Attachment Report at ABB

NATIONAL UNIVERSITY OF SCIENCE
AND TECHNOLOGY
Report on Industrial Attachment

With
Botton Armature Winding (pvt) ltd

Bulawayo, Zimbabwe
Prepared by:
Farai Chitambara
N005 1104F
July 2009
Industrial and Manufacturing Engineering
Abstract
This chapter begins with explaining the purpose of the report; follow by its scope and
limitations. It then goes on to give a brief introduction on the history of the attached
company Botton Armature Winding. This chapter also covers the vision and mission
goals of Botton Armature Winding, as well as a brief explanation on their services and
technologies. This chapter ends by providing an overview of B.A.W.’s partnership with
the universities.
INDUSTRIAL ATTACHMENT REPORT ii

Acknowledgements
This attachment was possible thanks to the cooperation and support of a number of
people, who have enabled the student to gain much more than what the scholastic or
industrial aspects of the program could have given. The student is grateful to them all,
and would like to express his appreciation to the following people:
• Mr. S. Zhou, his IA supervisor at B.A.W., for sharing enthusiastically with him his
experiences in production. The student is sincerely indebted to him for taking great pains
to keep him on the right track. His support and assistance contributed to the success of
the IA and projects.
• Mr. D. Mawire & Mr. W Nkhata for being extremely patient and for providing advice
to the student on his final year project.
• Mr. W. Goriwondo, the student's supervisor from NUST, who has helped in
coordinating with the administration stuff and provide valuable assistance in his logbook,
final projects and report writing.
The student would also like to express his appreciation to all the staff and colleagues in
the production and administration departments of B.A.W. for their full support and
assistance during the attachment, particularly Mr. Wisted Nkhata, the finance manager.
He would also like to thank his partner Ms E. Dube for her help and encouragement
throughout the entire industrial attachment.
INDUSTRIAL ATTACHMENT REPORT iii

Table of Contents
Introductory Chapter........................................................................................................................................1
3.3. Quality Standards............................................................................................................................25
INDUSTRIAL ATTACHMENT REPORT iv

List of Illustrations
Fig 1.1 Interior View of the Bulawayo Factory 3
Fig 1.2 Gantt chart for time scheduling 8
Figure 1-1: Electric Motor Cutaway (GE Motor) 12
Fig 2.2 Incoming Motor 14
Fig 2.3 Dismantling of motors 15
Fig 2.4 Mechanical Inspection 16
Fig 2.5 Hand winding 19
Fig 2.6 Coil Winding 23
Fig 2.7 Core Assembly 24
Fig 2.8 Core Coil Assembly 25
Fig 2.9 Tanking Up 25
Fig 4.1 Daily Master Plan Sheet 47
INDUSTRIAL ATTACHMENT REPORT v

Introductory Chapter
1.0 Introduction
This chapter begins with explaining the purpose of the report; followed by its scope and
limitations. It then goes on to give a brief introduction on the history of the attached
company Botton Armature Winding. This chapter also covers the vision and mission
goals of Botton Armature Winding, as well as a brief explanation on their services and
technologies. This chapter ends by providing an overview of B.A.W.’s partnership with
the universities.
Botton Armature Winding (B.A.W.) (Pvt) ltd is a leading international repairer and
winder of transformers and electric motors
The provision of high quality electrical repairs services of rotating machines and
transformers Is the essence of Botton Armature Winding. ABB repairs are for local and
international market too. Clients include heavy industrial, mining, transportation
agriculture and power generation markets. The company has achieved significant growth
within Zimbabwe and the region. The three top customers are Zimasco Kwekwe,
Mimosa, Trojan mine
1.1 Purpose
The Industrial Attachment program fulfils part of the requirement in pursuing the degree
of Bachelor of Engineering (Industrial and Manufacturing) in National University of
Science and Technology. This report serves to summaries the activities and experiences
gained with Botton Armature Winding PVT LTD.
1.1.1 Scope and Limitations
During the attachment, the student was involved in three main areas of the workshop
namely the machine shop, electric motor repair shop, and the transformer repair shop.
This report will only cover parts of the project, which were done by the student. The
experience gained during the attachment had helped the students fulfill the objectives of
the attachment. However, due to unforeseen circumstances, the commencement of the
attachment was delayed. This resulted in a shortage of time for the completion of some of
the projects. Therefore, this report will be limited to the documentation of the projects
prior to the date of reporting. Further work and research done after the date of reporting is
not described fully in this report.
INDUSTRIAL ATTACHMENT REPORT 1

The emphasis of this report will be on the research done by the student, in addition to the
experience that he gained during the attachment. Certain assumptions need to be made on
the reader’s level of familiarity with electrical terms such as electric motor ,di electric
strength etc. Frequent references will be made with regards to these concepts.
1.2 Company Background
1.2.1 Attached Company – B.A.W.
B.A.W. was founded in Bulawayo in 1968 by Hilton Botton. Utilizing the vast
experience gained on the Zambian Copper-belt in large machine operation and
maintenance, Hilton Botton laid the foundations for the company that exists today.
Today, Botton Armature Winding is a leading provider of repairs and rewinds of electric
motors and transformers both in Zimbabwe and regionally. The provision of a high
quality repair service of rotating machines and transformers is the very essence of Botton
Armature Winding. Clients include the heavy industrial, mining, transportation,
agriculture and power generation markets.
One of B.A.W.’s major strategies focuses on continual improvement of technical and
service quality capitalizing on its bid workshop and vast experience
Fig 1.1 Interior View of the Bulawayo Factory

1.2.2 Technologies and Repair Capability
Botton armature Winding has repair facilities in Harare and Bulawayo. These workshops
are equipped with current generation technology and expertise. The facilities in the
modern workshops include:
• Surge Comparison Tester [Baker Instrument]
• Vacuum Pressure Impregnation [VPI]
• Tan delta testing
• Burn out oven
• Resi- Glass testing
• High Voltage No Load Tests [3300 and 6600 VOLT]
• Computer Aided Design and Redesign program on winding
• Vibration Analysis [Vibrotest 60]
• Copper drawing facilities
• Dynamic balancing
• Pressure testing up top160KV
• TIG welding of commutators
• 300 ton hydraulic press
• Coil manufacture
1.4.3 Specialising In Refurbishment Of:
• Small and medium AC / DC Machines
• Loco Traction Machines
• Non Sparking and Flameproof Machines
• Underground mining Equipment
• Transformers / Generators
• Submersible pumps

1.2.3 Location and Site
Botton Armature Winding is located just off Khami road at no 6 Cowden Rd in the
Steeldale Industrial site. Its neighbours include Moresteel and Zimplow
The Company’s Postal Address is:
P. O. Box 1235
Bulawayo

Company Mission and Vision
Mission Statement
 We want to be the best Electrical Repair and Rewind Company in the Region.
 Our Technical and Quality of Service will be excellent and we will continually
improve both.
 Management will be of the highest standards and principles focused on long term
sustainable future of the company for the shareholders and the customers and the
staff.
MR D. MAWIRE
GENERAL
MANAGER
BYO/HRE
S.
MAGAGULA
SECRETARY
N.
W. NKATHA KHEZWANA S. ZHOU K. TAUZEN N. SIBANDA
FINANCE SALES QUALITY
MANAGER H.R WORKS MANAGER CONTROLLER
BYO/HRE MANAGER FOREMAN BYO/HRE BYO/HRE
BYO/HRE
S. DEPT. J. CHIWAKA
P. SIBANDA O. NDLOVU
NYIRONGO SUPERVISO TECH SALES
BUYER CREDITORS
H.R OFFICER RS REP
M. MKHOPE
PRODUCTIO
N COSTING WORKSHOP DRIVERS
CO- CLERK
RDINATOR
P, MALUNGA
T. DUBE
STORES
STATISTICS
CLERK

