FIAT INDIA

AUTOMOBILES LIMITED
(RANJANGAON PLANT, MAHARASHTRA)

INDUSTRIAL TRAINING REPORT

SUBMITTED BY:
OMKAR WAGHMARE
THIRD YEAR UNDERGRADUATE STUDENT,
DEPARTMENT OF MECHANICAL ENGINEERING,
NATIONAL INSTITUTE OF TECHNOLOGY SRINAGAR

ACKNOWLEDGEMENT

The satisfaction and euphoria that accompany the successful completion of the project would
be incomplete without the mention of the people who made it possible
I would like to take the opportunity to thank and express my deep sense of gratitude to my
project guide Mr. Shivakumar Marlingaplar (Divisional Manager, Manufacturing
Engineering Department). I am greatly indebted to him for providing his valuable guidance
at all stages, his advice, constructive suggestions, positive and supportive attitude and
continuous encouragement, without which it would have not been possible to complete the
project.
I would also like to thank Mr. Pankaj Pradeep (HR Fiat Powertrain department) and
Mrs. Pratibha Tambe for their valuable contribution.
I am thankful to Mr. Earnest Koilraj (Corporate HR) and Mr. Amit Late for giving me
opportunity to work with FIAT INDIA AUTOMOBILES PRIVATE LIMITED.
I owe my wholehearted thanks and appreciation to the entire staff of the company for their
cooperation and assistance during the course of my project.
I hope that I can build upon the experience and knowledge that I have gained and make a
valuable contribution towards this industry in future.

NAME: OMKAR WAGHMARE

DATE: 26/2/2015

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ABSTRACT

The objective of the project was to understand the current layout, Ergonomics, VAA and
NVAA, working cycle of OP-10 and OP-20, process/material flow and to suggest
improvements and changes to extend the current production limit at the differential assembly
line by considering all aspects of WCM. For this we have to understand the operator needs,
Area constraints, cost constraints, ergonomic laws, WCM, sequence of operations done at
assembly line, so that they can contribute their valuable inputs while suggesting changes in
best possible way.
The first part of my training started on Feb. 2nd which involved understanding the Process
flow, layout of transmission shop, Parts machined, Types of machining, Machines used, and
basics of production system at FIAT Powertrain department. For this I used pillar boards as
the primary source of information for my study also the WCM gallery proved very helpful
and discussed topics with Mr. Shivakumar. Along with detailed study of lean manufacturing
system focus was mainly on basics of Industrial Engineering.
The next part of my project was to understand and analyse the operations and activities at
differential assembly line and conducting detailed study by taking clues from study done so
far.
The most important part was to analyse the data and information and propose different
options available to us to adopt, considering many different aspects.

---

OMKAR PRAMOD WAGHMARE

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INDEX
1. CHAPTER 1 : INTRODUCTION.5
1.1. Company Profile6
1.1.1. About The company6
1.1.2. Fiat in Europe..6
1.1.3. Fiat in United States7
1.1.4. Fiat in Asia..7
1.1.5. Motorsport...7
1.1.6. Fiat in India.8
1.2. Brand.8
1.2.1. Fiat mission.8
1.2.2. Design.9
1.2.3. Environment9
1.3. Company History..9
2. CHAPTER 2 : PLANT DETAILS...13
2.1. FIAT Plant Layout...14
2.2. Fiat Power Train Technology..16
2.2.1. Values16
2.2.2. Mission..16
2.2.3. Vision17
2.3. Transmission shop...17
2.3.1. Shop history..17
2.3.2. Product information..17
2.3.3. Shop layout...18
3. CHAPTER 3 : TRANSMISION SHOP : MACHINING..19
3.1. Machining20
3.1.1. Various Machining Processes...20
3.2. Parts
3.2.1. Input Shaft.22
3.2.2. Output Shaft..23
3.3. Process Flow Chart
3.3.1. PFC for input shaft23
3.3.2. PFC for output shaft..25
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3.3.3. PFC for 5th Gear26

3.3.4. PFC for Ring Gear27
3.4. Inspection of incoming material..28
3.5. Tools Material and Properties
3.5.1. Input shaft.28
3.5.2. Output shaft...31
3.5.3. Ring Gear..33
3.5.4. 5th Gear..35
4. CHAPTER 4 : HEAT TREATMENT.37
4.1. Heat treatment plant layout..38
4.2. Heat treatment process.39
4.3. Materials and Quenching medium...39
4.4. Carburising...39
4.5. Hardening.40
4.6. Tempering40
4.7. Gas Quenching.40
4.8. Metallurgical Inspection..42
5. CHAPTER 5 : WCM43
5.1. Safety Pillar..44
5.1.1. EHS policy46
5.2. Cost Deployment Pillar...47
5.3. Focused Improvement Pillar48
5.4. Workplace Organization Pillar51
5.4.1. Levels of movements....52
5.5. Autonomous Maintenance Pillar.54
5.6. Professional Maintenance Pillar..55
5.7. Quality Control Pillar..56
5.8. Logistics Pillar.58
5.9. Early Equipment Management Pillar..59
5.10.

People Development Pillar...60

5.11.

Environment Pillar61

6. CHAPTER 6 : PROJECT: RELAOUTING

AND WORKPLACE ORGANIZATION.64

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CHAPTER 1
INTRODUCTION

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COMPANY PROFILE
ABOUT THE COMPANY
FIAT (Fabbrica Italiana Automobili Torino) is an Italian automaker which
produces Fiat branded cars, and is part of Fiat Chrysler Automobiles through its
subsidiary FCA Italy S.p.A.., the largest automobile manufacturer in Italy. The company, Fiat
Automobiles S.p.A., was formed in January 2007 when Fiat reorganized its automobile
business, and traces its history back to 1899 when the first Fiat, or Fabbrica Italiana
Automobili Torino automobile, was produced.
FOUNDER: Giovanni Agnelli
PRESIDENT: John Elkann

CEO: Olivier Franois

FIAT IN EUROPE
Fiat's main market is European one, mainly focused in Italy. Historically
successful in citycars and supermini sector, currently Fiat has a range of models focused on
those two segments (in 2011, those accounted for the 84% of its sales). Fiat does not currently
offer any large family car, or an executive car.
Fiat's share of the European market shrank from 9.4 per cent in 2000 to 5.8 per cent in the
summer of 2004. At this point Sergio Marchionne was appointed as Fiat Chief Executive. By
March 2009 their market share had expanded back to 9.1%.
Fiat's built their five-story Lingotto plant in 1915 through 1918, at the time it was Europe's
largest car manufacturing plant. Later the Mirafiori plant was built, also in Turin. To prepare
for production of the all new Fiat 128, Fiat opened their Rivalta plant in October 1968. Until
the 128 could enter production, the plant was used to build sports versions of
the 850 and 124 as well as parts for the Fiat Dino.
Fiat current range of passenger car engines comprises eleven units, eight petrols and three
diesels. Current range of models is the following:

City car: Fiat 500, Fiat Panda

Supermini: Fiat Punto
Compact car: Fiat Bravo, Fiat Linea
Mini MPV: Fiat 500L
Large MPV: Fiat Freemont (rebadged Dodge Journey)
Mini SUV: Fiat Sedici (developed with Suzuki with its twin Suzuki SX4)
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FIAT IN UNITED STATES

Fiat has a long history in United States. In 1908, the Fiat Automobile Co. was
established in the country and a plant in Poughkeepsie, N.Y., began producing Fiats a year
later. These luxury cars were produced long before Chrysler Corp. started in 1925. Fiat was
sometimes used as a jocular backronym for 'Fix it again Tony', referring to poor reliability
and problems, such as rust, which some Fiat owners in the United States encountered in the
1970s and 1980s. Partly as a result, Fiat sales in the US fell from a high of 100,511 cars in
1975 to 14,113 in 1982. In 1983, Fiat left the United States car market with a reputation for
poor quality cars. However, Fiat has made significant improvements since then.
In January 2009, the Fiat Group acquired a 20% stake in US automaker Chrysler LLC. The
deal saw the return of the Fiat brand to North America after a 25-year absence. The first Fiatbranded model to appear in the US was the popular Fiat 500 city car. The Fiat 500 model is
built at Chrysler's assembly plant in Toluca, Mexico which currently makes also the Dodge
Journey and Freemont crossovers.

