final report 1

Internship report
RVCE, Bengaluru Page 1
1. RANE GROUP OF COMPANIES
1.1 Profile
 Started Manufacturing from 1959.
 Strategic Technical Alliance.
 Access to best technology.
 Group turnover of 511 million USD for the year 2014 – 15.
 Most preferred OE manufacturers and supplier for auto majors in India &
Overseas.
 Serves a variety of industry segments: Passenger Cars, Multi Utility Vehicles,
Light Commercial Vehicles, Medium & Heavy Commercial Vehicles, Farm
Tractors, Three-wheelers, Two-wheelers and Stationary Engines.
1.2 Technology
 Rane Group partners with a broad spectrum of auto majors to provide concept
to product results. This is made possible by well integrated design,
manufacturing & testing facilities at each of the group companies.
 Being manufacturers of safety and critical factors, technology development
has been a focus region in all the Rane Group companies. Rigorous testing,
continuous up gradation of in-house technology and support from strategic
development partners has enabled Rane to enhance technical competencies at
all stages.
 Leverage the technology portfolio of 3 major partners – TRW, NSK and
Nisshinbo.
 With a vision to become technologically self sufficient, company is steadily
increasing their R&D Investments – from 0.5% of sales in the past to 1.5 % in
the future.
 Technologies developed in recent past – Hydrostatic Steering Unit, New
generation pumps-drooping flow, Seat belts-Pre-tensioner & Child restraint,
Tilt & Telescopic column with integrated collapse, NVH reduction and lower
telescopic load and Electric Power Steering.

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1.3 Milestones
 2014 Established Rane Auto Parts.
 2013 Rane Brake Lining Limited wins Deming Grand Prize (formerly JQM),
Rane TRW Steering Systems Limited - Occupant Safety Division (OSD)
commenced manufacturing of Airbags.
 2012 Rane (Madras) Limited wins Deming Grand Prize (formerly JQM).
 2011 Rane TRW Steering Systems Limited (SGD) wins Japan Quality Medal
(JQM) Took strategic stake in Sasmos HET Technologies.
 2008 Rane NSK Steering Systems Limited commenced manufacturing of
Electric Power Steering.
 2007 Rane (Madras) Limited wins Deming Prize.
 2005 Rane Engine Valve Limited wins Deming Prize, Rane TRW Steering
Systems Limited - (Steering Gear Division) wins Deming Prize, Invested in
High Pressure Die Casting products .
 2003 Rane Brake Lining Limited wins Deming Prize.
 2000 TQM launched under guidance of "Union of Japanese Scientists and
Engineers", Japan.
 1995 TRW JV also commenced manufacture of occupant restraints,
Established JV with NSK for Energy Absorbing Steering Columns, Founded
Rane Institute for Employee Development.
 1991 Established JV with JMA for distribution of auto components.
 1987 Established JV with TRW for Power Steering Systems.
 1975 Started manufacture of Manual Steering Gears.
 1974 Established Kar Mobiles Limited to manufacture Automotive and Large
Valves.
 1964 Started manufacture of Friction Material.
 1960 Established facility to make Tie Rod Ends.
 1959 Diversified into manufacturing and established plant for IC Engine
Valves.
 1936 Incorporation as Public Limited company.
 1929 Rane was founded as a distributor of automobiles & parts.

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1.4 Rane foundation - CSR initiatives
 Rane Group contributes to societal causes through Rane Foundation; a Public
Charitable Trust founded in the year 1967, and is the main arm for Rane
Group’s CSR initiatives.
 Rane Foundation’s initiatives are focused on education, healthcare,
environment and community development.
 All plants involved in development activities in their neighbourhood.
 Established Rane Polytechnic Technical Campus (RPTC) - A self financed
Polytechnic College to empower students with Technical knowledge and
Industry Specific skills.
1.5 Active environment concern
 Twenty plants accredited to ISO 14001 certification.
 The plant set standards higher than mandated by law to continuously reduce
industrial waste and pollutants.
 Rane Engine Valve Limited - Received Green Vendor Development Award
(GVDP) 2011-12 from Hero Motocorp Ltd.
 Rane (Madras) Limited - Received Green Nurturing Program Award 2012
from Karnataka State Pollution Control Board.
1.6 Businesses
 Rane Holdings Ltd.
 Rane engine valves Ltd.
 Rane (Madras) Ltd.
 Rane Brake Lining Ltd.
 Kar Mobiles Division
 Rane TRW Steering Systems Pvt.Ltd.
 Rane NSK Steering Systems Pvt.Ltd.
 JMA Rane Marketing Ltd.
 SasMos HET Technologies Ltd.
 Rane Holdings America Inc.
 Rane Auto Parts

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1.7 Products
 Steering and suspension systems
 Valve train components
 Friction material products
 Occupant safety systems
 Die casting products
 Wiring harnesses and system integrator
 Aftermarket products
1.8 Investors
 Rane Holdings Ltd.
 Rane engine valves Ltd.
 Rane (Madras) Ltd.
 Rane Brake Lining Ltd.
1.9 Quality
 State of the art management systems
 Manufacturing facilities are TS 16949 2nd
Edition certified
 ISO 14001 certification for environment management practices
Total Quality Management (TQM) - A Way of Life
Rane Group companies adopted Total Quality Management (TQM) in the year 2000.
TQM is the foundation for Operational excellence.
Quality Management
 All seven manufacturing companies are TS 16949 certified.
 Rane Group companies are in tune with International quality assurance
standards.
 Pursuit of excellence is through implementation of Total Quality Management
(TQM) practices.

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Rane firmly believes in
 Customer focus
 Process orientation
 Continuous improvements
 Systematic approach to identifying and solving chronic problems using
statistical thinking
 Standard Operating Procedures, and
 Fact based decision making
Benefits of TQM Practices
 Holistic participation of employees in all processes
 Customer focus
 Methodical approach to innovative manufacturing and new product
development
 Quality stabilisation and improvement
 Structured and focused implementation of short and long term plans
 Highly focused and motivated work force
Deming Awards
At Rane group, pursuing excellence is a continuous journey. Conferment of Deming
Prize for 4 companies and Deming Grand Prize - formerly known as Japan Quality
Medal (JQM) for 3 companies is an embodiment of successful implementation of
TQM practices.
Deming price:
 2003 – Rane Brake Lining Ltd.
 2005 – Rane Engine Valve Ltd.
 2005 – Rane TRW Steering Systems Ltd. (SGD)
 2007 – Rane (Madras) Ltd.
De

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Deming grand price ( Formerly JQM ):
 2011 – Rane TRW Steering Systems Ltd. (SGD)
 2012 – Rane (Madras) Ltd.
 2013 – Rane Brake Lining Ltd.
Accolades from Customers
2014
 Renault Nissan - Award for Component Exports: Rane TRW Steering Systems
Ltd (Steering Gear Div.)
 Volvo Eicher Commercial Vehicles Ltd - Award for New Product
Development , Proprietary category : Rane NSK Steering Systems Ltd
 Mahindra & Mahindra (AS & FES) - Sustainability Award : Rane Madras Ltd
2013
 Maruti Suzuki India Limited - Vendor Rating Improvement Award : Rane
Engine Valve Limited
 Ashok Leyland Limited - Best Performance Award , After Market Support :
Rane Brake Lining Ltd
2012
 John Deere - Award for Improved Quality Requirements (<120ppm) : Kar
Mobiles Ltd
 Tata Motors Ltd - Excellence in Overall Performance : Rane Madras Ltd

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2. RANE ENGINE VALVE LIMITED (REVL)
2.1 Introduction
Kar Mobiles Limited (KML) which was engaged in the production of medium and
large valves for internal combustion engines was merged with the company during
April 2015. Rane Engine Valves Limited (REVL) is a part of Rane group, a world
class automotive components manufacturer recognized as preferred suppliers to major
OEMs in India and overseas. It is in the manufacturing and supply of internal
combustion engine valve for 3 decades. The plant is TS16949 certified, practicing
TQM as a way of life.
REVL manufactures valves for internal combustion engines. The company
manufactures valves of all sizes and ranges used in various vehicles like motor cycle,
cars, trucks, railway engines, generator sets and marine engines.
2.2 Brief history of REVL (KML)
KML is in the business of manufacturing internal combustion engine valve for
transportation industry. It is a public limited company incorporated under the
companies act and commenced commercial production in 1974. The equity shares of
the company are listed at madras stock exchange and Bengaluru stock exchange.
The company was originally established in 1936 under the name “Cochin
State Power and light” and was engaged in electric power distribution in Kerala. The
undertaking was nationalised in the year 1970 and with the compensation money
obtained, the company decided to diversify into manufacturing activity and entered
into a technical collaboration with M/s Engine Valves Limited, Chennai for the
manufacturing of valves for internal combustion engines.
Subsequently the company’s name was changed to Kar Valves Ltd (KVL) in 1973.
The company setup its factory at Peenya Industrial Area, Bengaluru with the of 5
acres land obtained from KIADB, with the installed capacity of 1.5 million numbers
of valves in the year 1980-81. The name of the company was changed to Kar Mobiles
Ltd (KML) during the year 1983. In 2014 the company name changed to Rane Engine
Valves Ltd (REVL).