Products and Markets
Clients include the heavy industrial, mining, transportation, agriculture and power
generation markets. These markets include both local and regional. Some of our clients
include Shangani mine, Hippo Valley Estates, Hwange Colliery, Zimasco-Kwekwe just
to mention a few.
Workshops are fully equipped to offer services such as
1. Rewinding and coil manufacture of:
• Small and medium AC / DC Machines
• Loco Traction Machines
• Non Sparking and Flameproof Machines
• Underground mining Equipment
• Transformers / Generators
2.Computer aided testing
3. Dynamic balancing
4. Vacuum pressure impregnation
5. On-site services

1.5.1 Training Program
Jul Au Sep Oct No Dec Jan Feb Mar Apr Ma Jun
v y
Machine
Shop
Transformer
AC fitting
DC fitting
AC winding
DC winding
Coil shop
Test bay
Stores
Marketing
Quality
department
Dispatch
and
receiving
Fig 1.2 Gantt chart for time scheduling
1.5.2 Details of the Nature of the Program
Basically for most of the major departments the student will need to have a 7-week stint
so that he can be able to learn as much as he can. For the other smaller departments like
the Test bay and others where routine work is done he will reduce the time to roughly 2
weeks each. In each of these departments he will be reporting to the Foreman who will be
acting as the industrial supervisor. He will be expected to carry out work that will help in
his/her training and also to contribute to the production in the company. See Fig 1.2
above
1.2 Adherence to Training Program
The attachment program was generally adhered to. There where cases
however when more urgent tasks that needed attention. Such situations
would arise in cases when there where plant breakdowns, or labour
shortages. The program was a times deferred from when taking samples
that where urgently needed. Because of the size of the plant, both
attachment students where not able to cover the whole sections with as
much detail hence we each had to concentrate on a particular section , I

majored in the concentrator section and had an overview of the smelter
section.
1.5.3. Reports and Meetings
Ideally he will be supposed to attend meetings with the Heads of Departments but
sometimes they feel that they need to maintain some form of confidentiality of their
proceedings restricted only to the Foreman and Administrative staff. It will be therefore
advisable for the attached to liaise with the Head of the Department in order to get the
information on meetings that can help in the training of the student.
 Foremen always hold meetings with management on Wednesdays soon after lunch.
While the workers committee always has meetings on Monday mornings at tea break.
As far as reports, the student/attaché is expected to make reports in the logbook and
present it to the foreman or head of department for him to assess the progress.
1.5.4 Reports
The student’s log book serves as an informal way of reporting the progress that he is
undergoing, while this report will serve to give both the company and the University a
limit of whether the student is doing enough to learn anything in the company.
1.5.6 Time Plans
The Foreman determines the jobs to be done and does calculations of the jobs and the
plans for all the jobs in liaison with each department. In the shop level the Director sits
down and determines which jobs need more attention and which ones are urgent and
which ones are not and then draws a program for the department to follow for each week.

Chapter Two
2.0 Background
This report details the industrial attachment taken by the author in partial fulfillment of
the bachelor of engineering degree in industrial and manufacturing at BAW (Pvt) ltd
which is located in the Khami industrial park of Bulawayo.
This report aims to bring and integrate industrial engineering principles and tools to
improve or design technical systems which will optimize production at BAW. Systems
outlined include production systems, production planning and control, production
process, information systems, resource allocation, scheduling, quality and safety issues,
inventory management. Principles and tools such as concurrent engineering, operations
research, linear programming have been utilized to measure the current systems and
come up with improved versions or better alternatives. With the implementation of some
of the tools, efficiency in some systems has improved as much as 90%.
It is recommended that most, if not all, the proposed ideas are implemented; the total
production system at BAW will be optimized.
In his industrial attachment, the student worked mainly in three parts of the workshop
namely the machine shop, the electric motor repair section, and transformer repair.
2.1 Departmental Issues
2.1.1 Machine Shop
Manufacturing Process for Slip Rings

Slip rings are manufactured in the machine shop. They are made up of two main parts i.e.
the brass/copper rings and a boss. Additionally studding is placed to make contacts
between them.
(a) Manufacture of rings
1. Select a billet (either copper or brass) of suitable dimensions
2. Cut billet into approximate ring sizes using an electric saw
3. Having cut enough rings (usually three) on the saw, put the rings on a lathe and
machine/skim them to size. Use a mandrel to ensure the bore and the diameter of the
rings are concentric
4. Drill holes on the rings so that studding can be inserted

(b) Preparation of the boss
1. The boss is made up of steel and is usually outsourced
2. Machine the boss on a lathe to the correct dimensions
3. Screw cut boss with fine thread and heat boss in and oven for 30 minutes
4. Set the boss back on a lathe, and while running on low speed tape the boss with
samicatherm insulation tape. After taping or insulating put boss in an oven for 3-4 hours
and allow to cool.
5. After cooling machine to give interference fit on the rings
6. Heat rings and sweat them on. Ensure correct positioning of stud holes. Insert studs
Tufnoll insulation tubing and make mandrel, varnish and put in an oven for 1- 2 hours
2.1.2 Electric Motor Repair
Electric motor rewinds process
Electric Motor -A device for converting electrical energy to mechanical torque. A basic
electric motor consists of a stator, endshields, rotor, bearings, and, depending on the
enclosure, a fan and fan-cover (Figure 1-3). The stator houses the stator core and
windings and acts as a shield from foreign material. The endshields house the bearings
and center the rotor within the stator. The rotor consists of the rotor windings and core.
Bearings are used to allow for the low friction turning of the rotor.
Figure 1-1: Electric Motor Cutaway (GE Motor)
Figure 1-1: Electric Motor Cutaway (GE Motor)

Stator and Rotor Core - The core of the stator and rotor consists of many layers of
laminated low carbon annealed, or silicon in newer motors, steel which is used as the
medium for magnetic fields. Laminations are often 0.019 to 0.045 inches thick to reduce

eddy currents (0.019 to 0.039 in energy efficient electric motors). The chemical makeup
of the material is such that it reduces the effects of hysteresis.
Stator Windings - Are made of many turns of insulated copper wire which are laid in
slots within the stator core. The basic winding styles are concentric and lap. Concentric
windings are often used for machine insertion at the factory or repair center. Lap
windings are often used when hand winding for mechanical and electrical strength.
Rotor Windings - Are mounted within slots in the rotor laminations. They are often
made up of a copper or aluminum alloy with aluminum being the most common in
motors under 600 VAC. The windings are in the form of solid bars through the rotor with
shorting rings at either end. The windings are energized as the result of magnetic fields
cutting through the rotor windings from the stator. A current flows through the rotor
windings and interacts with the magnetic fields in the air gap of the motor (The space
between the rotor and stator laminations), and a torque is developed.
Motor Repair Process
1 Incoming Inspections
Fig 2.2 Incoming Motor

1. Job Card Issue: these are issued on every incoming unit for repair. A number is
allotted to the job which is also recorded on the job card. The job card has space for
customer information, nameplate information, and any additional notes and information.
1. Record all nameplate information available. If the motor nameplate is missing, the
end user should be contacted to determine if the information is available.
2. The motor should be visually inspected upon receipt of the motor. Any
discrepancies should be noted on the Job Card and communicated to the
customer. For instances where unusual damage or conditions cannot be described,
pictures should be taken.

