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INDUSTRIAL TRAINING
PRESENTED BY
ANKIT
B.TECH.
(MECHANICAL ENGINEERING)
181401021003
2
1. INTRODUCTION
1.1 About company:
Making its mark in the International Grid of Automobile Components manufacturing, UNO
MINDA steers ahead as a leading Tier 1 supplier of Proprietary Automotive Solutions to
Original Equipment Manufacturers (OEMs). Incepted way back in 1958 with a meagre start-up
capital and now notching up a group turnover beyond US$ 1 Billion, speaks volumes of the
conglomerate that it is today.
For more than six decades, UNO MINDA has made significant contributions to the automotive
industry supply chain with innovative products, designed and engineered for efficiency with an
emphasis on enhanced comfort levels and fine-tuned response.
UNO MINDA has 71 manufacturing plants in India, Indonesia, Vietnam, Spain, Morocco,
Mexico Colombia, Germany design centers in Taiwan, Japan & Spain sales offices in North
America, Europe and ASEAN Countries.
With the human edge of a highly motivated workforce of over 23000 team members, the Group
is headquartered in Manesar, Haryana, India. We have more than 15 engineering, research and
development centers globally.
Technology and innovation are two key pillars of UNO MINDA philosophy. Our underlying
vision is to create a culture that fosters great ideas that can be the basis for planning ingenious
products, successfully manufactured to deliver value to our customers.
3
2. Overview:
UNO MINDA Group is a conglomerate comprising of several companies which manufacture
diverse auto components for Indian and International OEMs. Each company is an
independent profit head operating at a high functioning level, responsible for its turnover,
business development and operations.
The companies are further consolidated into different domains, to systematize their
operations for a more effective and efficient execution. Creating a dynamic business
environment, this segregated and proactive approach evolves into a more productive
business module.
3. Customer:
Two wheeler:
 HONDA
 BMW
 HERO
 KTM
 MAHINDRA
 ROYAL ENFILD
 TVS
 SUZUKI
 YAMAHA
Four wheeler:
 ASHOK LEYLAND
 DAIMLER
 FORD
 FIAT
 HYUNDAI
 HONDA
 MARUTI SUZUKI
 TATA
4
 TOYOTA
Off Road:
 EICHER
 ESCORTS
 JCB
 NEW HOLLAND
 SWARAJ
 TAFE
2. MINDA INDUSRIES PRODUCTS
The UNO MINDA strategic alignment ensures the maintenance of leadership in providing the
ideal product support for their customers. Drawing on the benefits of this long-term customer
support relation, UNO MINDA forges ahead as a Tier-1 supplier. We manufacture Alternate
Fuel Systems; Air Filtration Systems; Canisters; Brake Hoses & Fuel Hoses; Combined Braking
System (CBS); Noise Suppressor Cap; PDC Parts; Alloy Wheels; Seat Belts; Cameras; EA Pad;
Steering Wheel with Airbags; Air Brakes; Fuel Caps; Lighting; Air Ducts & Washer Bottle;
Spoiler; Body Sealing; 2W Switches & Handle Bar Assembly , 4W Switches & HVAC; Cigar
Lighters; Wheel Covers; Shifters; Infotainment Systems(CD Tuners, Display Audio & Audio
Video Navigations); Speakers; RPAS & ADAS; Sensors; Actuators; Controllers; Relay; End to
End Telematics & Connected Car Solutions; Horns; Seating Systems.
2.1 Certification
 ISO 9001 :2015
 ISO/TS 1699
 ISO 14001
 OHSAS 1800 I
2.2 VISION
“Expanding leadership in our business by creating an agile environment that delivers
excellence and delight to stakeholders through the power of people, innovation, market trends
and technology.”
5
3. CORE VALUES:
We believe in…
Simplicity, by keeping a low profile externally and having clear, open and elective
communication within the organization.
Teamwork, with well-defined responsibilities and accountability.
Relationships of’ test among people, through well-defined job responsibility and authority.
According to top priority to customer focus, through a prompt and appropriate response.
Respect and care for all those dedicated to meeting commitments.