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The company started exporting valves in the year 1977 and as the export increased it
was found necessary to have separate plant to be established to satisfy the demand. It
was decided to establish a plant in Tumakuru with the capacity of 1.5 million numbers
and as a 100% export oriented unit. This unit started commercial production in the
year 1983-84. The installed capacity of both the plants as on date is 8 million valves.
Kml is an ISO 14001 & TS 16949 certified company. Export constitutes 50% of the
turnover. This company is the first Indian company approved as vendor by General
Motors, Electro Motive Division, USA.
During December 2005 REVL was the biggest promoter shareholder acquiring
19.92% of the paid-up equity capital of the company under the open offer made to the
shareholders pursuant to SEBI’s Takeover Guidelines, thus increasing its total holding
in the company from 22.26% to 42.18%.
2.3 Vision
“To increase our global presence in medium and large engine valves market”
2.4 Mission
 Provide superior products and services to the customers and maintain
leadership.
 Pursue excellence through TQM.
 Evolve as an institution that serves the best interest of all stakeholders.
 Ensure the highest standards of ethics and integrity in all actions.
2.5 Profile
 The company manufactures engine valves, valve guides and tappets for
passenger cars, commercial vehicles, farm tractors and two/three wheelers.
 Caters to all segments such as PC, LCV, UV, SCV, M & HCV, Tractor,
2W/3W etc.
 Latest manufacturing practices to keep abreast of technological advancements.
 Market leader in Indian OEM and replacement markets.
 Customers spread across Europe, North America, and the Far East markets.

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 Kar Mobiles Limited which was engaged in the production of medium and
large valves for internal combustion engines was merged with the company
during the year 2014.
2.6 Production Plants
Have six manufacturing facilities in the following locations.
Figure-1: Production plants [10]

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2.7 REVL Products Profile
Figure-2: REVL Products profile [10]
A poppet valve (also called mushroom valve) is a valve typically used to control the
timing and quantity of gas or vapour flow into an engine. It consists of a hole, usually
round or oval, and a tapered plug, usually a disk shape on the end of a shaft also
called a valve stem. The portion of the hole where the plug meets with it is referred to
as the 'seat' or 'valve seat'.
A valve guide is a cylindrical piece of metal, pressed or integrally cast into the
cylinder head, with the valve reciprocating inside it. Guides also serve to conduct heat
from the combustion process out from the exhaust valve and into the cylinder head
where it may be taken up by the cooling system. Bronze is commonly used, as is steel;
a balance between stiffness and wear on the valve is essential to achieve a useful
service life.
A tappet is a projection that imparts a linear motion to some other component within a
mechanism.

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2.8 REVL Major Customers
 BMW
 Daimler
 TATA
 John Deere
 Maruti Suzuki
 Yamaha
 Ashok Leyland
 Honda
 Hero
 Hyundai
 Mahindra
 Escorts
 Deutz
 Ford
 TVS
 Toyota
Rane group of companies are the first Indian automotive industries to become the
suppliers for the General Motors. Big automobile companies like BMW, TATA, John
Deere, Maruti Suzuki, Yamaha, Ashok Leyland, Honda, Hero, Daimler, and Hyundai
are the major customers in India and overseas.

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2.9 REVL Financials
Figure-3: REVL financials [10]
 Net sales grew by 49.6% to Rs 387.6 Cr from Rs 259.1Cr. Current year figures
included sales from Kar Mobiles Limited which was merged with REVL from
April 1, 2014.
 PAT grew to Rs 23.5 Cr from loss Rs 29.1Cr due to profit on sale of
company's part land in Alandur, Chennai

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2.10 REVL Sales Summary
* Represents total REVL sales including Kar Mobiles Division
Figure-4: REVL sales summary [10]
 Sales to domestic OEM increased from 139.4 Cr in the year 2013-14 to 185.4
Cr in the year 2014-15
April 1, 2014.
 It can be observed that the 2 wheeler or 3 wheeler segment is the major
customer segment of REVL.

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2.11 REVL Ratios and Return
Figure-5: REVL ratios and returns [10]
2.12 REVL Key Highlights of the Year
SALES
April 1, 2014.
 PAT grew to Rs 23.5 Cr from loss Rs 29.1Cr due to profit on sale of
company's part land in Alandur, Chennai

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OPERATIONS
 Ponneri plant expanded to manufacture valves with a capacity 36K/day shifted
from old plant.
 A new manufacturing facility at Tumakuru Plant was established to expand
the portfolio of Large Valves.
 Significant investment made to modernize and automate existing plants with
robotics.
 New business won from Renault, BMW and VW.
 Developed valves for Euro 6 and CNG applications for European and Indian
customers.
2.13 REVL Outlook
Key initiatives for the future are:
 Upgrading and expanding R&D infrastructure into a comprehensive R&D
centre to enhance design and development capability (i.e., Design to
Delivery).
 The company is embarking on Lean Production System in order to reduce
wastages resulting in enhanced equipment and manpower productivity and
consequently cost efficiency.
 Effort towards developing new products that complies with future emission
norms and higher combustion pressure and temperature will continue.
2.14 ISO certification details
 QS 9000 quality certification from BVqi.
 Manufacturing units are TS 16949 2nd
edition certified.
 ISO 14001 certification for environment management practices.

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2.15 Engine Valves
Applications ranging from 5 H.P. to 4000 H.P. engines in segments such as:
 Agricultural / Industrial / Stationary
 Marine
 Locomotives
 Battle Tanks
 Farm Tractors
 Automotive - Passenger cars / Light commercial vehicle / Heavy commercial
vehicles
 High performance cars
2.16 Materials:
 Low Carbon Steel
 Martensitic Valve Steel
 Austenitic Valve Steel
 Nickel Alloy
 Stainless Steel
Some of the most used valve steels are
Martenstic valve steels:
 EN-52
 EN-51
 EN-59
Austentic valve steels:
 21-4N
 21-12N

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2.17 Configuration of valves:
Table 1: Configuration of valves
Monometal Single metal valves
Bimetal
Friction welded
Projection welded
Head Finish
Machine finish
Forge finish
Seat
Hard faced
Induction Hardened
Tip End
Flame Hardened
Induction Hardened
Stellite faced
2.18 Surface Treatment:
 Hard Chrome Plated
 Phosphated
2.19 Special features of the product:
 Hard faced seat (cobalt base, Iron base and Nickel base)
 Bi-metal construction.
 Water-welded stem end.
 Hardened stem end.
 Stellite tip valve.
 Spiral polished under head.
 Chrome / Nitrided stem.

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2.20 Inspection equipments available:
 Profile projector.
 Tool maker’s microscope.
 Roundness tester.
 Surface roughness tester.
 Dial calibration tester.
 Cylindricity tester.
 Magnetic particle inspection.
 Ultrasonic tester.
2.21 Processes:
 Forging
 Welding
 Heat treatment
 Surface treatment
 Turning and grinding
2.22 Valve manufacturing processes:
The following processes are involved in the manufacturing the valves.
 Raw material
 Bar cut
 Deburr
 Friction welding
 Centreless forge
 Upsetting and forge
 Heat treatment
 Shot blasting
 Tig welding
 Coining
 Straightening

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 Centreless forge-1
 Turn head dia and Finish face
 Under cut and seat turn
 OCG & TRS
 Induction harde4ning
 Centreless forge-2
 Finish centreless forge
 Grind seat
 Finish end
 Nitriding and Chrome plating
 Valve cleaning
 Final inspection
 Packaging
1. Raw material: The raw materials are received and each one of them is given
colour coding based on their material specification. Based on the colour code,
they are stored in a specific rack and utilized in future based on the
requirement. The raw materials received will be in the form of long bars.

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Example of colour code chart
Table 2: Color code chart
SL.NO MATERIAL SPECIFICATION COLOUR
1 EN-180 Yellow
2 EN-19 Aluminium paint
3 SAE-4140 Bus Green
4 EN-52 Blue Phirozi
5 NIMONIC-80A Black
6 VM 22 Olive green
7 EN 52 H&T White
8 INCONEL-751 Wild lilac
9 21-2N Orange
10 21-4N Grey
2. Bar cut: The raw materials that are received will be in the form of long bars,
so it needs to be cut to the required length. This length is measured using
Vernier Scale. The long bars will be placed on the conveyor and a batch of 5-
10 bars will be fed simultaneously into the bar cut machine and cut to the
required length.
3. Deburr: After the bar had been cut, both ends of the bars will have burrs and
these burrs need to be removed and this can be achieved by deburring using
deburr machine. Simultaneously 4-5 bars will be fed into the deburr machine
using hand and both ends will be deburred which provide a good surface
finish.
4. Friction welding: Magnetic and non-magnetic materials will be welded
together. For inlet valve stem will be magnetic and for outlet valve head will
be magnetic. Both materials will be rotating in opposite directions and they
will be fed against each other. Due to friction, both will get welded.
5. Centreless grinding: Through feed grinding overall rod or metal will be
grinded using centreless grinding machine. The welded material will be fed

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into the machine one by one, where it will be grinded or surface finished by
grinding wheel.
6. Upsetting and forging: After the completion of centreless grinding metal rod
will be taken to the upsetting machine where it is placed vertically in the
machine and heated to a specified temperature along with the compression of
one of the end till the formation of bulb. It is then immediately transfer to the
forging unit and ramming takes place which leads to the formation of flat
surface called head of the valve. Remaining part will be the stem of the valve
7. Heat treatment:
Hardening: To obtain required hardness as per the customer’s requirement.
Washing: To cool the material and to remove excess oil.
Tempering: To relieve the stress.
8. Shot blasting: Surface finishing is done using shot blast machine. Required
valves are shot blasted.
9. TIG welding: As per the requirement, addition of filler metal to valve takes
place using TIG welding machine. Requirement and usage of these valves will
be different.
10. Coining: Head of the valve will be again rammed in pressing machine to a
required shape to get coin like surface as per the requirement and the design of
the valve.
11. Straightening: Stem of the valve will be straightened. If there is any deviation
when checked using dial gauge, the valve will be fed into straightening
machine and corrected as per the geometry.
The next operations will be machining processes done in machine shop.
12. Centreless forge-1: Stem of the valve is grinded using centreless grinding
machine with continuous supply of coolant.
13. Turn head dia and Finish face: Circumference thickness of the valve will be
turned or grinded and head face of the valve will be given fine finish using
CNC lathe machine with continuous supply of coolant.
14. Under cut and Seat turn: At the end of the stem, under cut operation will be
done as per the requirement using CNC. Seat of the head will be grinded or
surface finished.