2. Initial Inspection:
1. Physical Inspection: The shaft is inspected, including the keyway. The shaft is
then checked for freedom of rotation and looseness in the endshields.
4. Disassembly and Inspection
1. Mechanical Disassembly:
1. Punch mark all parts, including endshields and connection box, for position
identification. The standard is two punchmarks on the drive end and three on the
opposite drive end. Each set of punchmarks should be unique from all others.
2. Remove all bolts and parts. Look closely for cracks or physical defects in the
parts. Remove the rotor in a way that the laminations are not smeared (some
devices are available to assist with this process).
3. Remove the bearings. Observe the condition of the bearing journal as the bearing
is being removed. High shiny spots, rust, flaking, or other obvious defects
indicate potential machining.
Tear down/dismantling
The motor is dismantled into its component parts namely stator, rotor, endshields etc.
Wash and dry stator and clean all other parts
Fig 2.3 Dismantling of motors

2. Mechanical Tests and Measures:
1. The bearing housings and journals are measured with inside and outside
micrometers. The results are compared to Tables 4-2 and 3 for acceptance.
2. The shaft is placed on centers and the output shaft checked for straightness with a
dial indicator.
The rotor shaft dimensions on journals and keyways are checked and the tolerances
recorded. The endshields are also checked if they satisfy bearing tolerances. It is then
determined which components need repairs/machining.

Fig 2.4
Mechanical Inspection
3. Electrical Tests and Measures:
1. The rotor windings are to be tested with a growler and iron filings. The filings are
placed on a sheet of paper and run across the surface of the rotor. Any breaks in
the line of iron filings indicate broken rotor bars. The surface should be viewed
for holes or pits.
2. Stator Winding Tests:
(1) Visually inspect stator windings looking for loose ties, broken conductors, loose
stator, discolored or brittle insulation, or other visual defects.
(2) Insulation resistance test at 500 VDC with the results to be 200 Megohms, or
better.
4. Repair Evaluation:
1. All test results are reviewed and repair recommendations and pricing are determined,
including availability of parts.
2. The customer is contacted and a purchase order is obtained.
3. The scope of work is outlined on the job card
Stripping of the stator
In order to rewind the electric motor, the windings must be removed. All processes begin
with removing one coil end. Following are the most used methods for coil removal at
B.A.W.:
Direct Flame: A flame from a torch or other source is directed into the core of the motor,
also includes placing the stator in a bonfire. The temperature is uncontrolled and severe

damage to the core will occur. Damage to the frame occurs causing warping, uneven
stator air gap, and soft foot. The winding is reduced to ash, and the windings removed.
2 Burnout: The stator is placed into a burnout oven that is set for a recommended
temperature of (345 oC). It is kept at this temperature until all the varnish and insulating
materials are turned to ash (eight hours or more). If the temperature exceeds this level,
and often does, damage to the stator core and frame will result, reducing motor efficiency
and mechanical reliability. Gasses and other byproducts are exhausted through a smoke
stack into the atmosphere.
After stripping the stators are then sand blasted with fine silica sand to clean the inside
core.
Preparation for winding
Once the stator has been stripped and cleaned, the coils must be replaced. The first step is
to insulate the stator slots with insulating paper. The insulation rating of the motor is
determined by the lowest insulation class any portion of the electric Motor (i.e.: Class B
lead wire insulation will result in a Class B insulation rating for the motor). The wire
insulation is normally of a double bonded type with a voltage withstand of 500V per
microsecond (Table 4-4).
Rewind of stator
Rewind process
• Insulate stator core

• Install coils
• Wedge coils
• Braze series and lead connections
• Install external leads
• Test
o Electrical
o Mechanical
• VPI
• Clean and test
• Test, assembly and dispatch to customers
There are several types of winding methods:

Hand Winding: Is performed by a tower-type coil winding machine and mechanical
counter. The winding technician must try to maintain correct tension and layering of the
coils or the coils will be difficult to lay in the stator slots. In the worst case, there will be
wires crossing, which will increase the turn to turn potential in the wire, creating an area
that may short under certain operating conditions, including VFD's.
Fig 2.5 Hand winding

Automatic Coil Winding Machines: Maintain constant tension and proper count of the
coils. This process still requires a technician to observe operation, but still succeed in
reducing labor time.
Coil installation
The coils are then inserted by hand. Once the coils have been inserted, they are then
wedged to prevent them from moving. The coil ends are insulated and connected. The
coil ends are tied down for mechanical strength. Care must be taken not to pull up the
phase insulation, if any.
Winding tests are performed before the motor is varnished. A 500V DC Megger test is
performed with 1.5 Megohms as a minimum, with 500 Megohms recommended. A hi-
potential test is performed at values calculated at formula 4-2, as well as a surge
comparison test at the same level.
Formula 4-2: Hi-Potential Calculation
VAC = (2Em + 1000)
VDC = (2Em + 1000) * 1.7
If the winding passes the tests, then the series and lead connections are then brazed
together. The external leads are also installed

The final step is to insulate the windings with varnish. As with the slot insulation, it is
common practice to use Class F or H varnish on the windings. There are two methods of
varnishing used at B.A.W.
Varnishing
Isonnel varnish (Usually Epoxy): An inexpensive and simple system. A dip tank is
required with Isonnel varnish inside. The stator is dipped into the varnish tank for about 5
minutes before being taken off and let to drip. The stator is then baked in an oven for
close to 8 hours
Drawback- voids are left within the windings (incomplete penetration)
VPI: expensive equipment and varnish is required. This method is usually used for
motors which work in extreme conditions e.g. water pumps penetration into the winding
is better because of the pressure applied The Medium Voltage motors which go through
the VPI process have taped windings which holds the varnish in, low voltage induction
motors do not. The low voltage motor is allowed to drain before putting it in the oven
Drawback - expensive
Assembling of the motor
In most cases, the rotor is balanced, before assembly, with all of the rotating components
mounted. The rotor is mounted on centers and spun at a multiple of the running speed.
The amount and angle of vibration is determined by the balancing machine and
technician. Weight is added or removed in order to reduce vibration in the rotor at
running speed. Reducing vibration in the electric motor is important as vibration causes
reduced bearing life and can damage structures.
The motor bearings are mounted on the shaft bearing journals. Bearings are mounted
using the following methods:
Convection Oven: The bearings are placed in a convection oven set for 203oF long
enough for the bearings to reach temperature. The bearings are removed from the oven
and mounted on the shaft. This is a time consuming process as it may take several hours
to get to temperature.
Once the bearings have cooled the motor is assembled. The shaft is placed into the stator
in a manner not to damage the windings or laminations. The endshields are then placed
onto the stator over the shaft and bearings.
Test running of the motor

The motor is test run before placing other components, such as fans and fan covers, to
determine that there are no defects. This test run is normally performed unloaded for ten
or fifteen minutes to determine if there are unusual noises or if the bearing housings are
overheating. Amp and voltage readings are taken and recorded, the amperage should be
approximately 30 to 50% of full load at rated voltage for 1800 or 3600 RPM motors.
All components are remounted on the motor depending on the marks placed on the motor
during disassembly. The motor is then run at all voltages and speeds. The motor is run for
30 minutes at the customer operating voltage and speed. Voltage and Amperage readings
are taken and recorded. In some cases, bearing temperature and vibration readings are
recorded.
Painting of the motor
The motor is painted and dispatched to the customer.
Dispatching
Dispatching an electric motor is also a concern, as the motor must be shipped in the
correct manner to avoid damage to bearings. For example, a vertical pump motor should
be shipped and handled vertically.
2.1.3 Repair of Transformers
Introduction
The department covers the associated repair of Air and Oil cooled Transformers ranging
in voltage of up to 33KV
Repair Process
The repair process of Transformer covers the following departments:-
1. Coil Winding
2. Core Assembly
3. Core-Coil Assembly
4. Tank-up
5. Transformer Tank
6. Painting & Finishing
1. Coil Winding
Coil Winding is of two types:-

1. High Voltage Coils: H.V. Coils are the components of finished transformers.
They are made on automatic layer setting winding machines.
• A solid cylindrical former of predetermined diameter and
length is being used as hase over which is made.
• Generally round insulated wire of either copper (Cu) or

Aluminium (Al) is used as basic raw material. Fig 2.6
• The coils are made in number of layers.

