Industrial Internship Report

PROJECT REPORT
WHIRLPOOL OF INDIA LIMITED
FOOD PROCESSING GRINDERS BENCHMARKING
INDUCTION COOK-TOP FIELD FAILURE ANALYSIS
AC DEFECT STUDY
WINE CHILLERS FEASIBILITY STUDY
RO PURIFIER PDI
Submitted by
Ashish Rekhi
Roll No: 101158003
Under the Guidance of
Mr. Devender Kumar Mr. N Krishna
Faculty Coordinator Deputy Manager
NPP PDC DEPTT
Department of Mechanical Engineering
THAPAR UNIVERSITY, PATIALA
June 2014

2 THAPAR UNIVERSITY, PATIALA
DECLARATION
I hereby declare that the project work entitled “FOOD PROCESSING GRINDERS
BENCHMARKING, INDUCTION COOK-TOP FIELD FAILURE ANALYSIS,AC
DEFECT STUDY,WINE CHILLERS FEASIBILITY STUDY AND RO PURIFIER PDI”
Is my own work carried out at Whirlpool Of India Ltd.,Faridabad as requirements of my six
months project semester for the award of degree of B.E. (Mechanical Engineering), Thapar
University, Patiala, under the humble guidance of Mr. N Krishna and Mr. Devender Kumar,
during January to July 2014.
Roll No: 101158003 Ashish Rekhi
Date: 16 July 2014
Certified that the above statement made by the student is correct to the best of our knowledge
and believe.
Mr. Devender Kumar Mr. N Krishna
Assoc. Professor Deputy Manager
Thapar University NPP-PDC Deptt.
Whirlpool of India Ltd, Faridabad

ACKNOWLEDGEMENTS
As I begin to reflect on the magnitude of this project report, i am reminded of the celebrated
quarterback who sprints on to the field in the last quarter of the game, confers in the huddle,
confidently strides out to the line of scrimmage and throws the perfect spiral pass fifty yards
downfield into the end zone to score the winning touchdown. The fans cheer, the coaches are
thrilled and the quarterback joyously revels in the glory of winning the game. But it was a team
effort, for a team makes each individual achieve more. I have never been known to have words
fail me , but as i begin to put on paper the feelings i have towards the people who changed my
heart , soul & thought , I am overwhelmed . There is a difficulty in assigning a hierarchy since it
has been a true team effort from the beginning.
I take this opportunity to acknowledge the invaluable support and guidance given by Mr. Rakesh
Bhatia (sr. Manager) and Mr. N Krishna (Deputy Manager) for putting his faith in me and
leading me through the projects. Sir, thank you for being a light
My humble and heartfelt acknowledgements are also to my esteemed teacher guide Mr.
Devender Kumar, for his guidance and support without which this task would not have been
accomplished.
Ashish Rekhi

Contents
Department of Mechanical Engineering.......................................................................................................1
DECLARATION ...............................................................................................................................................2
ACKNOWLEDGEMENTS.................................................................................................................................3
SUMMARY.....................................................................................................................................................7
COMPANY PROFILE .......................................................................................................................................9
PLANT BLOCK DIAGRAM .........................................................................................................................11
ABOUT WHIRLPOOL CORPORATION.......................................................................................................11
THE HISTORY ...........................................................................................................................................12
WHIRLPOOL CORPORATION TODAY .......................................................................................................12
THE WHIRLPOOL VISION AND MISSION..................................................................................................12
WHIRLPOOL WENT THE GLOBAL WAY....................................................................................................13
Worldwide product line......................................................................................................................14
Product Portfolio.................................................................................................................................15
Refrigerators .......................................................................................................................................16
Washing Machine ...............................................................................................................................17
100% Dryers........................................................................................................................................18
Air Conditioners ..................................................................................................................................19
Microwave Ovens ...............................................................................................................................20
Purafresh RO Range............................................................................................................................21
UPS......................................................................................................................................................21
NEW PRODUCT DEVELOPMENT..................................................................................................................22
NPP Department.................................................................................................................................24
Block Diagram of the procedure of NPP .............................................................................................24
Product Development Steps ...............................................................................................................25
Press Shop...............................................................................................................................................29
Assembly Line .........................................................................................................................................36
PROJECT NO. 1 ............................................................................................................................................39
FOOD PROCESSING GRINDERS BENCHMARKING AND DESIGN INNOVATION........................................39
BRIEF SUMMARY OF GRINDERS:.........................................................................................................40
GRINDER MECHANICS:........................................................................................................................41
TYPES OF BLENDERS:...........................................................................................................................43

NEED FOR THIS PROJECT:....................................................................................................................44
METHODOLOGY:.................................................................................................................................44
NOISE TEST..............................................................................................................................................46
POWER TEST............................................................................................................................................50
TEST CYCLE NO. 1:...............................................................................................................................50
TEST CYCLE NO. 2:...............................................................................................................................53
RPM TEST ................................................................................................................................................56
OPERATIONAL TEST.................................................................................................................................58
DATA SIMLULATION................................................................................................................................60
PROJECT 1[B]: DESIGN INNOVATION......................................................................................................63
LOCKING MECHANISM........................................................................................................................65
PROJECT NO. 2 ............................................................................................................................................67
INDUCTION COOK-TOP FIELD FAILURE ANALYSIS...................................................................................67
INTRODUCTION.......................................................................................................................................68
FIELD FAILURE CAUSE .............................................................................................................................70
THEORY 1: Voltage Supply Fluctuation...............................................................................................70
THEORY 2: Nature of the Vessel Used ................................................................................................70
THEORY 3: Fault in PCB Design ...........................................................................................................72
DOE OF THE OLD AND NEW PCB DESIGN ...............................................................................................73
FORMULATING FACTORS........................................................................................................................73
PROJECT NO. 3 ............................................................................................................................................75
MANUFACTURING AND FIELD LEVEL DEFECTS IN AIR CONDITIONING UNITS........................................75
INTRODUCTION.......................................................................................................................................76
MANUFACTURING LEVEL DEFECTS .........................................................................................................77
NEED OF THE PROJECT:.......................................................................................................................77
JANUARY 2014 ....................................................................................................................................77
DEFECTS ANALYSIS..............................................................................................................................78
PARETO CHART ANALYSIS: TOP 5 DEFECTS.........................................................................................78
ISSUES TO BE FOCUSSED ON:..............................................................................................................79
PROCESS FLOW CHART: ......................................................................................................................79
TROUBLESHOOTING:...........................................................................................................................80
COUNTER MEASURES..........................................................................................................................82

MEASURE IMPLEMENTATION.............................................................................................................83
FEBRUARY 2014 ..................................................................................................................................85
DEFECTS ANALYSIS:.............................................................................................................................85
ISSUES TO BE FOCUSSED ON:..............................................................................................................86
TROUBLESHOOTING:...........................................................................................................................86
DEFECT CAUSE ANALYSIS AND COUNTER MEASURES IMPLEMENTATION:........................................88
FIELD LEVEL DEFECTS..............................................................................................................................91
An overview of the call auditing data managing system ....................................................................92
OBSERVATIONS:..................................................................................................................................98
THEORY .............................................................................................................................................100
CAUSE OF DEFECT ANALYSIS.............................................................................................................101
PROJECT NO. 4 ..........................................................................................................................................103
PDI SUMMARY REPORT FOR RO WATER PURIFIER...............................................................................103
BRIEF SUMMARY:..............................................................................................................................104
NEED FOR THIS PROJECT:..................................................................................................................105
METHODOLOGY:...............................................................................................................................105
ISSUES ...............................................................................................................................................106
PROJECT NO. 5 ..........................................................................................................................................108
WINE CHILLER FEASSIBILITY STUDY ......................................................................................................108
NEED OF THE PROJECT:.....................................................................................................................109
METHODOLOGY:...............................................................................................................................109
THEORY: ............................................................................................................................................110
HUMIDITY TEST.................................................................................................................................111
CONDENSATION TEST .......................................................................................................................116
CONCLUSION:............................................................................................................................................118
REFERENCES:.............................................................................................................................................119