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15. OCG & TRS: OCG stands for overall chamfering and grooving. Chamfering
is done at the dead end of the stem to an angle of 450
. Groove cut is made
slightly above the chamfer end as per the requirement.
TRS stands for turn reduce stem. Length of the stem will be reduced as per the
specification.
16. Induction hardening: Stem will be hardened to required hardness level by
heating to a high temperature using induction coil.
17. Centreless-2: Valve will be again subjected to grinding for semi surface finish
of the stem using centreless grinding machine with the continuous supply of
coolant.
18. Finish centreless: Once again the stem of the valve will be grinded to impart
fine surface finish.
19. Grind seat: Head seat will be given the finish using CNC machine with
continuous supply of coolant.
20. Finish end: End surface of the valve will be grinded off using simple grinding
machine.
21. Inspection: Inspection will be carried out after every machining processes and
final inspection will be made before packing by using suitable high defined
gauges.
22. Nitriding and Chrome plating: There will be nitriding and chrome plating of
valves as per the requirements and after the completion of these processes, left
out machining operations will be done.

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3. DEPARTMENT
The departments under which the internship is going on are the Methods department
and Safety department.
Methods department: The Methods department deals with the techniques to enhance
the smooth production. It provides engineering guidance to other departments like
production to develop better and more advanced ways of production.
The techniques include:
 Reduce the setup time for the machine:
In the current market situation a company needs to respond quickly to customer
demand to be able to compete with other manufacturers. Customers ask more and
more small lots. This means that the manufacturer needs to produce small batches
to satisfy this demand. This implies that more often the need exists to change set
up of equipment, unfortunately with the production loss accompanied with it.
Set up time = the time passed between the completion of the last product of the
old series and the completion of the first good product of the new series.
During the set up actions are made in relation to:
 The change of tools.
 The adjustment of machine parts.
 The adjustment of process parameters.
 Cleaning
 Reduce the cycle time of the process:
Common methods used to reduce cycle time: There are several efforts suitable
for reducing cycle times. Streamlining multiple efforts, however, can yield a
much more efficient process resulting in cost and time savings and customer
satisfaction. When reducing process cycle time, the department considers a
combination of the following ideas.

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1. Perform activities in parallel: Most of the steps in a process are often performed in
sequence. A serial approach results in the cycle time for the entire process being
the sum of the individual steps, not to mention transport and waiting time between
steps. When using a parallel approach, the cycle time can be reduced by as much
as 80% and produces a better result.
A classic example is product development, where the current trend is toward
concurrent engineering. Instead of forming a concept, making drawings, creating a
bill of materials, and mapping processes, all activities take place in parallel by
integrated teams. In doing so, the development time is reduced dramatically, and
the needs of all those involved are addressed during the development process.
2. Change the sequence of activities: Documents and products are often transported
back and forth between machines, departments, buildings, and so forth. For
instance, a document might be transferred between two offices a number of times
for inspection and signing. If the sequence of some of these activities can be
altered, it may be possible to perform much of the document's processing when it
comes to a building the first time.
3. Reduce interruptions: Any issue that causes long delays and increases the cycle
time for a critical business process is an interruption. The production of an
important order can, for example, be stopped by an order from a far less valuable
customer request--one that must be rushed because it has been delayed. Similarly,
anyone working amidst a critical business process can be interrupted by a phone
call that could have been handled by someone else. The main principle is that
everything should be done to allow uninterrupted operation of the critical business
processes and let others handle interruptions.
4. Improve timing: Many processes are performed with relatively large time intervals
between each activity. For example, a purchasing order may only be issued every
other day. Individuals using such reports should be aware of deadlines to avoid
missing them, as improved timing in these processes can save many days of cycle
time.

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 Automation of the process:
The automation of the process is the major area of the department. The
department focuses a lot on the automation of the process as it reduces the
cycle time and provides accuracy. With an automated workflow, department
bypasses the expensive costs associated with errors and inefficiencies when a
person is expected to own a process. Quality and the production rates are the
main reasons for automation.
 5S implementation.
 5S was developed in Japan and stands for the Japanese words Seiri (Sorting),
Seiton (Set in order), Seiso (Shining), Seiketsu ( Standardization) and Shitsuke
(Sustain).
 A 5S program is usually a part of, and the key component of establishing a
visual workplace.
 5S is a system to reduce waste and optimize productivity through maintaining
an orderly workplace and using visual cues to achieve more consistent
operational results. The term refers to five steps – sort, set in order, shine,
standardize, and sustain – that are also sometimes known as the 5 pillars of a
visual workplace. 5S programs are usually implemented by small teams
working together to get materials closer to operations, right at workers’
fingertips and organized and labelled to facilitate operations with the smallest
amount of wasted time and materials.
 The 5S system is a good starting point for all improvement efforts aiming to
drive out waste from the manufacturing process, and ultimately improve a
company’s bottom line by improving products and services, and lowering
costs.

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 Optimization of the process:
Process optimization is the discipline of adjusting a process so as to optimize
some specified set of parameters without violating some constraint. The most
common goals are minimizing cost, maximizing throughput, and/or efficiency.
This is one of the major quantitative tools in industrial decision making. When
optimizing a process, the goal is to maximize one or more of the process
specifications, while keeping all others within their constraints.
Fundamentally, there are two parameters that can be adjusted to affect optimal
performance. They are:
 Equipment optimization:
The first step is to verify that the existing equipment is being used to its
fullest advantage by examining operating data to identify equipment
bottlenecks.
 Operating procedures:
Operating procedures may vary widely from person-to-person or from
shift-to-shift. Automation of the plant can help significantly. But
automation will be of no help if the operators take control and run the plant
in manual.
 Layout design: The methods department is also responsible for the preparation or
modification of the layout to enhance smooth movement of the material around
the production plant.
 Other roles and responsibilities include:
 Designing and implementing cost-effective equipment modifications to
help improve safety and reliability.
 Developing a project specification with colleagues, often including those
from other engineering disciplines.
 Developing, testing and evaluating theoretical designs.
 Discussing and solving complex problems with manufacturing
departments, sub-contractors, suppliers and customers.
 Making sure a product can be made reliably and will perform consistently
in specified operating environments.
 Managing projects using engineering principles and techniques.

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 Planning and designing new production processes.
 Considering the implications of issues such as cost, safety and time
constraints.
 Monitoring and commissioning plant and systems.
 Confer with engineers and other personnel to implement operating
procedures, resolve system malfunctions, and provide technical
information.
 Research and analyze customer design proposals, specifications, manuals,
and other data to evaluate the feasibility, cost, and maintenance
requirements of designs.
 Research, design, evaluate, install, operate, and maintain mechanical
products, equipment, systems and processes to meet requirements,
applying knowledge of engineering principles.
 Investigate equipment failures and difficulties to diagnose faulty operation,
and to make recommendations to maintenance crew.

Internship report
Safety department: Health and Safety managers are central to processes to prevent
and manage stress. They are keys to ensuring that the risk of work related stress is
properly identified and managed. They will need to work with their HR department in
tackling this issue. Depending on how the organisation divides responsibilities,
different tasks may be more the Health and Safety manager’s responsibility or the HR
manager’s responsibility. Health and Safety Manager’s roles and responsibilities
include:
 Understand what work related stress is, what causes it and how it can be
prevented and managed.
 Engage and communicate with staff about this issue and raise awareness, this
may include working with trade unions.
 Undertake the management standards or equivalent approach to identify the
hazards and extent of stress in organisation and what solutions the department
is going to implement to improve the situation.
 Work with others, including HR department, in implementing solutions
identified by staff.
 Monitor and review solutions and procedures.
 Ensure and collect evidence of risk assessment for work related stress to show
inspectors.
 Support line managers in preventing and managing individuals with work
related stress.
 Work with others providing services to support individuals, for example,
occupational health services, to identify sources of problems that need action
and to manage successful return to work.
 Identify additional policies and initiatives that may promote health and well-
being.