4. DIVISION OF MINDA
 Uno Minda Limited- Switch Division
 Uno Minda Limited - After Market Division
 Uno Minda Limited - Acoustic Division
 Uno Minda Limited - Auto Gas Division
 Uno Minda Limited - Advanced Electronics Division
 Uno Minda Limited - Lighting Division
 Uno Minda Limited - Casting Division
 Uno Minda Limited - Fuel Cap Division
 Uno Minda Limited - Seating Division
2.5 UNO MINDA LIMITED SUBSIDIARIES
 Mindarika (P) Ltd
 Harita Fehrer Limited
 Minda Kyoraku Ltd
 Clarton Horns
 Minda Tg Rubber (P) Ltd
 Minda Storage Battries (P) Ltd
 Minda Industries Vietnam Company (P) Ltd
 MI Torica India (P) Ltd
 MITIL Polymer (P) Ltd
 Minda Germany Gmbh
2.6 UNO MINDA LIMITED JOINT VENTURE
 Minda Westport Technologies Limited
 Roki Minda Company (P) Ltd
 Denso Ten (P) Ltd & Minda D – Ten (P) Ltd
 Minda Onkyo India (P) Ltd
 Minda TTE DAPS (P) Ltd
 Kosei Minda Mould (P) Ltd
Fig.1 COSTUMERS
6
7
3. TECHNOLOGY
Technology, Innovation, and People serve as the three key pillars of theMINDAfoundation. Core
to this philosophy is a constant quest for excellence by enhancing technology, enabling
innovation, and empowering people, thereby, creating consistent value for all stakeholders.
MINDA Group has always kept a close watch on the dynamic needs of its customers and
continues the journey of efficiency by enhancing the technology at every stage.
The organization has collaborated with the best global technology partners; possess state of-the-
art manufacturing facilities and highly automated processes. These advantages have established
new benchmarks that have aided in providing superior quality and flawless technical perfection
to the organization's deliverables
The continuous commitment toward excellence and consistent efforts to innovate have brought
excellent growth results for the Group. Apart from incorporating sophisticated technology,
MINDA Group aims to not only exceed expectations but to create value through innovation. The
long-standing commitment to nurturing research and development has brought the organization
a long way since its commencement three decades ago.
4. HEALTH, SAFETY & ENVIRONMENT
At JBM, sustainability is the way of doing business. The Group aligned its goals for the
environment, health, and safety, making an impact across its value chain worldwide. Together
with the suppliers, customers, and stakeholders, IBM strives to maintain the highest standards to
preserve and protect the environment, as well as enhance the health and safety of Soup’s
employees and communities.
8
5. PRODUCTION
"Production is defined by the Webster online as "to make into a product suitable to use .""
The action of manufacturing from components or raw material or the process of being so
produced.
Production is a process of combining various material inputs and immaterial inputs in order to
make something for consumption. It is the act of creating output, a good or service that has value
and contributes to the utility of individuals. Economic well-being is created in a production
process, meaning all economic activities that aim directly or indirectly to satisfy human needs.
The degree to which the needs are satisfied is often accepted as a measure of economic well-
being.
5.1 Types Of Production Procedure
Casting Process: This type of procedure required liquid material. This is the only process that
uses liquid material. This is the oldest procedure of production in which the molten metal is
poured into the refractory mould cavity and allowed to solidify. The object from the cavity
removed after the solidification.
Forming Process: This solid-state production process involves the minimum amount of material
wastage. In this process, the metal may be heated to a temperature, which is slightly below the
solidus temperature, and a large force is applied such that material flows and takes the desired
shape.
Fabrication Process: It essentially, involves joining pieces either permanent or temporarily so
that they would perform necessary function. The joining can be achieved by either or both of’
heat and pressure or joining through material. It is secondary manufacturing procedure.
Material Removal Process: This is also a secondary procedure where the additional unwanted
material is removed in the form of chips from the blank material by a harder tool so as to obtain
the final desired shape.
Production Line: A production line is defined as an arrangement in a factory in which a thing
being manufactured is passed through a set linear sequence of mechanical or manual operations.
The production line is required to produce products fast. As well the market demand is getting
9
increase as well we need more products also with more in quantity. This concept reduces the
production time up to a mark and exponentially increases the profits.