SUMMARY
This report is to present all my work and studies during my 6 months training period in
Whirlpool Of India Limited, Faridabad.
I was very priveledged to be associated with the New Product Development Center Department
(NPDC)-Food appliances unit with Mr. N Krishna, who along with his team, gave me knowledge
and an experience that will help me to perform well in the future. During the start of my training,
I had a week long introduction about the working in the department and what our seniors expect
from us as interns. Following this, I did a detailed study about the appliances that are developed
at the Department. Once I was confident about my knowledge regarding the products, I was
given daily exercises which included testing and rectification of otherwise useless products. The
main motive to this was to enhance my knowledge even further about the products so that I can
tackle real life problems associated with them in the industry.
After a month of general exercises and daily work, I began working on my Projects. My first
project was Mixer-Grinder Benchmarking. My department had recently started working on the
design of a Whirlpool food processing grinder. This was the first time the industry was
developing this product and so there was a need to benchmark various properties and
functionalities from our competition companies in the market that manufacture this product. This
benchmarking was done in a 5 Test Plan process wherein the tests namely Power Test, RPM
Test, Noise Test, Operational Test and Data Simulation were performed. This entire procedure
imparted a good sense of team work and leadership quality in me as I was given the overall
management and implementation responsibility of this entire project. This type of dependence of
my department on my work made me strive harder to not disappoint them.
My next project was Induction cook-top field failure analysis which included postulating 3
theories to explain the failure of our cook-top appliance in the market and follow further
rectification.
I was given another major project of AC Defect study. In this, I had to analyze and study the
manufacturing and field level defects of our Air conditioning units. For the manufacturing level
failure analysis, I had to make many trips to The Amber Plant in Kalaamb that manufactures our

air conditioning units based upon on design standards. This project was divided into 3 parts for a
time span of 3 months and the action plans were made on priority basis after identifying the top
defect of the month and counteracting upon it. For the field Failure defects , I followed a system
of call auditing in which I had to do about 20 calls a day for a time duration of 5 months and then
to find the root cause of the top defect arising on the field.
The next project was Pre dispatch inspection of RO Purifier Range Platinum that had recently
been launched in the market. PDI ensures that the production complies with the specifications
and/or the terms of your purchase order or letter of credit. The final Random Inspection (FRI) or
Pre-shipment Inspection (PSI), checks finished products when at least 80% of the order has
produced and export-packed. Samples are selected at random, according to standards and
procedures.
The next project was Wine chillers Feasibility Study .WOIL is planning upon introduction of its
wine chiller range in the Indian market. These chillers are originally manufactured in The
Whirlpool Corporation in China. Before the sales to begin, it was required that a feasibility study
be done in our plant to ensure the satisfactory working of the chillers in India.
The major concerns regarding this were the climatic pattern variations in India and China. So,
the commencement of this project was done by having a few informative sessions with my
seniors, so as to conclude upon which tests need to be performed to justify the feasibility of the
appliance.
The tests performed were:
 Humidity test
 Condensation test
 NLPD (No load Pull Down)

COMPANY PROFILE
The Refrigeration industry in India is fast growing and with the advent of global brands the
Industry has woken up to new opportunities and new challenges. Whirlpool’s association with
India goes back to the year 1987 with the establishment of the joint venture TVS Whirlpool
Ltd.
Whirlpool Corporation is the world’s leading manufacturer and marketer of major home
appliances industry which is fast growing. There has been a rapid entry of global brands which
has resulted in local infrastructure / industry waking up to opportunity and of course the threats.
Whirlpool plans to launch products to suit the Indian customer in various income
Groups. Whirlpool portfolio will follow its top-4 agenda in India:
 Refrigerators,
 Washing machines,
 Air conditioners
 Microwaves
All high growth areas, which allow it to leverage WOI’s existing strengths, the
Whirlpool products currently available in the market include Refrigerators, Air conditioners,
Microwaves and Washing machines. Whirlpool guarantees performance, promise and reliability
of its products. All Whirlpool products are backed by suitable warranties and a wide network of
service centers, Emphasis is placed on after sales service and Whirlpool strives to achieve those
goals.
In refrigerators the industry growth has been less than 27%. The 180L occupy around 75%
Segment of market. The main players in the market are LG, Godrej, Samsung, Whirlpool,
Electrolux and Videocon. Whirlpool has a market share of about 30% and is the market leader.

PLANT LAYOUT

PLANT BLOCK DIAGRAM
ABOUT WHIRLPOOL CORPORATION
Whirlpool Corporation is the world’s leading manufacturer and marketer of major home
appliances. Headquartered at Benton Harbor, Michigan and the major brand names in about 140
countries. Though now a global leader, the company began, as a family owned machine shop
located in a small town on Eastern Shore of Lake Michigan.

THE HISTORY
 Founded in 1911 as Upton Machine Company produced motor driven wringer washer.
 Sold first order of washers in 1916 to Sears Roebuck and Co. our largest retail customer
today.
 In 1950 the company was renamed the ‘The Whirlpool Corporation – Automatic dyers
were added to washer line.
 In 1958 Whirlpool made its first investment outside North America in Brazil.
 Revenues reached $ 1 billion in 1968.
 Whirlpool purchased ‘Kitchen Aid’ brand in 1986 and began its globalization efforts
in1980’s.
WHIRLPOOL CORPORATION TODAY
 World’s leading manufacturer and marketer of major home appliances.
 Full line of major home appliances.
 Manufacturer: 12 countries.
 Revenue: $ 12 billion.
THE WHIRLPOOL VISION AND MISSION
‘EVERYHOME, EVERYWHERE WITH PRIDE, PASSION AND PERFORMANCE’
Our pervasive vision, “Every Home, everywhere, with pride, passion and performance”, rests on
the pillars of innovation, operational excellence, customer-centric approach and diversified
talent. These are embedded within our business goals, strategy, processes and work culture.
Be it our products that are the result of innovation and operational excellence to meet every need
of our consumers or the people behind these products that come from a wide spectrum of
backgrounds, everything we do features a distinct Whirlpool way.

WHIRLPOOL WENT THE GLOBAL WAY
Whirlpool strategy has been to remain focused on major home appliances but to expand into
markets not already served by Whirlpool. The goal has been world leadership in a rapidly
globalizing major appliances industry.
Before whirlpool began its expansion into Europe, a move that established the company as a
world leader in major home appliances, it undertook a global analysis of markets and
opportunities in home appliance industry. A conclusion was that the industry would, over time,
become global and a handful of companies would dominate the manufacturer and the sale of
home appliances. Whirlpool determined to lead that globalization process and be one of those
companies.
In 1980’s there was a major acquisition in Europe, joint ventures with companies in Mexico and
India and increased ownership in companies in Canada and Brazil. Throughout the early 90’s the
company continued its expansion in Latin America and Europe and a manufacturing and
marketing presence was established in Eastern Europe.
In Asia, Latin America, North America and Europe, in all the countries where it has presence
was established in Eastern Europe, Whirlpool seeks to set standards against which the global
major domestic appliance industry is measured. To that end the company vigorously pursues the
goal of its worldwide excellence system (WES).
Whirlpool’s strategy to shape and lead the emerging global home appliance industry is working
because the company consistently improves the quality of its products and services while
refining its understanding of customers and what they want from whirlpool.

Worldwide product line
Whirlpool worldwide product line are divided into three major categories they are
 Kitchen appliances,
 The laundry appliance
 Home appliances.
The kitchen appliances includes various models of cooking ranges, cook tops, built in ovens,
microwaves, hoods and vents, dispensers, refrigerators, freezers, icemakers, water coolers,
dishwashers, and disposers.
The company’s laundry products include washers, dryers, combos, and fabric fresheners, drying
cabinets, jetted sinks and ironing stations.
While its home appliances include air conditioners, dehumidifiers, air purifiers and water
treatment products like whole house prefilters, drinking water filter, water coolers and water
soften

Product Portfolio
Whirlpool is the most recognized brand in home appliance globally. Whirlpool’s world class
products are engineered to suit the requirements of “smart, confident and in-control” homemaker
who knows what she wants. The product range is designed in a way that it employs unique
technology and offers consumer relevant solutions.
WHIRLPOOL
OF INDIA
LIMITED

Refrigerators
Whirlpool refrigerators, trusted by homemakers across the globe come with:
 6th Sense™ cool system for superior cooling in the peak of summers
 Unique utility features to add that 'magic' to homemaking
 Range of storage capacity to suit the family needs
 Energy efficient technology for cooling retention during power cuts
 Sleek designs and contemporary styling

Washing Machine
Whirlpool, the pioneer in washing machine technology brings:
 Unique 6th Sense™ technology the next generation in fuzzy logic for Optimum water,
detergent and temperature levels based on wash load
 Stain wash : Brings together unique properties of Hot wash and 1-2 , 1-2 hand wash to
completely remove all common household stains
 Complete range from Semi-Automatic to Fully Automatic front loading machines to suit
the needs of the discerning homemaker

100% Dryers
Whirlpool with its leadership in fabric care solutions worldwide has incorporated in it product
portfolio a 100% dryer exclusively designed and developed to help cope with the Indian weather
conditions:
 The 100 percent dryer comes with a multiple drying programs.
 The best of European technology being brought to India for the first time
 The energy efficient machines comply with the stringent European safety standards

Air Conditioners
The Whirlpool Mastermind series of Air Conditioners, built to perfection and loaded with host of
unique features, the Mastermind series offers the best of technology, design and unbeatable built
quality to meet the cooling requirements at an unbelievably affordable cost.

