project report

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PROJECT REPORT
TIME STUDY FOR THE COMPLETION OF EACH FITMENT PROCESS IN THE PRIMA TRIM LINE
NAME: CHIDANAND MOHAPATRA
COLLEGE: SATHYABAMA UNIVERSITY, CHENNAI
PROJECT GUIDE: ABHISHEK DEEP
MANAGER
WORLD TRUCK, PRIMA TRIM LINE

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INDEX
I. PREFACE 3
II. CERTIFICATION 4
III. ACKNOWLEDGEMENT 5
IV. TATA’S EMPIRE 6
V. PROFILE 7
VI. HISTORY 10
VII. DEPARTMENT ASSIGNED 16
VIII. CONCLUSION 25

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PREFACE
The Project titled “TIME STUDY FOR THE COMPLETION OF EACH FITMENT PROCESS IN THE PRIMA TRIM LINE”
had been ideated by my project guide, Mr. ABHISHEK DEEP. The project, due to its relevance to the ongoing works of
the Prima Trim Line and the overall vision of Tata Motors Ltd. is a motivation in itself. The project involved challenging
practical assignments as well as careful thought processes to make it a reality.
The project report describes the time study of the operations in the Prima Trim Line, World Trucks Factory and finding
out the bottlenecks of the Trim Line as part of the decided project.
The Project Report is intended to acquaint the reader with various operations and processes of the Prima Trim Line as
well as the steps that should be necessarily followed for the implementation of a new project on an already existing fa-
cility.
The project and hence the project report has been an experience in itself. As I progressed through the work, I realized
the insane amount of work that goes into making a system work and the project has been nothing but a step in realizing,
understanding and implementing these works. The project has taught me to be more insightful and thoughtful as a per-
son.
The person most instrumental in making this project happen has been Abhishek Deep Sir, without whose constant sup-
port, guidance and encouragement, the project and hence the project report could not have been realized. I am truly
grateful to him for providing me with this opportunity to work on the project. My project mates Rajul, Abhishek and
Subham have been equally crucial to this project.
There is no suggestion as to how the reader should approach this report. The reader is just advised to go through the
topics as they appear in the report and have an analytical approach towards the assessment of the same.

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CERTIFICATION
This is to certify that Mr. Chidanand Mohapatra has successfully completed the project work titled
‘TIME STUDY FOR THE COMPLETION OF EACH FITMENT PROCESS IN THE PRIMA TRIM LINE’
in partial fulfillment of requirement for the award of B.E. Degree in Automobile Engineering prescribed
by Sathyabama University, Chennai.
The project is the record of authentic work carried out during the months of June and July, 2016.
ABHISHEK DEEP
MANAGER
PRIMA TRIM LINE, WORLD TRUCK FACTORY

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ACKNOWLEDGEMENT
To start a project from scratch and realize it requires the support and contribution of many people without whom the
project would be incomplete. Many people have played a pivotal role in the completion of the project titled ‘TIME
STUDY FOR THE COMPLETION OF EACH FITMENT PROCESS IN THE PRIMA TRIM LINE’.
Firstly, I take this opportunity to express my profound gratitude and deep regards towards my principal guide,
Mr. Abhishek Deep, Manager, World Trucks Trim Line, for his exemplary guidance, monitoring and constant
encouragement in completion of this project report.
I am also obliged to the staff and members of the Prima Trim Line, World Truck Factory (Jamshedpur Works, Tata Mo-
tors Ltd.) for the valuable information provided by them in their respective fields. I am grateful for their cooperation
during the period of my assignment.
Lastly, I thank my parents and friends for their encouragement without all their support this project would not have
been a successful and fruitful one.
Chidanand Mohapatra

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TATA’S EMPIRE


 Tata steel, Tata motors & TCS are the 3 most important companies in the group. Together they generate more
than half of the total revenues. Tata steel and TCS account for almost 75% of the profit.
 Tata Motors has more than 70% of the market for trucks and buses.