5.2 Factors that can affect the Production Process
Supplies: Many manufacturing depends on raw material supplied from outside sources. Some
of the factors that can delay or hamper a regular delivery schedule include a glitch at the site of
a supply source, problem with transportation or inclement weather. If supplies are no
forthcoming as needed, the potential for shutdown in the manufacturing process can result.
Alternatively a smooth supply operation and well managed inventory promote production as
scheduled.
Equipment: When a manufacturing process involves complex machines to complete
production, a temporary malfunction or a breakdown in an intricate piece of equipment can affect
the production. Identifying means of improving efficiency of all working parts of production
promotes a continual and more efficient operation. Positioning of equipment and the personal
required to operate machine can also affect production.
Factory overhead: Production depends on utilities to power machines, cool equipment, and
light the workspace in their factories. Even a temporary shutdown of the power supply or lack
of a steady water source can impact production, thus affecting the production process. In addition
management style can have a significant impact on production in both negative and positive
ways.
Need for special Parts: In the textbook “Operation Management” professor R Dan Reid of the
University of New Hampshire and Nada R. Sanders of Lehigh University posit “Conformance
to specification” as one definition of quality in production. They cite as an example the situation
of machine parts being built to specs. Here an unforeseen change in made-to-order parts can
have a significant impact on production, especially if the parts are shipped over a long distance
from offsite. Disparities in qualities may require multiple orders for the same inventory, resulting
in delays and temporary slowdowns or shutdowns of production.
People who work at all points: The workforce especially “touch labor”, the workers directly
involved in the production can affect that process in many ways. For example, sick days and
vacations taken by key personnel must be figured into production to prevent a negative impact
on production. An intangible factor that affects the production process and is dealt with after the
fact is human error. Alternatively, humans inside a production lead to more labor-efficient and
cost-effective methods of production can affect in a positive way.
6. PRESS SHOP
The press represents a specific type of machine tool, essential in the performance of industrial
manufacturing processes. Presses deliver energy through a force that acts over a distance or
stroke. Press machines are also the primary machine tool used in metal extrusion and sheet metal
fabrication processes. Hydraulic and mechanical presses are employed during sheer metal
forming to the extent that sheet metal processes, in general, are often referred to as press working.
Presses may be used in the manufacture of plastic parts. Machining operations, such as
broaching, may also require presses. Press machine tools vary in size and in the amount of force
they can output. The energy from a press is often used to do work requiring a tremendous amount
of force, such as a large amount of plastic deformation of a sizable piece of metal. The method
and nature by which a press machine will deliver its energy will vary, dependent on its type.
MINDA has the largest pressing shop in Asia and has a total of 10 different lines of pressing
machines. The plant has a total of ten lines comprising different forging machines of different
tones. The main reason why MINDA is developing very fast is because of the innovative
technology they are using in their industries which is totally automatic and is less dependent on
human power. Out of all 10 lines, only one line has a Hydraulic pressing machine and the rest 9
are mechanically pressing machines. Hydraulic pressing is a very slow process and is used for
components that require large bending.
Fig.2 PRESS LINE
10
6.1 Hydraulic Presses
Hydraulic presses are a powerful class of machine tools, they derive the energy they deliver
through hydraulic pressure. Fluid pressure, in a particular ch ber, can be increased or decreased
by the use of pumps, and valves. Sometimes devices and systems may be used to increase the
capacity of the pumps in more powerful presses. These presses can operate over a long distance
and at a constant speed. Hydraulic presses are generally slower relative to other press machine
types. This involves longer contact with the work, therefore the cooling of the work can be an
issue when hot forming a part with hydraulic force. Hydraulic presses are capable of being the
most powerful class of presses. Some may be as large as buildings and can deliver awesome
pressure. The largest hydraulic presses are capable of applying 75,000 tons of force. The
hydraulic press shown is being used to manufacture metal forging. The excursion is also a very
common use for such a press, although extrusion is often performed horizontally.
Fig.3 Hydraulic Press Line
11
Working-Principle: The basic working principles of the hydraulic press are simple, and rely
on differences in fluid pressure. Fluid is pumped into the cylinder below the piston, This causes
the fluid pressure under the piston to increase. Simultaneously, fluid is pumped out of the top
channel, causing the fluid pressure above the piston to decrease. The higher pressure of the
fluid below the piston than the fluid above it causes the piston to rise. In the next step, fluid is
pumped out from below the piston, causing the pressure under the piston to decrease.
