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Interim Report

IPTV reduction in Commercial Vehicles & LCV wheel Rim Failure by Six Sigma Methodology

KaramVeer Singh MBA-Tech (C.S) 376

Interim Report
Presented by KaramVeer Singh

Based on the training undertaken in Tata Motors, CVBU, Pune

Project
IPTV reduction in Commercial Vehicles & LCV wheel Rim Failure by Six Sigma Methodology
Industry Guide Mr. R.J. Nagare

Faculty Supervisor

PROF. V. Seshadri

Contents
Confidentiality Agreement......................................................................................................... 4 Acknowledgement ..................................................................................................................... 6 About the company .................................................................................................................... 7 Part1: ....................................................................................................................................... 10 IPTV Reduction in Commercial Vehicles by CFT ................................................................... 10 Abstract .................................................................................................................................... 11 1. Introduction .......................................................................................................................... 12 1.1 Goal .................................................................................................................................... 12 2. Main Text/Methodology ...................................................................................................... 12 2.1 Phase One....................................................................................................................... 12 2.1.1 Plan Phase ............................................................................................................... 12 2.1.2 Do Phase ................................................................................................................. 17 2.1.3 Check Phase ............................................................................................................ 18 2.1.4. Act Phase ............................................................................................................... 18 3. 4. Learning/Work Done ....................................................................................................... 19 Schedule ........................................................................................................................... 20

Part2: ....................................................................................................................................... 21 LCV wheel Rim Failure by Six Sigma Methodology ................................................................ 21 Abstract .................................................................................................................................... 22 1. 2. 2.1 3. Introduction...................................................................................................................... 23 Main Text/ Methodology .................................................................................................. 23 Define Phase ................................................................................................................. 24 Learning ........................................................................................................................... 28

References ................................................................................................................................ 28

Confidentiality Agreement
The RECIPIENT should agree as follows: 1. The RECEPIENT shall treat as confidential all information, particularly technical or business information of CVBU whether written or oral, the RECEPIENT received in the course of the project hereinafter referred to as "Project"), to which the RECEPIENT gained access or which the RECEPIENT otherwise obtained in the course of said Project from CVBU or its authorized representatives shall use such information only for the purpose of said Project, shall give access only to its employees who need to have access and who entered into similar confidentiality obligations, and shall not pass it on to third parties and shall protect it against unauthorized use by third parties.

2. No obligation shall apply to information and documents which are: I. already known to, or in the possession of the RECEPIENT prior to receipt of such information II. which are legally received by the RECEPIENT from a third party without any confidentiality obligation III. which are in the public domain or enter the public domain through no wrongful act of RECEPIENT IV. which can be proven by the RECEPIENT to have been developed independently of confidential information received from CVBU.

3. The RECEPIENT shall impose the same obligations on its employees, who obtain knowledge of confidential information, unless those employees are already to the same degree bound by their contract of employment to nondisclosure.

4. CVBU providing confidential information shall remain vested holder of such information. Nothing contained in this Agreement will be deemed by implication or otherwise to convey to the RECIPIENT any right or license under patent, patent application, invention, copyright, trade mark, design, trade name or any other interest owned by CVBU either expressly or by implication.

5. The RECIPIENT undertakes to return to CVBU all proprietary information in original without retaining any copies, as and when called for by CVBU.

6. The RECIPIENT shall indemnify and hold CVBU harmless from and against any and all loss, liability, claim and expense, including all court costs, expenses and legal fees, which CVBU might suffer/incur as a result of any violation of this Agreement by the RECIPIENT.

7. The RECIPIENT acknowledges that the disclosure of the Data under this Agreement would give rise to irreparable injury to CVBU, inadequately compensable in damages. Therefore, CVBU may seek and obtain injunctive relief against the breach or threatened breach of the RECIPIENT obligations and undertakings hereunder, in addition to any other legal remedies which may be available.

