TRAINING REPORT

AT
QUALITY DEPARTMENT,
SONA KOYO STEERING SYSTEM LTD.
MALPURA, DHARUHERAIII
HARYANA (INDIA)
SUBMITTED TO SUBMITTED BY
M.E.DEPT. MANJEET SINGH
BREMCET ROLL NO-10ME-4764
ME-8
TH
SEM
Certificate
To whom it may concern
This is to certify that Mr. Manjeet Singh,
a student of B.Tech.8
th
sem.of BRCMCET Bahal (Bhiwani) has
successfully completed his 5 month industrial training from
10
th
January 2013 to 10
th
June 2013 in Sona Koyo Steering
System Ltd, Dharuhera. . He is a very punctual and sincere
trainee who keeps interest in the assigned department. The most
appreciable quality that he possesses is his ability to analyze
technical problems and provides possible solutions. His overall
performance during the training has been outstanding.
We wish him all the best for his bright future.
Division Head
(Quality Department)
ACKNOWLEDGEMENT
I wish to thanks Mr. K.S. Yadav - GM ( HR Department)
for endowing me with an opportunity to work in such a prestigious Company for
being a candid link between Sona Koyo Steering Systems Ltd.
I would like to thank my training supervisor Mr. Umed Singh
Yadav for his valuable guidance throughout my training. I would also like to thank
the entire Production Department, especially Mr. Anuj Singh for the help extended to
me through the course of my training.
Special thanks to Mr. Kamal for helping me adjust to the environment of the
organization and taking keen interest in me.
Finally, I would also like to thank the entire
Sona Family for helping and guiding me as and when required.
Manjeet Singh
Sona Koyo Steering Systems Ltd. Dharuhera-III
A joint venture between
Maruti Udyog Ltd., Sona Steering and Koyo Seiko (Japan), the
company is into the manufacturing of steering systems and
other driveline products for passenger cars and light commercial
vehicles. The company is DEMING PRIZE WINNER in 2003, TPM
EXCELLENCE AWARDED in 2007 & UDYOG RATNA AWARD in
2012 and also ISO 9001, TS 16949 & ISO 14001 certified.
Sona Koyo Steering Systems Ltd. Dharuhera-III plant
is machaning plant in which various types of component is
manufacturing such as rack bar, valve housing, cap differential,
pinion housing,integrating housing etc.
Sona Koyo Steering Share Holding
COMPANY POLICIES
QUALITY POLICY
Commitment to defect prevention and
continuous improvement while meeting or exceeding customer
requriments at all times.
TPM POLICY
Renovate the manufacuturing system to achive high efficiency
production through zero failure and zero defects.
Improve the work place environment through zero- accident
and zero pollution.
Develop skills of employees through eduction and training.
CUSTOMER
DIRECT CUSTOMER
Sona Koyo Steering System Ltd. Dharuhera Plant I
Sona Koyo Steering System Ltd. Dharuhera Plant II
Sona Koyo Steering System Ltd. Gurgaon Plant
INDIRECT CUSTOMER
Maruti
Hyundai
Mahindra
John Deer
PRODUCTS
Rack Bar
Top Cover
Cap Differential
Pinion Differential
Gear Differential
Valve Housing
Pinion Housing
Integrated Housing
Senser Housing
HPS
CEPS& UPPER SHAFT
WHAT IS QUALITY:-
QUALITY IS THE DEGREE OF SATISFACTION
OF THE CUSTOMER BY A PARTICULAR
PRODUCT
DIFFIRENT PROCESSES TO MEASURE
QUALITY:-
MATERIAL TESTING
PRODUCTION LINE INSPECTION
FINAL INSPECTION
QUALITY CONTROL
MEASURING INTRUMENTS&
TOOLS:-
MEASURING INSTRUMENTS:-
VERNIER CALLIPER
MICROMETER
FILLER GAUGE
HEIGHT GAUGE
QUALITY CONTROLLING TOOL:-
5-S (HOUSEKKEEPING)
3-C
7-QC TOOLS
14
SEVEN QC TOOLS
Check Sheets
Pareto Diagram
Histogram.