Simultaneously, fluid is pumped into the cylinder from the top, this increases the fluid pressure
above the piston. The higher pressure of the fluid above the piston, than the fluid below it,
moves the piston downward.
Fig. 4 Hydraulic Press Working Principle
6.2 Mechanical Presses
Mechanical presses belong to a class of machine tools that encompass a wide range of different
machine types. Primarily, the mechanical press transforms the rotational force of a motor into a
translational force vector that performs the pressing action. Therefore, the energy in a mechanical
press comes from the motor. These types of presses are generally faster than hydraulic or screw
presses,(the screw press may also be classified as a mechanical press).Unlike some presses,
12
9. QUALITY DEPARTMENT
This department has a very crucial as well as very important role in the company's development.
A small defect in a product can cause a big loss economically.
The whole system work as a supposed company gets an order of 1 lakh pieces of patch pieces
then the first product from the machine is verified by engineers by "panel checker" and if it is
found accurate then all other products are only visually checked by workers. Engineers have all
the basic data about the product like dimensions, the distance between holes etc, which help
them in verifying the product on the panel checker.
Fig. 11 Panel Checker
9.1 MINDA Quality Goals
 Zero defect
 First time right, every time right.
 No quality control, only quality assurance.
 Reduced process variance.
 100% customer satisfaction.
 Reduction in the cost of the product.
 Not only functional quality but also competitive commonly expected and attractive
quality.
 To stick to these goals, the company has successfully implemented the Enterprises
Resource Planning (ERP) software i.e. Baan-IV a system application to support the
manufacturing, finance and sales & distribution functions.
19
20
In JBM they follow the following Process
In Process Quality —Engineers check the first piece by panel checker.
Their main motto is to check:
 Whether the gap between sample and panel checker is continuous or not.
 Distance between holes and position of the hole.
 Any trimming of extra parts is required or not.
FOA(First of approval):
After the first inspection all others product are only visually checked by workers. They are
provided with a type of"defect album" in which the possible types of defects that can occur are
written.Therefore the duty of worker is to visually check only that area which have the possibility
of any type of defects.Main motto of this is to check any type of crack,flange,dent,wrinkle,hole
shift etc.
Different Types Of Defects:
 Crack
 Flange cut
 Dent
 Wrinkle
 Burr
 Hole shift
25
11. WORKING METHDOLOGY
MINDA Group follows the Indian standards to maintain the production and achieve quality
goals.
1. The 5S:
In Indian Standard the 5S stands for:
 Sort
 Set in Order
 Shine
 Standardize
 Self-Discipline
1. SORT:
 Remove unnecessary items and dispose of them properly.
 Make work easier by eliminating obstacles.
 Reduce the accumulation of unnecessary items.
 Evaluate necessary items with regards to cost or another factor.
 Remove all parts or tools that are in use.
 Segregate unwanted material from the workplace.
 Need a fully skilled supervisor for checking on a regular basis.
 Don't put unnecessary items at the workplace & define a red-tagged area to keep
those unnecessary items.
 Waste removal.
2. SET IN ORDER:
 Arrange all necessary items so that they can be easily selected for use.
 Prevent loss and waste of time by arranging work stations in such a way that all
tooling /equipment is in close proximity.
 Make it easy to find and pick up necessary items.
 Ensure a first-in-first-out FIFO basis.
 Make workflow smooth and easy.
 All of the above work should be done on regular basis.
26
3. SHINE:
 Clean your workplace completely.
 Use cleaning as inspection.
 Prevent machinery and equipment deterioration.
 Keep the workplace safe and easy to work.
 Keep workplace clean and pleasing to work in.
 When in place, anyone not familiar with the environment must be able to detect any
problems within 50 feet in 5 secs.
4. STANDARDIZE:
 Standardize the best practices in the work area.
 Maintain high standards in workplace organization at all times.
 Maintain orderliness. Maintain everything in order and according to its standards.
 Everything is in its right place.
 Every process has a standard.
5. SELF DISCIPLINE:
 To keep in proper working order.
 Also translates as “Do without being told”.
 Perform regular audits.
 Training and discipline.
 Training is a goal-oriented process. Its resulting feedback is necessary monthly.