FIAT IN ASIA
Fiat's presence in Chinese market is poor compared to its European, Japanese,
and Korean and American rivals. At the beginning of 2012, Fiat was only importing Fiat
Bravo and Fiat 500 model. However, in 2012 Fiat and GAC opened a Joint Venture plant to
produce the first Fiat vehicle specifically developed for Chinese market ever: the Fiat
Viaggio, a compact car derived by another model of Fiat SpA group, the Dodge Dart (in turn
derived by another Fiat Group car, the Alfa Romeo Giulietta).
Fiat currently offers to Japanese consumers the 500 in both coupe and convertible body styles,
and the Panda. Both vehicles are in compliance with Japanese Government
dimension affording the Japanese public to purchase a non-Japanese vehicle without having to
pay an annual tax for driving a car that exceeds the regulations.
Fiat is also present in Indian market since 1948. Current presence is in Joint Venture
with Tata Motors, although current car sales (Fiat is currently offering the Fiat Punto and Fiat
Linea) are poor (approx. 20k units in 2011).

MOTORSPORT
In 1971 the Fiat 124 Sport Spider was prepared for the World Rally
Championship when Abarth became involved with its production and development and from
1972 had relative success with two wins in 1972, one in 1973 and won 1st, 2nd and 3rd in the
1974 Portuguese TAP Rally.
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The Fiat 131 Abarth was a very successful rally car replacing the 124. Between 1976 and
1981 the Fiat 131 won 18 World Rally Championship events, and winning the WRC three
times: in 1977, 1978, and in 1980.
Lancia took over the role of motorsport for the Fiat Group during the 1980s. After a long
break of factory-supported entries, in 2003 a Fiat Punto S1600 won the Italian Rally
Championship, and 2006 the Fiat Grande Punto S2000 won the FIA European Rally
Championship, followed by three successive wins in 2009, 2010 and 2011.

FIAT IN INDIA
Fiat India Automobiles Ltd is a subsidiary of Fiat Group Automobiles
S.p.A. of Italy. It is the ninth largest Indian car manufacturer by sales in India.
Fiat India Automobiles Limited (FIAL) was originally incorporated on 2 January 1997. The
company presently employs about 2600 employees and is located at Ranjangaon in
the Pune District of Maharashtra. The definitive agreement of the Joint Venture between Fiat
S.p.A (Italy) and Tata was signed on 19 October 2007. The board of directors for this
company comprises five nominees each from Fiat and Tata. Earlier, Fiat used to sell
the 1100, 124 and Uno in India, manufactured under licence by Premier Automobiles
Limited.
FIAT has a manufacturing plant at Ranjangaon, Maharashtra, which has an installed capacity
to produce 135,000 cars and 200,000 engines, besides aggregates and components. The
company plans to double the production capacity for both car units and engines in the next
few years. The Car plant manufactures both Fiat and Tata cars, the latest additions in this year
(2014) are the Fiat Linea Face lift, Fiat Punto EVO, Tata Zest and Fiat Avventura.

FOUNDED: January 2, 1997

CEO: Gurpratap Boparai

BRAND
FIAT MISSION
For more than a century, Fiat has been offering customers simple and
affordable, yet innovative solutions to meet their complex mobility needs. The brands
mission is: to combine the Italian passion for design and originality with the maximum in
efficiency and versatility in every model; to produce engines that make driving fun, while
ensuring fuel efficiency and low emissions; to use the best technologies to deliver on-board
comfort as well as vehicles that are affordable and cost effective to maintain. Fiat makes cars
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for every need that are also stylish, fun to drive and surprisingly functional. Fiat creates cars
with passion to make peoples lives better.

ENVIRONMENT
One of the most important pillars of brand Fiat is its commitment to
sustainable mobility. The Group keeps introducing innovative solutions in every operating
region for both conventional engine technologies and alternative fuels and propulsion
systems. Examples of already available eco-friendly technologies are TwinAir, Multijet II,
Multiair and the largest natural gas range in Europe. As a result, average CO 2 emissions from
Fiat cars sold in Europe decreased by 13% in 2013 compared with 2007. The launch of Fiat
500e in USA, a zero-emission electric vehicle, is also an evidence of the environmental
commitment of the brand. In addition to the new technologies, Fiat believes that the
environmental impact of vehicles is strongly influenced by consumers driving behavior.
Fiat continues to invest in Eco: Drive, an application that improves driving styles by giving
personalized recommendations for reducing emissions, saving fuel and quantifying economic
advantages.

COMPANY HISTORY
1899-1911
FIAT was founded
On 11 July 1899 at Palazzo Bricherasio, the company charter of Societ Anonima Fabbrica
Italiana Automobili Torino (Italian Automotive Factory in Turin) was signed. Among the
members of the Board of Directors, Giovanni Agnelli stood out in the group of investors and
won recognition for his determination and strategic vision. In 1902 he became the Managing
Director of the company.
The first factory was opened
The first factory was opened in 1900 in Corso Dante. 150 workers were employed there and
produced 24 cars, among which the 3/12 was HP, not yet fitted with reverse gear. The FIAT
logo, oval on a blue background and designed by Biscaretti, was adopted in 1904.
First wins in the races
The first Car Tour of Italy saw 9 Fiat cars arrive at the finish line. The first real competition
car, a 24 HP driven by Vincenzo Lancia, won the Sassi-Superga uphill race in 1902. Giovanni
Agnelli himself ran in the Second Tour of Italy and set a record in an 8 HP.

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1912-1925
Fiat expands to new sectors
In the meantime Fiat expanded its activities to the steel industry, the railway, electricity and
public transportation lines. Fiat Lubrificanti was established and the first Italian subsidiary
was opened in Russia. When the War broke out, company production was almost entirely
aimed at supplying the army.
Development of the Company
The policy adopted by the company was to develop industrial mass production. Mass
production was launched as the only way to curb the prohibitive prices of cars. During a
phase of increasing consumption, Sava, a holding company was set up to promote instalment
plans for purchasing cars. IFI, Istituto Finanziario Industriale, was also established at that
time.

1926-1938
The new cars
In 1934 and 1936 two cars came out and were destined to an enormous public: the Balilla,
also called Tariffa minima due to its low consumption of fuel, and the Topolino, the
smallest utilitarian car in the world, which was produced until 1955.
The Mirafiori factory
In 1937 works started for the great Mirafiori plant, which introduced the most advanced
principles of industrial organisation and confirmed company focus on mass production.

1978-1990
The Robogate system
In 1978 the Robogate system was created, the new flexible robotized system for assembling
the bodywork. It was the road to innovation and the automation of production.
The holding configuration
In 1979 the auto sector was set up as an independent company: Fiat Auto S.p.A., which
included the brands Fiat, Lancia, Autobianchi, Abarth, Ferrari. The Ferrari brand was
acquired at 50% initially, a share that later rose to 87%. In 1984 the company also took over
Alfa Romeo (following by Maserati acquisition - a prestigious sports car brand - in 1993).
The Fiat Panda and the Fiat Uno
In 1980 a new utilitarian was styled by Giugiaro for Fiat and was called Panda. Two years
later the car that would become the emblem of Fiat Autos renewal was born: the Fiat Uno. It

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featured radical innovations in its electronics, choice of materials and the use of a clean
engine: the 1000 Fire.

1991-2003
The new cars of the 1990s
After the debut of the Fiat Tempra in 1990, the 500 came out in 1991. Two years later, in
1993, it was the moment of Fiat Punto (named Car of the Year in 1995) and Fiat Coup,
with bodywork designed by Pininfarina and Centro Stile Fiat.
Other popular cars
With Fiat Ulysse, which came out in 1994, the company made its entry in a sector that was
progressively expanding: the SUV. 1995 saw the debut of the Barchetta, the Fiat Bravo and
Brava, followed the next year by Fiat Marea and Marea WE, and in 1997 Fiat Palio.
Changes at the top and a new registered office
In 1996 Giovanni Agnelli became the Honorary President of the Fiat Group and CesareRomiti
took the office of CEO. In 1997 the parent company left its premises in Corso Marconi and
moved to the Palazzina Fiat of Lingotto, which in the meantime had been converted into a
Trade Fair and Convention Complex.

