Neel Auto Pvt. Ltd. Pantnagar Internship Report

To improve the%OEE of press machines by reducing 16 major losses.

1. INTERNSHIP PROGRAM-II AT NEEL AUTO PVT. LTD. JBM GROUP, PANTNAGAR - BY PRADEEP KUMAR YADAV 141MC00209 - UNDER SUPERVISION OF MR. BINDESHWARI PRASAD

2. About JBM Group JBM Group began its journey of excellence in 1983 & entered into the automotive industry in 1985. In 1986, the Group signed a joint venture with Maruti Suzuki India Ltd for the manufacturing of sheet metal components and assemblies. JBM Group is primarily a tier- 1 supplier to the automotive OEM industries like Ashok Leyland, Bajaj Auto Ltd , Ford, General Motors Corporation, Mahindra , Maruti Suzuki , TATA , Toyota , Hyundai, BMW and many more. JBM group is a flagship company of $1.2 billion & has a diversified portfolio to serve in the field of automotive, engineering & design services, renewable energy and education sectors and has an infrastructure of more than 42 manufacturing plants, 4 engineering & design c entre across 18 locations globally. Recently JBM has started manufacturing their own quality Buses. Today, JBM Group is all poised to further consolidate its leadership position as one of India's leading automotive component manufacturers.

3. The JBM Group companies Arcelor Neel Tailored Blank Pvt Ltd. Indo Toolings Jaico Steel Fasteners Ltd. Jai Bharat Exhaust Systems Ltd. Jai Bharat Maruti Ltd. JBM Auto Ltd. JBM Industries Ltd . JBMMA Automative Pvt. Ltd. JBM Ogihara Automative India Ltd. Neel Industries Pvt. Ltd. Neel Metal Fanalca Environment Management Pvt. Ltd. Neel Metal Products Ltd. Neel Auto Pvt. Ltd. ThyssenKrupp JBM Pvt. Ltd.

4. About Neel Auto Pvt. Ltd. Previously known as Thai Summit Neel Auto Pvt. Ltd., Was a joint venture of Thai Summit Autoparts Industry Co. Ltd, Thailand and Neel Metal Products Limited, India. In a very recent development, Thai Summit Autoparts Industry Co. Ltd has sold its entire shareholding to NMPL as a result of the sale TSNA is now a 100% subsidiary of Neel Metal Products Limited (NMPL ). NAPL is a supplier of automotive components to two wheelers manufacturers & engaged in manufacturing of sheet metal components such as fuel tanks, assemblies, tubular frames, complete silencer, guards and other related parts. The facilities include Pressing, Welding, Pipe bending, Painting, Special Purpose Machines (SPM's) and Powder coating machines. The company is poised to become No.1 in components supply for two wheeler manufacturers across India.

5. MISSION “ We at NAPL are committed to make it a world class organization and a preferred supplier of engineering goods to our customers ” QUALITY POLICY “ We at Neel Auto are committed to manufacture and supply auto components ensuring customer satisfaction through continual improvements and total employee involvement .” TPM POLICY We at Neel Auto Pvt. Ltd. Adopt, ‘ T otal P roductive M aintenance ’ to continuously enhance Capacity, Capability and Reliability of our process by eliminating all losses to maximize operational efficiency and are committed to create safe and hygienic work environment through Total Employee Involvement leading to ‘Higher Organizational Profitability.

6. Departments in Neel Auto Pvt. Ltd. (NAPL), Pantnagar Operations HR & IR P & A Projects & Engineering Department Fuel Tank Production Weld Shop Assembly Press Shop Tool Room Store/Dispatch/PPC Finance Maintenance Quality

7. Press Shop There are 29 Press machines available in Unit. 22 are in press shop and 7 are in fuel tank shop. Maximum press capacity is 850T and minimum is 25T. There are 3 lines in press shop. One line having 6 M/Cs, 2 nd having 7 M/Cs and third line also have 8 M/Cs. Fuel tank outer/inner, Chain case, Swing arm, Gusset, Head pipe and other child parts for frame production line are manufactured. Total 48 varieties of parts are manufactured in press shop . Press Machines available are of two types Hydraulic press and Mechanical/Pneumatic press.