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Ankit.pptx

  • 2. 2 1. INTRODUCTION 1.1 About company: Making its mark in the International Grid of Automobile Components manufacturing, UNO MINDA steers ahead as a leading Tier 1 supplier of Proprietary Automotive Solutions to Original Equipment Manufacturers (OEMs). Incepted way back in 1958 with a meagre start-up capital and now notching up a group turnover beyond US$ 1 Billion, speaks volumes of the conglomerate that it is today. For more than six decades, UNO MINDA has made significant contributions to the automotive industry supply chain with innovative products, designed and engineered for efficiency with an emphasis on enhanced comfort levels and fine-tuned response. UNO MINDA has 71 manufacturing plants in India, Indonesia, Vietnam, Spain, Morocco, Mexico Colombia, Germany design centers in Taiwan, Japan & Spain sales offices in North America, Europe and ASEAN Countries. With the human edge of a highly motivated workforce of over 23000 team members, the Group is headquartered in Manesar, Haryana, India. We have more than 15 engineering, research and development centers globally. Technology and innovation are two key pillars of UNO MINDA philosophy. Our underlying vision is to create a culture that fosters great ideas that can be the basis for planning ingenious products, successfully manufactured to deliver value to our customers.
  • 3. 3 2. Overview: UNO MINDA Group is a conglomerate comprising of several companies which manufacture diverse auto components for Indian and International OEMs. Each company is an independent profit head operating at a high functioning level, responsible for its turnover, business development and operations. The companies are further consolidated into different domains, to systematize their operations for a more effective and efficient execution. Creating a dynamic business environment, this segregated and proactive approach evolves into a more productive business module. 3. Customer: Two wheeler:  HONDA  BMW  HERO  KTM  MAHINDRA  ROYAL ENFILD  TVS  SUZUKI  YAMAHA Four wheeler:  ASHOK LEYLAND  DAIMLER  FORD  FIAT  HYUNDAI  HONDA  MARUTI SUZUKI  TATA
  • 4. 4  TOYOTA Off Road:  EICHER  ESCORTS  JCB  NEW HOLLAND  SWARAJ  TAFE 2. MINDA INDUSRIES PRODUCTS The UNO MINDA strategic alignment ensures the maintenance of leadership in providing the ideal product support for their customers. Drawing on the benefits of this long-term customer support relation, UNO MINDA forges ahead as a Tier-1 supplier. We manufacture Alternate Fuel Systems; Air Filtration Systems; Canisters; Brake Hoses & Fuel Hoses; Combined Braking System (CBS); Noise Suppressor Cap; PDC Parts; Alloy Wheels; Seat Belts; Cameras; EA Pad; Steering Wheel with Airbags; Air Brakes; Fuel Caps; Lighting; Air Ducts & Washer Bottle; Spoiler; Body Sealing; 2W Switches & Handle Bar Assembly , 4W Switches & HVAC; Cigar Lighters; Wheel Covers; Shifters; Infotainment Systems(CD Tuners, Display Audio & Audio Video Navigations); Speakers; RPAS & ADAS; Sensors; Actuators; Controllers; Relay; End to End Telematics & Connected Car Solutions; Horns; Seating Systems. 2.1 Certification  ISO 9001 :2015  ISO/TS 1699  ISO 14001  OHSAS 1800 I 2.2 VISION “Expanding leadership in our business by creating an agile environment that delivers excellence and delight to stakeholders through the power of people, innovation, market trends and technology.”