Acknowledgement

I take this opportunity to express my gratitude and extend sincere thanks to Tata Motors Commercial Vehicles Business Unit (CVBU) Pvt. Ltd. for offering me an exceptional platform to gain exposure and assimilate knowledge in the field of Total Quality Management. It was an enriching experience to learn the tools and techniques used in this field at CVBU. I wish to extend my earnest and deep gratitude to Mr. P.Y. Deo Sr.AGM, Quality Assurance (CVBU) and my guides Mr. R.J.Nagare AGM, QA (CVBU), Mr. A.P Srivastava AGM, QA (CVBU) for their encouragement and support that they have provided to me during the tenure of my Internship at CVBU. I would also like thank Mr. P.Panchbhai HR (CVBU) for giving me the opportunity to undergo internship at CVBU. I would like to extend my sincere regards to Mr. Shubhyan Bhattacharyaa Assistant Manager, Production (CVBU) and Mr. Sunil Gharge- Sr. Officer, QA (CVBU) for helping me to learn the nuances of the CFT and overall workflow at CVBU. I would also like to thank the following people for their valuable inputs and necessary support which have held me in good stead during the course of my Internship at CVBU: Mr. Veera Raghavan, Mr. Pravin Kollam, I am also thankful to Prof. V.Seshadri (Faculty in Charge) for providing me all the support during the internship. There are others whom I have not mentioned in this acknowledgement but without their ready support, encouragement and guidance my internship could not have been complete. I thank them all.

KaramVeer Singh Tata Motors CVBU, Pune

About the company


Tata Motors Limited is India's largest automobile company, with consolidated revenues of Rs. 92,519 crores (USD 20 billion) in 2009-10. It is the leader in commercial vehicles in each segment, and among the top three in passenger vehicles with winning products in the compact, midsize car and utility vehicle segments. The company is the world's fourth largest truck manufacturer, and the world's second largest bus manufacturer.

The company's 24,000 employees are guided by the vision to be "best in the manner in which we operate, best in the products we deliver and best in our value system and ethics."

Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The company's dealership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and markets Fiat branded cars in India.

Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September 2004), has also emerged as an international automobile company. Through subsidiaries and associate companies, Tata Motors has operations in the UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has launched several new products in the Korean market, while also exporting these products to several international markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009. Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a joint venture with the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and coaches for India and select international

markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.

Tata Motors is also expanding its international footprint, established through exports since 1961. The company's commercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine, Russia, Senegal and South Africa.

The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer needs, and the ability to translate them into customer-desired offerings through leading edge R&D. With over 3,000 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled pioneering technologies and products. The company today has R&D centres in Pune, Jamshedpur, Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India's first Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first indigenously developed mini-truck.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking forward to. The Tata Nano has been subsequently launched, as planned, in India in March 2009. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety of a car within the reach of thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT and transportation cost).

In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry, in keeping with its pioneering tradition, by unveiling its new range of world standard trucks called Prima. In their power, speed, carrying capacity, operating economy and trims, they will

introduce new benchmarks in India and match the best in the world in performance at a lower life-cycle cost.

Tata Motors is equally focused on environment-friendly technologies in emissions and alternative fuels. It has developed electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environment-friendly technologies in manufacturing processes, significantly enhancing resource conservation

Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manufacturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automation solutions, high-precision tooling and plastic and electronic components for automotive and computer applications, and automotive retailing and service operations.

Tata Motors is committed to improving the quality of life of communities by working on four thrust areas employability, education, health and environment. The activities touch the lives of more than a million citizens. The company's support on education and employability is focused on youth and women. They range from schools to technical education institutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water bodies.