• The starting and finishing leads of each coil are terminated on
either side of the coil.
• These leads are properly sleeved and locked at number of points.
2. Low Voltage Coils:
• L.V. Coils are also one of the components of transformer. The procedure
of making low voltage coil is generally same as described earlier.
• The shape of the basic raw-material (Al or Cu) is rectangular.
The Test: The "Turn Test" is carried out on the H.V. Coils as per the specifications.
2. Core Assembly
The basic raw-material is cold rolled grain oriented (CRGO) Silicon Steel
• It is in the form of thin sheets & cut to size as per design.

• Generally three different shapes of core laminations are used in one assembly.
• Notching is performed to increase the magnetic path.
• The laminations are put through annealing process.
• These laminations are assembled in such a manner that there is no air gap between
the joints of two consecutive sheets.
• The entire assembly is done on a frame commonly known as core channel. These
frames being used as a clamping support of the core assembly.

Fig 2.7
3. Core Coil Assembly
• The components produced in the coil winding and core assembly stage are then
taken into core-coil assembly stage.
• The core assembly is vertically placed with the foot

plate touching the ground. The top yoke of the core is
removed. The limbs of the core are tightly wrapped
with cotton tape and then varnished. Fig 2.8
• Cylinder made out of insulating press board/ pressphan paper is wrapped on all
the three limbs.
• Low Voltage Coil is placed on the insulated core limbs.
• Insulating block of specified thickness and number are placed both at the top and
bottom of the L.V.Coil.
• Cylinder made out of corrugated paper or plain cylinder with oil ducts are
provided over L.V.Coil.
• H.V. Coils are placed over the cylinder.
• Gap between each section of H.V. Coils including top & bottom clearances is
maintained with the help of oil ducts, as per the design/drawings.
• The Top Yoke is refilled. Top core frame including core bolts and tie rods are
fixed in position.
• Primary and secondary windings are connected as per the requirements. Phase
barrier between H.V. phases are placed as per requirement.
• Connections to the tapping switch (if required) are made.
• Finally, the component is placed in the oven.
4. Tanking Up
The core-coil assembly and tank are taken into tank-

up stage. The procedure is:

• The core-coil assembly is taken out of the oven and the "Megger test" is carried
out.
• Only if the Megger value is as per the specification, the assembly may be taken
for tank-up.
Fig 2.9
• The tanks are brought to tank-up department duly painted.
• Fittings like drain valves, HV& LV Bushings, conservator, oil level indicator and
explosion vent are fitted in the tanks.
• The Core-coil assembly is then placed into the tank and properly locked up.
• Pure filtered transformer oil is filled in the tank to immerse the assembly only.
• Connections of primary and secondary to the terminal bushings are made.
Operating handle for ratio switch is fitted, wherever required.
Painting: The entire procedure of painting is done under two stages:
1. Cleaning of tanks
• The cleaning of tank is done normally by
chipping/grinding.
• The outside surface of the tank is short blasted to achieve a
very fine and smooth finish
2. Painting of tanks
• After cleaning the tanks, a coat of hot oil resistance paint is
applied on the internal surface of the tank.
• The outside surface is painted with a coat of Red Oxide
primer and subsequently with one coat of enamel paint as per
customer's requirement.
5. Finishing
• Fittings and accessories as per customer's specification and

drawing are checked.
• Air Pressure test is subjected to avoid any leakage and seepage on
all transformer.

• Transformers are filled with oil up to the minimum level marking,
wherever necessary.
• Loose accessories like, earthing terminals, bimetallic connectors,
dial type thermometers are also checked for proper fittings.
6. Testing
The transformers are individually tested and the following routines tests are conducted at
the test bay:
No Load Loss, Full Load Loss, Double Frequency Double Voltage Test, High Voltage
Test, Insulation Test, Measurement of Resistance, Heat Run Test, Pressure Test on Tank,
Break Down Voltage - BDV and Acidity Test on Transformer Oil.
Winding tests are performed before the motor is varnished. A 500V DC Megger test is
performed with 1.5 Megohms as a minimum, with 500 Megohms recommended. A baker
test is also carried out to find out if there are any short between turns, phases or coils
The final step is to insulate the windings with varnish. As with the slot insulation, it is
common practice to use Class F or H varnish on the windings. There are two types of
varnish methods commonly used at B.A.W.

Chapter 3 Productivity Quality and Safety
3.0 Introduction
This chapter brings into focus productivity, quality and safety issues at B.A.W. These
issues are paramount to the efficiency and success of the organization.
3.1 Productivity
This measures the relationship between inputs into the production process and the
resultant outputs. The most commonly used measure is labour productivity, which is
measured by output per worker. For example, assume 100 electric motors a month are
repaired and there are 25 employees. The labour productivity is 4 electric motors per
person per month.
There are several other measures of productivity.
• Output per hour / day / week

• Output per machine
3.1.1 Productivity Measurement at B.A.W.

For the past few months the company has suffered from low productivity due to low
demand for repairs culminating from the economic climate. One measure of productivity
utilized is capacity utilisation
Capacity Utilisation
A firm’s productive capacity is the total level of output or production that it could
produce in a given time period. Capacity utilisation is the percentage of the firm’s total
possible production capacity that is actually being used.
Capacity utilisation is calculated as follows:
Capacity utilisation (%) =
Actual output per month (or per annum) x 100%
___________________________________________________
Maximum possible output per month (or per annum)

The productive capacity of B.A.W. stands at 360 units per month. From recent months
the capacity utilisation was below 10%. This means that a lot of the company’s resources
are being underutilized. Hence productivity is very low at B.A.W.
3.1.2 Performance Measurement of Workforce
There is no actual measure of performance to measure a worker‘s output per given time.
The only guideline for work performance is a standard repair time card which, compiled
through experienced work study, contains the repair time for a wide range of electric
motor sizes. The SRT card gives the repair time per department visited by the motor. The
SRT card is not strictly adhered to hence it is just an estimate.
The correct measure of performance should be set in terms of the time required to finish a
job and the quality of the job.
3.2 Quality Issues at B.A.W.
Customers at B.A.W. want quality that is appropriate to the price that they are prepared to
pay and the level of competition in the market.
Key aspects of quality for the customer include:
• Reliable – acceptable level of breakdowns or failure

• Consistency
• Durable – lasts as long as it should
• Good after sales service
• Value for money
3.2.1 How Is Quality And Performance Measured?
Aside from achievement of standards like ISO 9001, B.A.W. measures quality aspects
such as:
• Failure or reject rates/ Non- conformances

• Level of product returns/ comeback jobs
• Customer complaints
• Customer satisfaction – usually measured by a survey
• Customer loyalty – evident from repeat purchases, or renewal of contracts