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The following are five of the main responsibilities of safety department:
1. Provide a workplace that is free from serious safety and health hazards
 Ensure that the workplace is monitored and is fully in compliance with all
applicable OSHA standards, rules and regulations in order to maintain safety
in manufacturing facilities.
 Use labels, signs, posters, floor marking, and color coding to warn employees
about potential hazards.
2. Monitor the workplace to ensure employees follow safety in manufacturing
 Have and use safe tools and equipment.
 Tools and equipment are properly maintained.
 Ensure that Safety Standard Operating Procedures (SOPs) are maintained, and
communicated to employees.
In addition, the safety manager is usually the person responsible for ensuring the
company is in compliance with OSHA employer requirements. These types of
requirements include:
 Fatal accidents that result in the hospitalization of three or more employees,
must be reported to the nearest OSHA office within eight hours.
If the company is not exempt, or partially exempt from the OSHA record keeping
requirements, the safety manager ensures that records of work-related injuries and
illnesses are maintained. To be partially exempt an employer must meet one of the
following requirements:
 Have ten or fewer workers.
 Be a type of business that OSHA has classified as a lower-hazard
industry.
 Ensure medical examinations and trainings are provided as required by OSHA
standards.
 Ensure the required OSHA poster is posted in a prominent location.

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 Provide the names of the authorized employee representatives, who may be
asked to accompany an OSHA compliance officer during an inspection, to the
OSHA compliance officer.
 Ensure OSHA citations, and abatement verification documents, are posted at
or near the work area where the accident happened. Each citation must remain
posted until the violation has been corrected, or for three working days,
whichever is longer.
 Ensure any violations cited by OSHA as a result of an OSHA inspection are
corrected by the deadline set in the OSHA citation, and submit the required
abatement verification documentation.
3. Getting the safety responsibility done
With the responsibilities of a safety manager encompassing such a broad range for
safety in manufacturing facilities, how do they accomplish all of this? The following
are some of the functions that are the responsibility of a safety manager, and that
result in compliance with OSHA requirements. In larger organizations safety
assistants will be responsible for some of these functions. In a smaller organization
the owner, or HR manager, may be responsible for safety.
The responsibilities of a safety manager may include:
 Participating in workplace safety and health planning meetings.
 Ensuring managers and supervisors have the appropriate safety and health;
accident prevention; and investigation training.
 Ensure that managers/supervisors provide safety training and information to
workers.
 Providing leadership in developing measures and practices that that prevent
accidents and ensure compliance with OSHA standards. This includes:
 Continuously monitor the workplace for hazardous safety and health
conditions.
 Ensure safety and health hazards are corrected, eliminated or guarded.
 Assessing engineering controls, administrative controls, and PPE on an on-
going basis.
 Assisting in the investigation of accidents. This includes:

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 Identifying hazardous situations that are associated with the accident.
 Having the authority to:
 Stop and prevent unsafe actions
 Stop the use of unsafe equipment and tools.
 Stop work and/or have employees leave a work area.
 Investigating all close calls and other safety-related incidents that have
occurred within the accident area.
 Ensure the results of safety inspections are documented; monitoring the
investigation of accidents and injuries; ensuring that corrective actions are
taken; and providing recommendations for ways to prevent similar accidents.
 Ensure that all accident reports are recorded in a timely, complete, and
accurate manner.
Overall, the responsibilities of a safety manager include anything required to ensure
complete compliance with OSHA standards, and for maintaining a safe and healthy
workplace. What this means will be different in each workplace. At a minimum it
requires familiarity with OSHA standards and implementing management practices to
ensure compliance with those requirements
4. Improve safety in manufacturing facilities with good signage
One of the critical responsibilities of a safety manager is to ensure that durable, clear
and effective signs and labels are used. The best way to accomplish this is by using a
label printer and tough-tested labelling supplies.
5. Note safety violations with clear tags
In order to keep employees and supervisors focused on the importance of safety in the
organization, the safety manager should tag any safety violations with different
colored tags. When operations personnel see these tags, they must fill them out as to
what action was taken to correct the safety violation and what will be done to avoid it
the next time.

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The Supervisor is responsible for:
1. Knowing applicable health and safety rules and regulations, training and reporting
requirements, and standard operating procedures associated with industrial safety.
2. Identifying hazardous conditions or operations in the shop floor, determining safe
procedures, controls and implementing and enforcing standard safety procedures.
3. Consulting the safety manager to use higher risk materials, such as use of
particularly hazardous chemicals, biological agents, or radioactive materials, so
that special safety precautions could be recommended.
4. Ensuring all appropriate personal protective equipment (PPE) (e.g., lab coats,
gloves, eye protection, etc.) is provided and maintained.
5. Ensuring the usage of PPEs by the workers.
6. Informing facilities personnel, other non-industrial personnel, and any outside
contractors of potential work-related hazards and how to mitigate these hazards
when they are required to work in the factory environment

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4. WORK ASSIGNMENT
Figure-6: Time line of internship
August
September
October
November
 Plant observation
 Breakdown calculation
 Process capability data analysis
 Preparation of report
 Setup time reduction
 Process capability study
 Hazard identification
 Breakdown calculation
 Setup time reduction

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4.1 Setup time reduction:
A forging machine of 240 tons is the machine of interest in the assignment. The
setting procedures of the machine are given below:
1. Remove the top die by loosening the bolts of top die holder.
2. Loosen the bottom die clamping bolts, clamping plate and remove the
bottom die.
3. Remove the stopper, stopper bush. And check the ejection bar. If
distorted replace it.
4. Place the new stopper into the stopper bush and place the bottom die
on bottom die holder. (Stopper length= Height of bottom die+ stopper
bush depth- valve length).
5. Place the die clamping plate & tighten the bolts.
6. Place the guiding ring onto bottom die.
7. Place the top die into the guiding ring.
8. Switch ON the press put the selector switch to inch mode.
9. Move the ram upward and/or downwards till top die gets guided into
the top die holder until butt with the holder.
10. Tighten the top die holder bolts firmly in diagonally opposite ways.
11. Tighten the bottom die holder bolts firmly.
12. Move the ram downwards in inch mode to the normal position and
change the selector switch to cycle mode.
4.1.1 Suggestions:
1. The top die holder has 4 bolts to be tightened to fix it with the plate. The 3
provisions are sufficient to fix them firmly. The provisions are to be 1200
apart
as shown in the figure. [11]

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Figure-7: Top die holder
2. The top die and the plate can be alligned by providing the groove on the plate
and projections on the top die holder or vice versa, as shown in the figure.
Figure-8: Top die holder with projections
3. Pneumatically powered bolt tightening can be used for faster setup.
4. The above 3 bolts technique can also be used to fix the top die to the top die
holder.
5. 3-jaw technique can be used to fasten the holder and the top die.

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6. The whole setup of punch and die are made previously and stored. Whenever
it is needed it could be replaced easily with the previous setup.
Figure-9: Top die holder and plate assembly
7. The die and punch should be available at the right time. During the study it
was found that the required tools for the setup were not in place.
4.1.2 Implementation:
During implementation, the 5S technique was adopted. The required tools, Die and
Punch were made available at the machine itself so that the worker should not search
for it. Particularly, the tools were arranged in a 5S manner which made the selection
of particular stopper, die and punch easier and quick.

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Figure-10: Arrangement of tools in 5S manner.
4.1.3 Results:
The setup time was reduced from 32 minutes to 11 minutes. The production gone up
from 5000 valves per day to 6500 valves per day.

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4.2 Hazard identification
There are three steps used to manage health and safety at work:
1. Spot the Hazard (Hazard Identification): A hazard is anything that could hurt.
Examples of workplace hazards include:
 Frayed electrical cords (could result in electrical shock)
 Boxes stacked precariously (they could fall on someone)
 Noisy machinery (could result in damage to the ear)
2. Assess the Risk (Risk Assessment): Assessing the risk means working out how
likely that a hazard will harm someone and how serious the harm could be.
Whenever an hazard is spotted, assess the risk by asking two questions:
 How likely the hazard could harm someone?
 How badly could anyone be harmed?
For example:
 Ask supervisor for instructions and training before using equipment.
 Ask for help moving or lifting heavy objects.
 Discuss with the supervisor if a work practice could be dangerous and if
not sure about the safest way to do the work.
3. Make the Changes (Risk Control): The best way to fix a hazard is to get rid of it
altogether. This is not always possible, but employer or a safety manager should
try to make hazards less dangerous by looking at the following options (in order
from most effective to least effective):
 Elimination - Sometimes hazards - equipment, substances or work practices -
can be avoided entirely. (E.g. Clean high windows from the ground with an
extendable pole cleaner, rather than by climbing a ladder and risking a fall.)