Part1: IPTV Reduction in Commercial Vehicles by CFT

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Abstract
Incidents per Thousand Vehicles(IPTV) reduction in commercial vehicles is significantly aimed to diminish faults per thousand vehicles so to accomplish TATA demarcated quality standards and at the same time to realize customer satisfaction. The project also pen down the challenge of understanding conditions under which the fault can occur and to rectify these faults till root and prevent their reoccurrence. Alongside using worldwide quality tools to achieve the IPTV targets set. This will also bring various departments together and they can better understand the problems together. IPTV reduction will also help to reduce cost expenses and increase customer satisfaction. The methodology followed is PDCA that is Plan, Do, Check and Act. The targets for each team are well defined and should be reached as per the given deadline. As a student of Operation management I had a practical implementation of PDCA and many other Quality tools which add up to my knowledge. The various teams are setup for seamless interexchange between various departments throughout the CVBU. Each phase is well defined and weekly, fortnightly and monthly reviews take place to see the working of the CFT teams. The learning also includes Team participation and team management, which gives a practical opportunity to learn managerial skills in a World Class learning environment.

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1. Introduction The Cross Functional Team (CFT) were setup by the Quality Assurance department to look into the increasing warranty cost which was in other way affecting the overall profitability of the CVBU but also were adding to customer dissatisfaction. The main objective was Reduction of IPTV. The CFTs were instituted with the motive to not only overcome the increasing cost of the warranty and customer dissatisfaction but also to find the root cause of the problem and to make sure that it will not come up again. The CFTs were formed as per the Aggregates and their scope of work was well defined. The targets of the teams were defined clearly and the issues which the CFT have to work on were determines based in Incidents per Thousand vehicles (IPTV). The schedule for the CFT was prepared to enable the member to give justice to every major cause and to deliver the attainable results as per the deadlines and to review the progress of the teams.

1.1 Goal The CFT working is divided into 4 phases as per the methodology to be followed. The IPTV reduction was to take place as followed: 1. Plan 2. Do 3. Check 4. Act The Goal was to reduce the IPTV which will in return the cost and will increase the customer satisfaction hence customer loyalty. The complaints, for which the IPTV was high and needed special attention to control and improve upon, were decided to be achieved by Six Sigma Methodology.

2. Main Text/Methodology
2.1 Phase One
2.1.1 Plan Phase

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The plan phase started with rolling down of CFT teams and team structure. The role and responsibility for each member of CFT was defined by the charter. The plan phase was divided into: Define Project Observations Analysis

Define Phase: The define phase gave a formal start to the project with the dedicated teams with well-defined roles and targets to achieve. This phase included defining of: 1. Team Charter, CFT formation with Mentor / Champion / Leader / Member / Role definition.

ERC Design ADD QA Leader Champion Co-Leader APL MFG Service QRS
Fig1:CFT Team Structure

Role and Responsibilities of CFT members

S.No Member 1 Mentor

Role Debottle-necking the

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issue ( Execution/Commercial settlement/ Field implementation ) 2 3 Champion Leader/Co-Leader Subject Expert One who works along with team members for solution. Monitoring resolution 5 6 ERC Design ADD Design Expert Vendor coordination/ and issue

development 7 QA Inspection/ Provider 8 APL Facility Planning & Data

implementation

MFG

Processes verification & conformance

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Service

Failed collection/data resolution implementation

Sample &

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Quality & Reliability Support

Life

estimation,

DFMEA, PFMEA

2. Goal Statement, setting the target to the team and defining the same. Goal or objective statements provide direction for planning, for evaluating plans and for guiding projects and actions. A "good" goal statement is SMART: Specific

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Measurable Acceptable Realistic Time bound

Observation Phase The observation phase was more concerning about knowing more about the problem and all aspects related to it. The observation phase is one of the most crucial stage of the methodology and need to be done with care and step by step. The observation phase included: 1. Data Collection, data from all sources such as Warranty / JDP / Customer complaints / 4 level rejection/ rework data and Pareto / Audit data / benchmarking data, Draw PFD, failure and action took history.

Data Collection and presentation

2. Data Stratification is a technique useful in analysing data to find improvement opportunities. Stratification helps analyse cases in which data actually masks the real facts. This often happens when the recorded data is from many sources but is treated as one number. Multiple multilevel Pareto, check sheet.

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Region Wise Data 3. Understanding current design and process controls, Understanding design, mechanism and functionality, benchmarking comparison at concept level. Process documents, drawings, Control Plans, DFMEA, Design Guideline 4. Customer Voice Analysis, minimum of 30 Voice of customer to be taken.