3.2.2Quality Control Methods
a) A pre-active approach is taken to ensure what goes as input into the system is free
from defects and some of the measures put in place to ensure this includes the
given below:-
 Internal quality audits (to ensure adherence to proper procedures)
 Vendor rating (to establish the credibility and reputation of suppliers)
 Pro-actively the output i.e. the motor is tested at operational voltage and
issued and with a test certificate. Component inspection and testing is also
done before dispatch.
 Control, monitoring and measuring devices (Calibration) is done
periodically to make sure that the final product is to the correct
specification.
 Training program to ensure the effective implementation of the system’s
written procedures and work instructions, quality policy and quality
objectives are met for continual improvement.
3.2.3 Systems in place to Ensure Quality of Work
a) The Quality management departments has the authority to implement and
improvise systems in line with the ever changing customer preferences and below
are just some of the systems to ensure quality of work.
 Closer supervision of work processes throughout the value chain
 Encouragement of team works (goal congruence and reduction of
deviations)
 Management by exception (Outstanding quality issues)
 Multi-skilling programs (enhancing the mutually understanding of the
systems processes, improves and communication and co-ordination.
 Systematic preventive action to avoid non conformances
 Preservation and control of customer supplied product is continually
audited.
3.2.4 Product Support
a) Customer complaints:-
 Customer complaints are reviewed periodically and corrective action
communicated to the customer.

b) Non-conformances:-
 Non-conformances meeting are held periodically, all NCRs, corrective
and preventative action implemented.
c) Quality Reports:-
 Quality meetings are held on a monthly basis, all quality reports are
reviewed and a final report is presented to management for immediate
action.
 Acting upon data reported in the check cycle, improvement action are
taken directly or as an output for Management Review Processes
3.3. Quality Standards
3.3.0 Documentation Requirements
The quality management system a Botton Armature winding consists of the following
documentation:-
a. Quality Policy
b. Quality Policy Manual
c. Quality Objectives
d. Procedures
e. Work Instructions
f. Records and Forms
3.3.1 Botton Armature Winding Quality Objectives
Botton Armature Winding has set up the following objectives in order to meet
satisfaction to the customer, employee and the society as a whole in accordance with the
ISO 9001:2000
 To monitor our Quality Management System internal and External Audits, and
Customer Complaints.
 To be the “Market Leader” in electrical rewinding business within the region by

2010
 To continually review our processes in order to satisfy internal and external

customer “Product Requirements”

 Have mutually beneficial supplier-customer relationship with our suppliers.
 To reduce and control non-conformances to at least 0.01% of monthly sales
 To provide adequate Human and Material Resources to meet these objectives
 To continually review these objectives for efficiency and profitability
3.3.2 Quality Policy Manual

Company Policy Statement
Management and staff of Botton Armature Winding (Pvt) Ltd have committed themselves
to a policy of Total Quality Management.
In implementing this Policy the company shall endeavour to:-
 Satisfy and even surpass the customer’s needs in repair work and services provided.
 Provide customers with a service of constant high quality and competitive prices
 Provide customers with back-up service at affordable rates on site
 Continuously improve our Quality Management System at all levels in the
organisation
 Continue to upgrade our work standards so as to achieve and maintain a good
reputation of constant quality products and services in the regional markets.
 To comply will all relevant requirement i.e. legal, regulatory or any such statutory
requirements.
 Continuously review this policy for sustainability and effectiveness
 Continually train our staff for job effectiveness
The Quality Management System at Botton Armature is designed to meet the
requirements of the International Standard – ISO 9001:2000, where, in contractual
agreements between Botton Armature Winding and its customers, the Company will be
able to demonstrate its control over the quality of the processes that determine the quality
of its production.
To this end, Botton Armature Winding will establish, implement and maintain a
documented Quality Policy Manual, Procedures and Work Instructions for each of the
processes are related tasks that effect quality.
Scope

Botton Armature Winding, repairs and services Rotating Electrical Machinery and
Transformers for all sectors of the economy. Botton Armature Winding serves markets
in Zimbabwe, Zambia, Botswana, Mozambique, Malawi and Tanzania.
The Quality Management System described in the Quality Policy Manual is applied to all
stages of production, from receiving to despatch of the job, to ensure that despatched jobs
conform to stated specifications.
3.3.3 Quality Management System
To ensure that Botton Armature Winding services conform to specified standards, the
Company has established a Quality Management System in accordance with ISO
9001:2000 Standard. The system also consists of a program of training to ensure the
effective implementation of the system’s written procedures and work instructions;
quality policy and quality objectives are met for continual improvement.
1 Quality Policy Manual
This describes the Company’s Quality Policy Structure for establishing,
implementing and maintaining the Quality Management System.
2 Quality Objectives
This describes Botton Armature’s objectives to maintain the Quality System and
help to measure our quality system for effectiveness.
3 Control of Documents
All quality related documents are controlled. These procedures control the
identification approval, issue, change and disposal of quality documents ensuring
that employees have access to documentation essential to the effective functioning
of the Quality Management System and of carrying out their duties in Botton
Armature Winding’s process requirements.
4 Control of Records
Botton Armature Winding’s Quality Records are evidence of conformity to the
required product specifications and to demonstrate the effectiveness of its Quality
Management System. To accomplish this, the company has established
procedures and instructions for identification, collection, indexing, filing or
storage, maintenance and disposal of its Quality Records.
Quality Records may be available to Botton Armature Winding’s Customers or

their agents by agreement and to third party certifying bodies as required.

3.3.4 Management Responsibility
5.1 Management Commitment
Botton Armature Winding Management is committed to the development and
improvement of the effectiveness of the Quality Management System. They have
established a Quality Policy and Quality Objectives and these are communicated at all
levels of the organisation to ensure customer requirements are met. The management
shall conduct reviews of the system at defined intervals and ensure the availability of
resources.
5.2 Customer Focus

Botton Armature Winding Management is committed to ensuring that customer
requirements are determined, understood, communicated and met with the aim of
enhancing customer satisfaction.
5.3 Quality Policy

Botton Armature Winding’s Quality Policy is set out on page 1 of this Quality Manual
and has been communicated and understood at all levels within the organisation.
5.4 Planning
o Quality Objectives needed to meet Botton Armature Winding’s product requirements
have been established at different levels within the organisations. These quality
objectives are realised through the implementation of the Quality Management
System Planning.
3.3.5 Communication
Responsibility and Authority
Botton Armature Winding’s organisational structures are shown in the Organisational charts
in Appendices A and B. Quality is the responsibility of every employee at Botton Armature
Winding and every employee’s responsibilities for activities affecting quality are specified
further and explicitly in Botton Armature Winding’s Quality Policy Manual, Procedures and
Work Instructions.
3.3.6 Management Review

5.6.1 A management review of the quality management system is conducted at three
levels:
a. The Non-conformance Committee discusses corrective and preventative
basing on non-conformities.

b. Quality Committee under the supervision of the Management Representative
after every two months.
c. The Executive level during the Executive Management Meetings held
periodically.
5.6.2 Review Input
The input of Botton Armature Winding’s Management Review Meeting consist of
results of Internal Audits, Customer Feedback, value adding observations or
recommendations.
5.6.3 Review Output

The Output from the Management Reviews is used to identify areas for
improvement, training and resource needs, decision pertaining these needs are made
and action plans put in place.
3.3.7 Resource Management

1 Provision of Resources
Botton Armature Winding through its Management is committed to the provision of
resources required to maintain the Quality Management System, to enhance
customer satisfaction and continual improvement of the system.
2 Human Resource
2.1 Competence, Awareness and Training
Botton Armature Winding provides Quality Awareness Training for all new
employees when joining.
As an ongoing exercise to increase personnel competence, knowledge and skills and
to update on new technology, training is also provided to employees in their specific
fields for improved performance.
3 Infrastructure
Botton Armature Winding is committed to the provision of infrastructure required
to carry out work to customer satisfaction through the provision of workspace and
utilities, process equipment (both hardware and software) and supporting services
such as transport and communication.
4 Work Environment
Botton Armature Winding provides a safe and healthy environment required for
achieving product conformance.