8.   Comparison Of Mechanical and Hydraulic Press S.No .   Mechanical Press Hydraulic Press 1 Mechanical Press transforms the rotational force of a motor into a translational force vector that performs the pressing action. Hydraulic Presses derive the energy through hydraulic pressure. 2 Capacity of the mechanical press is up to 12000 tons. Capacity of hydraulic presses is up to 75000 tons. 3 In Mechanical Presses full force is available only at the bottom of the stroke. In hydraulic presses full force is available for the entire stroke. 4 For high same force capacities Mechanical Presses are large in size. For same power capacities Hydraulic Presses are small in size. 5 Mechanical Press speed ranges from 20 to 1500 strokes per minute. Hydraulic Press speed ranges from 20 to 100 strokes per minute. 6 More no. of moving parts therefore wear is more. Few no. of moving parts therefore wear is less.

9. 7 Speed of the press is more which makes it suitable for shearing, punching and cutting operations. Speed of the press is low which makes it suitable for Drawing and Deep Drawing operation. 8 Energy Consumption is less for Mechanical press. Energy Consumption is more for Hydraulic Press. 9 Cost of maintenance is less for Mechanical press. Cost of maintenance is more for Hydraulic press. 10 Operating cost per hour is less in comparison to Hydraulic press. Operating cost per hour is more in comparison to Mechanical press. 11 Production and Efficiency are higher. Production and Efficiency are lower. 12 Larger flywheel is required. Flywheel is not required. 13 Additional pumps are not required. Additional motor pumps are required.

10. PRODUCT RANGE Frame Sub Assy. parts Chain Case Assy. Fuel Tank Swing Arm PRODUCTION LINE A production line is defined as an arrangement in a factory in which a thing being manufactured is passed through a set of linear sequence of mechanical or manual operations. The production line is required to produce products fast. As well the market demand is getting increase as well we need more products also with more in quantity. This concept reduces the production time up to a mark and exponentially increases the profits.

11. Swaging It works on the same principle of plastic deformation in which the work piece or more appropriate rod is forced into a predefine die cavity where it deform and convert into shape of die cavity. It is a cold working process. This process performs in two part. In the first part of this process, a circular rod or tube is made by other metal forming processes like forging, extruding, drawing etc. The second part is also known as rotary swaging in which rod or work piece made by other processes is held stationary into a swaging die and a movable die will rotate around it. Tapping Tapping is the process of cutting a thread inside a hole so that a cap screw or bolt can be threaded into the hole. Also, it is used to make threads on nuts.

12. Drilling It is a cutting process that uses a drill bit to cut a hole of circular cross-section in solid materials. The drill bit is usually a rotary cutting tool, often multi-point. The bit is pressed against the work-piece and rotated at rates from hundreds to thousands of revolutions per minute. Shearing Shearing, also known as die cutting, is a process which cuts stock without the formation of chips or the use of burning or melting. Strictly speaking, if the cutting blades are straight the process is called shearing; if the cutting blades are curved then they are shearing-type operations .