Microwave Ovens
Whirlpool microwave ovens are designed to re-define ease, convenience and variety in cooking
with features that help make “Variety KHANA ROZAANA”

Purafresh RO Range
UPS
In addition to its existing product range, Whirlpool has come up with new addition in the range
of power accessories "Elantra" H-UPS. This H-UPS comes with a two year warranty. With
Elantra the customer gets the advantage of a host of features, international quality and an
exciting range to suit your needs.

NEW PRODUCT DEVELOPMENT
Innovation
At Whirlpool, everyone believes that innovative thinking comes from anyone and anywhere
within our company. That's why, in 1999, it launched a worldwide effort to install innovation as
a core competency throughout our organization. Since then, Whirlpool people worldwide have
participated in and contributed to innovation-related activities that have resulted in new ideas,
products and services that deliver real value to its consumers in ways never before seen in either
the company or the industry in general.
Innovation is Whirlpool Corporation's differentiating strategy. It provides the company with a
significant competitive advantage. Innovation also brings the company closer to its consumers
and enables it to meet their unmet needs.
Today, its innovation strategy is both a top-down and bottom-up initiative. Innovation is an
operational requirement with executive compensation explicitly tied to innovation revenue and
earnings. Comprehensive innovation training programs have resulted in certified "I-Mentors" and
"I-Consultants" whose roles are to make innovation a part of every employee's job. The
innovation pipeline from early opportunity identification through the stage-gate development
process and into the growth of ongoing businesses is explicitly tracked and reported on from
both product and brand perspectives in terms of projected value and actual results.
Specifically, Whirlpool defines innovation as how a new product or concept measures up against
the following three criteria:
 Is it a new and compelling solution from the consumer's point of view? - Measured in terms
of rate of growth.
 Can it be sustained in the competitive environment? - Measured in terms of sustainable
presence and pricing in the market.
 Can it deliver differentiated financial results that are substantially better than average?

Whirlpool has manufacturing facilities at three places: -
 Washing Machines Pondicherry, Chennai Started April’94
 DIRECT COOL Refrigerators Faridabad, Haryana Started Feb’95
 NO FROST Refrigerators. Ranjangaon, Pune Started March’98
The whirlpool products currently available in the Indian market include refrigerators, Air
conditioners washing machines and microwave ovens. The global no frost refrigeration plant in
Ranjangaon, Pune, manufactures no frost CFC free refrigerators. The product from this plant is
specifically designed for the Indian customer and are backed with latest world class technology
Whirlpool India's success story began in 1996, with the setting up of a 430,000-sq-ft plant at a
green field site in Ranjangaon, near Pune in the state of Maharashtra. In October 1997, its first no-
frost refrigerator rolled out of the Ranjangaon facility, and commercial production was underway
by February 1998. An investment of U.S. $80 million went into setting up a multi-technology
plant that today manufactures no-frost and direct cool refrigerators, washers, and air-conditioners.
Microwave ovens will begin rolling out of the facility in the not-too-distant future. To date, the
production value of the appliances made in the Ranjangaon facility amounts to $51 million.
The first manufacturing facility set up by Whirlpool in India was in Pondicherry. It was a
joint venture with the TVS group. The facility manufactures washing machine both semi
automatic and fully automatic. The company now plans to convert this unit into a fully export
oriented unit.
Whirlpool in Faridabad
On February 24th
1995, Whirlpool acquired controlling interest in Kelvinator of India,
traditionally the country’s largest manufacturer and marketer of refrigerators. With the
manufacturing base in Faridabad, Haryana, this association also yielded a network of over 3500
trade dealers. Whirlpool is now selling, the Whirlpool brand refrigerator, replacing the
Kelvinator brand name, with the later having reverted to Electrolux in the early 1997.

This plant is also known as Faridabad Refrigeration Operation (F.R.O.) was established in early
1960’s has product ion capacity of about 3000 refrigerators per day. The F.R.O. manufactures
only direct cool (D.C.) products in the range of 165L, 175L, 180L, 170 L, 215 L and 230L
category. Whirlpool FRO has recently become a completely NON-CFC. The FRO also exports
refrigerators in 27 countries throughout the world.
NPP Department
Presently, I am working as the trainee in New Profit Pool (NPP) department of Whirlpool of
India Limited, Faridabad. This department comes under the Product Development Centre (PDC)
of Whirlpool of India Limited. This department is divided into three sections. First one deals
with Air Conditioners, second one deals with Food Preparations and third one deals with Water
Purifiers. In NPP, all the above products are sourced as finish products.
Now days, I am doing training in Water Purifiers Department that further deals.
Block Diagram of the procedure of NPP

Product Development Steps
Step 1: IDEA GENERATION
The first step of new product development requires gathering ideas to be evaluated as potential
product options. For many companies idea generation is an ongoing process with
contributions from inside and outside the organization. Many market research techniques are
used to encourage ideas including: running focus groups with consumers, channel members, and
the company’s sales force; One important research technique used to generate ideas is
brainstorming where open-minded, creative thinkers from inside and outside the company gather
and share ideas. The dynamic nature of group members floating ideas, where one idea often
sparks another idea, can yield a wide range of possible products that can be further pursued.
Step 2: SCREENING
In Step 2 the ideas generated in Step 1 are critically evaluated by company personnel to isolate
the most attractive options. Depending on the number of ideas, screening may be done in rounds
with the first round involving company executives judging the feasibility of ideas while
successive rounds may utilize more advanced research techniques. As the ideas are whittled
down to a few attractive options, rough estimates are made of an idea’s potential in terms of sale
production costs, profit potential, and competitors’ response if the product is introduced.
Acceptable ideas move on to next step.

STAGES OF PRODUCT DEVELOPMENT

Step 3: CONCEPT DEVELOPMENT AND TESTING
With a few ideas in hand the marketer now attempts to obtain initial feedback from customers,
distributors and its own employees. Generally, focus groups are convened where the ideas are
presented to a group, often in the form of concept board presentations (i.e., storyboards) and not
in actual working form. For instance, customers may be shown a concept board displaying
drawings of a product idea or even an advertisement featuring the product. During focus groups
with customers the marketer seeks information that may include: likes and dislike of the concept;
level of interest in purchasing the product; frequency of purchase (used to help forecast demand);
and price points to determine how much customers are willing to spend to acquire the product.

Step 4: BUSINESS ANALYSIS
At this point in the new product development process the marketer has reduced a potentially
large number of ideas down to one or two options. Now in Step 4 the process becomes very
dependent on market research as efforts are made to analyze the viability of the product ideas.
The key objective at this stage is to obtain useful forecasts of market size (e.g., overall demand),
operational costs (e.g., production costs) and financial projections (e.g., sales and profits).
Step 5. PRODUCT AND MARKETING MIX DEVELOPMENT
Ideas passing through business analysis are given serious consideration for development.
Companies direct their research and development teams to construct an initial design or
prototype of the idea. Marketers also begin to construct a marketing plan for the product. Once
the prototype is ready the marketer seeks customer input. However, unlike the concept testing
stage where customers were only exposed to the idea, in this step the customer gets to experience
the real product as well as other aspects of the marketing mix, such as advertising, pricing, and
distribution options (e.g., retail store, direct from company, etc.). Favorable customer reaction
helps solidify the marketer’s decision to introduce the product.
Step 6. MARKET TESTING
Products surviving to Step 6 are ready to be tested as real products. In some cases the marketer
accepts what was learned from concept testing and skips over market testing to launch the idea as
a fully marketed product. But other companies may seek more input from a larger group before
moving to commercialization. The most common type of market testing makes the product
available to a selective small segment of the target market (e.g., one city), which is exposed to
the full marketing effort as they would be to any product they could purchase. In more controlled
test markets distributors may be paid a fee if they agree to place the product on their shelves to
allow for testing. Another form of market testing found with consumer products is even more
controlled with customers recruited to a “laboratory” store where they are given shopping
instructions. Product interest can then be measured based on customer’s shopping response.