Scatter Diagram
Cause and Effect Diagram
Graphs
Control Charts
15
How to Collect Data
1. Have Clear Defined Objectives
Controlling and monitoring the production process
Analysis of non-conformance
Inspection
2. What Is Your Purpose
Collecting as per strata
Collecting in Pairs (correlation)
3. Are Measurements Reliable
4. Find Right Ways to Record Data
Arrangement
Data sheet
16
Mark defect by
S N C la s s M e a n Va lue T a lly M a rk s T o ta l
1 950-955 952.5 IIII 4
2 955-960 957.5 IIII III 8
3 960-965 962.5 IIII IIII IIII 15
4 965-970 967.5 IIII IIII 10
5 970-975 972.5 IIII I 6
Diagram type check sheet
Frequency check sheet
Sn P ar am et er Spec J u dgem ent R em ar k
1 2 3 4 5
P ar t N o : P r o ces s : Machi ne:
Sam pl e N o
Inspection check sheet
Check Sheet
17
Pareto Analysis
What: A bar chart that helps to prioritize actions by
arranging
elements in descending order of occurrence. Sorts
out the vital few from the trivial many.
Why :
To prioritize actions needed to solve complex
problems.
To separate important from non-important
causes contributing to a problem.
When :
18
Contd Pareto
100%
A B C D E
75%
50%
25%
Defect Code
Nos.
n=150
19
Types of Pareto Diagrams
1. Pareto Diagrams by Phenomenon
Quality: defects, faults, failure, complaints, RW etc.
Cost: amount of loss, expenses
Delivery: delay in delivery, stock shortages etc
Safety: accidents, mistakes, breakdowns etc
2. Pareto Diagrams by Causes
Operator: shift, group, age, experience, skill etc
Machine: machines, equipments, tools, instruments etc.
Material: manufacturer, plant, lot, kind etc
Process: conditions, orders, arrangements,methods etc.
20
Cause & Effect Diagram
What:
A graphic tool used to represent the relationship
between an effect and the cause that influence
it.Why:
Identifies various causes affecting a process.
Helps groups in reaching a common
understanding of a problem.
Helps reduce incidence of subjective decision
making.
When:
Looking for all potential causes of problem.
Cause and Effect Diagram
Nurses
Many patients
Long waiting
time after
completion of
ultrasonic scan
Methods Environment
People
Reception
work
Medical charts hard to tell
apart
Many charts to input
Shortage of
numbers
Inexperience
Patients
Two or more booked
in at same time
Record
findings
Charts all
returned
together
Handling
Data input
takes time
Calculation
of bill
Charts from all
departments
come together
Test
Rooms
Far away
Busy
Computer
terminal
slow
Reception
22
Scatter Diagram
What:
A tool used to study the possible relationship
between two variables.
Why:
To test for possible causes and effect
relationships.
Though it cannot prove that one variable causes
the other, the diagram does make it clear
whether a relationship exists and shows the
strength of that relationship.
23
Histogram
What: A bar chart that displays the variation within
the process. Also called a frequency distribution
because the frequency of occurrence of any given
value is represented by the height of the bars.
Why:
Allows one to quickly visualize whats going on
within a large amount of data.
Provides clues to causes of problems.
Maybe be used to show the relationship between
the engineering tolerance and the capabilities of
the process.
24
0.5 5.5 10.5 15.5 20.5 25.5 30.5
5
10
15
20
5
25
Histogram...
How.contd..
25
Graphs
Graphs are among the simplest and best techniques to analyse and
display data for easy communication.
Various types of graphs generally used are shown below which are
self explanatory.
Y e a r R e j C o s t
1 9 9 6 5 0
1 9 9 7 4 5
1 9 9 8 7 0
0
2 0
4 0
6 0
8 0
1 9 9 6 1 9 9 7 1 9 9 8
Y e a r
R
e
j
.

c
o
s
t
M o n t h R e j
A p r 0 . 2
M a y 0 . 6
J u n 0 . 2
J u l 0 . 2
A u g 0 . 1 5
S e p 0 . 2
0
0 . 2
0 . 4
0 . 6
0 . 8
A p r Ma y J u n J u l A u g S e p
M o nth
R
e
j
e
c
t
i
o
n

%
a
g
e
R e j
Bar chart Trend chart
26
O T H E R S
5 . 5 6 %
R B S S T R G .
A S S Y .
1 0 . 8 3 %
R & P A S S Y .
1 7 . 6 2 %
P O W E R
S T R G .
4 . 9 2 %
A X L E A S S Y .