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PROFILE
Tata Motors Limited is India's largest automobile company, with revenues of Rs. 35651.48 crores (USD 8.8 billion) in
2007-08. It is the leader in commercial vehicles in each segment, and the third largest in the passenger vehicles market
with winning products in the compact midsize car and utility vehicle segments. The company is the world's fourth largest
truck manufacturer, and the world's second largest bus manufacturer.
The company's 24,000 employees are guided by the vision to be "Most admired by our customers, employees, business
partners & shareholders for the experience and value they enjoy from being with us."
Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India. Tata Motors is a part of the
Tata and Sons Group, founded by Jamshed ji Tata and J. Baker. The company was established in 1945 as a locomotive
manufacturing unit and later expanded its operations to commercial vehicle sector in 1954 after forming a joint venture
with Daimler-Benz AG of Germany. Over 4 million Tata vehicles ply on Indian roads, since the first rolled out in 1954.
The company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune (Maharashtra), Lucknow (Ut-
tar Pradesh) and Pantnagar (Uttarakhand). Following a strategic alliance with Fiat in 2005, it has set up an industrial joint
venture with Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and Fiat power-
trains. The company is establishing two new plants at Dharwad (Karnataka) and Sanand (Gujarat). The nation-wide dea-
lership, sales, services and spare parts network comprises over 3500 touch points; Tata Motors also distributes and mar-
kets Fiat branded cars in India.
Tata Motors, the first company from India's engineering sector to be listed in the New York Stock Exchange (September
2004), has also emerged as an international automobile company. In 2004, it acquired the Daewoo Commercial Vehicles
Company, South Korea's second largest truck maker. The rechristened Tata Daewoo Commercial Vehicles Company has
launched several new products in the Korean market, while also exporting these products to several international markets.
Today two-thirds of heavy commercial vehicle exports out of South Korea are from Tata Daewoo. In 2005, Tata Motors
acquired a 21% stake in Hispano Carrocera, a reputed Spanish bus and coach manufacturer, with an option to acquire the
remaining stake as well. Hispano's presence is being expanded in other markets. In 2006, it formed a joint venture with
the Brazil-based Marcopolo, a global leader in body-building for buses and coaches to manufacture fully-built buses and
coaches for India and select international markets. In 2006, Tata Motors entered into joint venture with Thonburi Automo-
tive Assembly Plant Company of Thailand to manufacture and market the company's pickup vehicles in Thailand. The
new plant of Tata Motors (Thailand) has begun production of the Xenon pickup, with the Xenon having been launched in
Thailand at the Bangkok Motor Show 2008.
Tata Motors' is also expanding its international footprint, established through exports since 1961. The company's com-
mercial and passenger vehicles are already being marketed in several countries in Europe, Africa, the Middle East, South
East Asia, South Asia and South America. It has franchisee/joint venture assembly operations in Malaysia, Kenya, Ban-
gladesh, Ukraine, Russia and Senegal.

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The foundation of the company's growth over the last 50 years is a deep understanding of economic stimuli and customer
needs, and the ability to translate them into customer-desired offerings through leading edge R&D.
With over 1,400 engineers and scientists, the company's Engineering Research Centre, established in 1966, has enabled
pioneering technologies and products. The company today has R&D centers in Pune, Jamshedpur, Lucknow, in India, and
in South Korea, Spain, and the UK.
It was Tata Motors, which developed the first indigenously developed Light Commercial Vehicle, India's first Sports Util-
ity Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger car. Within two years of launch, Tata
Indica became India's largest selling car in its segment. In 2005, Tata Motors created a new segment by launching the Tata
Ace, India's first indigenously developed mini-truck.
In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the world have been looking for-
ward to. A development, which signifies a first for the global automobile industry, the Nano brings the comfort and safety
of a car within the reach of thousands of families. When launched in India later in 2008, the car will be available in both
standard and deluxe versions. The standard version has been priced at Rs.100,000 (excluding VAT and transportation
cost).
Designed with a family in mind, it has a roomy passenger compartment with generous leg space and head room. It can
comfortably seat four persons. Its mono-volume design will set a new benchmark among small cars. Its safety perfor-
mance exceeds regulatory requirements in India. Its tailpipe emission performance too exceeds regulatory requirements.
In terms of overall pollutants, it has a lower pollution level than two-wheelers being manufactured in India today. The
lean design strategy has helped minimize weight, which helps maximize performance per unit of energy consumed and
delivers high fuel efficiency. The high fuel efficiency also ensures that the car has low carbon dioxide emissions, thereby
providing the twin benefits of an affordable transportation solution with a low carbon footprint.
In June 2009, the exciting new range of premium luxury vehicles from Jaguar and Land Rover were introduced for the
Indian market. These include the Jaguar XF, XFR and XKR and Land Rover Discovery 3, Range Rover Sport and Range
Rover.
Tata Motors is equally focused on environment-friendly technologies in emissions and alternative fuels. It has developed
electric and hybrid vehicles both for personal and public transportation. It has also been implementing several environ-
ment-friendly technologies in manufacturing processes, significantly enhancing resource conservation.
The years to come will see the introduction of several other innovative vehicles, all rooted in emerging customer needs.
Besides product development, R&D is also focusing on environment-friendly technologies in emissions and alternative
fuels.
Through its subsidiaries, the company is engaged in engineering and automotive solutions, construction equipment manu-
facturing, automotive vehicle components manufacturing and supply chain activities, machine tools and factory automa-
tion solutions, high-precision tooling and plastic and electronic components for automotive and computer applications,
and automotive retailing and service operations.