2004-2007
The restyling of the logo on Fiat Idea
Fiat Idea was the first MPV created by Fiat but also the first car with the task of
communicating the brands new 'mission': Fiat Idea displayed the round logo, renewed and
proposed by Centro Stile Fiat to evoke the emblem designed to celebrate the Companys
100th Anniversary.It was also meant to get across the most significant change in Fiat car
design: more attention to high-tech content and intelligent solutions designed to simplify
several aspects of daily life in the car.
Multijet engines
Fuel saving and top performing, this engine proved a real success factor on the new Fiat car
models.The new system born of the evolution of the Common Rail principle is the basis
of the new second-generation Fiat engines: the small 1.3 Multijet 16v, the sporty 1.9 Multijet
120 and 150 bhp and the powerful 1.4 90 bhp.
Three years of new models
The years 2004-2006 were an extremely busy time for the Turin company, which, following a
profound change in corporate culture and mentality, focused on a continuous, rapid overhaul
of its products, on technological research, on the quality of its designs and on a new,
constructive relationship with the customer.During these years, this new philosophy gave rise
to a series of new models, and some restyling of older models: from the restyling of the Fiat
Idea Model Year, Seicento MY and Stilo MY to the new Multipla and the launch of the Panda
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4x4, in 2004; 2005 began with the launch of the new Croma, designed by Giugiaro, the new
600 (celebrating its 50th anniversary), and the Grande Punto - beautiful, solid and
exciting.2006 saw the launch of the New Dobl and Sedici, the 4x4xTUTTI for city and offroad driving, and the official car of the 2006 Olympic Winter Games, while the Panda MY
2007 range was extended and overhauled.
The debut of the new logo on the Bravo
2007 began with the launch of the Bravo preceded by the first ever institutional Fiat blog.
Bravo is the first car to sport the new Fiat logo as a tangible sign of the companys
turnaround. The new Bravo is a successful blend of beauty and substance, destined to become
a benchmark for the segment.
500 launch
On July 4 2007, exactly 50 years after the launch of the original 500, the new Fiat 500 made
its debut in Turin.It is the first small car with an individualistic concept,allowing the
consumer to tailor-make their 500 with more the 500000 available variants. Following its
launch, the 500 won numerous awards, such as the European Car of the Year In
2008.Numerous limited editions and versions have been created: new Fiat 500 by GQ, Gucci
and Diesel just to name a few.

2008-2013
Twin Airrevolutionary technology
In July 2010, Twin Air-the first of a new family worlds high tech two-cylinder engines made
by FPT-Fiat Powertrain Technologies was launched through Fiat 500 model.This technology
implements the revolutionary MultiAir system combined with specific fluid dynamics
optimised for maximum fuel efficiency. Furthermore,by taking the concept of downsizing to
the extreme and masterfully tuning the basic mechanics, the new Twin Air engine familydelivering from 65 to 105 HP-emits 30% less CO2 than an engine of equal performance.
Fiat becomes more environment-friendly
Fiat cars becomes more eco-friendly with low pollutant and CO2 emission levels. With Fiat
Eco-drive, Methane engines, Start&Stop, MultiJet, TwinAir, the Fiat Groups sustainability
strategy has resulted in a combination of conventional and alternative technologies. Brand
Fiat made also its move in the electric cars field with the launch of Fiat 500 E (with 0 CO2
emissions) on July 2013 in USA.
Fiat growth
Fiat has brought its passion not only to the "Old Continent", but also in Northern Americawith the launch of Fiat in USA in 2009 and Asia. In Asia we highlight the creation of the new
joint venture GacFiat in 2010.After the importation of Fiat Bravo, Fiat 500 and Fiat Freemont,
in 2012 it was launched Viaggio-first tailormade sedan for China market-produced in GacFiat
jointventure factory located in Changsha. This factory adopts the standards of World Class
Manufactory as all the factories from Fiat and Chrysler.
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CHAPTER 2
PLANT DETAILS

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FIAT RANJANGAON (NEAR PUNE) PLANT LAYOUT

G4

G5

ENGINE SHOP

G1

TRIM SHOP

B/W SHOP
PAINT
SHOP

G2

TRANSMISSION
SHOP

G3

PALIO
PLANT

SALES YARD

WARE
HOUSE

ASSEMBLY
SHOP

EHS &
Utility

SCRAP YARD

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Page | 15

FIAT POWERTRAIN TECHNOLOGY

OUR VALUES
FPT is one of the leading world players in engines, axles and transmissions for the Industrial
sector. These extraordinary results are the outcome of the work and commitment of each of us
and our sharing of fundamental values which have become part and parcel of our everyday
lives.
Everyday lives that are marked by passion for our work. The passion to create a new product,
see it being born, reach the market and prove to be the best, interact with customers, take on
board their needs and respond to them in advance. The passion to make products that can save
other peoples lives, as when one of our engines equips a rescue boat or an ambulance, or
when they are fitted to vehicles that contribute to the growth of the country.
To be able to guarantee all this we demand the maximum quality, not only in the production
process but throughout the life of the product. From design, to assembly, to delivery, to
maintenance and if necessary regeneration. Quality is a constant process and depends mainly
on the people who work for the company. This is why, constantly and at a global level, we
communicate a culture of constant improvement through the integrated management of knowhow and specific training processes in instruments such as problem solving.
A basic factor in the success of a company like ours is the development of innovative
solutions. These solutions can represent the difference compared to our competitors and
enable us to achieve and maintain positions of leadership on the global market. The ongoing
ability to innovate is our source of energy. Developing innovative solutions for the engines of
tomorrow is not only a competitive weapon but the concrete strategy for being a true game
changer, acknowledged by the market as such, reliable and credible.
Trustworthiness is decisive for transmitting our way of being with respect to stakeholders.
To announce our potential or performance is not enough to inspire confidence; credibility
must be built up with the work we do every day: respecting commitments made with
customers, pursuing with determination the objectives set with respect to the products that we
create, and in the technological innovations that we develop as we aim for sustainable growth.
Sustainability, especially with regards to respect for the environment, has always been an
integral and transversal part of our business culture, capable of actively involving everybody.
For us the reduction in environmental impact is an absolute value that translates into an
equally absolute commitment in the complete life-cycle of our products, from research
activities to production, from targeted projects to the everyday aspects of our office work.
OUR MISSION
If our values identify the way we are, the mission we have given ourselves guides our actions
and describes our reason for being and for growing, namely a company with
maximum technological leadership. Due to innovation and the ongoing improvement in our
products and processes we are one of the worlds leading players in engines with a high level
of technological excellence and performance.
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Furthermore, due to our in-depth knowledge of markets and market segments we are able to
offer all over the world technological solutions for any application, guided by the real needs
of our final users. In doing so, we guarantee their satisfaction and that of our customers.
Our ability to anticipate stimuli from the marketplace enables us to offer them an efficient,
fast and leading edge service, allowing us to grow and create value for all stakeholders,
shareholders, employees, customers and final users.
In the name of future generations our growth can only be sustainable, so guaranteeing,
through constant research, the conditions of economic and social wellbeing for the
area around the company and for the people that live there, limiting the impact we have on the
environment. Pursuing these actions we demonstrate how we want to be seen by the world
outside.
OUR VISION
We have always led the market with technological decisions that aim to obtain high
performance, low fuel consumption and low emission levels at one and the same time.
Innovative decisions, such as Common Rail technology or CNG, and as the highly efficient
SCR system is proving to be, recognized by customers and competitors as successful
decisions. We want to continue along this road in the future, namely our aim is to be a
company capable of changing the rules of the game, a truly determined and tireless game
changer.