Step 7: COMMERCIALIZATION
If market testing displays promising results the product is ready to be introduced to a wider
market. Some firms introduce or roll-out the product in waves with parts of the market receiving
the product on different schedules. This allows the company to ramp up production in a more
controlled way and to fine tune the marketing mix as the product is distributed to new areas.
PLANT DESCRIPTION
The whole plant is broadly classified into six major parts, which are
 PRESS SHOP
 PAINT SHOP
 EXTRUSION
 VACCUM FORMING
 FOAMING
 EVAPORATOR SECTION
 ASSEMBLY LINES
Press Shop
In the press shop the refrigerator door and cabin are made
C.R.C.A. Steel Cold Rolled Close Annealed Steel sheet cut to the desired size as per model
and is fed into the Carriage Unit. Rolled conveyer, on Carriage Unit shapes the sheet the roll
forming of sheet is done to get the desired thickness. The thickness of door panel is 0.42 mm.
that of back panel and cabinet is 0.38 mm and for deck, the thickness of sheet is 0.25 mm.
After this sheet is send to Notching and Punching (N/P) unit, where holes are punched into the
sheet. The next operation is roller edge bending. Here the edges of the sheets are bent into U-
shapes, where the liners are later inserted.
The next step is the roller End Bending. Here the ends of the sheet are bended by 90 deg. Next
sheet is folded in the Folding Fixture by the application of Hydraulic Pressure. In the press shop

there are two carriage units, each is followed by an N/P, Edge/end bending and sheet folding
fixture
Next, the folded sheets are sent for various spot welding operations. First, the Back Panel is
welded with the cabin. Then the bottom (deck) is welded. The bottom panel is curved in shape
and has space for the compressor to fit in. Doors are also made here in the Press Shop. Next
operation is of removing sharp edges at the corners cabin and doors are loaded on overhead
conveyer and then are passed on to the Paint Shop for further processing. Apart from these basic
operations, there are some separate units for welding of various reinforcements used in the
cabinet.
Machines and equipments
 Power press
 Brake press
 TIG welding equipment
 Spot welding equipment
 Roll former
 Shearing press
 Hand grinding wheel

PRESS SHOP
PAINT SHOP

The Cabinet/Door from the Press Shop is hanged on the overhead conveyor line, manually. The
locking system is deactivated so that the cabin is free to rotate. Then the cabin is rinsed in soap
solution to free all the dirt. Prior to this, the cabin is also soaked in a solution to free all the
grease on the surfaces. This is known as Degreasing.
The next step is Activation, where the cabin/Door is kept in a medium, which allows the
exothermic reaction to take place. After this the cabinet/door is coated with Zinc Phosphate, so
that the pain sticks to the surface nicely. This process is called Phosphating. After Phosphating
the surface which results is very rough and irregular. This is smoothened in the Passivation
stage. Next, the cabin/door is dried properly.
Now, the cabin/door is ready for the actual paining. First, the interior areas of the cabin/door are
painted manually by the painter. This is done because during the process of paining by the
electrostatic gun the interior areas are generally left out.
Next, the cabin/door goes through the process of electrostatic paining where the sides and the top
surface of the cabin or the from side of the door is painted by the electrostatic guns, which are
three in no. Two to paint the sides and one at the bottom to paint the top surface of the cabin.
The painted obtained in this process does not have a proper finishing. So, the cabin/door is
now sent to the curing oven where it is heated to specified temperature, to obtain a shine on
the surfaces. After this process, there is an Inspection process and the passed components are
sent for the foaming process.
Machines and equipments available
 Spray phosphating line
 Baking oven for spray phosphated components
 Powder coating plant
 Baking oven for powder coating plant
 Dip type phosphating plant
 Baking oven for liquid paint line
 Single platform type liquid spray painting

Extrusion Plant
In this plant liner for cabinet and door is made. This section is completely automated and
negligible material handling. Constituents of liner are 1.6% master batch for giving the desired
colour, 61.4% HIP which is the main constituent of the liner, 2% 585K is for giving gloss to the
liner and 35% regrind is used which is the obtained from grinding the scrap. This is used for cost
saving. This can be used again and again for not more than six to seven times.
All the materials are put in their respective chambers.585K is heated at a temperature of about
200 to 240 degree centigrade and HIP is heated at temperature of 180 to 225 degrees centigrade.
All the materials are then mixed and heated to a definite temperature through a series of heaters,
which makes the material in a semi solid form
Then this mixture is extruded into a continuous sheet. The thickness of the sheet can be
controlled by adjusting the spacing between the extruding rollers. Then automatic cutting is done
to specified length and breadth by making the adjustments in the cutter. Liner comes out from
the oven in the form of long sheets and at the final stage they are cut to desired length. From
here, the liners are shifted to vacuum forming unit.
In the extrusion plant, the sheet for cabinet and door liner is prepared from: -
 HIPS (High Impact Polystyrene)
 Master batch
 585 provide gloss
 Regrind
Vacuum Forming Shop
In vacuum forming, the inner liners of the refrigerator (of both shell and door) are formed.
The following cycle takes place on the machine named ROTAFAST.
The white material visible in the picture is the shell liner being cooled by air pipes directing
cool air on to it. The Rota fast machine is provided with two heaters that make possible the multi-
stage heating of the HIP sheet. Material of the plastic sheet is HIPS for High Impact Polystyrene.

Reason for Two Stages Heating
In case of one stage heating, the other molecules in the sheet can get heated to such a high
temperature that the plastic may melt and drop down on heater. Actually here the temperature of
the entire thickness of sheet is non-uniform. To make the temperature at 120deg.Celsius, the
outer temperature, may go well above 140 deg. Celsius. Therefore, a two stage heating (in Rota
fast) is done. Here, after preheating, the sheet cools down a little bit (because the hot outer
molecules give heat to cooler inner molecules) and then in final heating, the entire sheet attains
almost uniform temperature of 120 degree Celsius. Rigo, a much more advanced and fully
automatic machine uses three stages heating.

Foaming Section
 The first stage is to unload the painted shells or cabinets from the overhead conveyer line,
which is done manually. Next, the shells are sent for Pre-Foaming. Here among other things
the liner and the Anti-Moisture Tube (A.M.T.) are fitted into the shell
 Next, the shell is heated in the oven to a specified temperature to start the chemical reaction
of foaming. After this the shell is loaded into the Foaming Plugs, 18 in no. Here a mixture of
isocyanides and Polyol are added in between the liner and cabin. The foam expands and
covers all the space in between. After this the shell is unloaded, cleaned and inspected. The
shells, which are O.K, are sent to the assembly line.
 Doors are also foamed in the similar manner in Door Drum. Here after addition of
Isocyanides and Polyol, the door liner is placed over the door shell. The foamed doors are
then unloaded, inspected and sent to the assembly line.
Evaporator Section
Various Processes in Evaporator Section
In the evaporator section, the freezer assemblies are made.
The freezer assembly comprises of-

THE SERPENTINE COIL- Processes included in it are tube cutting, deburring, flaring, dot
punching, bending and argon welding.
THE EVAPORATOR BODY-Processes included are cutting aluminium to size, all chroming, clear
coating, dehydration, clinching, folding and riveting the compliments.
THE SUCTION LINE ASSEMBLY-Processes included are copper tube shaping, vapours
degreasing, putting of sleeve with the capillary tube, and heating of suction line assembly in
oven.
THE SOUND DEADENER ASSEMBLY-Processes included are sound deadener formation,
degreasing, butt-welding of sound deadener, butt-welding of suction line, and leak testing and
inserting sleeve on butt-welded joints.
The company is implementing Roll Bond evaporators, which gives much better performance than
clinched evaporators do.
The company is implementing Roll Bond type of evaporators, which is the latest in this field.
Assembly Line
There are three assembly lines. All the assembly line are highly automated and they various models
are produced in the line interchangeable

Various Processes in Assembly Line
 Thermostat fixing
 Bulb, Bottom hinge, Rear Fixing
 Angle tray fixing
 Top hinge fixing
 COMPRESSOR AND CLAMPS FOR CONDENSER FIXING
 FREEZING FIXING
 DOOR FIXING
 CONDENSER FIXING
 AMT CONNECTION, THERMOSTAT KNOB FIXING
 BRAZING OF SEALED SYSTEM, FREEZER DOOR FIXING, RELAY FIXING
 COMPRESSOR EARTHING, DOOR HANDLE FIXING
 VACUUMISATION.
 GAS AND OIL CHARGING
 SEALING OF THE CHARGING LINE
 INSPECTION IN TEST LOOP BY CONNECTING TO THE MAINS SUPPLY

 CABINET AND DOOR CLEANING
 CRISPER TRAY AND SHELVES FIXING
 OUTSIDE CLEANING
 PLASTIC PARTS FIXING
 FINAL INSPECTION
 BAR CODING AND PACKING
Vaccumization is the process where nine vacuum pumps are employed to create complete
vacuum in the compressor
Gas and oil charging is the process by which Galileo machines are used to charge the
compressor with R144 gas and oil.