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Tata Motors is committed to improving the quality of life of communities by working on four thrust areas – employabili-
ty, education, health and environment. The activities touch the lives of more than a million citizens. The company's sup-
port on education and employability is focused on youth and women. They range from schools to technical education in-
stitutes to actual facilitation of income generation. In health, our intervention is in both preventive and curative health
care. The goal of environment protection is achieved through tree plantation, conserving water and creating new water
bodies and, last but not the least, by introducing appropriate technologies in our vehicles and operations for constantly
enhancing environment care.
True to the tradition of the Tata Group, Tata Motors is committed in letter and spirit to Corporate Social Responsibility. It
is a signatory to the United Nations Global Compact, and is engaged in community and social initiatives on labour and
environment standards in compliance with the principles of the Global Compact. In accordance with this, it plays an ac-
tive role in community development, serving rural communities adjacent to its manufacturing locations.
With the foundation of its rich heritage, Tata Motors today is etching a refulgent future.
TATA MOTORS’ VISION:
To be Passionate in Anticipating and providing the Best vehicles and experiences that Excite our Costumers Globally.
TATA MOTORS‘ MISSION:
Most Admired by our customers, employees, business partners and shareholders for the Experience and Value they enjoy
from being with Us.
Tata motors’ Core Values:
 Inclusion
 Integrity
 Accountability
 Costumer
 Innovation
 Concern for the Environment
 Passion for Excellence
 Agility
TATA MOTOR’S CULTURE:
 Accountability
 Costumer & Product focus
 Excellence
 Speed

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HISTORY OF TATA MOTORS
AUTOMOBILE MANUFACTURING
The Star comes to India
The Automobile project started with the signing of collaboration with M/S Daimler Benz AG of Stuttgart, West Germany
on 2nd March 1954, valid for 15 years. On 23rd October amidst much rejoicing, Mr. Sumant Moolgaokar, the driving
force behind the project, released the first Tata Mercedes Benz vehicle bearing the famous star symbol.
The “T” Replaces the Star
The 5th June 1969 was a milestone in the Company‘s history. The 15-year collaboration with Daimler Benz ended and the
1,78,809th vehicle rolled out of the plant bearing the Tata T instead of the star. Production of vehicles, which stood at
3000 units in the first year gradually increased and peaked in the year 1996-1997 when total production from the three
plants- Jamshedpur, Pune and Lucknow – totaled 2 lakh 18 thousand. In September 1960, when auto production had out-
stripped locomotive manufacture, to better reflect our production activity, the name of the Company was inverted to Tata
Engineering & Locomotive Company.
Automobile Division
The erstwhile Automobile Division consisted of 3 plants- Truck, Engine and Axle – which formed the major part of the
works. With the disinvestments in March 2000. The Axle and Gear Box portion of the Engine plant have been hived off.
The Truck Division boasts of two Assembly lines. The main assembly line 180 meter in length has 20 stations- a vehicle
rolls out every 8 minutes. The second assembly line is totally dedicated to Special Purpose Vehicles. Other state-of-the-art
facilities include a Centralized Paint Shop and Press Shop with a complementary set-up of a 5000 tone Siempelkamp
press line and a cut-to-length line for strip preparation purchased from M/s Kohler of Germany.
The Foundry
In 1958, to meet the requirements Auto castings, which is the biggest single auxiliary industry for auto manufacturers, the
Alloy Iron Foundry was set up a 5- year technical collaboration with M/s Daimler Benz. The Foundry supplies high-grade
SG Iron castings for automobile components and steel castings for excavators. Experts today acclaim the Foundry as be-
ing among the better, cleaner and more automated foundries in the world. The Foundry has the sophisticated Kunkel
Wagner high pressure molding line, which has a rated production capacity of 90 pairs of moulds every hour ,that is one
complete mould in just 40 seconds. The Foundry has its own melting The Engineering Research Centre in Pune was setup
in 1966 and is among the finest in the country. It has been honored with two prestigious awards - The DSIR National