TRANSMISSION SHOP
SHOP HISTORY
JAN-2007

Land development Started

MAR-2007

1st White collar recruited

JUN-2007

Building erection started

JUN-2008
AUG-2008

SDE Assembly, Cylinder Block, Cylinder Head, Crankshaft lines

started
Transmission assembly line Started

NOV-2008

Heat Treatment and fire assembly line started

PRODUCT INFORMATION
Transmission C510
Maximum Torque: 170 N-m
201 N-m

Final Drive Ratio: 3.562, 3.733, 4.067, 3.929And 4.4

Parts made: Input and Output Shafts, Ring Gear, 5th Gear.
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TRANSMISSION SHOP LAYOUT

CH/TH (Washing Area)

Inspection Area

Transmission Warehouse

Gear Washing
Area

Heat Treatment

SOFT MACHINING

HARD MACHINING

Ring Gear (Soft Machining)

Ring Gear (Hard Machining)

5th Gear (Soft Machining)

5th Gear (Hard Machining)

Input Shaft (Soft Machining)

Input Shaft (Hard Machining)

Output Shaft (Soft Machining)

Output Shaft (Hard Machining)

OFFICES AND REFRESH ZONE

CH/TH Assembly Line

Main Assembly Line

Test Loop

SHAFT LINE

Differential
Assembly Line
Finished Products Area

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CHAPTER 3
TRANSMISSION SHOP: MACHINING

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MACHINING
Soft Machining: Machining the parts prior to heat treatment. All large and deep cuts are
done during soft machining when part is comparatively less hard.

Hard Machining: Generally semi-finishing and finishing is done in hardened state. Depp
cuts are usually avoided.

Various Machining Processes :HOBBING: Hobbing is a machining process for gear cutting, cutting splines, and
cutting sprockets on a hobbing machine, which is a special type of milling machine. The teeth
or splines are progressively cut into the work piece by a series of cuts made by a cutting
tool called a hob. Compared to other gear forming processes it is relatively inexpensive but
still quite accurate, thus it is used for a broad range of parts and quantities.
It is the most widely used gear cutting process for creating spur and helical gears and more
gears are cut by hobbing than any other process since it is relatively quick and inexpensive.
Hobbing uses a hobbing machine with two skew spindles, one mounted with a blank work
piece and the other with the hob. The angle between the hob's spindle and the work pieces
spindle varies, depending on the type of product being produced. For example, if a spur gear
is being produced, then the hob is angled equal to the helix angle of the hob; if a helical gear
is being produced then the angle must be increased by the same amount as the helix angle of
the helical gear. The two shafts are rotated at a proportional ratio, which determines the
number of teeth on the blank; for example, if the gear ratio is 40:1 the hob rotates 40 times to
each turn of the blank, which produces 40 teeth in the blank. Note that the previous example
only holds true for a single threaded hob; if the hob has multiple threads then the speed ratio
must be multiplied by the number of threads on the hob. The hob is then fed up into
workpiece until the correct tooth depth is obtained. Finally the hob is fed through the
workpiece parallel to the blank's axis of rotation. Up to five teeth can be cut into the
workpiece at the same time. Often multiple gears are cut at the same time.

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HONING: Honing or to "Hone" is an abrasive machining process that produces a precision

surface on a metal workpiece by scrubbing an abrasive stone against it along a controlled
path. Honing is primarily used to improve the geometric form of a surface, but may also
improve the surface texture.
Typical applications are the finishing of cylinders for internal combustion engines, air
bearing spindles and gears. There are many types of hones but all consist of one or more
abrasive stones that are held under pressure against the surface they are working on.

SHAVING: The shaving process is a finishing operation where a small amount of metal is
sheared away from an already blanked part. Its main purpose is to obtain better dimensional
accuracy, but secondary purposes include squaring the edge and smoothing the edge. Blanked
parts can be shaved to an accuracy of up to 0.025 mm (0.001 in).

CONTOUR GRINDING: Grinding Machines are also regarded as machine tools. A

distinguishing feature of grinding machines is the rotating abrasive tool. Grinding machine is
employed to obtain high accuracy along with very high class of surface finish on the
workpiece. However, advent of new generation of grinding wheels and grinding machines,
characterised by their rigidity, power and speed enables one to go for high efficiency deep
grinding (often called as abrasive milling) of not only hardened material but also ductile
materials. Some types of surface grinders are also capable of producing contour surface with
formed grinding wheel.

SHOT PEENING: Shot peening is a cold working process used to produce

a compressive residual stress layer and modify mechanical properties of metals. It entails
impacting a surface with shot (round metallic, glass, or ceramic particles) with force sufficient
to create plastic deformation.
It is similar to sandblasting, except that it operates by the mechanism of plasticity rather
than abrasion: each particle functions as a ball-peen hammer. In practice, this means that less
material is removed by the process, and less dust created. Peening a surface spreads it
plastically, causing changes in the mechanical properties of the surface. Its main application is
to avoid the propagation of micro cracks from a surface. Such cracks do not propagate in a
material that is under a compressive stress; shot peening can create such a stress in the
surface.
Shot peening is often called for in aircraft repairs to relieve tensile stresses built up in the
grinding process and replace them with beneficial compressive stresses. Depending on the
part geometry, part material, shot material, shot quality, shot intensity, shot coverage, shot
peening can increase fatigue life up to 1000%.
Plastic deformation induces a residual compressive stress in a peened surface, along with
tensile stress in the interior. Surface compressive stresses confer resistance to metal
fatigue and to some forms of stress corrosion. The tensile stresses deep in the part are not as
Page | 21

problematic as tensile stresses on the surface because cracks are less likely to start in the
interior.

COLD SPLINE ROLLING: The total forming effort needed to generate splines in solid
materials is broken down into numerous forming steps spread along the entire cylindrical
length of the zone to be formed. As its name implies, this technique applied is a strictly
forming (rolling) process during which no chip forming is involved.

PARTS
INPUT SHAFT
The automobile's engine crankshaft turns and creates power. This mechanical energy must
first go through the transmission gearbox before it eventually reaches the wheels. The first
component to receive this energy is the input shaft. It can be engaged or disengaged through
the mechanism of the clutch. Typically in a rear-wheel drive car, the input shaft is designed to
lay along the same line as the output shaft, forming what seems like a singular component that
is sometimes called a main shaft.

Page | 22

INPUT SHAFT

OUTPUT SHAFT

Fig. Input and Output Shaft in correct configuration.

OUTPUT SHAFT
The final component that carries the power out of the transmission gearbox and on to the
wheels is the output shaft. A set of transmission gears parallel to those on the counter shaft are
arranged along the output shaft; it is driven by the counter shaft through these gears. Both
output and counter shaft gears are usually already meshed but the output shaft gears are not
permanently attached to it. These gears are the ones actually shifted manually by the driver.
Only the one gear selected is fastened and rotates the output shaft along with it, while the
others spin freely until another one is selected.