2 8 . 6 7 %
P R O P . S H A F T
A S S Y .
6 . 1 5 %
C O L U M N
A S S Y .
2 6 . 2 5
Pie-chart
Graphs
27
Control Charts
WHAT:
A control chart is a line graph used to display
variation on time ordered fashion. A centerline and
control limits are placed on the graph to help
analyse the pattern of the data.
WHY:
To separate common causes from special causes of
variation.
To help assign causes of variation.
When : Measuring control characteristics.
Where: At the earliest possible point in the
manufacturing process.
BEKIDO RATE
The rate how much
production the line can do
without stopping the
machine .
Bekido rate of line is calculate based upon
NMCT ( Neck machine cycle time)
NMCT = highest / bottleneck machine cycle
time of line ( including loading & unloading
of part)
Bekido Rate
Bekido Rate =
NMCT x OK Production
Available Time (in sec.)
x100
It is ratio of finished
products exiting a line to
total raw material entering
in the line.
OR
First Pass Goods Rate
Chokko Rate
Chokko Rate calculation
Chokko Rate = 1
st
Pass OK Goods Quantity
Total Production
Chokko Rate
It is ratio of Not Good (NG)
parts quantity to total parts
machined quantity.
Scrap Rate
Scrap Rate calculation
Scrap Rate = NG Parts Quantity
Total Production
Scrap Rate
Basic Idea of TPM
..
Pursuit of Economical Efficiency,
Reducing
Accidents to Zero
Breakdowns to Zero
Complaints to Zero
Defects to Zero
Environmental Friendly
Failures to Zero
Maximizing plant effectiveness involves bringing
the plant to Peak operating conditions and then
keeping it there by eliminating or at least minimizing
any factors such as failures,defects or problems that
might diminish Its performance .
Overall Plant Effectiveness
Equipment Failure
Loss
Losses Obstructing Equipment Efficiency
DOWN TIME LOSSES
Scheduled Downtime
Losses
Un Scheduled Downtime
Losses
Production
Adjustment
Loss
Shutdown Loss
Process Failure
Loss
1
2
3
4
Time lost when production stops for planned annual shutdown
maintenance or periodic servicing.
Ex: shutdown work, Periodic servicing, Statutory
inspection, Autonomous inspections, General
inspection work etc.
1. Shutdown Losses
The plants continuous operation can be extended
by curtailing its shutdown periods and improving
The efficiency of shutdown maintenance work.
Shutting down part of the plant for repair, servicing
must also be carefully planned to make themmore
efficient.
Time lost when changes in supply and demand require
adjustments to production plans.
Ex: Production-adjustment shutdown ,
Inventory reduction shutdown etc.
2. Production Adjustment Losses
A company can minimize adjustment losses, however, if it maintains
a strong lead in Quality , Cost , Delivery and Continually stimulates
demand by improving its product lineup & developing new products
.This will naturally increase the plants overall effectiveness.
Time lost when equipment suddenly looses
its specified functions .There are 2 types of
equipment related losses
a. Function reduction loss
b. Function failure loss
Ex: Pump fails , Motor burns,
Bearing seizes, shaft breaks
3. Equipment Failure Losses (Hours)
F
T
Time lost in shut down due to external factors such
as changes in chemical or physical properties of materials
being processed,operating
errors , defective raw materials etc.
Ex: Leaks, Spills, Blocks, corrosion, erosion , dust scatter, miss
operation
4. Process Failure Losses (Hours)
Process failures will decrease only when their sources are
stamped out.Such problems should be distinguished and dealt
with separately from sudden equipment failure.
Abnormal
Production Loss
(Low-load, Low-speed
Loss)
Losses Obstructing Equipment Efficiency
Performance Loss
Normal
Production Loss
(Start-up Loss)
5 6
Production rate reductions during warm up period after startup,
cool down period before shutdown and product changeover.
Ex: Rate & time losses at plant startup , shutdown
or changeover.
5. Normal Production Losses (Hours)
This loss can be minimized by introducing
systematic vertical startup procedures
(immediate trouble free Startup). The same
applies to the cool down period.Also reducing internal setup
and using external setup techniques to prepare in advance
can minimize changeover losses.
Production rate reductions , when plant under performs due to
malfunctions and abnormalities.
Ex: Low - load operation , Low speed operation,
Operation at below standard production rate
5. Abnormal Production Losses (Hours)
The difference between the standard and actual
production rates is the abnormal production loss.
