variation that makes the process
distribution change.
The process output is unpredictable.
There are generally two types of variations;1) Total Process Variation- in this type the variation is due to the whole
process rather than a single cause.
2) Measurement Process Variation- the variation is due to the error in
measurement process i.e. the measurement processes are not
under control.

ANALYSIS OF
PROCESS CAPABILITY
OF ROUGH GRINDER
MACHINE AND STUDY OF
REASONS FOR REJECTION
IN IT

TYPE OF REJECTIONS
Frequent Rejections In The Ring Are:1) AXIAL HEIGHT DOWN
In this defect the axial height of the ring is observed to be down i.e.
the axial height is reduced more than the desired.
This is generally observed due to more pressure exerted by the
spindles, or there is play in the spindles.
Other reason may be that the micrometre isnt caliberated.

2)

RING BROKEN
In this type of defect the ring obtained after grinding are broken.
This is generally observed due over pressure, the worker is not
alert and the gap between the plates at exit is less which results in
breakage of the ring.
An another reason could be that the guide plate setting is not done
properly.

3)

BAD FACE
In this type of defect the face of the rings is not properly
finished and is having burrs over its surface.
This is observed when the grinding wheel is totally blunt, or
the dressing is not done regularly or properly.

4)

BURNT RING
Sometime due to excessive amount of heat the ring obtained is
burnt slightly, which causes the permanent deformity in the ring.
This generally occurs due to lack of flow of coolant in the machine
or the flow is not proper. Which has to be taken measure by the
worker.

5)

SCRATCH
Sometime some scratches are obtained on the surface of
the rings.
This is generally obtained due to the bad surface of the
grinding wheel, or improper dressing.

Some Other Minor Rejections Are:

Poor roughness at the Sand blasting

Staggering Gun Movement
Poor storage of mandrels
Run out
Occurrence of unmelts
Irregular Coating thickness
Machine Knowledge among operators
Gap chip off
Outer Diameter Edge Breakage

PERIMETERS TO REMOVE REJECTION

1) Tools should be properly and regularly caliberated.
2) Play within the spindles should be checked within 2-3
months.
3) Ensure proper flow of coolant.
4) Workers should be alert while working.
5) Use of lubrication for the spindles
6) Maintenance of the machine should be done regularly.
7) Dressing should be done properly and at regular interval of
time.