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Award for R&D Effort in Industry - 1999 and National Award for Successful Commercialization of Indigenous Technol-
ogy by an Industrial Concern - 2000.
ASSOCIATES
Over the years, Tata Motors has made substantial investments in building companies that add value, facilitate and support
its diverse range of business activities. to forge shop; core shop and sand plant and other facilities include channel furnac-
es computerized testing equipment etc. In 1993, the Foundry was ISO 9002 certified by the Bureau VERITAS Quality
International. More recently, in the year 2000, the Foundry received the more stringent QS 9000 certification from the
BVQI.
The Forge Division
The Forge & Smithy set-up initially established to feed the boiler and locomotive project was in due course called upon to
cater to the Auto project. Hence, to meet this demand, in 1958, a 15-year Technical Aid Agreement was signed with the
renowned British firm M/s Garringtons, UK, which ended in 1972.
Today, the Forge plant with its semi-automated forging line, with the 40,000 mkg Beche hammer and state-of-the-art
presses from Kurimoto of Japan is one of the most modern forging set-ups in the country and manufacturers most of the
critical forgings like crankshaft, front axle beams and steering parts for our automobile plant. The new forging line, which
was inaugurated on 20th April 1984, has the capability front axle beams at 90 sec per piece and crankshafts at 120 sec per
piece. Mechanical presses help manufacture a variety of heavy forgings. Always a step ahead of technology employed in
the rest of the country, the Division has a sophisticated FIDIA Digit 165 CNC graphite milling machine with Direct Nu-
merical Control Technology in its Die shop, which links shop floor machines to the design workstation. In 1993, the
Forge was ISO 9002 certified by the BVQI and more recently, i.e. in 2000, the Division has secured the more stringent QS
9000 Certification.
Quality Assurance
Quality product has been the hallmark of Tata Motors. The QA Division operates not only in-plant to cover primary in-
spection, metallurgy, metrology, line inspection and statistical quality control, but also involves itself in improving the
quality and reliability of ancillary suppliers at their own factory sites. The test for quality finally ends at the test track
where each and every vehicle is run at a speed of 80 kph on a track inclined at an angle between 27 and 32 degrees. Jam-
shedpur‘s zest for quality has led it to gain the status of being the first automobile unit in the country to achieve ISO 9000
certification, a zest that it has communicated to its ancillaries by helping a number of them to also obtain not only the co-
veted ISO 9000 but also the QS 9000. However, the trend now is towards prevention of defects at the generating point of
filtering them out through subsequent inspection.
R & D Wing (ERC)
While the main Engineering Research Center is located at Tata Motors’ Pune plant, the Jamshedpur unit has its own re-
search wing, regularly upgrades components and aggregates. A torture track enables rigorous and exhaustive testing of
modifications before they become regular fitments.

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HRD & C
Human Resource Development is a major priority at Tata Motors, whether it is at the worker or engineer levels. Over the
years, young men have been trained for skilled jobs to meet the growing demands of advancing technology. The training
activity includes preparing fresh recruits to meet job challenges as also retraining of all levels of employees to further
meet new requirements. On-the-job training is also provided to graduates in engineering before absorption so that they are
adequately groomed for later managerial responsibilities.
Exports
17th January 1961, marked the Company‘s foray into foreign markets when it exported its first truck to neighboring Sri
Lanka, then called Ceylon. Gradually exports have grown and today, our vehicles are exporting to over 60 countries
around the globe, even to the more sophisticated European markets.
The Excavator Division
In the late 50s, the Company decided to take up manufacture of a few new lines of heavy engineering products. Thus in
10961, Tata Motors entered into a 15-year collaboration with Harnischfeger Corporation of the U.S. for the manufacture
of mechanical cranes and excavators. It was for the first time in India that earth-moving machinery was being made on a
regular basis. The machines went with the brand name Tata P & H. In 1984, the Excavator Division diversified into the
manufacture of hydraulic excavators in technical collaboration with M/s Hitachi Construction Machinery Co. Ltd. of Ja-
pan. The products belonged to the UH series and included backhoe/loaders from 0.24 cu.m capacity, while draglines and
cranes ranged from 18 tones to 100 tones capacity. In 1990, under a technology transfer agreement with M/s Hitachi Con-
struction Machinery Co. Ltd, the Excavator Division started the production of the EX range of machines.
The Excavator Division was self-sufficient with its own welding and fabrication, machining and assembly set-up, assisted
by sophisticated welding robots, CNC machining centers and CAD facilities.
Some of the products designed and manufactured totally in-house included the TAC 20 Articulated Crane, Tata Front End
Wheel Loader (TWL 3036) and the TMX mini excavator. In 1994 with the formation of the three business units, the Ex-
cavator division was renamed the Construction Equipment Business. In 1998, in collaboration with John Deere Industrial
Equipment Co. Ltd., CEBU introduced a backhoe loader in the market. On 31st March 1999, the unit was made a new
Company-Tata Engineering Construction Equipment Company Ltd. (TELCON), a 100% subsidiary of Tata Motors.
Supporting Divisions
The manufacturing divisions Jamshedpur are supported by a host service functions that ensure their growth and smooth
operations. The CTR & Machine Building, Plant Engineering, Electronics, Engineering Services, Design, Planning, Prod-
uctivity services, Materials, Finance, Construction, Administration, Personnel, Security etc. all contribute to keep the
wheels production well oiled and moving smoothly. Our Information Technology needs are catered to by TTL.