3.3.8 Product Realization
1. Planning of Product Realization
Botton Armature Winding has established a documented system for the planning of
methods and processes used in its product realization process. The Production
Planning system is used to ensure that product requirements and quality objectives
are met to customer and organisational expectations.
2. Customer-Related Processes
2.1 Determination of Requirements Related Product
Botton Armature Winding shall ensure that product requirements specified by the
customer or otherwise implied are met and these will include statutory and
regulatory requirements related to the product.
2.2 Review of Requirements Relating to the Product
Botton Armature Winding has established customer requirements relating to the
product to ensure that:-
a. Customer’s product requirements are fully defined, understood and
documented.
b. Any dispute or difference in understanding of requirements is resolved
c. And that the product requirements are capable of being met by Botton
Armature Winding.
2.1.1 Customer Communication
The Quality Management System is capable of communicating with customers
regarding product performance, queries, order handling and contract amendments.
3 Design And Development

The Scope of activities at Botton Armature Winding does not include Designing,
therefore Design and Development will not be addressed.
3.1 Purchasing
Botton Armature Winding has developed a written procedure QSP.7.4 to ensure
that all purchase of raw materials, spares and consumables items which may
affect the quality of the Company’s Products or processes meet the specified
requirements.
3.1.1 Purchasing Process

Botton Armature Winding has an approved Vendor’s List in use, with the
selection of suppliers based on past performance and or assessment of the
suppliers’ premises. New and old suppliers are evaluated and re-evaluated based
on the quality of materials and/or service, availability and pricing structures.
3.1.2 Purchasing Information

Botton Armature Winding ensures, through documented procedures and work
instructions, that purchasing documentation has been reviewed and approved prior to
release, with particular attention being paid to:
a. the type, class, grade or other precise identification of the product
ordered,
b. title of the product ordered or other positive identification, including
samples, drawings or specifications other technical data,
3.1.3 Verification of Purchased Product
All purchased products are inspected or otherwise verified as conforming to
specified standards before being used, processed or placed in stock.
3.2 Product And Service Provision

3.2.1 Control of Product and Service Provision
Procedures and Work Instruction have been developed to detail the control
methods employed from receiving, throughout production processes to
dispatching. These procedures and work instructions are available at appropriate
workstations where required.
3.2.2 Validation of Processes for Production and Service Provision

Botton Armature Winding has developed Procedures and Work Instructions
detailing the methods used to validate production activities at different stages of the
process.
3.2.3 Identification and Traceability
Botton Armature Winding is able, through the use of Procedure QSP 7.5.3 to
identify and trace all raw materials and suppliers, component parts, sub-assemblies
and finished products from receiving to dispatch of the completed job. All incoming
jobs are tagged with a unique Job Number indicating the type of job. Incoming
material is identified using Job Costing Codes in conjunction with the Order

Number used to purchase the material. The use of material on a job can be traced
using the Purchasing Procedure QSP.7.4 and the appropriate forms.
3.2.4 Customer Property
Botton Armature Winding has established formal procedures for the receipt,
inspection and storage or return of customer property. The responsibilities for the
control of customer property is addressed in Procedure
3.2.5 Preservation of Product
Botton Armature Winding has established a Procedure which detail the methods
used in preserving its products through handling, storage, packaging and delivery
so as to prevent damage and/or deterioration, within the limits of its direct control.
3.3 Control of Monitoring and Measuring Devices

Botton Armature Winding has documented a Procedure detailing the methods used
to ensure that all measuring and testing equipment is maintained in a manner that
controls unauthorised use, damage and tempering. Documented procedures also
detail the methods employed for calibration interval, maintaining the current
calibration status and accuracy of equipment.
4. Measurement, Analysis and Improvement
4.1.1 Botton Armature Winding has developed a procedure for identification, recording
and displaying of statistics pertinent to its operations in order to monitor, measure,
analyse and improve its Quality Management System.
4.2 Monitoring And Measurement
4.2.1 Customer Satisfaction
Botton Armature Winding has established methods of obtaining information relating

to customer perception through customer comments/complaints, surveys and visits.
4.2.2 Internal Audit
The Quality Management System is audited systematically and periodically to
ensure that the system remains effective and is being adhered to. Internal Quality
Audits are performed in all areas of production included in the Quality
Management System, with particular attention being paid to functions and
processes critical to Product Quality. The results of the audits are documented
and a copy given to the Department Head responsible for the area audited.
Reports of the audit results are given to the Quality Committee for review.

Corrective and/or Preventive Action identified by the Quality Audit will be carried
out in accordance with documented procedures and instructions.
4.2.3 Control of Nonconforming Product
Botton Armature Winding ensures that products that do not conform to specified
requirements are prevented from un-intended use and segregated and reviewed. In
all instances of non-conformities relating to product, processes or the Quality
Management System, corrective action is employed to eliminate the root causes,
whilst preventive action is used to identify and improve on any weakness in the
system that may be potential causes of non-conformities.
4.2.4 Analysis of Data

Botton Armature Winding has developed procedures for identification, recording
and display of statistics pertinent to its operations to demonstrate the suitability
and effectiveness of its Quality Management System.
4.2.5 Improvement
Continual Improvement, Corrective and Preventive Action
Botton Armature Winding maintains documented procedures for implementing any
corrective and/or preventive action required as a result of customer complaints or
non-conformities relating to product quality or the Quality Management System.
Corrective Action to eliminate the cause of non-conformities and preventive action
to eliminate potential non-conformities in order to prevent recurrence forms the
basis for continual improvement of the system.

Chapter 4 Production Planning and Control and
Inventory Issues
4.0 Introduction
This chapter focuses on the extent to which work is planned at B.A.W. and procedures
employed on inventory issues
4.1 Production Planning and Control

The current document used for production planning and control is called a DAILY
MASTER PLAN SHEET (Appendix 1)
The DMP contains the production sections including stripping, winding, machine shop,
stores, assembly, quarantine, jobs to be quoted. It gives an indication of how many jobs
are in each section
The DMP helps to know which jobs/activities are planned, unplanned and achieved
during a certain day
Drawbacks of DMP
• The daily master plan is not cost driven, it does not attempt to meet the specified
demands at minimum cost
• There is no specific planning in terms of material requirements in order to meet
production targets
• Production targets are not clearly spelled in terms of how many units should be
repaired in a day and so on.
• Doe not operate at aggregate level i.e. there is no consolidation of all the factors
including staffing levels, inventory , time