13. Dies A die is a specialized tool used in manufacturing industries to cut or shape material mostly using a press. Like molds, dies are generally customized to the item they are used to create. Following are its types: According to the Type of Operation : Cutting Dies Forming Dies According to method of operation: Simple Dies Compound Dies Combination Dies Progressive Dies Transfer Dies Multiple or Gang Dies

14. Press Working-its operations The main features of a press are: It has a frame which support a ram or a slide and a bed, a source of mechanism for operating the ram in line with and normal to the bed. The ram is equipped with suitable punch/punches and a die block is attached to the bed. A stamping is produced by the downward stroke of the ram when the punch moves towards and into the die block. The punch and die block assembly is generally termed as a “die set” or simple as the “ die The sheet metal operations done by a press may be grouped into two categories: Cutting Operations Forming Operations

15. Common Sheet Metal Defects

16. Project Undertaken “To Improve the %OEE of press machines by reducing 16 major losses and increasing production” Objective: To increase production, Minimize Rejection, Remove non-valuable activities. Reducing Down time. Theory: Work done on a 200T mechanical press, part manufactured is Fuel tank inner of B ajaj pulsar bike. Pictorial view:

17. About Machine: Specs S.no. M/C Components Dimension 1 Capacity 200T 2 Shut Height 750mm 3 Die space 7500mm 4 Power 60kw 5 Stroke 400mm 6 Bolster Area 2000×1300mm 7 Hydraulic/Lubrication Oil VG-46,68,150 8 SPM 15-30 Highlights: Capacity Shut Height Stroke Air counter balancer Bolster Plate Die height Flywheel Slide

18. Process flow table Process Description Incoming Source of variation Product characteristics Expected/ Actual Strokes per hr. Receiving Inspection Wrong Size Wrong Grade Visual Defects 0.8(+-.05) 615×360×600   Forming/Drawing Incomplete bend Scratch Crack Dislocation Free from Burr Crack Scratches 300/210 Trimming-I No thinning Incomplete profile Scratch Burr Free from Burr Crack Thinning Visual defects 300/230 Trimming-II No thinning Incomplete profile Scratch Burr Free from Burr Crack Thinning Visual defects 300/230 Piercing Hole/Slot size Location Free from Burr Crack Visual defects 300/220

19. Overall Equipment Efficiency (OEE) It is the gold standard for measuring manufacturing productivity. It identifies the percentage of manufacturing time that is truly productive. An OEE score of 100% means you are manufacturing only Good Parts, as fast as possible, with no Stop Time. In the language of OEE that means 100% Quality (only Good Parts), 100% Performance (as fast as possible), and 100% Availability (no Stop Time). Measuring OEE is a manufacturing best practice. By measuring OEE and the  underlying losses , you will gain important insights on how to systematically  improve your manufacturing process . OEE is the single best metric for identifying losses, benchmarking progress, and improving the productivity of manufacturing equipment (i.e., eliminating waste ).

20. Availability: Availability is calculated as the ratio of Run Time to Planned Production Time: Availability = Run Time / Planned Production Time Run Time is simply Planned Production Time less Stop Time, where Stop Time is defined as all-time where the manufacturing process was intended to be running but was not due to Unplanned Stops (e.g., Breakdowns) or Planned Stops (e.g., Changeovers ). Run Time = Planned Production Time − Stop Time Performance/Productivity: Performance is the ratio of Net Run Time to Run Time. It is calculated as : Performance = (Ideal Cycle Time × Total Count) / Run Time Quality: Quality takes into account manufactured parts that do not meet quality standards, including parts that need rework. Remember, OEE Quality is similar to First Pass Yield, in that it defines Good Parts as parts that successfully pass through the manufacturing process the first time without needing any rework. Quality is calculated as: Quality = Good Count / Total Count.

21. The 16 Major Losses:

22. Observations & Calculations: S.No. Item Data 1 Shift Length 510 mins (8 hours 30 mins) 2 Breaks (2) 10 mins & (1) 30 mins 3 Down Time 40 mins 4 Die Setting Time 45 mins 5 Minor Stoppage time 20 mins 6 Ideal Cycle Time 12 secs 7 SPM 5 strokes 8 Expected Count 2300 9 Actual Count 1470 10 Rejected Count 48 Planned production time: Formula : Shift Length − Breaks That is: 510 minutes − 50 minutes = 460 minutes. Run Time: Formula : Planned Production Time − Stop Time Now: 460 minutes - (40+45+20) minutes = 355 minutes