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About Plants
The plants of Tata Motors are instrumental in giving shape to the goals of the Company. They operate on the simple for-
mula the well managed processes ensure quality products, which in turn ensure happy and loyal customers.
Every stage of product evolution- design and development, manufacturing, assembly and quality control is carried out
meticulously. To meet escalating demands, the Company has, over the years, set up plants in different geographical re-
gions of the country. The one in Lucknow (North). A fourth plant has been set up in the Southern region at Dharwad.
Tata Motors owes its leadership position in the Indian automotive industry to its strong focus on indigenisation. This focus
has driven the Company to set up world-class manufacturing units and state-of the art technologies.
To meet changing customer expectations, innovation is considered to be a salient aspect of the manufacturing cycle.
A direct fall out of this belief in creativity is the New product Introduction (NPI) process, where right from design to deli-
very, fresh teams of talented employees work on new products.
Besides this, the company has gone for Six Sigma, with its emphasis on monitoring and measuring defects on prioritizing
CTQ‘s as parts per million shows a focus on trying to achieve excellence in product and process quality.
The company has also taken up e-commerce. It facilitates new types of information based business processes for reaching
and interacting with customers. It reduces costs in managing orders and interacting with a wide range of suppliers and
trading partners.
At Tata Motors every effort is made to keep up with changing times. Regular modernization drives – automation of manu-
facturing processes and up gradation of the technological base – help maximize productivity on the factory floor.
MANUFACTURING
Tata Motors owes its leading position in the Indian automobile industry to its strong focus on indigenization. This focus
has driven the Company to set up world-class manufacturing units with state-of-the-art technology. Every stage of product
evolution - design, development, manufacturing, assembly and quality control, is carried out meticulously. Its manufactur-
ing plants are situated at Jamshedpur in the East, Pune in the West and Lucknow in the North.
Jamshedpur
This was the first unit of the Company established in 1945 and is spread over an area of 822 acres. It consists of 3 divi-
sions - Truck, Engine (including the Gear Box division) and Axle.
THE CAR INDUSTRY
Tata Motors entered the passenger vehicle market in 1991 with the launch of the Tata Sierra, a multi utility vehicle. This
was followed by the launch of the Tata Estate in 1992 (a stationwagon based on the existing TataMobile light commercial
vehicle) and the Tata Safari in 1998, India's first sports utility vehicle.

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Tata launched the Indica in 1998, the first fully indigenous Indian passenger car. Although initially criticised by auto-
analysts, its excellent fuel economy, powerful engine and an aggressive marketing strategy made it one of the best selling
cars in the history of the Indian automobile industry. A newer version of the car, named Indica V2, was a major improve-
ment over the previous version and quickly became a mass-favorite. Tata Motors also successfully exported large quanti-
ties of the car to South Africa. The success of Indica played a key role in the growth of Tata Motors.
In January 2008, Tata Motors launched Tata Nano, the least expensive production car in the world at about ₹120,000
(US$3,000). The city car was unveiled during the Auto Expo 2008 exhibition in Pragati Maidan, New Delhi.
Tata Nano Europa had been developed for sale in developed economies and it hit markets in 2010 while the normal Nano
had hit markets in South Africa, Kenya and countries in Asia and Africa by late 2009.
Tata Motors Cars meanwhile has launched further expansion into Southeast Asia with plans to sell cars in Vietnam and
the Philippines.
CURRENT MODELS IN THE MARKET
 Tata Sumo
 Tata Sumo Grande
 Tata Movus
 Tata Safari
 Tata Safari Storme
 Tata Indica
 Tata Vista
 Tata Indigo
 Tata Winger
 Tata Nano
 Tata Xenon XT
 Tata Aria
 Tata Venture
 Tata Iris
 Tata Zest
 Tata Bolt
 Tata Tiago
And to add up to the list a very elegant and dynamic model is coming soon – “The TATA Hexa”.