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 Substitution - Sometimes a less hazardous thing, substance or work practice
can be used. (E.g. Use a non-toxic glue instead of a toxic glue.)
 Isolation - Separate the hazard from people, by marking the hazardous area,
fitting screens or putting up safety barriers. (E.g. Welding screens can be used
to isolate welding operations from other workers. Barriers and/or boundary
lines can be used to separate areas where forklifts operate near worker in the
workplace.)
 Safeguards - Safeguards can be added by modifying tools or equipment, or
fitting guards to machinery. These must never be removed or disabled by
workers using the equipment.
 Instructing workers in the safest way to do something - This means
developing and enforcing safe work procedures. Workers under training must
be given information and instruction and must follow agreed procedures to
ensure their safety.
 Using personal protective equipment and clothing (PPE) - If risks remain
after the options have been tried, it may be necessary to use equipment such as
safety glasses, gloves, helmets and ear muffs. PPE can protect you from
hazards associated with jobs such as handling chemicals or working in a noisy
environment.

Internship report
Table 3: Hazard identification in cell D
Cell D
SLNO Activity Hazards observed Risks Control measures
1 Centreless forge (Rough)
1. Manual loading directly to the
grinding wheel
Cut injuries Automatic loading is necessary
2. Fumes are not properly
controlled, inhalation of metal
dust
Breathing problem,
eventually it may cause
throat infection
Mask should be used
2
Turn head dia/facing CNC 1
& 2
1. Congested workspace Worker may get stuck
during emergency
movements which
causes accidents
Proper work space to be provided
3 Seat grinding
1. Slippery workspace, worker
may fall
Wounds, Head injury
and leg fracture
Workspace should be frequently
cleaned
4 Zyglo crack detection
1.Powder dust is getting mixed in
the air
Breathing problem,
throat infection
Mask should be used
Dust collector should be employed
5 Centreless finish
1. Manual loading of the valves
directly to the grinding wheel

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6 Profile turn
1. Congested workspace Worker may get stuck
during emergency
movements which
causes accidents
Proper work space to be provided
7 Induction hardening
1. Manual unloading of heated
valves with bare hands
Burn injuries Automatic unloading should be
used. Tongs and gloves should be
used.
8 OCG & TRS No hazard identified
9 Centreless 2
1. Manual loading of the valves
directly to the grinding wheel
2. If the valves are bent, when
loaded they will get ejected in a
hazardous way
Valves may hit the
worker and cause
wounds
Shield should be provided to the
machine
dust
Breathing problem,
throat infection
Fumes killer should be installed
Mask should be used
10 End touch
1. Metal dust may get contact
with worker's eye
Eye injury Goggles should be worn
11 Buffing
1. Manual loading Hand injury Auto loading is needed.

Internship report
Table 4: Hazard identification in cell E
Cell E
SL.NO Activity Hazard Risk Control measures
1 Turn Head Dia
1. Little space for the operator
2. Not much space to escape while
emergency
3. Fan not working
1.During emergency he may
hit it
2.emergency run problem
1.Increase the space
2.space is required for this machine
2 Profile Turn -2 1.No foot rest 1.Slippage 1.installation of new footrest
3 Finish Centreless 1. Leakage in the back pipe
2.Slippage causing damage to
operator
2.Proper Maintenance
4 First Aid Box Shortage of supplies
3.Problematic in case of
emergency
3.Proper Maintenance
5 Centreless -1 & 2
1. Slippery work space
2. Manual loading
3. fumes
1.injury
2.cut injury
3.inhalation of metal dust
1.should be frequently cleaned
2.automation
3.mask should be used
6 Copy Turn
1. Coupling is open
2. Manual Loading
3. Handling of chips
4. Continuous chips
1.accidental hazards
2.Cut injury
3.cut injury
4.injury and chips may get
engaged with machine parts
1.casing should be provided
2.automation
3.gloves are to be used, goggles
should be provided
4.chips should be frequently taken out
of machine

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7 Head dia facing 1. Chips splashing
1. Eye injury Safety door is jammed should be
repaired2. Burn injury
8 Finish centreless
1. Manual loading 1. Cut injury Auto loading is necessary
2. Congested workspace 2. Injury in case of emergency
movement
Layout should be improved

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Table 5: Hazard identification in Line 1
LINE 1
SLNO Activity Hazards observed Risks Control measures
1 Centreless 2
grinding wheel
dust
Breathing problem, eventually it
may cause throat infection
Fumes killer should be
provided
Mask should be used
3. If the valves are bent, when
loaded they will get ejected in a
hazardous way
Valves may hit the worker and
cause wounds
Shield should be provided to
the machine
2 Turn head dia
1. No casing for motor, the
worker or valves may get engaged
with the motor drive unit
Cut injuries and wounds Casing should be provided
3 Copy turn
1.Spillage of chips on the worker Burn injuries, eye injury Casing should be provided for
the machine
4 Finish face
1. No casing for motor, the
worker or valves may get engaged
with the motor drive unit
Cut injuries and wounds Casing should be provided

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5 OCG
No hazard identified
6 Induction hardening
1. No fume killer, inhalation of
fumes
provided
2. Manual unloading of heated
valves with bare hands
Burn injuries Automatic unloading should be
used.
Tongs and gloves should be
used.
7 Centreless 1
grinding wheel
dust
provided
Mask should be used
8 Centreless finish
grinding wheel
dust
provided
Mask should be used
9 Bar end touch
1. No casing for the grinding
wheel, the worker hand may
touch the running wheel during
machining
Cut injury Casing should be provided
2. No dust collector, the worker is
not wearing the mask. Possibility
of inhalation of metal dust
Dust collector should be
provided.
Mask should be used

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10 Seat grinding
1. Manual loading, possibility of
touching the running wheel.
Cut injury Automatic loading is necessary

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4.3 Breakdown calculation of plant
4.3.1 Monthly breakdown details: The breakdown of all five cells and three lines in
the plant were tabulated daily for a period of two months and the efficiency of the
cells and lines were investigated to increase the production rate.
Table 6: Breakdown details of August
AUGUST
Station Machine Breakdown Hours Station Total
Cell A
Centerless -2 62.92
76.25
CNC turn head dia m/c 13.33
Cell B
GRS 37
53
CNC 7
Face polish 5
CCF 4
Cell C
Induction hardening 178
241
Profile induction 29
End touch 13
THD FF & ST -02 8
Centerless forge 6.75
Centerless 2 3.75
Seat grinding 2.5
Cell D
Induction Harding 48
50.5
Cell E
Induction Harding 60.83
82.75Centerless forge 8.21
Semi centerless forge 7.71

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Roller marking
6
Line 1
Facing operation 18
49.5
Hardening m/c 10.5
Head dia m/c 10
Turn head m/c 4.5
HF power (hardening) 3.75
Line 2
Facing m/c 292.75
742.7
Roller seat grinding 184
W e m/c 130.2
Lt 20 CNC m/c 104.5
M15(i) c/f m/c 19
Profile induction 6.5
Copy turn 1 m4(ii) 5.75
Line 3
Induction hardening 7.25
18.04Turn head m/c 9.96
OCG 0.83
Total 1313.74

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Table 7: Breakdown details of September.
SEPTEMBER
Station Machine Breakdown Hours Station Total
Cell A
Centerless 2 513.5
558.584
Centerless 2 Tool 28.334
OCG 9
Centerless Forge 7.75
Cell B
G R S 36
51Geede Weiler 10
OCG 5
Cell C Induction Hardening M/c 145 145
Cell D
End Touch M/c 26.5
40
Induction Hardening M/c 10.5
Centerless Forge 2
Finish Centerless 1
Cell E
Induction Hardening M/c 116.5
590.75
seat grinding 96
microsmatic 2 92
CNC copy turn 56
Centerless 2 38
CNC head turn 34
finish Centerless 1
Centerless 2 fume killer 148
Line 1 Centerless forge 62 78.25

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facing m/c 14
H F Power 2.25
Line 2 Copy turn 90.5 90.5
Line 3
Copy turn 53
60
Centerless 2 7
Total 1614.084
Figure-11: Cellular level Breakdowns of plant
4.3.2 EFFICIENCY OF THE PLANT
Total work time= M*Nd*Td
Where, M= number of machines in a cell.
Nd= no of working days in a period of time.
Td= work time for a day.
ῃ= (Tt-Tb)/ Tt
where, ῃ= Efficiency
Tt= Total work time
0
100
200
300
400
500
600
700
800
Cell A Cell B Cell C Cell D Cell E Line 1 Line 2 Line 3
BREAKDOWNTIME(hrs.)
DIVISIONS
BREAKDOWN OF PLANT AUGUST
SEPTEMBER

Internship report
Table 8: Efficiency Calculation for August
AUGUST
CELL
NO OF
MACHINES(M)
TOTALWORK
TIME (Tt)
BREAKDOWN
TIME (Tb)
EFFICIENCY
(ῃ)
Cell A 12 5040 76.25 0.98
Cell B 13 5460 53 0.99
Cell C 10 4200 241 0.94
Cell D 15 6300 50.5 0.99
Cell E 12 5040 82.75 0.98
Line 1 7 2940 49.5 0.98
Line 2 14 5880 742.7 0.87
Line 3 6 2520 18.04 0.99
TOTAL 89 37380 1313.74 0.96
Table 9: Efficiency Calculation for September
SEPTEMBER
CELL
NO OF
MACHINES(M)
TOTAL WORK
TIME (Tt)
BREAKDOWN
TIME (Tb)
EFFICIENCY
(ῃ)
Cell A 12 6000 558.584 0.90
Cell B 13 6500 51 0.99
Cell C 10 5000 145 0.97
Cell D 15 7500 40 0.99
Cell E 12 6000 590.75 0.90
Line 1 7 3500 78.25 0.97
Line 2 14 7000 90.5 0.98
Line 3 6 3000 60 0.98
TOTAL 89 44500 1614.084 0.96