PROCESS FLOW CHART

PFC FOR INPUT SHAFT

Page | 23

OP-10

OP-20

OP-30

SHAPING
REVERSE GEAR

SHAPING 1ST
GEAR

WASHING

OP-40

OP-50

OP-60

HOBBING

MULTIPLE
CHAMFERING

SPLINE COLD
ROLLING

OP-70

OP-80

OP-90

MILLING

AXIAL DRILLING

RADIAL
DRILLING

OP-100

OP-110

SHAVING
REVERSE GEAR

WASHING

OP-430

OP-440

OP-450

CARBURIZING

OIL QUENCHING

WASHING

OP-460
TEMPERING

TO HARD
MACHINING

Page | 24

OP-500

OP-510

THREAD TEMPERING

STRAIGHTENING

OP-520

OP-530

CONTOUR GRINDING

WASHING

OP-540

OP-550

OP-560

POWER HONING 1ST

POWER HONING 2ND

WASHING

OP-10

OP-20

OP-30

SHOT PEENING

WASHING

FINAL CHECK

PFC FOR OUTPUT SHAFT

OP-10

OP-20

OP-30

OP-40

HOBBING
AND
CHAMFERING

SPLINE COLD
ROLLING

MILLING

WASHING

Page | 25

OP-430

OP-440

OP-470

CARBURISING

GAS
QUENCHING

TEMPERING

OP-500

OP-510

OP-520

OP-530

THREAD
TEMPERING

STAIGHTNING

CONTOUR
GRINDING

WASHING

OP-540
HONING

OP-10

OP-20

OP-30

SHOT PEENING

WASHING

FINAL CHECK

PFC FOR 5TH GEAR

OP-10

OP-20

OP-30

OP-40

DOG BODY
SHAPING

HOBBING
AND
CHANFERING

DOG BODY
PAINTING

WASHING

Page | 26

OP-430

OP-440

OP-470

CARBURISING

GAS
QUENCHING

TEMPERING

OP-500

OP-510

OP-520

HARD TURNING
AND GRINDING

POWER
HONING

WASHING

OP-10

OP-20

OP-30

SHOT PEENING

WASHING

FINAL CHECK

PFC FOR RING GEAR

OP-10

OP-20

HOBBING
AND
CHAMFERING

WASHING

OP-430

OP-440

OP-470

CARBURISING

GAS
QUENCHING

TEMPERING

Page | 27

OP-200

OP-210

OP-220

HARD TURNING

TEETH
GRINDING

WASHING

OP-10

OP-20

OP-30

SHOT PEENING

WASHING

FINAL CHECK

INSPECTION OF INCOMING MATERIAL

STEPS:
1)
2)
3)
4)
5)

Material is bought at place of inspection on trolley.

Visual examination and Alerts are most important step during inspection.
Operator checks/searches for some standard spots and holes.
Operator checks with GO and NO-GO gauges and spine gauges.
At last part is loaded on METREL machine and the computer checks gear ratio with
help of a master gear.

TOOLS, MATERIALS AND PROPERTIES

INPUT SHAFT :1) Shaping cutter For Reverse Gear
Manufacturer: Mitsubishi India
Used For: Input Shaft Reverse Gear Shaping on Liebherr LS80 Machine.
Tool Material: ASP2052
Coating on Tool: ALCRONA (Violet Grey Colour)
Tool specification:
Page | 28

Module: 2.45 mm

Pressure Angle: 18deg

Helix Angle: 0deg

No. Of Teeth: 80

Construction Class: AA

Tool Cost: 43k INR

2) Honing Wheel
Manufacturer: Tyrolit Austria
Used For: Input Shaft 2nd Gear honing on prawema synchrofine 205HS machine.
Tool Material: Aluminium Oxide
Coating on Tool: -Tool specification:

Normal Module: 1.8mm

Pressure Angle: 15.5deg

Pitch Helix Angle: 17.34deg

No. of Teeth: 86

Tool Cost: 24k INR

3) Shaping Cutter for 1st Gear

Manufacturer: Liebherr Germany
Used For: Input Shaft 1st gear shaping on Liebherr LS80 machine.
Tool Material: S-11-2-5-8
Coating on Tool: Futura (Black)
Tool specification:
Page | 29

Module: 2.15mm

Pressure Angle: 18deg

Helix Angle : 32deg

No. of teeth: 88

Construction Class: AA

Tool Cost: 138k INR

4) HOB
Manufacturer: LMT FETTE GERMANY
Used For: Input Shaft 2nd gear hobbing on Liebherr LC200 Machine.
Tool Material: PM14
Coating on Tool: ALCRONA (Violet Grey)
Tool specification:

Module: 1.8mm

Pressure Angle: 15.5deg

Construction Class: AAA

Hand Of Cut: RH

No. of Grooves: 17

No. of Starts: 2

Tool Cost: 91K INR

5) Long Drill
Manufacturer: Mitsubishi Japan
Used For: Input Shaft Long Hole drilling on Teknodelta machine
Tool Material: carbine
Coating on Tool: Futura
Page | 30

Tool specification:

Drill dia. : 8.5mm

No. of flutes: 2

Point Angle: 140deg

Helix Angle: 30deg

Tool Cost: 41k INR

6) Shaving Cutter
Manufacturer: Samputensili Italy
Used For: Input shaft reverse gear shaving on sicmat RAS0400 Machine.
Tool Material: M2
Coating on Tool: -Tool specification:

Module: 2.45mm

No. of teeth: 89

Pressure Angle: 18deg

Tool Cost: 64k INR

OUTPUT SHAFT :1) HOB

Manufacturer: LMT Fette Germany
Used For: Output Shaft gear Z-16 hobbing on Liebherr LC200 machine.
Tool Material: PM14
Coating on Tool: ALCRONA ( Violet Grey)
Page | 31

Tool specification:

Normal Module: 2.7mm

Pressure Angle: 20deg

Construction Class: AAA

No. of Grooves: 17

No. of Starts: 1

Tool Cost: 91k INR

2) Milling Cutter
Manufacturer: Febametal Italy
Used For: Input/Output shaft groove milling on teknodelta Machine.
Tool Material: M2
Coating on Tool: Tin (Yellow)
Tool specification:

Outside Dia.: 100mm

No.Of Teeth: 34

Rake Angle: 6deg (+ve)

Primary Clearance: 8deg

Secondary Clearance : 20deg

Tool Cost: 9145.5 INR

3) Honing Wheel
Manufacturer: Tyrolit Austria
Used For: Input/Output Shaft Gear Z-16 Honing on prawema synchrofine 205HS Machine.
Tool Material: Aluminium Oxide
Page | 32

Coating on Tool: -Tool specification:

No.of Teeth: 61

Normal module : 2.7mm

Pressure angle: 20deg

Pitch helix angle: 14.96deg

Helix Hand: LH

Tool Cost: --

RING GEAR

1) Gear Grinding Wheel

Manufacturer: Winter thur Austria
Used For: Ring gear Z-57 Grinding on Reishauer RZ303 Machine.
Tool Material: Ceramic
Coating on Tool: -Tool specification:

Normal Module: 2.7mm

No.of Starts: 5

Pressure Angle: 20deg

Hand of cut: RH

Tool Cost: 34k INR

2) CBN insert
Manufacturer: Sumitomo Japan
Page | 33

Used For: Ring Gear Hard machining on Budres Machine

Tool Material: CBN brazeden Carbide
Coating on Tool: Tin (yellow)
Tool specification:

Shape: Rhombic

Clearance Angle: 0deg

No. of corners: 4

Tool Cost: 4891 INR

3) Chamfering Pin
Manufacturer: Lukas Germany
Used For: Ring Gear chamfering after hobbing on Liebherr LC200 Machine.
Tool Material: Carbide
Coating on Tool: -Tool specification:

Twist: 26deg

Shank Dia.: 6mm

No. of teeth: 16

Tool Cost: 2077 INR

4) HOB
Manufacturer: LM Fette Germany
Used For: Ring Gear Z-57 Hobbing on Liebherr LC200 Machine
Tool Material: PM14
Page | 34

Coating on Tool: ALCRONA.