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DEPARTMENT ASSIGNED
PRIMA TRIM LINE, WORLD TRUCK FACTORY, TATA MOTORS LTD.
(JAMSHEDPUR WORKS)
Prima Trim Line is involved in the production of prima cabs, for domestic and international needs.
Variants:
 .S(Tractor)
 .K(Tippers)
 .T(Trucks)
The WORLD TRUCK FACTORY follows 5 main principles to deliver world class quality:
 People Involvement
 Standardization
 Built in Quality
 Short Lead Time
 Continuous Improvement
The cabs assembled here undoubtedly match the World Class Quality without any compromise. There’s immense effort
and amazing team work put in by the employees working on the line to deliver such uncompromised quality of work.
There are two main assembly lines and multiple sub- assembly lines to support those two lines. The two main assembly
lines are – “Line 3 & Prima Trim Line”.
In Line 3 all models of trucks for domestic purposes are assembled that also includes Prima (for international market as
well) and Military trucks for the Indian Army. In this Line 3 trucks are assembled from the stage of naked frame to the
final fitments in the model and in the end of line completely ready truck rolls out for further stages of inspection and then
goes for test drive and after a few more final check-ups the models are dispatched to the dealers.
In the Prima Trim Line only cabs are assembled. The making of completely ready cabs to be fit on to the frames is assem-
bled here. One specialty of this line is that on this line only Prima cabs can be assembled and no other cab work can be
done. The work done here needs extremely high precision and attention.

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CLASSIFAICTION OF DIFFERET PRIMA CABS PRODUCED IN THE TRIM LINE
PRIMA – Sleeper & Non- sleeper
 Sleeper – with Qtr Window & without Qtr Window.
 Non- sleeper – Right Hand Drive & Left Hand Drive.
 Sleeper – with Qtr Window (model color) : Red & White.
Without Qtr window (model color) : Red, White & Taxi Yellow.
 Non- sleeper – Right hand Drive (model color) : Skool Yellow & white.
Left Hand Drive (model color) : White.

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TIME STUDY OF THE FITMENT PROCESSES
PROCESSES & ACTIVITIES
Product : Prima Lx Cab 4023.S Line : Prima Trim Line
Part number : Date : 08/06/16
Process : From going to fastener rack from home position To going to home po-
sition after completion of the fitment process Prepared by: Chidanand Mohapatra
St
e
p Process Activity
Mate-
rials/Part
s
Equip-
ment/
Tool
Hand (ma-
nual) Time
(sec)
Machine
time
(sec)
Walking
Time
(sec)
1
Fitment of Rear
Wall Trim
Lift the Rear Wall Trim and put it
on the table
Rear Wall
Trim By Hand 10
0 10
2
Bring the Exit Vent Inner grills
and fit them in the Rear Trim
wall
Exit Vent
Inner
Grills 24
0 14
3
bring the Rear Wall Trim and
place it place and fix it with Scri-
vets Scrivets By Hand 32
0 27
4
Fitment of Qtr
Trim upper
LH&RH
Lift the Qtr Trim from the Trol-
ley Qtr Trim By Hand 30
0 37
5
Bring the assembled Qtr Trim
and place it in place on the wall Qtr Trim By Hand 37
0 25
6
Fix the Qtr Trim with the help of
Scrivets Scrivets By Hand 64
0 14
7 ensure proper fitment Vision
Total 257 127
Total (HT+WT) 384
PROCESSES AND ACTIVITIES
Process : From going to fastener rack from home position To going to home
position after completion of the fitment process Prepared by: Chidanand Mohapatra
St
e
p Process Activity
Materials/
Parts
Equip-
ment/
Tool
Hand (ma-
nual) Time
(sec)
Machine
time (sec)
Walking
Time
(sec)
1
Fitment of lower
berth front panel
Take the assembly panel
from the rack
Lower berth
front panel By Hand 22 0 40
2
Fit vertically in the front of
partition panel
Lower berth
front panel By Hand 45 0 0
3
Tighten with flange screws
with the pneumatic tool
Flange
screws
Pneu-
matic
tool 0 187 14
4 Ensure proper fitment
Lower berth
front panel vision
5
Fitment of lower
berth panel
Take the assembly panel
from the rack
Lower berth
panel By Hand 27 0 44

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6
Fit horizontally on the top
of partition panel
Lower berth
7
Tighten with flange screws
with the pneumatic tool
Flange
screws
Pneu-
matic
tool 0 155 0
Lower berth
panel vision
Total 134 342 98
Total (HT+MT+WT) 574
PROCESSES & ACTIVITIES
position after completion of the fitment process Prepared by: Chidanand Mohapatra
St
e
p Process Activity
Materials/
Parts
Equip-
ment/
Tool
Hand (ma-
nual) Time
(sec)
Machine
time
(sec)
Walking
Time
(sec)
1
Fitment of partition
panel lower berth
Take the assy partition
panel
Partition pan-
el By Hand 35 0 25
2
Fix the assy partition
panel with MB screws
Partition pan-
el & MB
screws By Hand 54 0 21
3 Tighten with nut runner
Partition pan-
el & MB
screws
Nut
runner 509 10
4
Fitment of Lower &
Upper berth panels
Take the Lower berth
panel
Lower berth
5
Fix & Set the panel in
place
Lower berth
6
Take the Upper berth
panel
Upper berth
7
Hold the panel hinges
in place against the wall Panel hinges By Hand 14 0 0
8
Tighten the hinges with
screws with nut runner Screws
Nut
runner 421 12
Total 163 551 120