Fig 4.1 Daily Master Plan Sheet
4.2 Store Management Issues
Inventory Issues
4.2.1 Stores Issues Procedure
Purpose
The purpose of this procedure is to ensure that issue of materials from stores is handled in a
standardised consistent and effective manner. This procedure also ensures that materials
that do not meet required standards are not used, and the cause of their non -conformity is
investigated.
Procedure
1 The Stores-clerk receives a completed Stores Requisition from any Workshop
employee requesting material
2 The Stores-clerk reviews the Stores Requisition for completeness. A fully
completed requisition contains Date, Name, of Customer, Works Number of Person
requesting material, Description of Material, Quantity Required, the Job Number to

which the material should be booked, and the signature of the relevant Head of
Department.
3 If the Stores Requisition is incomplete the Storeman returns the requisition to the
employee who requested the material. The employee completes the requisition
before returning it to stores.
4 Once the Storeman is satisfied that the requisition is complete, the Storeman checks
that the material requested is held in stock.
5 If the material requested is not held in stock, the Storeman orders the material
following the Stores Purchases Procedure
6 If the material is held in stock, the Storeman selects the required quantity of
material from the storage area.
7 The Storeman checks the quality of selected material. If the Storeman is satisfied
that the quality of the selected material meets standards, the Storeman can issue the
material.
8.1 If the Storeman is not satisfied that the quality of the selected material meets
specified standards, the Storeman immediately places the material in the Non-
Conforming Product Report in accordance with the Non-Conforming Product
Reporting.
8.2 The Storeman gives the selected material to the Workshop employee who requested
it.
8.3 The Stores Department enters the relevant details into the Computerised
Accounting System .( SYSPRO)
8.4 The Storeman checks the level of the remaining stock material against the
present re-order level for that material.
8.4.1 If the amount left in stock is greater than the re-ordered level for that
material, the Storeman does not need to replenish the material.
8.4.2 If the amount of material left in stock is less than the re-order level for that
material the Storeman completes an Internal Stores Requisition and gives
this to the Stores Controller for processing to the Buyer
8.5 The Buyer issues an order to bring the stock level up to the required amount
dependant on the availability of the material.

4.2.2 Stores Returns Internal
Purpose
The purpose of this procedure is to ensure that all excess material is returned to stores in a
standardised, consistent and effective manner. This procedure also ensures that excess
material is returned to stores as soon as it is not needed so that the customer is not charged
for the excess material.
Procedure
1 Workshop employees return unused material to the stores before the Job for which
the material was used leaves their section of the workshop. The employee making
the return fills in the Stores Return Book, before handing the material, along with
the Stores Return Book to the Storeman on duty.
2 The Stores Clerk to whom the material is returned checks the quantity and quality
of the returned material and that details on the Return Book are filled in correctly
and also that it correspondence with the Issue Requisition.
i. Once the Stock Clerk determines that the quantity and quality of the
returned material is satisfactory, the Stores Clerk returns the
material to stock.
ii. If the Stores Clerk determines that the quality of the material is not
satisfactory, the Stores Clerk places the material in the Non-
Conformance Product Area and notifies the Stores Controller for
actioning the review and disposition of the defective material.
4.2.3 Stores Returns External
Purpose
This procedure describes how Botton Armature Winding (Pvt) Ltd prevents non-
conforming materials from entering into our production system and or stock
system.
Scope
The scope covers:-
• All imported commodities equipment and machinery
• Locally supplied commodities, equipment and machinery.

Objective
To ensure that all procured commodities, equipment and machinery are of acceptable
quality to meet customer’s specifications.
The Stores Clerk to whom the material is returned checks the quantity and quality of the
returned material and that details on the Return Book are filled in correctly and also that it
correspondence with the Issue Requisition.
Responsibility, Authority and Accountability
1. The Stores Controller is responsible to the Branch Manager for all returns carried
out in the Stores Department.
2. The Stores Clerk is responsible to the Stores Controller or his/her assistant to ensure
that all goods returns are clearly stated on related documents including a brief
statement on why goods are being returned.
3. The Stores Controller is accountable for preventing all procured commodities
equipment and machinery for poor quality from entering into our production line
stock stream.
Receiving and Returning Procedure
4. All commodities equipment and machinery are procured from suppliers using an
Order Book Form. Upon receiving these goods from suppliers, goods are then
directed to Stores Incoming Area for quantity and quality verification. These
goods are recorded on Inspection Book.
5. If goods are procured under the direct purchases the Stores Requisition is pulled
out to identify the personnel who initiated it and should assist the Stores personnel
to check and verify quality. In most cases quantity is checked by Stores
Personnel to minimise delays as usually it takes time for workshop personnel to
attend Stores Incoming Inspection. Goods procured for bulk are checked by the
Stores Clerk with the help of the Stores Controller and where needed help is
sought from the responsible Departmental Heads, Works Foreman or the Branch
Manager.
6. If goods are found to be conforming they are released from the Stores Holding
Area. The goods are then directed to their respective jobs and stocked items to stock
shelves.
7. If goods are not conforming to our specifications or are sub-standard they are
immediately removed from the Stores Incoming Area and directed to Non

Conforming Area awaiting return. A Non Conforming Report is issued out stating
the non-conformance.
4.2.4 Stock-take Procedure
Purpose
The purpose of the procedure is to verify the accuracy of stock records and to confirm the
value of stock for accounting records.
Scope
Covers all necessary steps taken to attain an accurate stock count.
The Workshop Foreman is responsible to the Branch Manager for the carrying out of the
physical count, and is required to delegate suitable persons for the implementation of the
exercise, from Workshop Personnel.
The Workshop Personnel are responsible for the physical counting.
Procedure
• Stocktake is taken after every three months, during the stock count, Stores would be
closed.
• Stationery and necessary equipment is prepared this includes the stock count sheets,
weighing and measuring equipment. The Stock Count Sheet is spooled from the
computer system. All these are prepared a day before the count. Shelve
management is done which includes the labelling and arranging material clearly.
• Prior to the stock-take, Inspection area is cleared and all materials must be put on
the shelves. Material in the Workshop no longer in use should be returned to Stores
through the Stores Credit System.
• When ever there is a stock count, workshop personnel are selected, mostly from
suitable personnel that have been involved in the stock count before. They are
divided into two teams so as to duplicate the count. By the end of the day each
stock item would have been counted twice.
• Before the stock count the teams are briefed on what they must do. The Stores
Personnel will act as advisors to the counting teams as they are not involved in the
physical counting. The teams are composed of two or more people but not more
than four. Each team will have a leader who will sign the stock count sheet after
they finish counting. One team member does the physical counting whilst the other
one will be recording the results.

• Stock count sheets are issued; these are controlled by one person. All stock count
sheets are accounted for at the end of the day.
• When the count is finished the Stores Controller or his Assistant will go through
the stock count sheet to see if all stock items have been counted. The information
having been checked is then entered in to the Data Capture System which
operates in Stores.
4.3 Problems
• When stock has been counted during stock takes there is a variable difference
between the amount of stock recorded in the computer and that recorded by
manual counting
• Re-order level is sometimes not checked hence some stock is used up before an
order is placed to replace it
• Some stock has gathered dust on the shelves and this can compromise its quality
4.4 Solutions
1. Stock rotation
Most businesses try to use up older stock first to help avoid stock deterioration or
becoming obsolete – this is known as stock rotation.
2. Computerized stock control
Large businesses such as the major retailers use computerised systems to manage stocks
of tens of thousands of items, some of which are replenished several times a day. As
stock arrives, and again as it is sold, scanning of bar codes keeps the levels up to date.
3. Automatic re-ordering of stock
As bar codes on products are scanned at the checkout, the system is taking those sales
into account as part of a program to re-order stock. Rather than manual stock-taking by
counting product on the shelves or in the warehouse, the supermarket has detailed real-
time stock level information that the system uses to place re-orders through EDI
(Electronic Data Interchange).