PROJECT NO. 1
FOOD PROCESSING GRINDERS BENCHMARKING AND DESIGN INNOVATION
PROJECT HEAD
Mr. N Krishna

BRIEF SUMMARY OF GRINDERS:
A grinder is a kitchen and laboratory appliance used to mix, puree, or emulsify food and other
substances. A stationary blender consists of a blender jar with blade at the bottom, rotated by a
motor in the base. The newer immersion blender configuration has a motor on top connected by a
shaft to a blade at the bottom, which can be used with any container.
The blending container can be made of glass, plastic, stainless steel, or porcelain, and often
has graduated markings for approximate measuring purposes. In cases where the blades are
removable, the container should have an o-ring or gasket between the body of the container and
the base to seal the container and prevent the contents from leaking. The blending container is
generally shaped in a way that encourages material to circulate through the blades, rather than
simply spinning around.
The container rests upon a base that contains a motor for turning the blade assembly and has
controls on its surface. Most modern blenders offer a number of possible speeds. Low-powered
blenders require the addition of some liquid to operate correctly. In these blenders, the liquid
helps move the solids around the jar, bringing them in contact with the blades. The blades create
a whirlpool effect which moves solids from top to bottom, ensuring even contact with the blade.
This creates a homogeneous mixture. High-powered blenders are capable of milling grains and
crushing ice without such assistance.
Some of the functions of blenders have been taken over by food processors. In particular, thicker
mixtures such as mayonnaise and hummus are conveniently made in food processors.

GRINDER MECHANICS:
The individual, and often replaceable, components of a blender are pretty basic and consist of the
following:
1. Housing
2. Blade
3. Jar
4. Gasket or seal ring
5. Jar base or jar nut
6. Lid
The base of the blender is the housing, which contains a high-speed, fan-
cooled electric motor as well as the speed controls. The hefty weight of the housing keeps the
blender on the counter during blending. In some models, the blade is permanently attached to the
housing, but in most cases, the blade, gasket and jar base are all separate pieces that fit together
and attach to the jar. The blade sits inside the gasket, which prevents leakage. These two parts fit
snugly into the jar base, which screws onto the jar.
The assembled jar snaps onto a coupler, also known as a clutch or a serrated drive, depending on
the manufacturer, which protrudes from the housing and attaches to the blade. The coupler
connects to the motor, and this is the device that controls the movement and speed of the blender.
The lid forms an airtight seal on the jar -- prepare to wipe down your walls, counter and floor if
you forget the lid on a full blender. The lid usually has a removable piece called a fill cap, which
allows you to add ingredients without stopping the blender. In some models, this piece serves a
dual purpose as a measuring cup.
The blades of a blender are constructed of stainless steel for durability and maximum sharpness.
Most configurations consist of four blades arranged in multiple planes and set at different angles.
This results in more contact between the food and the blades. The shape of the jar plays a part in
the blender's efficiency, too -- tapered jars, the most effective shape, funnel food down into the
blades.

In order to start blending a food item
along with certain ingredients, you
push a button to start the blender,
and the motor begins to turn the
blades.
The circular whirring motion creates a vortex, defined as a spiral movement in a fluid. In the
blender, the fluid includes both liquid ingredients and air. The vortex causes a vacuum at the
center of the jar, which pulls the food to be blended towards the middle, much like a tornado.
Unlike a tornado, though, a blender jar contains the vortex.
As the food item combines with the other ingredients and begins to liquefy, the liquid follows the
blade in a whirling motion around the container, forming a well near its center. The well in the
center of a blender's vortex is shallow, so it displaces the blender's contents as they're drawn
toward the axis at the center of the blade. The whirling motion and lack of space below the
blades forces the liquefied food up and out the sides. This circular pattern continues, whipping
air into the contents, which helps mix the ingredients more quickly, until you stop the blender.

TYPES OF BLENDERS:
In their vast number of makes, models and options, the main features that differentiate one
blender from another are motor speed, controls and design. Manufacturers typically indicate
blender motor speed in watts and occasionally in horsepower -- 1 horsepower equals 746 watts.
The majority of household models fall within 500 to 750 watts, though options range from 300 to
as high as 1,500 watts.
The wattage number displayed by the manufacturer measures the power consumed by the
blender motor. But the power generated by the motor is what dictates performance. You want
enough initial torque -- the force that causes rotation around a central point -- to keep the motor
from straining when it meets resistance. Blender controls are another differentiating factor from
one model to another. While experts say that a three-speed (low, medium, high) blender will do
everything you need it to, a good number of blenders offer seven or more speeds, helping you
choose whether you need to chop, puree or liquefy. Some even expand beyond functions,
suggesting speeds for juices, sauces or milkshakes.
Beyond wattage and controls, the feature that often distinguishes one blender model from
another is the jar. Blender jars come in three materials -- glass, polycarbonate and stainless steel.
Which one to use largely depends on personal preferences. Glass jars are more prone to
breakage, but their weight gives them more stability. They're also scratch-resistant and less likely
to retain odors. Polycarbonate jars are lighter and won't shatter if dropped on the floor, but they
are prone to scratching and can end up smelling like their contents. Stainless steel is sleek and
modern, which makes it aesthetically pleasing, but you can't see inside, so you have to stop the
blender to see if everything's liquefied. In addition, glass and plastic usually have markings you
can use to measure ingredients directly into the jar, but stainless doesn't.

AIM:
Benchmarking of grinders from competition in the market
OBJECTIVE:
The objectives of this product were:
 To determine what and where improvements are called for
 To analyze how other organizations achieve their high performance targets
 To use this information for development of our own product
NEED FOR THIS PROJECT:
Whirlpool of India ltd. is launching its first ever range of food processing grinders into the
market. Since this is our first time developing this product, we require knowledge as to what
customers are we targeting and how do our competition companies meet the demands of these
customers. A market survey conducted by our team suggested that amongst all the companies
manufacturing and marketing this product, the grinders manufactured by Morphy Richards and
Phillips have a relatively well established market. So now, our prime objective was to acquire
these products and run a series of tests on them so as to benchmark certain specifications of each
of them which aid them in meeting their high performance standards, and to use this information
to develop our own product efficiently so as to be at par with these appliances, that have already
been readily accepted in the market.
METHODOLOGY:
Now the question arises how to proceed with this project?
Acting on this, I had many discussions and brain storming sessions with my seniors. Gathering
information from the internet as well as from the Whirlpool Testing Portal, we strategized a plan
for running 4 tests which would significantly broaden our learning on this matter.

The 4 major factors influencing a grinder performance are:
 Blade Material
 Power Consumption
 Noise Produced
 RPM of Motor

NOISE TEST
OBJECTIVE:
To record and analyze the Noise produced by the test grinder for varying loads
REQUIREMENTS:
MORPHY RICHARDS 600 W and PHILIPS [500 W and 600W]
MOTORS: 550W, 650W and 750W
DB meter [PDC DEPARTMENT]
Loads: Chutney Jar [minimum load]
Wet Jar [medium load]
Dry Jar [maximum load]
The Readings associated with this test cannot be shared due to confidentiality of the data

GRAPHICAL REPRESENTATION OF THE DATA:
66
68
70
72
74
76
78
80
82
84
86
SPEED 1 SPEED 2 SPEED 3
Noise(indb)
WITHOUT JAR
PHILIPS 500W
PHILIPS 600W
MOR RIC 550W
MOR RIC 600W
MOR RIC 650W
MOR RIC 750W
68
70
72
74
76
78
80
82
84
86
88
Noise(indb)
SMALL JAR
PHILIPS 500W
PHILIPS 600W
MOR RIC 550W
MOR RIC 600W
MOR RIC 650W
MOR RIC 750W

70
72
74
76
78
80
82
84
86
88
Noise(indb) MEDIUM JAR
PHILIPS 500W
PHILIPS 600W
MOR RIC 550W
MOR RIC 600W
MOR RIC 650W
MOR RIC 750W
72
74
76
78
80
82
84
86
88
Noise(indb)
LARGE JAR
PHILIPS 500W
PHILIPS 600W
MOR RIC 550W
MOR RIC 600W
MOR RIC 650W
MOR RIC 750W

CONCLUSIONS:
 Philips 600 W Model is ideal in terms of minimum noise produced.
 Therefore, the Philips 600 W Model should be benchmarked in account of Noise
considerations.

POWER TEST
OBJECTIVE:
To note the power consumption of each grinder under varying load conditions
REQUIREMENTS:
 MORPHY RICHARDS 600W grinder
 PHILIPS 500W grinder
 MOTOR OF POWER – 550W , 650W and 750W
 POWER MEASURING SOURCE – [NPP-AC LAB]
TEST CYCLE NO. 1:
This test has been performed on the 600W PHILLIPS and 600W MORPHY RICHARDS GRINDER in
order to analyze the variation in power consumption between the 2 appliances having same
motor rating.
Given below are the graphs associated with the test.