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Process & Activity Sheet
Part Number : Date : 11/06/16
Process : From going to fastener rack from home position To going to home posi-
tion after completion of the fitment process
Prepared by : Chidanand Mohapa-
tra
St
ep
s Process Activity
Materi-
al/Parts
Equip-
ment/Too
l
Hand (ma-
nual) Time
(sec)
Machine
Time
(sec)
Walking
time
(sec)
1
Fitment of Tool
Kit
Take the assy Jack from the bins Assy Jack By Hand 9 15
2
Take the tool kit with bag from
the rack
Tool Kit
with Bag By Hand 13 20
3
Place the handle carefully along
side the Tool Kit and tie with
cables
Jack Han-
dles &
Cables By Hand 8 0
4
Fix the Tool Kit bag on the LH
side box with male & female
velcros
Tool Kit &
Velcros By Hand 18 9
Total 48 44
Total (HT+WT) 92
5
Fitment of Jack
with Jack MTG
BKT
Take the jack MTG BKT from
the rack
Jack MTG
BKT By Hand 11 0 19
6
Place the BRKT at the rear car-
pet holes positions in place
Jack MTG
BKT By Hand 7 0 0
7
Tighten the BRKT with Hex
Flange Screws
Hex
Flange
Screws
Pneumat-
ic Nut
runner 42 314 18
8
Put the jack into the BRKT with
key towards Co-Driver's seat
side Jack By Hand 14 0 0
9
Place the clamp of the BRKT
over the jack and fix it with
screws
Clamp
and
Screws By Hand 46 0 14
10
Tighten the screws and ensure
that the fitment is proper
Pneumat-
ic nut
runner
Pneumat-
ic Nut
runner 24 386 0
Total 144 700 51

[21]
position after completion of the fitment process Prepared By : Chidanand Mohapatra
St
ep
s Process
Activity
Materi-
al/Parts
Equip-
ment/Tool
Hand (ma-
nual) Time
(sec)
Machine
Time
(sec)
Walking
time
(sec)
1
Fitment of cab
access handle
Pick up cab access handle
from the kitting trolley
Cab access
handles By Hand 24 38
2
Tighten the cab access han-
dles with M8X25 screws
M8X25
Screws
Pneumatic
nut runner 94 195 47
3
Ensure proper fitment (re-
check tightening of the
screws)
Pneumatic
nut runner
Pneumatic
nut runner 11 52 0
Total 129 247 85
4
Fitment of the
Fire Extinguish-
er
Take the Fire Extinguisher
from the rack
Fire Extin-
guisher By Hand 17 32
5
pick up the holder and
screws
Holder and
Screws By Hand 29 41
6
Fix the holder with screws
and tighten properly
Holder and
Screws
Pneumatic
nut runner 28 47 26
7
push fix the Extinguisher in
place and tighten with Zip
ties
Zip ties
By Hand 73 7
Total 207 47 106
St
ep
s Process
Activity
Materi-
al/Parts
Equip-
ment/T
ool
Hand (ma-
nual) Time
(sec)
Machine
Time
(sec)
Walking
time
(sec)
1
Fitment of Tool
Box
Bring the Tool Box from the
trolley Tool Box
By
Hand 17 28

[22]
2
Place it in proper place in the
cab Tool Box
By
Hand 24
3
Fix the Tool Box with proper
screws Screws
Pneu-
matic
nut
runner 28 341 7
Tool Box
&Screws
Pneu-
matic
nut
runner 11
Total 69 352 35
5
Fitment of Ad-
vanced Warning
Lamp
Bring the Lamp bag from the
rack
Advanced
Warning
Lamp
By
Hand 13 19
6
Place it in the given fitment
location inside the
box/storage area
Advanced
Warning
Lamp
By
Hand 8
7
Tighten the fitment with
proper ties Ties
By
Hand 9
Total 30 19
Total (HT+WT) 49
process & Activity Sheet
St
ep
s Process
Activity
Materi-
al/Parts
Equip-
ment/To
ol
Hand (ma-
nual) Time
(sec)
Machine
Time (sec)
Walking
time (sec)
1
Fitment of
Saddle
Bring the saddle from the trol-
ley Saddle By Hand 9 14
2
Place it in it given location in
the storage area/tool box Saddle By Hand 4
3
Fix it proeprly to the floor with
the mounting screw
Mounting
Screw
Nut run-
ner 2 10 9
Mounting
Screw
Nut run-
ner 5
Total 15 15 23
Total
(HT+MT+
WT) 53
5 Fitment of
Jack Clamp
Bring the Clamp from the rack
Jack
Clamp By Hand 5 9
6
Put it around the neck of the
Jack in the Tool Box
Jack
Clamp By Hand 12