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Figure-12: A chart representing cellular efficiency levels of the plant for August and September
81%
83%
85%
87%
89%
91%
93%
95%
97%
99%
Cell A Cell B Cell C Cell D Cell E Line 1 Line 2 Line 3
EFFICIENCY
DIVISIONS
EFFICIENCY OF PLANT
AUGUST
SEPTEMBER

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4.4 Process capability study
Process capability study is a scientific and a systematic procedure that uses control
charts to detect and eliminate the unnatural causes of variation until a state of
statistical control is reached. When the study is completed, identifying the natural
variability of the process will become easy.
Measures of Process Capability - Process Capability Indices:
 Cp, Cpl, Cpu and Cpk are the four most common and timed tested measures of
process capability.
 Process capability indices measure the degree to which process produces
output that meets the customer's specification.
 Process capability indices can be used effectively to summarize process
capability information in a convenient unit less system.
 Cp and Cpk are quantitative expressions that personify the variability of process
(its natural limits) relative to its specification limits (customer requirements).
Assumptions
There are two critical assumptions to consider when performing process capability
analyses with continuous data, namely:
 The process is in statistical control.
 The distribution of the process considered is Normal.
4.4.1 Capability Indices
 There are several statistics that can be used to measure the capability of a
process: Cp, Cpk, Pp and Ppk.
 The statistics assume that the population of data values is normally distributed.
 Variability can be stated as either short-term or long-term.
 Cp and Cpk are based on short term variability.
 Pp and Ppk are based on total variability.

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4.4.2 Process capability ratio (Cp)
 Approximately 99.7% of the data from a normal distribution is contained
between ±3σ.
 If the process is in control and the distribution is well within the specification
limits then the difference between the Upper specification (U) and Lower
specification (L) should be larger than 6σ.
 If the specifications are larger than 6σ, the ratio will be less than 1.
 If Cp is greater than 1 then the process has the potential to meet specifications
as long as the mean is centred.
4.4.3 Process capability index (Cpk)
 Cpk is an process capability index that assesses how close the process mean is
from the specification limit.
 If the process is in control and the distribution is well within the specification
limits then the difference between the Upper specification (U) and then mean
or the difference between the Lower specification (L) and the mean should be
larger than 3σ.
 If Cpk is greater than 1 then the process mean is sufficiently far from the
specification limit.
 Cpk greater than 1 shows the process is probably centered and usually able to
meet specifications
 Cpk less than 1 indicates either the mean is not centered between the
specifications or there is problem with variability
 Cpk is meant to be used with processes that are in control –gives a measure of
whether the in-control process is capable of meeting specifications
 Cpk is not an appropriate measure if there are trends, runs, out-of-control
observations or if the process is too variable.

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Table 10 : Measured Stem diameter (Cell D)
PART NO. : KV 2938 OPERATION : Centerless (Rough cut)
PART NAME. : Exhaust Valve PARAMETER : Stem dia
SAMPLE SIZE : 50 Nos SPECIFICATION : 7.960 ± 0.02 mm
INSTRUMENT : Micrometer MACHINE : WMW
L.COUNT : 0.01 LINE : Cell - D
NO.OF DECIMALS : 2 Date : 21.10.2015
SL.NO 1 2 3 4 5 X large X small Range(R) Average (X-Bar)
1 7.98 7.99 7.96 7.96 7.97 7.99 7.96 0.03 7.97
2 7.97 7.98 7.96 7.96 7.97 7.98 7.96 0.02 7.968
3 7.97 7.97 7.97 7.98 7.97 7.98 7.97 0.01 7.972
4 7.96 7.97 7.96 7.97 7.97 7.97 7.96 0.01 7.966
5 7.96 7.97 7.97 7.97 7.96 7.97 7.96 0.01 7.966
6 7.98 7.98 7.97 7.98 7.95 7.98 7.95 0.03 7.972
7 7.98 7.99 7.97 7.97 7.99 7.99 7.97 0.02 7.98
8 7.98 7.98 7.97 7.97 7.99 7.99 7.97 0.02 7.978
9 7.97 7.98 7.98 7.98 7.99 7.99 7.97 0.02 7.98
10 7.99 7.99 7.99 7.97 7.98 7.99 7.97 0.02 7.984
X max
=7.99
X min
=7.95 R-bar =0.019
𝑋 = 7.9738

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Notations
USL = Upper Specification Limit
LSL = Lower Specification Limit
UNTL = Upper Natural Tolerance Limit
LNTL = Lower Natural Tolerance Limit
UCL = Upper Control Limit
LCL = Lower Control Limit
CL = Control or Central Limit
Cp= Process Capability. A simple and straightforward indicator of process
capability.
Cpk= Process Capability Index. Adjustment of Cp for the effect of non-
centered distribution.
Pp= Process Performance. A simple and straightforward indicator of
process performance.
Ppk= Process Performance Index. Adjustment of Pp for the effect of non-
centered distribution.
From the standard table [1]for subgroup size of 5
A2 = 0.58
D3= 0
D4= 2.11
d2= 2.326
Control limits for 𝑅 chart
UCLR= D4 * 𝑅 = 2.11*0.019 = 0.04
LCLR= D3 * 𝑅 = 0*0.019 = 0
CLR= 𝑅 = 0.019
Control limits for 𝑋 chart

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UCL 𝑥 = 𝑋 +A2 𝑅 = 7.9738 + ( 0.58* 0.019 ) = 7.9848
LCL 𝑥 = 𝑋 - A2 𝑅 = 7.9738 – ( 0.58* 0.019 ) = 7.9627
CL 𝑥 = 𝑋 = 7.9738
Standard deviation( within) σ =
1
N−1
(xi − µ)2N
i=1 = 0.0095
Standard deviation( overall) σ1
=
R
d2
=
0.019
2.326
= 0.00816
Mean 𝑋
1
= CL = 𝑥 = 7.9738
Process capability 6σ1
= 6 * 0.00816 = 0.04896
USL –LSL = 7.98-7.94 = 0.04
Since 6σ1
> USL – LSL, the process is not capable of meeting the specification.
UNTL = 𝑋
1
+ 3σ1
= 7.9738 + ( 3* 0.00816 ) = 7.99828
LNTL = 𝑋
1
- 3σ1
= 7.9738 – ( 3* 0.00816 ) = 7.94932
CL= 𝑋
1
= 7.9738

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Figure-13: Control chart
It is clear from the graph that percentage of scrap is zero as LNTL lies above the LSL.
The percentage of rework is
Z =
𝑈𝑆𝐿− 𝑋
1
σ1 =
7.98−7.9738
0.00816
= 0.75
The probability from the normal table (Annexure-1) for Z= 0.75 is 0.7733. i.e.,
77.33%.
Therefore the percentage of rework is 100 – 77.33 = 22.67%
Since the rework percentage is more, to minimize this the possible ways are
1. Change the process centre to the specification mean i.e., from 7.9738 to 7.96.
The calculations are shown below
Z =
𝑈𝑆𝐿− 𝑋
1
σ1 =
7.98−7.96
0.00816
= 2.45
The probability from the normal table for Z= 2.45 is 0.9928. i.e., 99.28%.
Therefore the percentage of rework is 100 – 99.28 = 0.714%
Since it is symmetric the % of scrap is also 0.714%

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2. Calculate the cost of scrap and rework, whichever is costly make it zero,
accordingly change the process centre.
Cp = (USL-LSL)/6σ = 0.04/(6*0.0095) = 0.70
Cpu =(USL-X-Bar)/3σ =(7.98 – 7.9738) / (3*0.0095) = 0.21
Cpl =(X-Bar-LSL)/3σ = (7.9738 – 7.94) / (3*0.0095) = 1.18
Cpk = Min (Cpu, Cpl) = 0.21
The process capability was also calculated using the statistical software Minitab 14,
the details are as shown below
Figure-14: Histogram of stem dia (cell D)
 The histogram shows that the process data follows the normal distribution as
the histogram fairly matches the normal curve.
 It means there is no much shift in the peak of the normal curve and the peak of
the histogram.
 The normality can also be confirmed by the value of standard deviation as it is
very low.

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Figure-15: X-bar chart of stem dia (cell D)
 All the data points are falling within the control limits of X-bar chart.
 The dot numbered 6(10th
data point) indicates that the data point is very near
to the UCL, which is an alarm of the variation.

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Figure-16: R chart of stem dia (cell D)
 All the data points are falling within the control limits of R chart.
 It is a good indication as most of the data points are falling around the central
line.