105
110
115
120
125
130
135
140
145
230 V 230 V 230 V
POWER
0
50
100
150
200
250
300
230 V 230 V 230 V
POWER
135
140
145
150
155
160
165
170
175
230 V 230 V 230 V
POWER
0
50
100
150
200
250
300
230 V 230 V 230 V
POWER
PHILLIPS 600W MOR RIC 600W
WITHOUT LOAD
SMALL JAR (minimum load)

151
152
153
154
155
156
157
158
159
160
230 V 230 V 230 V
POWER
0
50
100
150
200
250
300
230 V 230 V 230 VPOWER
130
135
140
145
150
155
230 V 230 V 230 V
POWER
0
50
100
150
200
250
300
230 V 230 V 230 V
POWER
MEDIUM JAR (median load)
LARGE JAR (maximum load)

CONCLUSIONS:
 The Power Consumption of the grinders increase with increasing load
 The rate of power Consumption for different Speeds is nearly Constant for all conditions
of loading
 In terms of Power Consumption, PHILIPS 600W grinder is the ideal product.
TEST CYCLE NO. 2:
This test has been performed by replacing the original motor (600W) of the MORPHY RICHARDS
grinder and replacing it with a 550W, 650W and 750W motor respectively in order to
understand the variation in power consumption brought about by the change in Motor rating
for the same appliance.
0
50
100
150
200
250
300
350
W/O JAR SMALL JAR MEDIUM JAR LARGE JAR
POWER
MORPHY RICHARDS 550W MOTOR

0
50
100
150
200
250
300
350
POWER
0
50
100
150
200
250
300
350
POWER

CONCLUSIONS:
 The Power Consumption of the grinders increases with increasing load
 The rate of power Consumption for different Speeds is nearly constant for all conditions
of loading.
 The power Consumption is MAXIMUM in case of the 750 W motor but the grinder is
unstable in terms of vibrations for this case.

RPM TEST
OBJECTIVE:
To record and analyze RPM of the test grinder at varying speeds
REQUIREMENTS:
MORPHY RICHARDS 600 W and PHILIPS [500 W and 600W]
MOTORS: 550 W, 650W and 750 W
The following are the readings and graphs associated with the test:
14000
15000
16000
17000
18000
19000
20000
21000
22000
RPM
RPM TEST
PHILIPS 500W
PHILIPS 600W
MOR RIC 550W
MOR RIC 600W
MOR RIC 650W
MOR RIC 750W

CONCLUSIONS:
 While studying the original 3 Products, without presence of any external Motor, it is
observed that the PHILIPS 600W grinder has the lowest RPM whereas the MORPHY
RICHARDS 600W grinder has the highest RPM. Thus for an equivalent power rating of
600W, the MORPHY RICHARDS grinder offers a larger RPM and thus should be
Benchmarked in account of RPM considerations.
 The external motors 550W,650W and 750W show an approximately similar increase in
RPM with increase in the Power Rating of the motor

OPERATIONAL TEST
REQUIREMENTS
 Freshly roasted Coffee seeds corresponding to the grading ‘Light Roast’ of IS : 3077-
1972
 Mixer Grinder to be tested
TEST PROCEDURE:
 The weight of seeds in grams shall be 40% of the rated Capacity in mililitres of the
grinding bowl of the machine under test.
 The seeds shall be ground for a operational time of 3 minutes or less and the total time
including periods of rest shall not exceed 5 minutes.
 If required, the material adhering to the sides and cover may be scrapped and loosened
with a spoon, once during the test, when the machine is at rest.
 At the end of the test the material shall be removed and weighed.
The result of grinding shall be assessed by sieving successively through the following Indian
Standard Sieves:
710,500 and 355 microns
CALCULATIONS:
 Material retained on each of the first two sieves shall not be more than 20% of the weight
obtained at the end of the test
 The material passing through the third sieve shall not be less than 30% of the same
weight

OBSERVATIONS:
TEST SPEED SIEVE
Starting
Weight(gm)
WEIGHT
through
the
Sieve(gm)
Left Out
Weight(gm)
ERROR
ANALYSIS
PHILIPS
600W
SPEED 1
710
50
30.94 19.1 38.12
500 20.66 10.3 20.56
355 9.56 11.1 19.12
SPEED 2
710
50
34.58 15.4 30.84
500 26.83 7.75 15.5
355 17.14 9.69 34.28
SPEED 3
710
50
35.3 14.7 29.4
500 32.9 2.4 4.8
355 6.02 26.9 12.04
PHILIPS
500W
SPEED 1
710
50
36.74 13.3 26.52
500 34.71 2.03 4.06
355 6.39 28.3 12.78
SPEED 2
710
50
35.62 14.4 28.76
500 28.12 7.5 15
355 16.84 11.3 33.68
SPEED 3
710
50
36.5 13.5 27
500 33.05 3.45 6.9
355 5.41 27.6 10.82
NOTE: THE MISSING DATA AND CONCLUSIONS CANNOT BE SHOWN DUE TO
CONFIDENTIALITY CONCERNS

DATA SIMLULATION
After conducting the tests, the next step was to run a DOE keeping in mind all the formulating
factors and then understanding their interdependence on each other.
NEED FOR THIS ACTION:
Once the tests for the components governing the major factors of grinding efficiency were done,
it is essential to co-relate these factors to each other. This is to determine which, amongst the 4
factors, has the greatest/highest magnitude of influence on the machine’s performance so that it
can be set at the utmost priority while further designing our product.
METHODOLOGY:
 Constructing a DOE plan to note down the readings.
 Collaboration of apparatus and test setups of the experiments.
 Using ISI Standards for food processing blenders as our cririteria for conclusions
TERMS USED:
y1 Weight through 1st Seive
y2 Weight through 2nd Seive
y3 Weight through 3rd Seive
y4 (Calc) y1 / x2 % Shall be < 20%
Factors -1 +1
x1 Motor Wattage 550W 750W
x2 Loading Qty 126g 336g
x3 Grinding Speed 1 3
x4 Input Voltage 180 260
x5
Coffee Bean
Type
Café Coffee
Day Star Bucks
x6 Grinding Time 1 min 3 min

y5 (Calc) y2 / x2 % Shall be < 20%
y6 (Calc) y3 / x2 % Shall be > 30%
y7 Noise in dB
y8 Power in Watts
OBSERVATIONS:
Run
Orde
r
Treat
ment
FACTORS
y1 y2
y
3
y
4
y
5
y
6
y7 y8Motor
wattage
Loadi
ng qty
Grindin
g speed
Input
Voltag
e
Coffee
bean
type
Grindi
ng time
1 -1 -1 -1 -1 1 -1
1 2
-1 -1 -1 1 -1 1
11
7
95
.2
4.
7
- - -
85
.9
6
31
3.
2
2 3
-1 -1 1 -1 -1 1
11
4.
8
93 1 - - -
86
.6
27
1
4 -1 -1 1 1 1 -1 - - -
3 5
-1 1 -1 -1 -1 1
25
8.
8
19
1.
8
1.
2
- - -
86
.8
32
5.
6
6 -1 1 -1 1 1 -1 - - -
7 -1 1 1 -1 1 -1 - - -
4 8
-1 1 1 1 -1 1
29
6.
2
23
0
2.
3
- - -
85
.5
3
47
5.
7
5 9
1 -1 -1 -1 -1 -1
11
3.
8
71
.2
1
0.
2 - - - 86
25
7.
8
10 1 -1 -1 1 1 1 - - -
11 1 -1 1 -1 1 1 - - -
6 12
1 -1 1 1 -1 -1
11
9.
88
.4
1
0. - - - 86
43
8.

1 8 3
13 1 1 -1 -1 1 1 - - -
7 14
1 1 -1 1 -1 -1
20
1.
2
12
0
4.
8 - - - 86
57
5.
1
8 15
1 1 1 -1 -1 -1
29
4.
4
17
2
3.
7 - - - 86
37
1.
4
16 1 1 1 1 1 1
NOTE: THE MISSING DATA AND CONCLUSIONS CANNOT BE SHOWN DUE TO
CONFIDENTIALITY CONCERNS

PROJECT 1[B]: DESIGN INNOVATION
Our company aims to design a food appliance grinder that is at par with our competition in the market in
terms of design and innovation.
My contribution to this was related to design study and innovation.
The conventional mixer-grinders available in the market have a uni-body base frame upon which the
blending jar is attached. The main disadvantage of this type of structure is that it is not easy to clean the
body of the blender after usage.
Due to the restriction of a uni-body frame, a normal user finds it difficult to clean the machine parts
thoroughly which may get dirty during operation.
To aid the customer for this, I devised an Idea for an unconventional
This system has an anti-locking system that allows body to be disassembled into 2 components as shown.
This aids the customer in the cleaning process.
Figure: Solid View Figure: Section View
Figure: Side View of
locking system

This is the Adaptor of the blender body. It has an anti-locking system whose detailed explanation
has been shown bellow. The dimensional explanation of the design cannot be shown due to
confidentiality concerns.
The locking system of the appliance
consists of 2 ways locking i.e. base
locking and side locking. The base
locking system attaches the main body
of the appliance with this adaptor
whereas the side locking system
connects the adaptor to the motor
mounting frame / center frame.
Figure: Adaptor body
Figure: side locking system Figure: base locking system