23. Good Count : If you do not directly track Good Count, it also needs to be calculated. Formula: Total Count − Reject Count Now: 1470 pcs − 48 pcs = 1422 pcs Availability: Formula : Run Time / Planned Production Time : (355)/ (460) =.7717 (77.17%) Performance: Formula : (Ideal Cycle Time × Total Count) / Run Time : (12×1470)/ (355×60) =.8281 (82.81%) Quality: Formula : Good Count / Total Count : (1422)/ (1470) =.9673 (96.73%) OEE : Finally , OEE is calculated by multiplying the three OEE factors. Formula: Availability × Performance × Quality : (.7717 × .8281 × .9673) = .6181 (61.81%) Note : As we are observing that currently the losses are more and the calculated OEE% is less i.e. 61.81%

24. Contributions & Improvements: Breaks are the general losses, excluded because there is no intention of running production. So it is ensured that workers would not take extra time other than breaks for relaxing (Continuous Monitoring). Minor Stoppage time reduced: Few minor stoppages were there due to problem in Dies; not able to properly trim, causing the working to take extra time to break the scrap from part. Dies need to be improved, given to Tool Room for Die Maintenance . Currently the die setting time is more than average time i.e. 45 mins (Average Time is 30 mins). It is further reduced by proper prior planning before the die change. i.e. the die which is to be mounted is brought near to the machine in mean time when the operators are operating the machine. Currently the die is tightened by nut and bolt which take much extra time. For this problem Die clamp provided. Tightening by Die clamp Bolt reduced the die setting time. Reduced the Maintenance breakdown by properly following 5s and Total Productive Maintenance Methodology.

25. Management loss reduced by making a proper prior plan & execute plan accordingly. Proper training to fresher worker is given so that the speed loss do not occur as the new worker will eventually run the machine at comparably lower speeds. Now the Die setting Time reduced to 25 mins.

26. After Improvements: Observations S.no. Item Data 1 Shift Length 510 mins (8 hours 30 mins) 2 Breaks (2) 10 mins & (1) 30 mins 3 Down Time 30 mins 4 Die Setting Time 25 mins 5 Minor Stoppage time 10 mins 6 Ideal Cycle Time 12 secs 7 SPM 5 strokes 8 Expected Count 2300 9 Actual Count 1680 10 Rejected Count 12 Planned Production Time : Formula : Shift Length − Breaks That is: 510 minutes − 50 minutes = 460 minutes. Run Time : Formula : Planned Production Time − Stop Time Now: 460 minutes - (30+25+10) minutes = 395 minutes

27. Good Count : Formula : Total Count − Reject Count Now: 1680 pcs − 12 pcs = 1668 pcs Availability: Formula : Run Time / Planned Production Time : (395)/ (460) =.8586 (85.86%) Performance: Formula : (Ideal Cycle Time × Total Count) / Run Time : (12×1680)/ (395×60) =.8506 (85.06%) Quality: Formula : Good Count / Total Count : (1668)/ (1680) =.9928 (99.28%) OEE : Finally , OEE is calculated by multiplying the three OEE factors. Availability × Performance × Quality : (.8586 × .8506 × .9928) = .7250 (72.50%)

28. Results: Before OEE% = 61.81%, after = 72.50% i.e. 10.69% improved. The Overall Equipment Efficiency has been improved by reducing losses and increased production. Die condition Improved. Die clamp bolt used instead of Nut & Bolt. Die setting time reduced. 5S Improved. Defect reduced.

29. HOW TO IMPROVE Improving Production Production is governed by 3M- Men, Material and Machine. Reduce Cycle Time Reduce Setup Time Follow TPM Ensure zero machine breakdown & power breakdown. Reduce Inventory supply time. Apply Just In Time (JIT)

30. IMPROVING QUALITY Quality is governed by 4M- Men, Material, Machine, Method. SPC should be considered to ensure on-going processes within specified tolerance around specified target. Use of seven Magnificent Quality tools – Ishikawa diagram, Check sheet, Control chart, Histogram, Pareto chart, Scatter diagram, Flow chart.