Voice of Customer

5. Defining and Understanding failure modes, 5W-2H analysis Who? Identity customers complaining What? Identity the problem adequately and accurately When? Timing - When did the problem start?

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Where? Location - Where is it occurring? Why? Identify known explanations How? In what mode or situation did the problem occur? How Many? Magnitude - Quantify the problem

6. Problem Definition, Tree diagram (break down to smaller problems). Focused problems / Issues to be worked upon with target for each problem. 7. Containment Action, Most interim actions are temporary short term actions taken until a permanent corrective action is defined, implemented and verified. The danger of many interim corrective actions is that they are considered to be a permanent solution to the problem. Interim Corrective Action Detection strategy (Vehicle, aggregate, assy and part level).

Analysis Phase This phase defines the problem that the customer is trying to solve. The deliverable result at the end of this phase is a requirement document. Ideally, this document states in a clear and precise fashion what is to be built. This analysis represents the ``what'' phase. The requirement document tries to capture the requirements from the customer's perspective by defining goals and interactions at a level removed from the implementation details. Cause-Effect Analysis, Ishikawa diagram for each problem Verification & Validation of Causes, 3G Analysis and other Quality and Analytical tools like 7 QC tools, component search, DOE, regression, control chart, 5WHY as applicable Identification of Root Cause, Tree diagram for validated causes for each failure mode.

2.1.2 Do Phase The Do Phase was concerned with the practical solution that will aptly counter the upcoming complaints and errors. This phase is the based on the data and outcomes from the Plan phase, the observations and analysis of the Plan phase provides with the areas to attack and which are the root causes for the upcoming complaint. The Do Phase is generally based on the actions that should be taken in order compete with the increasing complaints and to reduce the cost of warranty. The Do Phase is further divided into Actions which are:

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Benchmarking, Competitor Product / Process Benchmark with focus on failure mode or cause (Minimum 3). This will reveal the industry standards and will also suggest some upcoming trends for that problem. The benchmarking also helps in attaining right direction to meet the industry pace.

Solution Identification / prioritization for recurrence prevention for each validated Cause include thorough Benefit, Cost, and Speed analysis. Verification & Validation, once the actions are in progress the improvements done to the process or to the product should be followed through CAE analysis / design verification / part and assy try-out.

Action Implementation, one the verification and validation is done and the assembly try-outs are being taken then the team should decide on Implementation of Permanent Corrective Action and raising the breakpoint. The breakpoint will help in tracking the improvement done and can be a strategic lookout.

2.1.3 Check Phase Once the actions are being taken and the validation and verification is completed the team the team should check the results and the subsequent effect of those improvements over the working at line or in testing and also at the field level. The check phase insists upon checking the results at: Internal at individual problem level and overall at field level Review need for continuation of containment action Review and evaluate the result of the change Measure progress against milestones Check for any unforeseen consequences

2.1.4. Act Phase The Act phase comes when the Check phase is successful and we are satisfied with the actions and improvements taken as a part of PDCA cycle. If successful, Standardize process changes, Communicate to all involved, Provide training in new methods. Along with these the Act Phase is divided into: Replication opportunity, wherever possible if the same problem arises and the failure modes are same then the solution should be implemented and Horizontal deployment across lines, models, parts, aggregates, suppliers, plants etc. of the solution should be

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done and the transfer of the solution should be done seamlessly throughout the company. QC Story Report, Document the process and results in QC story format and upload on learning portal. Also update the manufacturing and process teams to integrate the same for future references. Felicitation, the team should be congratulated once the project is successful and targets are achieved.