LOCKING MECHANISM
Side locking system illustration
The Adaptor slides over on the main body frame and locks itself on it as shown in the figure
above.
The semi-circular profile on the adaptor key slides on the triangular component on the main body
frame and produces a cliuck sound that gives a feedback to the customer that the adaptor and
main body frame have now been attached successfully.
Figure: Adaptor
Figure: Main Body frame showing locking direction
Figure: Key with semi-circular profile on its inner surface
on the adaptor
Figure: Depression on main body frame to fit the key from
adaptor

Base locking system illustration
Figure: Extruded portion on the motor mounting frame that
locks on to the cavity in the main body frame
Figure: Cavity on the main body frame

PROJECT NO. 2
INDUCTION COOK-TOP FIELD FAILURE ANALYSIS
PROJECT HEAD
Mr. N Krishna

INTRODUCTION
An induction cooker transfers electrical energy by induction from a coil of wire into a metal
vessel that must be ferromagnetic. The coil is mounted under the cooking surface, and a
large alternating current is passed through it. The current creates a dynamic magnetic field. When
an electrically conductive pot is brought close to the cooking surface, the magnetic field
induces eddy currents in the pot. The eddy currents flow through the electrical resistance of the
pot to produce heat; the pot then in turn heats its contents by heat conduction.
Figure: inside view of an induction cooker: the large copper coil forms the magnetic field, a
cooling fan is visible below it, and power supply and line filter surround the coil
Whirlpool of India ltd has a well established market for its Induction cook top appliances. It has
recently launched its new product NX-20D2 into the market.

Fig: A few products from the Whirlpool Induction Cook Top Range
However, there were certain issues regarding its working.
Customers, who had purchased this product, had registered a complaint stating that the machine
was not performing up to the mark. The most prominent complaint was that the machine would
stop working after 5 minutes of its first run and would not work at all after that. To get a clear
understanding of this issue, our team held field visits to the houses of the customers in the NCR
region who had registered the complaint.
We took a similar appliance to their homes and tested them over there. The voltage supply at
these homes was ranging from 210Volts to 225Volts at the time of testing.
After conducting a few field visits, we came to the conclusion that the complaint of the
customers was valid and so the failed products were brought to the Factory for further testing and
processing.

FIELD FAILURE CAUSE
THEORY 1: Voltage Supply Fluctuation
Our Whirlpool team at Ranjangaon , Pune had meanwhile conducted a survey across the city to
note the range of variation in Voltage Supply in a normal household .
The results from this data concluded that the voltage in houses ranges from 210-300 Volts.
The upper limit of this voltage range was very unpleasing and so the first theory of Failure of the
appliance that we formulated was that our PCB design was not equipped to perform under
conditions of fluctuating High and Low voltage.
Thus, a setup was created through which the appliance could be made to run under a voltage
ranging from 160Volts up to 290Volts.
This test was first carried out at the lowest achievable voltage, i.e. 160Volts, and then, at the
highest achievable voltage, i.e. 290Volts for a time duration of 3 hours each.
This Theory, however, proved incorrect as the Appliance did not fail at all in the test.
THEORY 2: Nature of the Vessel Used
The next theory that we postulated was that the nature of the vessel used might have an influence
on the working of the Induction cook top.
Even though clearly specified in our User Manual, the normal customer tends to neglect the
information regarding the type of vessel that can be used on the induction cook top.
Vessels can be broadly classified into 2 major categories i.e. Magnetic and Non – Magnetic
vessels. In context to Induction cooking, however, a Magnetic vessel should always be preferred.
The cooking vessel made of magnetic material such as stainless steel or Iron has
increased magnetic permeability. This decreases the skin depth, concentrating the current near the
surface of the metal, and so the electrical resistance is further increased. Some energy will be
dissipated wastefully by the current flowing through the resistance of the coil. To reduce the skin

effect and consequent heat generation in the coil, it is made from litz wire, which is a bundle of
many smaller insulated wires in parallel. The coil has many turns, while the bottom of the pot
effectively forms a single shorted turn.
This forms a transformer that steps down the voltage and steps up the current. In turn, most of the
energy becomes heat in the high-resistance steel, while the driving coil stays cool. On the other
hand, Non - Magnetic vessels, being bad heat conductors, will not get heated as efficiently as
Magnetic vessels and so are less preferred.
We now ran another test, in which we created a Setup having 2 NX20D-2 Machines, both of
which were made to run continuously for 3 hours. On one, a Magnetic vessel, and on the other, a
non- magnetic vessel filled with water up to its brim, was placed.
OBSERVATIONS:
 The water in the magnetic vessel got heated up at a much faster rate in comparison to the
non-magnetic vessel.
 The machine carrying the non- magnetic utensil started to show E0 error after 15 minutes
of its running. E0 error is an error displayed on the user interface when the cook top has
been switched on without any vessel being placed on it.
CONCLUSION:
 The observations of the above test concluded that the PCB of the induction cooker had a
fault in its sensing system that was unable to sense the Non – magnetic utensil placed on
the cook top.

THEORY 3: Fault in PCB Design
Though our theory number 2 did leave us with some clarity about the reason of failure of the
Product in household implying to use of non-magnetic vessels , it did not give us a clear
understanding as to why our machine was failing within 5 minutes of its initial run. So we
postulated a new theory stating that there may be a problem with the PCB design of our
appliance.
Thus, our product development team developed a new and improved PCB Design.
The next step in the process was to test the machine with the new PCB and so a DOE system was
generated to expand our learning on the matter.

DOE OF THE OLD AND NEW PCB DESIGN
Pattern CY1 CY2 CY3 L2 IGBT Voltage Utensil
−−−−−−− -1 -1 -1 -1 -1 -1 -1
−−−++++ -1 -1 -1 1 1 1 1
−−+−++− -1 -1 1 -1 1 1 -1
−−++−−+ -1 -1 1 1 -1 -1 1
−+−−+−+ -1 1 -1 -1 1 -1 1
−+−+−+− -1 1 -1 1 -1 1 -1
−++−−++ -1 1 1 -1 -1 1 1
−++++−− -1 1 1 1 1 -1 -1
+−−−−++ 1 -1 -1 -1 -1 1 1
+−−++−− 1 -1 -1 1 1 -1 -1
+−+−+−+ 1 -1 1 -1 1 -1 1
+−++−+− 1 -1 1 1 -1 1 -1
++−−++− 1 1 -1 -1 1 1 -1
++−+−−+ 1 1 -1 1 -1 -1 1
+++−−−− 1 1 1 -1 -1 -1 -1
+++++++ 1 1 1 1 1 1 1
FORMULATING FACTORS
Factor -1 +1
CY1 0.1μ 2μ
CY2 0.27μ 0.33μ
CY3 Small Pac Big Pac
L2 20mm 30mm
IGBT 15A 20A
Voltage 180V 270V

After running the tests based on this theory, we came to the conclusion that the major problem in
our Induction Cookers was with the PCB design and so the new design had been sent to the
supplier and brought into production shortly. Due to confidentiality clauses, the data related to
this theory cannot be shared.

PROJECT NO. 3
MANUFACTURING AND FIELD LEVEL DEFECTS IN AIR CONDITIONING UNITS
PROJECT HEAD
Mr. N Krishna

INTRODUCTION
This project involves my detailed survey and analysis into the defects occurring in our Air
conditioning units. The 2 broad categories into which the various defects can be grouped into
are:
 Manufacturing Level Defects
 Field Level Defects
Fig: Types of defect and survey methodology
Following this, is a detailed study and analytic report of all my finding associated with the
project.
DEFECT
MANUFACTURING DEFECT FIELD DEFECT
These are the defects arising
at the stage of manufacturing
and are detected at the
Customer acceptance Lab in
the manufacturing line
These are the defects arising
after the product has been
purchased by the customer.
These type of defects are
detected by the customer
COLLECTION AND ANALYSIS
OF DATA FROM AMBER
PLANT, DEHRADUN
METHOD OF SURVEY
COLLECTION OF DATA
THROUGH CALL AUDITTING
SYSTEM

MANUFACTURING LEVEL DEFECTS
NEED OF THE PROJECT:
As of now, Whirlpool of India ltd does not have its own Air Conditioner Manufacturing Unit
setup in India. Instead, it gets its machines manufactured from companies which already have
their manufacturing unit’s setup in the country, by giving them their designs requirements,
specifications and other relevant data to aid the company to manufacture the machines according
to the standards set by WOIL. Whirlpool of India ltd, Faridabad, has a bond with 2 such
manufacturers, namely Lyyod and Amber.
Initially, I began collecting data from the Amber Plant in Dehradun in the form of Check sheets
maintained in their production line. The next step was to study these check sheets and to
summarize all the data obtained from it so as to get a clear understanding into the defects arising
in the manufacturing line. I created monthly reports of the same and developed a monthly
counter measure system to suggest and implement action plans in accordance to the most
prominent defect arising in that particular month.
The time duration of this project was 2 months which were dedicated to a full-fledged collection
of data and implementation of measures to eliminate the major defects arising during
manufacturing of the product.
JANUARY 2014
I started this project from 10th
January 2014 Onwards. My first objective was to highlight the
TOP 5 Defects arising in the production line for the month of January.