Tool specification:

Module: 2.7mm

No.of Starts: 3

Pressure Angle: 20deg

Construction Class: AA

No. of grooves: 25

No.of Starts: 3

Hand Of cut: RH

Tool Cost: 126.5K INR

5th GEAR :-

1) Honning Wheel
Manufacturer: Tyrolit Austria
Used For: Prawema synchrofine 205HS machine.
Tool Material: Aluminium Oxide
Coating on Tool: -Tool specification:

Normal Module: 1.6mm

Pressure angle: 14.5deg

Pitch helix angle : 18.10deg

No. of teeth : 119

Helix hand : RH

Tool Cost: 22K INR

Page | 35

2) Shaping Cutter
Manufacturer: Liebherr Germany
Used For: Dog body shaping on Liebherr LS80 machine.
Tool Material: ASP2052
Coating on Tool: Futura
Tool specification:

Module: 2.185mm

No.of teeth: 80

Pressure angle: 30deg

Helix angle: 0deg

Construction class: AA

Tool Cost: 91K INR

3) HOB
Manufacturer: LM Fette Germany
Used For: Hobbing on Liebherr LC200 Machine.
Tool Material: PM14
Coating on Tool: ALCRONA (Violet)
Tool specification:

Normal Module: 1.6mm

Pressure Angle: 14.3deg

No. of grooves: 22

No. of Starts: 3

Hand Of cut: RH

Construction Class: AAA

Tool Cost: 1563.51 INR

Page | 36

CHAPTER 3
HEAT TREATMENT

Page | 37

HEAT TREATMENT PLANT LAYOUT

WASHING
MACHINE

TEMPERING
FURNACE

OUTLET
CHARGE UNLOAD

H.C

OIL

H.C

QUENCHING

GAS

QUENCHING

LOW PRESSURE
VACCUM
CARBURISING
FURNACE

TUNNEL

H.C

H.C

INLET
CHARGE LOAD

Page | 38

HEAT TREATMENT PROCESS

All parts (I/P, O/P Shaft, Ring Gear, 5th Gear) are mounted on a Nickel fixture on a
trolley.
Mounted material enters furnace and the vacuum creation process starts and pressure
is taken from 1000 millibar (Atm. Pressure) to 10 millibar. Vacuum is created so that
very less air remains in chamber and hence no chance of oxidation in furnace.
This furnace is an Electric furnace which is always at 960deg Celsius.
When parts reach 960deg Celsius, Acetylene (C2H2) is diffused for 90sec and after
that Nitrogen (N2) if diffused alternately for 100sec.This cycles take place many times
and is known as carburising.
After carburising, hot parts are taken out and de-vacuum process is done.
After that depending upon material type oil or Gas quenching is done.
After this tempering is done to parts. Parts are soaked at 170deg Celsius.
After tempering parts cool down slowly normally and are finally unloaded at end.
After unloading metallurgical inspection is done.

MATERIALS AND QUENCHING MEDIUM

Parts are produced of two materials ;
1) 27MnCr5
Used for High Torque transmission (90 HP).
Require low cooling Rate.
Gas Quenching is done.
2) 20MnCr5
Used for Low Torque transmission (75 HP).
Require High cooling Rate.
Oil Quenching is done.

CARBURISING
PROCESS FUNDAMENTALS

Hydrocarbon thermal cracking at low pressure. C2H2- 2C + H2

Alternate injection of hydrocarbon gas and neutral gas.
Number and duration of duration of steps determined by case depth required.

WHY ACETYLENE Vs. PROPANE ?

Gas consumption/ Load is less.

No exhaust gas emission measures required.
Nature of by-products is easily cleanable (Good for maintenance).
Acetylene By-products Dry, Soot-like-by product.
Page | 39

Propane By-products Tar like, Glue Like of High Viscosity.

ADVANTAGES OF VACUUM CARBURISING

Fast Carbon Transfer.

No Surface Oxidation.
Good Case depth uniformity.
Integration into manufacturing.
Little consumption of carburising Gas.
No formation of furnace atmosphere.
High Carburising temperatures possible.

HARDENING
Process:
-

Heating steel to proper austentising temperature.

Soaking at this temperature to get a fine grained and homogenous Austentite.
Cooling Steel at a rate faster than its critical cooling rate.
Austentite transforms to martensite and steel becomes hard.

TEMPERING
Process:
-

Heating Steel to proper austentising temperature.

Soaking at this temperature to get a fine grained and homogenous Austentite
Cooling normally very slowly
Tempered Steel

Why To Do Tempering?
-

To relieve quenching stress developed during hardening.

To restore ductility and toughness with decrease in hardness and strength.
To improve dimensional stability by decomposing retained Austentite.
To improve magnetic properties by transforming non-magnetic retained Austentite.

GAS QUENCHING

2 turbines of Aluminium, 12 Blades each rotate at 3000 RPM.

2 Gas to Liquid Heat Exchangers.
Heat Exchangers are made of copper tubes installed on a light removable frame,
placed between chamber inner wall and screens.
After Quenching, High pressure gas is exhausted to atmosphere.
Page | 40

FAN

Heat
Exchanger

Heat
Exchanger

LOAD

GAS
QUENCHING

HEAT
TREATMENT
Normalizing

RESULTING MICRO-STRUCTURE FOR CASE

HARDENING
Ferrite and Pearlite grains approaching Globurization

Annealing

Uniformly Distributed Ferrite And Pearlite Grains

Iso-Annealing

Uniformly Distributed ferrite and Pearlite Grains Without banding in

microstructure

Case Hardening
(As Quenched)

Martensite Needles + Retained Austentite

Case Hardening
+ Tempering

Fine tempered martensite + Retained Austentite

Core Micro-Structure
after Hardening

Low Carbon Martensite + Bainite

Page | 41

METALLURGICAL INSPECTION
What Things are checked?
1) Surface Hardness Measurement.
Using Universal Hardness Tester
Rockwell Hardness tester
2) Case depth measurement.
Micro-Hardness Tester
3) Core Depth measurement.
Using Universal Hardness Tester
Rockwell Hardness Tester
Micro-Hardness Tester
4) Micro-Structure inspection.
Using a microscope.
Process Flow of Metallurgical Inspection :-

Part Cutting
CASE DEPTH

Sample
Preparation

Mould
Preparation

Polishing

Etching

Inspection

Page | 42

CHAPTER 5
WCM
(World Class Manufacturing)

Page | 43

WCM
WCM is core pathway which is followed at FIAT INDIA PVT. LTD. It is this technique
which enables this company to perform at global platform very effectively. This methodology
is dependant or established upon foundation of 11 pillars. Each and every pillar is essential
and vital in smooth production output.
The Pillars are nothing but departments handled separately by various teams. But collectively
this pillar system leads to systematic planning and execution. These pillars are,
1) Safety pillar
2) Environment Pillar
3) People Development pillar
4) Early Equipment Management pillar
5) Logistics Pillar.
6) Quality control pillar
7) Cost Deployment pillar
8) Focused improvement pillar
9) Workplace organization pillar
10) Autonomous Maintenance pillar
11) Professional maintenance pillar.
Let us see each pillar in some depth:

1) SAFETY PILLAR
WHY?
Promoting Continuous improvement of safety at workplace.
PURPOSE:
1)
2)
3)
4)

Drastically Reduce No. of accidents.

Develop a culture of prevention of accidents.
Constantly improve workplace ergonomics.
Develop specific professional skills to improve safety.

NEEDS: To guarantee the highest health and safety standards for our employees in
compliance with FIAL Safety policy.
VISION: To establish a culture of prevention for safety in our working environment where
everyone has autonomy and competence to care for his/her own safety.
OBJECTIVE:
1) Sustain Zero accident.
2) Achieve Zero first Aid incidents.
Page | 44

7 STEP METHODOLOGY:
Reactive:
1) Accident analysis and analysis of causes.
2) Counter measures and horizontal expansion

Preventive:
3) Setting Tentative standards for safety risk assessment.
4) General inspection for safety.
5) Autonomous inspection

Proactive:
6) Autonomous safety standards.
7) Full implementation of safety standards.

RISK ANALYSIS

RISK ASSESMENT
Identification of unsafe
Conditions per legal compliance

RISK PREDICTION
Unsafe Acts Prediction

Safety Standards :
Visual Management
1)
2)
3)
4)

Safety info displayed in shop floor.

Safety signs on machine.
Sign for tow trucks.
Signs for pedestrians. (SLG)

Page | 45

ENVIRONMENT, HEALTH AND SAFETY POLICY

FIAT INDIA AUTOMOBILES LIMITED is committed to operate its business

in a sustainable manner that protects the environment and promotes the health
and safety of people working for or on behalf of the organization.

GUIDING PRINCIPLES:

1) Considering Environment, Health and Safety ( EHS) as a core value in all

our business actions.
2) Pursuing continual improvement on EHS performance through
implementation of WCM standards and practices.
3) Building a sound safety culture through management leadership and
active participation by employees and service providers.
4) Ensuring compliance with applicable legal and other requirements as an
on-going measure.
5) Focusing on prevention of pollution by ensuring optimal utilization of
resources and promoting the use of renewable energy.
6) Empowering the employees and improving their EHS competencies by
providing training and awareness at all levels including service providers.
7) Promoting best practical of EHS by understanding benchmark process
involving the stakeholders.