Reprocessing
Loss
Losses Obstructing Equipment Efficiency
Quality Loss
Quality Defect
Loss
7 8
Losses due to producing reject able product , physical loss o f
rejected product ,Financial losses due to product downgrading
Ex: Physical and time losses due to making
product that fails to meet quality standards.
7. Quality Defect Losses (Hours,Tons, $)
Quality defects can have many causes.Some may arise when
production conditions are set incorrectly due to Instrument
malfunction or operating errors; others arise from external factors
such as failures,problems with raw
Materials or contamination.
Recycling losses due to passing material back through the process
Ex: Recycling non confirming product from the
final process to the starting process to make
it acceptable
In some industries , reprocessing or reworking is impossible, here they
are treated as Quality losses only.Recycling is a significant loss and
wastes time, materials and Energy.
8. Reprocessing Losses (Hours,Tons, $)
Principles of Measurement
The Principle of linear measurement is essentially a
comparison of the piece under test with a known standard.
Ensure instruments are maintained in a serviceable condition:
-Keep instruments clean, avoid misuse.
- Return instruments to cases when not in use.
- Keep the inside of the cases clean.
- Do not attempt to dismantle an instrument.
CONDITIONS FOR INSPECTION
* MEASURING INSTRUMENT &
JOB
* BASED UPON CHARACTERISTIC AND TOLERANCE SELECT
MEASURING INSTRMENT / GAUGE AND ITS LEAST COUNT.
* CONTACT AREA OF GAUGE AND JOB SHOULD BE
CLEAN
* REFERENCE MUST BE TRUE / FULLY
ALIGNED
LEAST COUNT
* SMALLEST UNIT ON SCALE OF MEASURING
INSTRUMENT
* LEAST COUNT OF THE MEASURING INSTRUMENT
SHOULD BE 1/10TH OF THE TOLERANCE.
A surface is a boundary that separates an object from another object
or substance.
Dimensions are the macroscopic sizes of a part, e.g.
diameter or length.
Tolerance
A tolerance is an allowable range for a dimension to take, a specified
interval of dimensions where the part will still function acceptably
Roughness
Roughness includes the finest irregularities of a surface. Roughness
generally results from a particular production process or material
condition.
Surface
Dimension
SYMBOLS OF MEASUREMENT
* STRAIGHTNESS / FLAGHTNESS
* CYLINDERICITY
* CIRCULARITY
* ACCURACY OF SURFACE PROFILE
* PARALLELISM
* PERPENDICULARITY
* ANGULARITY
* CONCENTRICITY
* SYMMETRY
Gauges
Feeler Gauges
NB: Feeler gauges should be wiped with a clean cloth before
and after use. If grease or dirt is trapped, a false reading may
be given.
Feeler Gauges are manufactured from accurately rolled shims and are
used to measure gap sizes from 0.05mm up to about 1.25mm (0.002 to
0.050 inches). The numbers are marked on the gauge to give the
thickness and thus the gap width.
Feeler
Gauges
PRINCIPAL OFSURFACE FINISH TESTER
* ROLE OF SURFACE FINISH / TEXTURE
* BETTER THE SURFACE CONDITION / TEXTURE , ACCURATE THE
INSPECTION RESULTS
* BETTER THE SURFACE CONDITION / TEXTURE , BETTER THE
REPEATIBILITY / REPRODUCABILITY OF INSPECTION RESULTS
INSPECTION RESULTS
* BETTER THE SURFACE CONDITION / TEXTURE , BETTER THE LIFE
OF THE PARTS PRODUCED . ( COMPONENTS )
* IN ALL THE MEASURING INSTRUMENTS SURFACE CONDITION /
TEXTURE IS CONTROLED TO A VERY CLOSE DEGREE OF ACCURACY
HENCE NEEDS TO BE HANDLED VARY CAREFELLY.
HOW TO SET AN AIR GAUGE
RANGE SETTING
OPEN BOTH THE ADJUSTERS FULLY
CHECK THE GAUGE WITH SETTING
MASTERS FOR RANGE
*
IF RANGE IS LESS TIGHT THE RIGHT ADJUSTER
*
IF RANGE IS MORE TIGHT THE LEFT ADJUSTER
*
FOR SETTING ZERO PRESS OR LIFT THE DIAL
THANKS