3. Learning/Work Done
Team Management: To look after the smooth on-going of CFT teams and to provide Minutes of meetings (MoMs) as per the standard Tata Motors format. Also to report the absenteeism of the members and to drop a mail as and when needed. Product Life Cycle management: worked on PLM to visualize the actual assembly as defined by ERC so that teams can easily make out what wrong is going on at assembly line while production. Assembly Line Environment: Thorough study at the assembly line to check the AsIs and To-Be processes and also to cross check various parts designed with the designs released by ERC. Data Stratification: which helps the team to analyse/ audit and to perform various tasks such as: 1. Sampling Planning 2. Audit Planning 3. Identification of potential exceptions 4. Determining outliners 5. Comparison and understanding data 6. Comparison of various dealers to get dealer-bias 7. Kilometres wise data analysis Root Cause Analysis: designed for use in investigating and categorizing the root causes of events with safety, health, environmental, quality, reliability and production impacts. Data Presentation: instituting formats for various presentations to be given by various CFTs and transforming data obtained through Prowac. Also to present Glide Paths for the on-going progress.

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Failed Parts Analysis: Analysis of parts received through warranty cell from the dealer and also to check whether the part received is OK or Not-OK. Quality tools: Learned various QC tools and total quality tools in a practical environment, includes: 1. Cause and Effect Diagram

2. 5W-2H 3. Pareto 4. PDCA 5. Benchmarking 6. Auditing

4. Schedule
The schedule for the working of CFT teams is as below,

PHASE

May

M ONTHS Jun July

Aug

Plan Do Check Act


Under Going Still to start

The Check phase is undergoing as per the plans and project charter and after the Check the Act Phase will start.

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Part2: LCV wheel Rim Failure by Six Sigma Methodology

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Abstract
The Wheel Rim complaint in LCVs is one of the highest contributors to its warranty cost and also is one of the most repetitive and frequent occurring problem in LCVs, this can also be contributed to the volumes of LCV as it is one of the largest producing in volume terms. So to reduce the current failure rate to zero a six sigma methodology was adopted to examine the entire possible factors that can lead to a complaint or failure and then to observe the severity of each of them and to take actions to reduce them and to attain the results as been decided. The Six Sigma methodology followed was DMAIC that is Define, Measure, Analyze, Improve and Control, each phase has to be completed within dedicated timeline and following a review with mentor and champion of the team the next stage is taken up. The activity including data collection from assembly line and to study the As-Is processes followed by operator as assembly line and to check them with To-Be processes given by ERC and design teams. The data stratification was also an important stage which is helping the team as a part of measure and to provide the significance of each of the complaint and the occurrence of each. The define phase also include analyzing customer data and to separate the Voice of Customer to actually understand what is the failure as felt by the customer.

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1. Introduction
The Wheel Rim failure for LCV was taken up Six Sigma Team as there could not be any particular reason which can be pointed out as the cause for the wheel rim failure and IPTV for this particular complaint was a major contributor for LCV graphs to rise up. The wheel rim failure project was undertaken to eliminate the warranty failure of Wheel rim failure in LCV and improve customer satisfaction. The Six Sigma approach followed was DMAIC as this was an existing that is being used throughout CVBU for its LCV vehicles. The DMAIC approach followed that is Define, Measure, Analyse, Improve and Control has to be completed within 3 months from the date of start till the Improve Phase. The wheel rim six sigma was aimed to reduce the current failure of 16.6/1000 to Zero. Project Name: WHEEL RIM FAILURE Purpose: To eliminate wheel rim failures from 16.6/1000 to ZERO.

2. Main Text/ Methodology


The six sigma methodology for this was based on DMAIC approach. The Table below shows the DMAIC methodology followed at Tata motors CVBU

DEFINE Understand and quantify the problem Discover the scope of work Formulate objectives Identify resources Build the action plan Establish communication

MEASURE Identify potential issues Plan for measurement Build operational definitions for data Understand data types Design data gathering tools Gather data

ANALYSIS Analyze data Verify and validate hypotheses Identify variation Determine vital few root causes Validate root causes Quantify improvement

IMPROVE Brainstorm solutions Develop the ToBe model Formulate action plans Identify potential risks Analyze cost and benefit Test the new process Plan for implementation