Page | 46

2)

COST DEPLOYMENT PILLAR

VISION: Becoming a leader in global market by improving cost competitiveness.

NEED: Cost, losses and their relations must be identified in order to address improvement
actions to critical processes and to have a consistency with budget of plant.
OBJECTIVE: To identify hidden losses; reduce major losses in priority areas; achieve
important performance on manufacturing cost reduction and analyse all details in depth.
TARGET: Achieve cost reduction of 10% YOY.

PILLAR
PHILOSOPHY

ANALYSIS AND

IMPLEMENTATION

PROJECT SELECTION

ON SHOP FLOOR

MEASURING
EFFECTIVENESS

LOSS DATA
COLLECTION

CREATING
AWARENESS

Page | 47

METHODOLOGY

1) Identify all costs, set cost reduction target , allocate costa to

processes.
A Matrix
losses
B

2) Identify losses qualitatively and quantitatively, quantify losses based

on past operating data, from data collection or quantitive
measurement.
3) Separate casual losses from resultant losses.

Matrix casual
losses
C

4) Transform identified losses into costs.

Cost/losses
D

5) Identify the methods to eliminate losses.

Loss/Method
E

6) Estimate improvement costs and potential savings.

Cost/ Gains
F/G

7) Define the improvement plan and its implementation follow-up.

Result/Followup

3) FOCUSED IMPROVEMENT PILLAR

VISION: To identify the right method for each problem Through the understanding of the
real root cause and application of right to eliminate it
NEED: To increase productivity and reduce manufacturing cost through the eradication of
every loss related labour and machine efficiency.
OBJECTIVES:
1) To increase the no. of projects.
2) To create a strong in depth know how at all levels.
3) To extend best practises through horizontal expansions.
4) 0 accidents, 0 defects, 0 breakdowns, 0 waste, 0 Inventories.
Page | 48

TARGETS: Loss reduction >= 7% (Focused + Systematic) of regular manufacturing cost

Lost working day cases (LWDC) = 0

7 STEP APPROACH:
1)
2)
3)
4)
5)
6)
7)

Define model area.

Stratify the losses.
Select the theme.
Select the team.
Project implementation.
Cost and benefit analysis.
Follow-up and horizontal expansion.

DEFINE
PHILOSOPHY
SUSTAINIBILITY

STUDY SYSTEM
RESULTS

SET
CHALLANGES

ACTIONS +
COUNTERMEASURES

ROOT CAUSE
ANALYSIS

Page | 49

IMPROVING FOCUSED IMPROVEMENT COMPETENCY:-

5G (Identify Problem and its phenomenon behind it)

GEMBA Go to spot.
GEMBUTSU Examine the object.
GENJITSU check facts and figures.
GENRI Refer to theory.
GENSOKU Follow the operating standard.

INDUCTIVE TO DEDUCTIVE APPROACH

Inductive ( Analytical)

Deductive (design)

Reduction of
material cost

Eliminate losses, Elimination of

defectives

Improvement of
efficiency

Operational improvement

Reducing no. of parts by design,

changes, better design for lower
cost.
No operation

Automation

Automation of an individual
operation

Automation of entire system

Setup

External Setup

No Setup

Equipment
Depreciation

Effectiveness Management

Cheaper management

Quality
Improvement
Quality Control

Elimination of Variation

Design which allows variation

Through Daily control

Real Time Management and

control

Reduction of
defectives

Standardization of skills

Simple design for machining

Reduction of
inventory

Improvement of re-ordering
point system

Less stock, JIT

Page | 50

Shortening Lead
time

Small lot inventory control

One-piece flow production

Expediting progress
transportation

Utilization of personal
computers , manpower

Less control, Less Transportation

4) WORKPLACE ORGANIZATION PILLAR

VISION:
1) To improve workplaces to achieve high standards.
2) To make improvements through total people involvement.
3) Standardized work operation in a friendly, safe and Zero-defect workplace.

NEED:
1)
2)
3)
4)

Ensure safety.
Improve ergonomics and quality.
Decrease losses due to NVAA.
Create ideal conditions and improve morale.

OBJECTIVE:
1) Efficiency with line balancing and NVAA reduction.
2) Product quality improvement and rework reduction.
3) Workplace safety.

TARGET: FTQ 100%

Productivity improvement > 50% in model Area.
>30% in extended Area.

Page | 51

VALUE ADDING ACTIVITIES

Screwing, Welding, Gluing, Part setting, Product identification, Fitting, make a hole, Bend,
Cut the material.

SEMI-VALUE ADDING ACTIVITIES

Holding, Picking Up, Positioning, Putting together, Hammering.

NON-VALUE ADDING ACTIVITIES

Walking, Transporting, Waiting, Turning over, Rotating, Wiping, Adjusting, Watching,

Accumulating, Delaying, Stopping, Reworking, Transferring, Re-Packing, Pushing, Taking
down, Putting on, Counting, Arranging, Pulling, Placing, Passing from one hand to other.

LEVELS OF MOVEMENTS

Flexion angle of waist

L1

L2

L3

>30deg

15-30 deg

0-15 deg

Page | 52

Rotation angle of waist

L1

L2

L3

>45 deg

15-45 deg

0-15 deg

Height of working arm

L1

L2

L3

Higher than shoulder

At height of shoulder

At height of waist

L1

Flexion and stretching

angle of knee
L2

L3

>60 deg

30-60 deg

0-30 deg

Rotation angle of wrist

L1

L2

L3

>100 deg

90-180 deg

0-90 deg

Pick up parts and materials

L1

L2

L3

Difficult to handle and

necessary to pay attention

Possible to pick up object

stretching the arm

Easy to pick up without

changing ones place

Page | 53

Working Range
L1

L2

L3

>90 deg

45-90 deg

0-45 deg

Walk
L1

L2

L3

>10 steps

5-9 steps

0-4 steps

Transport
L1

L2

L3

>5 kg

3-5 kg

0-3 kg

5) AUTONOMOUS MAITENANCE PILLAR

NEED: Reduce breakdowns through machines basic condition restoring. Give support to
maintenance activities

VISION: Obtain employees professional growth and people involvement in cleaning,

inspection and lubrication activities to increase machine availability.

OBJECTIVE:
Page | 54

1) Zero breakdown due to lack of basic conditions.

2) Establish best CILR standards
3) Improve Safety, Quality and Productivity.

6) PROFESSIONAL MAINTENANCE PILLAR

NEED: To maximize machine effectiveness at lowest economical cost

VISION: Achieve Zero breakdown by creating a zero breakdown culture.

OBJECTIVES:
1) To develop knowledge and skills for specialized maintenance activities
2) To establish maintenance system focussing on components
3) To reduce maintenance cost.

7 STEP APPROACH

REACTIVE MEASURES
1) Elimination of forced deterioration and prevention of accelerated deterioration.
2) Reverse Deterioration (Breakdown analysis).
3) Establishment of maintenance standards.

PREVENTIVE MEASURES
4) Countermeasures against weak points of machine and lengthened equipment life.
5) Build a periodic maintenance system

PROACTIVE MEASURES
6) Build a predictive maintenance system (trend management).
7) Maintenance cost management; Establishment of planned maintenance system.
Page | 55

7) QUALITY CONTROL PILLAR

VISION: Maximizing customer satisfaction and achieving business excellence through

continual improvement in development and manufacture of safe and reliable products and
services of international standards.

NEED: Produce the best powertrains in automotive market.

OBJECTIVE:
1) Improve customer satisfaction with prompt response to customer.
2) Continuously improve product performance.
3) Achieve scorecard targets through continual improvement in internal process and
supplier involvement.
4) Continually monitor and improve manufacturing processes.
5) Total involvement of all employees to reduce wastage and improve efficiency.