4. Just-in-time (JIT) stock control
JIT stock control means that stock is only ordered to meet specific orders, and little or no
product is held in stock. This requires very responsive and reliable suppliers who can
meet stringent requirements to deliver exactly the right stock to a precise location and
within a narrow time frame

Chapter 7 Plant Maintenance Issues
7.0 Introduction
At the present moment there is no maintenance manual or schedule which clearly lays out
the procedure on maintenance of workshop machinery and equipment. Documentation is
required for proper maintenance to be carried out.
7.1 Current Maintenance Procedure Utilized

Breakdown maintenance is used to service workshop machinery and equipment.
Machines are serviced only if a breakdown occurs. This is a risky way of maintenance.
7.2 Problems
(a) With this kind maintenance procedure in place, it is very unpredictable when a
breakdown might occur and when it does this might have serious implications in terms of
workshop planning and meeting production targets.
(b)When a breakdown occurs there might not be enough financial resources to service the
equipment or to buy spare parts since it was not planned for, therefore losses occur as a
result of work stoppage especially in the case of critical equipment
(c) Unexpected breakdowns are costly as they eat away valuable productive time, whilst
being attended to.
(d) Equipment with faulty calibration can give faulty readings thereby compromising the
quality of product
Some parts are more expensive to replace than to service regularly
7.3 Solutions
7.3.1 Proposed Planned Maintenance Schedule
A maintenance schedule is required so that predictability of breakdowns might be worked

out and corrective maintenance be carried out without much disruption in terms of
production activity
1. Assessment Of Critical Machinery And Equipment
All critical machinery and equipment should be noted down. The parts in these machines
which wear down or which from timer to time required replacement or servicing should
be highlighted.

The correct maintenance procedure should then be advised including whether electrical
or mechanical maintenance
Critical machinery includes:
• Overhead cranes,
• Compressor unit,
• Generator,
• Lathe machine,
• Baker test instrument
• All test and measuring instruments
2. Highlighting Of Critical Parts Which Need Servicing Or Replacement
The parts which wear out or need replacement are to be noted down and the wear rate
worked out. With the wear rate it is now possible to predict when the equipment will
reach a stage when it needs maintenance. This enables planning in terms of resources,
time so that maintenance work can be carried out
3. Creating a maintenance procedure document on all the equipment
Laying out of the proper steps to be carried out in order to maintain machinery and parts.
This can become a manual which can be used by the properly trained personnel to carry
out maintenance works
4. Scheduling The Maintenance Procedures
At B.A.W. the most flexible time of the year is during the winter season spanning at least
3 months. During this time low volumes of work are experienced there for if maintenance
work is carried out disruption in production is kept minimal. In order to reduce costs
carrying out maintenance works once a year is reasonable.
5. Budget Expenditure
• Parts which wear easily should have standby parts which should be ready
if breakdown occur unexpectedly.
• Training or hiring of personnel qualified to carry out the maintenance
• Condition monitoring of machine and equipment can be carried out where
visual inspection of equipment is done.
• Equipment recalibration and servicing at least once a year
Conclusion

It is hoped that a maintenance plan is laid out as soon as possible and the entire team
especially management help in its implementation.
Chapter 8 Recommendations and Conclusions

Departments Covered:
10.1 Machine Shop
All was well covered on pattern making process and the standard learnt a great deal of
techniques .The level of skill in the department is always maintained as high as possible
and quality is always striven to be achieved.
Recommendations
(a) Since the company includes machining of endshields it can include machine for other
repairers of electric motors since they are the only ones with well equipped machine shop
(b) Work filing system in order to keep recorded of jobs
(c)Work study should be carried out on most of the operations and the correct
10.2 Electric Motor Repair Shop
Modern testing techniques are not offered in this department, especially for product
testing. An example is a full load test of electric
Recommendations
• Purchase or design of a load testing system for jobs
• Scheduling and correct control measures for jobs in the workshop to ensure
due dates are met and amount of material used is accounted for.
10.3 Transformer Repair Shop
All that is available in this department was well covered, save for the fact that most
modern testing techniques are not offered in this department, especially for product
testing.
Recommendations
(a) Repair and manufacture of coil products such as brake coils, solenoid coils,
(b) Since there is and oil filtration plant it can be fully utilised by doing filtration
services for other companies

References
1. Barbee, Gene, (1996), "The Best Laid Plans - Part 1," Bobbin, Vol. 37, No. 11, pp. 99-
101.
2. Carson, John S., (1986), "Simulation Series, Part 2:Convincing Users of Modeler's
Validity Is Challenging Aspect of Modeler's Job," Industrial Engineering, Vol. 18, No. 6,
pp. 74-85.
3. Gibson, Peter and Welgama, Palitha S., (1993), "Simulation Methodology in Facilities
Design: Knowledge From a Practical Application," Industrial Engineering, Vol. 25, No.
9, pp. 52-58.
4. Bonneville Power Administration (1995). Quality Electric Motor Repair: A Guidebook
for Electric Utilities. Olympia, WA: Washington State Energy Office.

Appendix-
Projects
1. Burn off oven power screw design
2. Repair Specification for Low Voltage (Under 600vac)
Polyphase Induction Motors.
3. Eddy Current Loading System/Braking System
4. Research on Improving Production Planning and Control at
Botton Armature Winding

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NATIONAL UNIVERSITY OF SCIENCE

Report on Industrial Attachment

Botton Armature Winding (pvt) ltd

INDUSTRIAL ATTACHMENT REPORT ii

INDUSTRIAL ATTACHMENT REPORT iii

INDUSTRIAL ATTACHMENT REPORT iv

INDUSTRIAL ATTACHMENT REPORT v

INDUSTRIAL ATTACHMENT REPORT 1

1.2.1 Attached Company – B.A.W.

Fig 1.1 Interior View of the Bulawayo Factory

INDUSTRIAL ATTACHMENT REPORT 2

INDUSTRIAL ATTACHMENT REPORT 3

INDUSTRIAL ATTACHMENT REPORT 4

INDUSTRIAL ATTACHMENT REPORT 5

INDUSTRIAL ATTACHMENT REPORT 6

INDUSTRIAL ATTACHMENT REPORT 7

INDUSTRIAL ATTACHMENT REPORT 8

2.1.1 Machine Shop

Manufacturing Process for Slip Rings

INDUSTRIAL ATTACHMENT REPORT 9

Figure 1-1: Electric Motor Cutaway (GE Motor)

INDUSTRIAL ATTACHMENT REPORT 10

Fig 2.2 Incoming Motor

INDUSTRIAL ATTACHMENT REPORT 11

Fig 2.3 Dismantling of motors

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• Insulate stator core

There are several types of winding methods:

INDUSTRIAL ATTACHMENT REPORT 14

Fig 2.5 Hand winding

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The repair process of Transformer covers the following departments:-

INDUSTRIAL ATTACHMENT REPORT 17

• Generally round insulated wire of either copper (Cu) or

• The coils are made in number of layers.

• It is in the form of thin sheets & cut to size as per design.

INDUSTRIAL ATTACHMENT REPORT 18

3. Core Coil Assembly

• The core assembly is vertically placed with the foot

The core-coil assembly and tank are taken into tank-

INDUSTRIAL ATTACHMENT REPORT 19

Painting: The entire procedure of painting is done under two stages:

• Fittings and accessories as per customer's specification and

INDUSTRIAL ATTACHMENT REPORT 20

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There are several other measures of productivity.

• Output per hour / day / week

3.1.1 Productivity Measurement at B.A.W.

Capacity utilisation is calculated as follows:

Capacity utilisation (%) =

Actual output per month (or per annum) x 100%

Maximum possible output per month (or per annum)

INDUSTRIAL ATTACHMENT REPORT 22

Key aspects of quality for the customer include:

• Reliable – acceptable level of breakdowns or failure

3.2.1 How Is Quality And Performance Measured?

• Failure or reject rates/ Non- conformances

INDUSTRIAL ATTACHMENT REPORT 23

INDUSTRIAL ATTACHMENT REPORT 24

3.3.0 Documentation Requirements

 To be the “Market Leader” in electrical rewinding business within the region by

 To continually review our processes in order to satisfy internal and external