[23]
7
Fix it with help of proper
screw Screw
Nut run-
ner 5 15 8
8 Ensure proper fitment Screw
Nut run-
ner 10
Total 22 25 17
Total (HT+MT+WT) 64
Process : From going to fastener rack from home position To going to
home position after completion of the fitment process Prepared by : Chidanand Mohapatra
Ste
ps
Process
Activity
Materi-
al/Parts
Equip-
ment/To
ol
Hand (ma-
nual) Time
(sec)
Machine
Time (sec)
Walking
time (sec)
1
Fitment of
Jack Brkt
Bring the Brkt from the rack Jack Brkt By Hand 8 14
2 Place it in proper location Jack Brkt By Hand 4
3
Tighten its fitment with
proper bolts Bolts
Nut run-
ner 5 24 12
4 Ensure proper fitment Bolts
Nut run-
ner 10
Total 17 34 26
Total (HT+MT+WT) 77
5
Fitment of
Jack Handle
Get the Jack Handle from the
rack
Jack
Handle By Hand 7 15
6
Place it in proper location in
the storage/tool box
Jack
Handle By Hand 4
7
Ensure proper fitment with
ties
Jack
Handle By Hand 8
Total 19 15
Total (HT+WT) 34
Process : From going to fastener rack from home position To going to
home position after completion of the fitment process Prepared by : Chidanand Mohapatra
Ste
ps
Process
Activity
Materi-
al/Parts
Equip-
ment/Tool
Hand (ma-
nual) Time
(sec)
Machine
Time (sec)
Walking
time (sec)
1
Fitment of
Coat Hook
Bring the Coat Hook from
the rack
Coat
Hook By Hand 6 10
2
Place it in proper location
on the Qtr Trim
Coat
Hook By Hand 5
3 Tighten with proper Screws Nut run- 8 10 9

[24]
screws ner
4 Ensure proper fitment Screws
Nut run-
ner 5
Total 19 15 19
Total (HT+MT+WT) 53
So, the above shown time calculated tables help us learn about the time taken for the completion of a section amongst all
the fitment processes on a cab of particular model.
These tables help us understand at what speed each of the fitment processes were done and further help us decide how to
manage these time schedules, how faster the fitments could have been done.
These schedules help the on the floor employees to understand their own rate of productivity and helps them realize how
better the time could have been managed at the personal level by each employee on the floor with a little more personal
effort. These could be done by various ways like :
 Starting with having proper knowledge of the job/ fitment to be done and not hesitating from asking for help from
other co- workers or senior employees.
 Being more concentrated and dedicated while doing a job. For eg. Concentrating while fitting a bolt in place using
the pneumatic nut runner, avoiding wrong fitment and wasting time on bringing the bolt out and sending it back to
its place.
 Being more cautious and alert at the personal level avoiding any property/ product/ personal damage and injuries.
 Being more careful with the tools and inculcating the habit to keep them back in their respective places so as to
not to waste time in searching for it in the time of need.
 Maintain cool at times of complicated fitments and maintain harmony with co-workers avoiding any kind of quar-
rel and working together or taking lead or letting other to take lead to solve the problem and proceed.

[25]
CONCLUSION
So, the given project “TIME STUDY FOR THE COMPLETION OF EACH OF THE FITMENT PROCESSES IN THE PRIMA TRIM
LINE” was a success with a lot of support from all the staff members in the PRIMA TRIM LINE, with the support of my
team members and ultimately my mentor Mr. Abhishek Deep sir.
The time and effort invested in this time period has resulted in me gaining an overall deep knowledge about the im-
mense amount of work that is done here everyday overcoming all odds, helped me in understanding and making myself
a part of this everyday effort and also helped me in finding, facing and solving the problems faced in the TRIM LINE and
learning the values of team effort and team work. And, on the Technical side it has helped me understand the need and
importance of time management for the production to meet the National and International demands and not compro-
mising on the motto of delivering products with WORLD CLASS QUALITY. This has also help me learn each of the fitment
processes in the making of a complete Prima Cab of all variants starting from the dropping of cab on the assembly line
till the exit of a complete finished cab.
Lastly, I wholeheartedly thank everybody responsible for helping me making this time period in the company successful
& unforgettable.

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