INCOMING MATERIAL CONTROL

SUPPLIER CLASSIFICATION :-

A-PERFORMANCE
PS<= 50

51<PS<999

PS=> 1000

10

Page | 56

C- COLLABORATION
High

Medium

Low

10

D-LOCATION
Pune (Local)

Maharashtra (State)

India (country)

A-C-D
AA

>100

50-99

11-49

1-10

WORST SUPPLIER

BETTER SUPPLIER

Page | 57

8) LOGISTICS PILLAR

VISION:
1) Bringing right material at right place at right time with minimum material handeling
and assuring full customer satisfaction.
2) Standardize and extend effective and efficient solutions to entire plant.
3) Standardize packaging to entire plant.

NEEDS:
1) Redefine internal and external logistics according to minimum material handling
principle.
2) Significantly reduce stock levels, increasing productivity, eliminating NVAA and
improve material flow.

OBJECTIVES:
1)
2)
3)
4)
5)
6)

Achieve 100% service levels.

Provide a forklift free material supply for assembly shop.
Stock level reduction.
Facilitate WO team to improve productivity
Reduce logistics cost
Improve external flow by supplier involvement.

TARGETS:
1) Meet 100% service levels for all customers.
2) Reduce raw material inventory to 2 days.
3) Forklift free assembly shop floor for material feeding.

MATERIAL ORIGIN
IMPORTS:
-

Total parts -702

Brazil-12
China-4
Poland-48
Turkey-20
12 containers per week.

Italy- 618

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LOCAL SUPPLIERS:

DISTANCE

SUPPLIER

PARTS

Upto 100 Km

64

313

101-500

13

56

501-1000

10

127

1001-1500

45

310

>1500

53 Trucks per day.

9) EARLY EQUIPMENT MANAGEMENT PILLAR

VISION: To have maintenance and production friendly equipment without quality

problems by involvement of other WCM pillars, plant and supplier experience.

NEED: To provide new equipment to meet market requirement and company strategy with a
stable vertical start up, reduced life cycle cost by efficient design.

OBJECTIVE: Implementing solutions that imply safety, reliability and quality with
competitive advantage to manufacturing.

TARGET: Apply EEM methodology to all upcoming projects; increase the tally of MP-info
to 1500 and DR check-points above 6000 by March 2015.

METHODOLOGY:

STEP 1: Planning (Need for project)

Page | 59

STEP 2: Basic design (Developing design considering different perspectives).

STEP 3: Detailed design (Cycle time analysis, Logistics, Safety, and Maintainability)
STEP 4: Manufacturing
STEP 5: Installation
STEP 6: Key activity indicators.

10)

PEOPLE DEVELOPMENT PILLAR

VISION:
1) Attracting innovative, participative, multi-skilled individuals, who can improve
themselves and others, quickly adapt to changes and have a global insight.
2) Developing these individuals to reach company vision, support their accomplishments
and foster their engagement in company.
3) Constituting a simple and dynamic organizational structure, culture and processes to
ensure the achievement of company goals.
NEEDS:
1) Create an environment where people are encouraged to learn, develop and use their
full potential.
2) Create a continuous learning organization.

OBJECTIVES:
1)
2)
3)
4)

To enhance skills by assessing and eliminating any gaps in skill matrix

Zero human error.
To motivate employees in meeting plant KPI.
To motivate and retain by people involvement activities.

TARGET: No. of suggestions per head per year 21

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7 STEP APPROACH

REACTIVE:
1) Define education, principles and priorities.
2) Establish system of initial education and training to develop competencies.
3) Develop system to improve competencies.
PREVENTIVE:
4) Introduce system of coherent training to develop competencies.
5) Setup a system for further development and nurturing to more advanced concepts and
skills sets.
PROACTIVE:
6) Develop specific competencies to create exceptional people.
7) Continuous assessment to ensure prosperity for company and oneself.

11)

ENVIRONMENT PILLAR

NEED: To implement a proactive environment management system in perspective of

sustainable development principle.

VISION:
1) Creating awareness and applying best available technology to prevent pollution at
source.
2) Pollution, prevention, continuous improvement.

OBJECTIVE:
1)
2)
3)
4)

To develop knowledge and skills.

To adhere to audit calendar.
To update legislation.
To build database.
Page | 61

TARGET:
1) Eliminate/decrease all kinds of energy losses.
2) Become a zero impact company.

7 STEP METHODOLOGY

REACTIVE
1) Law and regulations, understanding and trend.
2) Actions against contamination and pollution sources elimination.

PREVENTIVE
3) Provisional standards, establish audit systems, increase know how.
4) Chemicals control, energy and resources saving.
5) EMS, environment accounting, economical budget.

PROACTIVE
6) Environment load and risk reduction and green procurement.
7) Plant-wide EMS to create model plant.

Page | 62

ENVIRONMENT, HEALTH AND SAFETY POLICY

FIAT INDIA AUTOMOBILES LIMITED is committed to operate its business

in a sustainable manner that protects the environment and promotes the health
and safety of people working for or on behalf of the organization.

GUIDING PRINCIPLES:

1) Considering Environment, Health and Safety ( EHS) as a core value in all

our business actions.
2) Pursuing continual improvement on EHS performance through
implementation of WCM standards and practices.
3) Building a sound safety culture through management leadership and
active participation by employees and service providers.
4) Ensuring compliance with applicable legal and other requirements as an
on-going measure.
5) Focusing on prevention of pollution by ensuring optimal utilization of
resources and promoting the use of renewable energy.
6) Empowering the employees and improving their EHS competencies by
providing training and awareness at all levels including service providers.
7) Promoting best practical of EHS by understanding benchmark process
involving the stakeholders.

Page | 63

CHAPTER 6
RELAYOUTING AND WORKPLACE
ORGANIZATION

Page | 64

CURRENT LAYOUT
Page | 65

CURRENT DISADVANTAGES

Walking distance between OP-10/OP-20 is much.

Cycle Time for 1 Job: 85.74 sec.

Total Operator Idle Time for 1 Job: 47.9 sec.
Hence 54.5 % of total cycle time operator is idle.
Total standby time for 1 Job for:
OP-10: 43.245 sec
OP-20: 42.945 sec
Machines and Lines organised haphazardly.
Loading and Unloading Parts from trolley is completely outside Golden Zone(Layout
attached at last).

CURRENT PRODUCTION
Theoretically Expected

276

Actually Obtained

220

Hence Current Operator Efficiency : 79.7 %

Page | 66

OP-20 OPERATIONS AND CYCLE TIME

OP-20 (With Tacho-Ring Placement)

Operations

Time(sec)

Remove Differential And add to Trolley

Place Differential

Bottom Bearing Placement

Scanning

Press Start Button

Pressing Of B.B. & T.R.

17

19

18

18

20

Tacho Ring Placement

Top Bearing Placement

Press Start Button

Pressing Of T.B.

12

11

10

12

10

Insert Foam Bush

TOTAL:

42

42

42

45

43

Average Cycle Time:

42.8 sec

Page | 67

Page | 68

PROPOSED LAYOUT
Page | 69

ADVANTAGES OF PROPOSED LAYOUT

Walking Distance between OP-10 and OP-20 is reduced to approx. 1.5m.

Cycle time for 1 Job: 60 sec.

Total Operator idle Time for 1 Job: 12 sec.
Hence Operator Idle only for about 20% of total cycle time.
Standby Time for 1 Job for:
OP-10: 18 sec.
OP-20: 11 sec.

Material Flow easy and machines are organised well.

(Muri Elimination) Loading and unloading from Trolley at output in Golden Zone
(Layout attached at last).

CHANGES IN PRODUCTION
Theoretical Production

396

Actual Expected production

(considering current operator
efficiency)

354

Expected Increase in Production: 60.90 %

Page | 70

CURRENT LAYOUT (GOLDEN ZONE)

PROPOSED LAYOUT (GOLDEN ZONE)

Page | 71

FOLLOW-UP
As per my proposed layout the machine (OP-20) was shifted with help of a fork lift
and crane on 25th Feb. 2015
Electrical panel was also shifted and pneumatic connections and SRS connections are
being done.

Page | 72

Page | 73