Internship report
Figure-17: Process capability chart of stem dia (cell D)
 The upper left box reports the process data including the lower specification
limit, target, and the upper specification limit. These values were provided by
the software. The calculated values are the process sample mean and the
estimates of within and overall standard deviations.
Process Data
LSL = 7.94
Target = 7.96
USL = 7.98
Sample Mean = 7.974
Sample N = 50
StDev(Within) = 0.00984
StDev( Overall) = 0.00989819

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 The report in Figure shows the histogram of the data along with two normal
curves overlaid on the histogram.
 The histogram and the normal curves can be used to check visually if the
process data are normally distributed. To interpret the process capability, the
normality assumption must hold. From Figure, it is conclude that the data are
normally distributed as the histogram fairly matches the normal curve.
 There is a deviation of the process mean (7.974) from the target value of 7.96.
Since the process mean is greater than the target value, the valves produced by
this process exceed the upper specification limit (USL). A significant
percentage of the valves are outside of specification limit.
 The potential (within) process capability and the overall capability of the
process is reported on the right hand side of the figure-18. The values are
Potential (Within) Capability
Cp = 0.68
Cpl = 1.15
Cpu = 0.20
Cpk = 0.20
CCpk = 0.68
Overall Capability
Pp = 0.67
Ppl = 1.14
Ppu = 0.20
Ppk = 0.20
Cpm = 0.39
 The value of Cp=0.68 indicates that the process is not capable (Cp < 1). Also,
Cpk = 0.20 is less than Cp=0.68. This means that the process is off‐centered.

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 Cpk=0.20 (less than 1) is an indication that an improvement in the process is
necessary.
 Higher value of Cpk indicates that the process is meeting the target with
minimum process variation.
 The overall capability indexes or the process performance indexes Pp, Ppl, Ppu,
Ppk, and Cpm are also calculated and reported. Note that these indexes are based
on the estimate of overall standard deviation.
 Pp and Ppk have similar interpretation as Cp and Cpk. For this process, note that
Cp and Cpk values (0.68 and 0.20 respectively) are very close to Pp and Ppk (0.67
and 0.20). When Cpk equals Ppk then the within subgroup standard deviation is
minimum.

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Table 11 : Measured Stem diameter (Cell C)
PART NO. : KV 2938 OPERATION : Finish Centerless 2
PART NAME. : Exhaust Valve PARAMETER : Stem dia
SAMPLE SIZE : 50 Nos SPECIFICATION : 7.910±0.008 mm
INSTRUMENT : Digital micrometer MACHINE : WMW
L.COUNT : 0.001 LINE : Cell – C
NO.OF DECIMALS : 3 Date : 21.10.2015
SL.NO 1 2 3 4 5 X large X small Range(R) Average (X-Bar)
1 7.910 7.909 7.907 7.907 7.910 7.910 7.907 0.030 7.909
2 7.909 7.908 7.908 7.908 7.907 7.909 7.907 0.020 7.908
3 7.910 7.910 7.907 7.907 7.906 7.910 7.906 0.040 7.908
4 7.909 7.908 7.909 7.907 7.907 7.909 7.907 0.020 7.908
5 7.910 7.909 7.907 7.907 7.907 7.910 7.907 0.030 7.908
6 7.909 7.907 7.907 7.907 7.907 7.909 7.907 0.020 7.907
7 7.909 7.907 7.907 7.909 7.907 7.909 7.907 0.020 7.908
8 7.909 7.909 7.907 7.907 7.907 7.909 7.907 0.020 7.908
9 7.908 7.907 7.909 7.908 7.909 7.909 7.907 0.020 7.908
10 7.910 7.908 7.907 7.910 7.908 7.910 7.907 0.030 7.909
X max
=7.910
X min
=7.906 R-bar =0.002
𝑋 = 7.908

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The process capability was calculated using the statistical software Minitab 14, the
details are as shown below

Figure-18: Histogram of stem dia (cell C)
 The histogram is skewed, which indicates that the process is off-centered.
 The normality can be confirmed by the value of standard deviation as it is very
low.

Internship report
Figure-19: X-bar chart of stem dia (cell C)
 All the data points are falling within the control limits.
 It is also a good indication as most of the points are falling around the central
line, which results in less variation between process mean and the target value.

Internship report
Figure-20: R chart of stem dia (cell C)
 All the data points are falling within the control limits of R chart.
 4 consecutive points are on the same side of the central line but within the
control limits, which indicates that the process is about to go out of control [1].

Internship report
Figure-21: Process capability chart of stem dia (cell C)
 The upper left box reports the process data including the lower specification
limit, target, and the upper specification limit. These values were provided by
the software. The calculated values are the process sample mean and the
estimates of within and overall standard deviations.
Process Data
LSL = 7.902
Target = 7.910
USL = 7.918
Sample Mean = 7.908
Sample N = 50
StDev (Within) = 0.00116
StDev (Overall) = 0.00116581

Internship report
 The report in Figure shows the histogram of the data along with two normal
curves overlaid on the histogram.
 The histogram and the normal curves can be used to check visually if the
process data are normally distributed. To interpret the process capability, the
normality assumption must hold. From Figure, it is conclude that the data are
normally distributed as the histogram fairly matches the normal curve but
needs a process shift.
 There is a deviation of the process mean (7.908) from the target value of
7.910. Since the process mean is greater than the target value, the valves
produced by this process exceed the upper specification limit (USL). A
significant percentage of the valves are outside of specification limit.
 The potential (within) process capability and the overall capability of the
process is reported on the right hand side of the figure-22. The values are
Potential (Within) Capability
Cp = 2.30
Cpl = 1.72
Cpu = 2.87
Cpk = 1.72
CCpk = 2.30
Overall Capability
Pp = 2.29
Ppl = 1.72
Ppu = 2.86
Ppk = 1.72
 The value of Cp= 2.30 indicates that the process is capable (Cp > 1). Also, Cpk
= 1.72 is less than Cp=2.30. This means that the process is off‐centered.
 Cpk=1.72 (greater than 1) is an indication that an improvement in the process
is not necessary.
 Higher value of Cpk indicates that the process is meeting the target with
minimum process variation.

Internship report
 The overall capability indexes or the process performance indexes Pp, Ppl, Ppu,
Ppk, and Cpm are also calculated and reported. Note that these indexes are
based on the estimate of overall standard deviation.
 Pp and Ppk have similar interpretation as Cp and Cpk. For this process, note that
Cp and Cpk values (2.30 and 1.72 respectively) are very close to Pp and Ppk
(2.29 and 1.72).
 When Cpk equals Ppk then the within subgroup standard deviation is minimum.

Internship report
5. SPECIFIC OUTCOMES
5.1 Technical outcomes
The following are the technical outcomes of the internship programme.
1. Opportunities to test theoretical knowledge in actual life positions:
This internship work allowed to use theoretical knowledge of the real life
industrial problems. The implementation of the 5S technique was remarkable
because the theory of the 5S technique is to improve the production and it was
proved practically true in the industrial situation. Also, the knowledge of the
process capability study was used to analyze the process and it helped in finding
the causes for the variation.
2. Knowledge of business life, specifically regarding work methods and processes:
The major result of the internship is the cognition of the processes that are done in
the manufacturing plant. The exposure to the different processes was really
helpful. Industry provided the working knowledge of all the processes, such as
Forging, Upsetting, TIG welding, Friction welding, Grinding, Induction
hardening, and normalizing etc. The work methods, knowledge was also enhanced
such as the roles and responsibilities of different departments, importance of
departments like tool storage rooms, raw material stores, scrap and wastage
handling department, financial department, etc.
3. Knowledge about the industry structure and the coordination of various sections:
The knowledge about the industry structure and the authority dispersion were
enhanced. It also provided the information about roles and responsibilities of
different departments, importance of departments like tool storage rooms, raw
material stores, scrap and wastage handling department, financial department etc.
It also enhanced the knowledge about the department’s coordination, such as how
the different departments of the industry depend on each other, how they work in
an integrated fashion and how the work of individual department contributes to
the overall outcome of the product.

Internship report
4. 5S implementation knowledge:
 5S is a system to reduce waste and optimize productivity through maintaining
an orderly workplace and using visual cues to achieve more consistent
operational results. The term refers to five steps – sort, set in order, shine,
standardize, and sustain – that are also sometimes known as the 5 pillars of a
visual workplace. 5S programs are usually implemented by small teams
working together to get materials closer to operations, right at worker’s
fingertips and organized and labelled to facilitate operations with the smallest
amount of wasted time and materials.
 The 5S system is a good starting point for all improvement efforts aiming to
drive out waste from the manufacturing process, and ultimately improve a
company’s bottom line by improving products and services, and lowering
costs.
 Implementing the 5S method means cleaning up and organizing the workplace
in its existing configuration. It is typically the first lean method that
organizations implement. This lean method encourages workers to improve
their working conditions and helps them to learn to reduce waste, unplanned
downtime, and in-process inventory.
 A typical 5S implementation would result in significant reductions in the
square footage of space needed for existing operations. It also would result in
the organization of tools and materials into labelled and color coded storage
locations, as well as “kits” that contain just what is needed to perform a task.
 The 5S methodology is a simple and universal approach that works in
companies all over the world. It is essentially a support to such other
manufacturing improvements as just-in-time (JIT) production, cellular
manufacturing, total quality management (TQM), or six sigma initiatives, and
is also a great contributor to making the workplace a better place to spend
time.
 Benefits to the company from using the 5S methodology include raising
quality, lowering costs, promoting safety, building customer confidence,
increasing factory up-time, and lowering repair costs.
 The 5S methodology is typically implemented using a 3-step process, which
includes establishing a cross functional team (including employees that work
in the associated areas), touring all areas associated with manufacturing