CONTROL Implement the solution Establish control plan Build the dashboards Monitor performance Maintain performance Close and handover Improve

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Identify roles and responsibilities Understand current process and operations

and validate Prepare analysis tools Establish the baseline of current

opportunity

continuously

(Source: SixSigma Team, CVBU,Pune)

2.1 Define Phase


The Define Phase started with setting up a team which will be dedicated for achieving the desired result. The team consisted of Mentor, Champion, Leader, Members and a Six Sigma Black belt. Once the team were instituted the define phase started out with a meeting of all the members to actually understand what does the problem is and what actually is the Purpose of the team and of the project, Alignment with the companys strategic business plans, Clear Targets, Clear Scope, Clear Roles and Responsibilities, Team Member Alignment with the Team Purpose. The first phase deals with mainly: Project Brief, mostly a pictorial sketch, photo or a drawing giving a brief over what is the defect and what all parts are involved in it. Defining the defect with the help of a pictorial representation.

Wheel Rim Failure Project Charter, which defines the flowing:

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Business Case, Project Goals, Measurable CTQs, Funding, Business Champion, Risk/Issues, Core team, Expected Benefits. Identifying Customer Critical To Quality (CTQs), are one of the main sources which tells us what all problems customer undergoes and what are the failure modes customer feels for the undertaken problem. The CTQs are also used to make the CTQ flow downs which tell the weak points that can lead to the problem and which may lead to the wheel rim failure. The CTQ flow-downs provide the possible reasons which are major contributors to the problem.

CTQ Flow down Project Scope, so that the team do not get deviate from their aim and to keep them on track the project scope defines what all vehicles will the team cover. The scopein and scope-out frame provides with the areas that the team will cover and also the other vehicle which may be facing the same problem can derive a solution suitable to them for their complaints in wheel rim. Some vehicle are put in scope out which are not covered at all and they have problems far different from the LCV. SIPOC: Supplier, Input, Process, Output, Customer. The SIPOC requires to study of the assembly process of wheel on the vehicle and to note down critical points and the practices followed by employee at assembly line. To note down the As Is processes and to compare them with To-Be standardized processes. The SIPOC also requires to pen down all the suppliers providing the same components and to compare the As IS design at the supplier end with To-Be design at ERC. Also all the materials required at the time of assembly are noted and checked as per the specifications of the design.

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SIPOC Threat vs. Opportunity Matrix: It is a matrix which correlates and presents the long term and short term threats and opportunity. The short term threats are those which show their results within 6 months of maturity and they are mainly part failure and warranty cost. The short term opportunity involves making a contingency plan and to control the increasing failure and cost at the same time also assure the customer of the quality assurance. Long term threats are those which affects on the brand value of Tata Motors and also pose a threat with Supplier relations and subsequently undermining the quality of LCV. The long term opportunity on the same way provides with a far reaching magnitude over the quality standards followed at Tata Motors and the ever increasing customer satisfaction and on the same time least investment in warranty cost. Cause and Effect Diagram, is a tool that helps identify, sort, and display possible causes of a specific problem or quality characteristic. It graphically illustrates the relationship between a given outcome and all the factors that influence the outcome. This type of diagram is sometimes called a "fishbone diagram" because of the way it looks.

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Cause and Effect Diagram

DMAIC Time Plan The DMAIC plan shows the status of the Define Phase is almost complete and after a review of the team the next stage of Measure will be started as per the Six Sigma Methodology followed by Tata Motors CVBU. Till date the project is under control and on schedule.

PHASE

Jul

M ONTHS Aug Sep

Oct

Define Measure Analyse Improve Control

Undergoing Still to start Still to start Still to start Still to start

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3. Learning
Exposure to Six Sigma Methodology followed by Tata Motors Data Collection Process Study Time Management Project management Documentation

References
Data from Internal Sources at Tata Motors PDCA methodology as followed at Tata Motors CVBU Six Sigma(DMAIC) as followed at Tata Motors CVBU Automotive Principles by Don Knowles www.tatamotors.com www.mytatamotors.com

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