31. METHODOLOGY DMAIC Approach of DMAIC

32. Just-In-Time (JIT) Just-in-time production or the Toyota production system (TPS), is a methodology aimed primarily at reducing flow times within production as well as response times from suppliers and to customers. PDCA PDCA ( Plan – Do – Check – Act or Plan – Do – Check – Adjust ) is an iterative four-step management method used in business for the control and continuous improvement of processes and products. 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. It is a tool mostly used in automobile companies, it is having 8 pillars. TPM pillars helps to maintain good quality with the available machines.

33. TPM TPM Pillars Jishu Hozen (JH) Kobetshu Kaizen (KK) Planned Maintenance (PM) Quality Maintenance (QM) Education & Training (E & T) Development Management (DM) Safety , Health & Environment (SHE) Office TPM (OTPM) “Achieving Zero Accidents, Zero defects and Zero Breakdowns in the entire production system life cycle.”

34. Education & Training Poka-Yoke Mistake-proofing. Use of mechanical, electric devices for the prevention of defects and manual errors. Developing Machines for “high equipment effectiveness”. Quick Process for developing new products. Development & Management Office TPM Improving offices Man-hour efficiency.

35. S eiri ( Sort) S eition ( Set in order) S eiso ( Spic and span) S eiketsu ( Standardize) S hitsuke ( Self-discipline) THE 5S In Japanese the 5S stands for

36. Working Environment & Learning Here in NAPL in press shop department, Demands are being timely met, Parts are being supplied to Fuel Tank and Weld Shop for further fuel tank assembly and Frame Assembly. If planning goes well then situations are under control and work pressure is moderate. But the condition of press machines is not so good. Due to lack of machine maintenance. Earlier it was more automated shop, but now the work is more dependent on Manpower. No proper Scrap Disposal system is maintained. Sometimes scrap is scattered on the floor, can cause serious accidents. Condition of Fork lifts is also not up to the mark, results into frequent breakdown of fork lifts. Causing serious loss in production. i.e. Increased die setting time. Oil leakage is a serious concern in press shop. But management is not giving much of the attention to this problem.

37. Working in press shop can cause serious hear damage because of high amount of noise level i.e. 92db. Ear plugs are provided for protection. Here, I learned about many sheet metal operations, practically observed all the processes, how to operate machines, fork lift and crane. Successfully attended two training sessions held at conference room NAPL Pantnagar. OEE Training Advanced Excel Training Learned How to operate SAP, SAP is used for all the operation performed like Make an order of any material, Checking the inventory stock. Learned about the production planning, executing the planning and other operations. Learned how to deal with the team mates and work under pressure.

38. Observed Potentials: “I’m very collaborative and have always preferred to work in groups. Always been ready to lead. Highly Organised: Never missed a deadline. “I have extremely strong writing skills. Patient and determined. Respectful to both juniors and seniors. Disciplined and well behaved. Can work in tough working environments.

39. Observed Weakness I have a default believing that I can solve any problem on my own. This works well in some situations, but in many cases, I need the help of others to overcome factors beyond my control. Take too much responsibility some times. Not comfortable taking risks. Easily irritated.

40. Conclusion It’s always a great opportunity to experience the valuable exposure of an industry. There is lot of difference between the Theories and Practices. This Training enables me to understand the aspects of professional life. I like the working environment followed at NEEL AUTO PVT. LTD. and come to know how to deal with our colleagues. The company’s members are well cultured & well mannered . An effective process is followed at NEEL AUTO PVT. LTD. but it would become more valuable and impressive by implementing certain efficient measures. The company is constantly focusing on providing better services, quality and reliability to customers, and running successfully in this era of competition .

41. THANK YOU