Internship report
process under review, and brainstorming on ways to improve organization to
reduce waste.
As noted, one of the 5S pillars is identifying and eliminating many kinds of waste,
including time wasted searching for items, waste due to difficulty in using items,
and waste due to difficulty in returning items. Storage solutions play an important
part in implementing waste elimination through space reduction, organization
improvement, and inventory management. Storage cabinets and workbench
products that allow dense storage, a smaller footprint, and visual organization near
where the tool is needed, become a key factor in implementing the 5S program.
The knowledge of implementing the 5s technique includes
1. Considering the workspace availability: To implement 5S technique it is
important to consider the available space in the factory so that the tools
and equipments can be effectively arranged and maintained.
2. Identifying the tools, equipments and other consumable materials
required for the process: Considering to reduce the setup time for a
particular machine, the tools, equipments and other consumable materials
required for the process are identified and arranged around the machine,
so that the worker should not search for them.
3. Controlling the 5S environment: Not only implementing 5S technique, it
is also important to control the 5S environment in the future. The workers
and the supervisors are to be engaged in the maintenance of the
environment as they are basic part of the implementation.
4. Analysing the environment for further improvement: After the
implementation of the 5S environment, further investigation is needed to
identify the presence of any other chances of improvement in the process.
5. Process capability study:
The theory knowledge of the process capability study was applied to study the
capability of the centreless grinding process to meet the required specifications.
Two cells were considered for the study, it turned out that both the processes had

Internship report
to be centred to the specification mean. The probable rework and scrap rates were
also calculated.
The knowledge of process capability study includes
1. Deciding the machine: To carry out the process capability study deciding
the machine depends on the variability which is observed in the dimension
of the part. As the stem dia of the valve was experiencing a variability the
centreless grinding machine was selected for the study.
2. Selecting the measuring instrument: According to the tolerance limit of
the dimension the measuring instrument has to be selected. The least
count required was 0.001, hence the digital micrometer was selected for
the measuring purpose and it is also a much accurate instrument.
3. Selecting the software to process the data: There are many softwares
available which provides statistical tools, out of them the Minitab 14 is the
better software as it is open source software and it is very easy to work on.
4. Comparing theoretical values with the values provided by the software:
There was no much difference between the values.
6. Hazard identification and Risk assessment: The Hazard Identification process is to
identify hazards that could cause a potential major accident for the full range of
operational modes, including normal operations, start-up, and shutdown, and also
potential upset, emergency or abnormal conditions. Reassessment for Hazard
Identification to be done whenever a significant change in operations has occurred
or a new substance has been introduced.
At the commencement of the Hazard Identification, the complete system of machines,
equipment, human activities and process involved in the operations within the
boundaries of the study should be clearly defined, taking the consideration of the
original design, subsequent changes, Material Safety Data Sheet (MSDS) and current
conditions.
Risk assessment is the process used to determine likelihood that people may be
exposed to an injury, illness or disease in the workplace arising from any situation
identified during the hazard identification process prior to consideration or

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implementation of control measures. Risk occurs when a person is exposed to a
hazardous situation. Risk is the likelihood that exposure to a hazard will lead to an
injury or a health issue. It is a measure of the probability and potential severity of
harm or loss. Risk assessment forms crucial early phase in the disaster management
planning cycle and is essential in determining what disaster mitigation measures
should be taken to reduce future losses. Any attempt to reduce the impact of disaster
requires an analysis that indicates what threats exist, their expected severity, who or
what they may affect, and why. Knowledge of what makes a person or a community
more vulnerable than another added to the resources and capacities available
determines the steps we can take to reduce their risk. Risk assessment is carried out in
series of related activities which builds up a picture of the hazards and vulnerabilities
which explain disaster events.

Internship report
5.2 Non technical outcomes:
1. Close communication and cooperation with a company:
While performing an assigned job or work it felt necessary that a good
communication with the people who are going to be the part of the work assigned
is the key. Especially when calculating the setup time for the forging process, the
workers were not comfortable and supportive with the study as it is going effect
their working pace. When the communication with the workers went good and
effective, the objectives of the study were explained to the workers that it is going
to help them in an ergonomic way. As a result of communication eventually the
workers started supporting the study. The same thing happened with the
production supervisors as they worried about the production rate as the study was
distracting the workers. Then, the project team approached the manger of Methods
department and the things were settled between the Methods department and the
Production department.
2. An option to put education into perspective according to the job market:
This exposure to the industry facilitates in the job seeking. When there is an
opportunity of job in a particular department or to a particular role, the
expectations are known because of the exposure to an industry and the
preparations can be carried out accordingly.
3. Behaviour in the weekly meetings: Another non technical outcome of the
internship was the experience of attending the meeting. There were meetings at
the end of the week to report the progress about the assignment. The necessary
behaviours were taught and improved.
4. Behaviour with the workers, supervisors, managers and other non technical
people: During the internship the communication with the workers and supervisor
was helpful as they know much about the operation and more over the experience
made them good at it. A good behaviour is the key to deal with the operators as
they refuses to help in the studies held by the methods department. It is a bad
impression developed among the workers that the studies will going to affect them
in a bad way such as reduction in cycle time and setup times or it can be called as

Internship report
establishing a standard time for the process will force them to increase their pace
of working.
5. Improved communication skills: As mentioned earlier, the internship program
greatly enhanced the communication skills, both oral and written communication.
During the meetings at the end of the week the progress had to be communicated
with the manager. Written communication was improved as it is needed to ask
permission to use the standard room for the inspection, permission to take the
photos through the written format. Communicating ideas and concepts clearly
through writing was necessary.
6. Improved presentation skills: The observed chances for improvement had to be
presented to the concerned manager to implement the things. Presentation skill
was the key to convince them so that they accept the recommendations and
implement them.
7. Leadership: While implementing the 5S technique complete responsibility was
given. With the help of the workers it became possible to analyse, implement and
control the 5S environment. The experience was great to work as a leader during
the implementation.
8. Enhanced motivational skills: During the study of setup time and implementation
of 5S concept, it was necessary to motivate the workers and other people who
were involved in the study to successfully carry out the assignment. That way the
motivational skills were enhanced.
9. Safety awareness: During the hazard identification study it was found that many
of the workers were not using the personnel protecting equipments like ear plugs,
gloves and masks. So the safety department decided to promote the necessity of
safe working. The awareness programme includes
 PPEs check list on the machines.
 Posters in the factory environment to promote safe working.

Internship report
10. Time management: Time management skills were improved. Not only the time for
going to the industry and coming back from the industry. The time required
complete the assignment or the given to complete the assignment and how the
given time can be achieved were also considered. The time line for the projects
were established and effectively followed there by the time management skills
were improved.
11. Listening skills: Listening to others in an active and attentive manner is the
important thing to be considered while working in a team. As a responsible
individual on the implementation process listening to the co workers and peoples
who are the part of the implementation becomes necessary as they are experienced
with the work. Also, the same thing will motivate the co workers in a good way.
12. Problem solving skills: During the internship the problem solving skills were
improved as an unexpected problem was arrived during the implementation of 5S.
The machine selected was 240 T pressing machine. It was happened that the other
pressing machine operators started borrowing the tools and equipments from the
240 T pressing machine no matter how many times they instructed not to. The
worker had to search for the tools and it was effecting the setup time. The
implementing team started thinking and arrived at the solution that the tools and
equipments required for the machine were kept in a locker and locked. The key
was given to the operator of the 240 T pressing machine. Whenever the tools are
required the operator has to open the lock and take the tools so that the other
workers should not touch them.
13. Creative thinking: During the setup time reduction study, some creative thinking
was also needed to identify the chances for the improvements such as integrating
the activities involved in the setup procedure. Also, suggesting a 3 bolts technique
over the 4 bolts was enhanced the creative thinking.

Internship report
14. Brainstorming session experience: Brainstorming sessions during working on the
assignment and implementation were really helpful as many ideas strike between
the members and the skill of thinking about the advantages and disadvantages of a
particular idea is also improved.
15. Professional and career development skills: Internship provided an opportunity to
enhance the professional skills which are very important in the corporate business.
It also provided the useful information to build the career in the corporate
environment.
16. Self motivation: Internship at Rane engine valves limited was motivational as all
the employees, managers and workers were really motivating and appreciating the
work carried out.
17. Team work skills: As the assignments given were involved with the people of
different departments, the skills required to work in the team were improved.
18. Managing and resolving the conflicts in an effective manner: During internship it
was learned that the conflicts exist between the department and how one will use
his approaches to overcome the conflicts and get what is needed. For example the
conflict between the quality department and production department is common in
all the industries. The structure and the authority distribution will manage their
conflict by providing the responsibilities and authorities to the concerned
departments. Knowing the authority structure one can easily solve the conflicts
between the departments.
19. Working within appropriate authority and decision-making channels: Another
outcome of the internship was learning how to go through the work assigned. It is
important to consider the people who are authorized to give the permission to
carry out the study, to use the equipments in the facility, who are the decisions
making crew, knowing the boundary of the given authority.

Internship report
20. Dress and appearance skills: During internship it was learned that to make an
impression on the workers, supervisors, managers and other people in the industry
is through the dress and appearance.

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