DEFECTS ANALYSIS:
Fig: Defects and Top 5 Defects contribution
PARETO CHART ANALYSIS: TOP 5 DEFECTS
Fig: Pareto graph showing occurrence of top 5 defects
53
14 11 11 11
53
67
78
89
0
10
20
30
40
50
60
70
80
90
100
0
10
20
30
40
50
60
70
80
90
100
Scratch Broken Not working Missing Leakage
C
u
m
Rej Type

Rej Type Rej Qty Rej % Cum rej %
Scratch 19 53 53
Broken 5 14 67
Not working 4 11 78
Missing 4 11 89
Leakage 4 11 100
ISSUES TO BE FOCUSSED ON:
 Focus must be needed to resolve scratch defects due to 53% contribution out of Top 5
defects
 Broken shows the unawareness of operator during assembly
 Leakage test efficiency must be improved in LQC stages
PROCESS FLOW CHART:
The following flow chart depicts the various processes in the production of the Air Conditioning
units. According to our team , the major areas of concern regarding the Scratch issue are
subjected to the Visual Inspection and FQC process level stage.
In process-
press shop
Powder
Coating
Visual
inspection
Assy.
Line
LQCFQC
PACKIN
G
DESPA
TCH

TROUBLESHOOTING:
In an attempt to reduce / eliminate the root causes for the occurrence of Scratch defects, we
decided to take the help of 2 widely accepted problem solving tools i.e.
 4-M Method
 WHY – WHY Analysis
4-M METHOD
In this method, we use the 4 essential components involved in every production process i.e. Man
, Method , Machine and Material. Furthermore, we list down the problems associated with each
component that cause the Scratch defect in our products.
Given below is a flow Chart depicting our Scratch problem solving approach through the 4-M
Method Module.
STANDARD ACTUAL GAP PROBLEM
Part should be free from Scratch
Found
Miss handling & Equipment not acceptable
Dent,Scratch,paint-Ng over flow of material due to scratch

WHY-WHY ANALYSIS
ITEM W1 W2 W3 W4 W5
Occurrence Scratch
Collisions between 2 parts Worker not aware
WIS and guide
line
during handling in paint-
shop about this problem
was not
displayed
Outflow Scratch
Paint-shop supervisor
Lux value not
enough
for visual
inspection
negligence in final stage
(apx 200 Lux)
Material
Handling
was not
adequate
Inspector
negligenc
e
Visual Inspection
sample for Scratch not
displayed
MA
N
METH
OD
MACHI
NE
MATE
RIAL
SCRATCH

COUNTER MEASURES
After collecting the data and understanding the causes for the most prominent defect for the
month of January, i.e. Scratch , the next step was to suggest and implement certain measures to
reduce this problem.
This was done in a 2 part process wherein we first laid our focus on the issues causing scratches
during Occurrence i.e. during manufacturing of the product, and then to the issues related to
outflow i.e. inspection of the manufactured product.
OCCURRENCE
Counter measures adopted:
 Material handling trolley modified & separator provided between two parts
 WIS & master sample displayed in Paint-Shop
 Part will be in proper thickness of poly bags
 Quantity reduced during handling
 Part should be arranged from the opposite side of it.
 Trolley modified with rubber cover as shown in figure.

MEASURE IMPLEMENTATION
Part will be in proper thickness of poly bags:
BEFORE
AFTER

Part should be arranged from the opposite side of it and Trolley modified with rubber
cover as shown in figure
BEFORE
AFTER

FEBRUARY 2014
DEFECTS ANALYSIS:
Fig: Defects and Top 5 Defects contribution
Defect Occurrence Occurrence % cum%
Jerking 39 50 50
Broken 10 13 63
Loose 10 13 76
Missing 10 13 89
Touching 9 11 100
Total 78
From these charts, the major inference was that the Missing defect was the most common type of
defect arising in the manufacturing line for the month of February.

So now, the next step was to further broaden the issues occurring under Missing defects i.e. find
out the components that were missing in the highest frequency when checked in FQC.
ISSUES TO BE FOCUSSED ON:
• Jerking & Missing consistent from last two months
• Part missing is showing unawareness of product to operators ?
• Application of Self and sequential is a concern again ?
TROUBLESHOOTING:
In an attempt to reduce / eliminate the root causes for the occurrence of Scratch defects, we
decided to take the help of 2 widely accepted problem solving tools i.e.
 4-M Method
 DEFECT-CAUSE Flow Chart
4-M METHOD
In this method, we use the 4 essential components involved in every production process i.e. Man
, Method , Machine and Material. Furthermore, we list down the problems associated with each
component that cause the Scratch defect in our products.
Given below is a flow Chart depicting our Scratch problem solving approach through the 4-M
Method Module.

Figure: 4M Method
DEFECT – CAUSE FLOW CHART
LOUVER JERKNG
DESIGN ISSUE
REJECTED PART
USED
Louver window not as per drawing
Rib height manual grind at Dehradun
end to match rib height
Rib height manual grind at Rajpura end
to match rib height
Vertical Louver Bent

DEFECT CAUSE ANALYSIS AND COUNTER MEASURES IMPLEMENTATION:
After collecting the data and understanding the causes for the most prominent defect for the
month of February, i.e. Rib height variation, the next step was to suggest and implement certain
measures to reduce this problem.
The reason for this issue was that the mould being used by our suppliers to manufacture the ribs
was not matching with the design specifications given to them by our company. The mould used
by them had a slight variation in height between the 2 ribs on which the louver is mounted due to
which the louver was not being able to fit in the ribs properly.
A diagram showing the variation of the manufactured ribs from the original Ribs design provided
to the supplier is shown below.
Fig: Original Ribs Design with rib height = for both ribs
Fig: Manufactured Ribs Design with variation in rib height

To eliminate this issue, our manufacturers were performing manual one rib grind at Rajpura and
Dehradun end. Due to the manual grinding procedure, Burr was being observed on the Rib top as
shown below.
Fig: Burr on Ribs due to manual grinding procedure
Though the manual grinding managed to eliminate the issue of fitting of the louver on the ribs,
the burr created on the top circuferencial area of the ribs was restricting the movement of the
louvers when the unit was used in Swing mode.
So to counter act on this issue,
 We contacted our suppliers and highlighted this issue
 A meeting was held to brief the suppliers about the concequences of rib height variation
in the overall working of the unit
 An immediate change in Mould design was formulated to ensure equal rib height in
coming lot
 Greasing on the already existing defective ribs was instructed to be done to ensure
minimal damage to louver due to the burr as well as to reduce losses due to wastage of
already existing lot

BEFORE COUNTER ACTION
1. Manual one rib grind at Rajpura
and Dehradun end
2. Burr observed due to manual
grinding.
3. No Grease used.
AFTER COUNTER ACTION
1. Rib height modified in mould
2. No burr available
3. Grease used

FIELD LEVEL DEFECTS
After studying and analyzing the defects during production, it was essential to now study the
field failure causes. For this, I was made to do Call Auditing and talk to the customers
personally, who had registered a complaint about our product at our customer care helpline.
This exercise was carried out for time duration of 5 months and based upon the Data received
from the call auditing; I had to assist my mentor, Mr. Chandresh Grover , in designing an
action plan to eliminate the major causes of field failure.
Primary objectives of my Call auditing project:
 To understand the causes of failure of Whirlpool Air Conditioners in the market
 To tabulate these causes and point out the top 5 Defects
 To satisfy the customers who have registered a complaint against our product by
providing them with required knowledge about the product and ensuring sales dealer
visits to the houses of these customers to ensure immediate rectification of the Air
conditioning unit
 To study the collected data and device an action plan along with the Aircon Quality head
of WOIL , Mr Krishan L. Verma ,to reduce / eliminate the occurrence of these defects in
the future
 To study the region-wise defect
This Project had been thoroughly studied and strategized before its commencement.
I completed this project by dividing my work into a 3-Step Process.
Step 1: Analyze and Tabulate the Data obtained from Call Auditing after first month.
Step 2: Lay greater focus on complaints with higher occurrence when observed from the
Tabulated Data done in Step 1 and make a state-wise Defect Intensity Map to illustrate the
regions where majority of the defects have occurred
Step 3: Study the cause of the defects with the highest frequency of occurrence and devise an
Action Plan to reduce / eliminate the occurrence of these defects.

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