  • 5. 5 3. CORE VALUES: We believe in… Simplicity, by keeping a low profile externally and having clear, open and elective communication within the organization. Teamwork, with well-defined responsibilities and accountability. Relationships of’ test among people, through well-defined job responsibility and authority. According to top priority to customer focus, through a prompt and appropriate response. Respect and care for all those dedicated to meeting commitments. 4. DIVISION OF MINDA  Uno Minda Limited- Switch Division  Uno Minda Limited - After Market Division  Uno Minda Limited - Acoustic Division  Uno Minda Limited - Auto Gas Division  Uno Minda Limited - Advanced Electronics Division  Uno Minda Limited - Lighting Division  Uno Minda Limited - Casting Division  Uno Minda Limited - Fuel Cap Division  Uno Minda Limited - Seating Division 2.5 UNO MINDA LIMITED SUBSIDIARIES  Mindarika (P) Ltd  Harita Fehrer Limited  Minda Kyoraku Ltd  Clarton Horns  Minda Tg Rubber (P) Ltd  Minda Storage Battries (P) Ltd  Minda Industries Vietnam Company (P) Ltd  MI Torica India (P) Ltd  MITIL Polymer (P) Ltd  Minda Germany Gmbh
  • 6. 2.6 UNO MINDA LIMITED JOINT VENTURE  Minda Westport Technologies Limited  Roki Minda Company (P) Ltd  Denso Ten (P) Ltd & Minda D – Ten (P) Ltd  Minda Onkyo India (P) Ltd  Minda TTE DAPS (P) Ltd  Kosei Minda Mould (P) Ltd Fig.1 COSTUMERS 6
  • 7. 7 3. TECHNOLOGY Technology, Innovation, and People serve as the three key pillars of theMINDAfoundation. Core to this philosophy is a constant quest for excellence by enhancing technology, enabling innovation, and empowering people, thereby, creating consistent value for all stakeholders. MINDA Group has always kept a close watch on the dynamic needs of its customers and continues the journey of efficiency by enhancing the technology at every stage. The organization has collaborated with the best global technology partners; possess state of-the- art manufacturing facilities and highly automated processes. These advantages have established new benchmarks that have aided in providing superior quality and flawless technical perfection to the organization's deliverables The continuous commitment toward excellence and consistent efforts to innovate have brought excellent growth results for the Group. Apart from incorporating sophisticated technology, MINDA Group aims to not only exceed expectations but to create value through innovation. The long-standing commitment to nurturing research and development has brought the organization a long way since its commencement three decades ago. 4. HEALTH, SAFETY & ENVIRONMENT At JBM, sustainability is the way of doing business. The Group aligned its goals for the environment, health, and safety, making an impact across its value chain worldwide. Together with the suppliers, customers, and stakeholders, IBM strives to maintain the highest standards to preserve and protect the environment, as well as enhance the health and safety of Soup’s employees and communities.
  • 8. 8 5. PRODUCTION "Production is defined by the Webster online as "to make into a product suitable to use ."" The action of manufacturing from components or raw material or the process of being so produced. Production is a process of combining various material inputs and immaterial inputs in order to make something for consumption. It is the act of creating output, a good or service that has value and contributes to the utility of individuals. Economic well-being is created in a production process, meaning all economic activities that aim directly or indirectly to satisfy human needs. The degree to which the needs are satisfied is often accepted as a measure of economic well- being. 5.1 Types Of Production Procedure Casting Process: This type of procedure required liquid material. This is the only process that uses liquid material. This is the oldest procedure of production in which the molten metal is poured into the refractory mould cavity and allowed to solidify. The object from the cavity removed after the solidification. Forming Process: This solid-state production process involves the minimum amount of material wastage. In this process, the metal may be heated to a temperature, which is slightly below the solidus temperature, and a large force is applied such that material flows and takes the desired shape. Fabrication Process: It essentially, involves joining pieces either permanent or temporarily so that they would perform necessary function. The joining can be achieved by either or both of’ heat and pressure or joining through material. It is secondary manufacturing procedure. Material Removal Process: This is also a secondary procedure where the additional unwanted material is removed in the form of chips from the blank material by a harder tool so as to obtain the final desired shape. Production Line: A production line is defined as an arrangement in a factory in which a thing being manufactured is passed through a set linear sequence of mechanical or manual operations. The production line is required to produce products fast. As well the market demand is getting
  • 9. 9 increase as well we need more products also with more in quantity. This concept reduces the production time up to a mark and exponentially increases the profits. 5.2 Factors that can affect the Production Process Supplies: Many manufacturing depends on raw material supplied from outside sources. Some of the factors that can delay or hamper a regular delivery schedule include a glitch at the site of a supply source, problem with transportation or inclement weather. If supplies are no forthcoming as needed, the potential for shutdown in the manufacturing process can result. Alternatively a smooth supply operation and well managed inventory promote production as scheduled. Equipment: When a manufacturing process involves complex machines to complete production, a temporary malfunction or a breakdown in an intricate piece of equipment can affect the production. Identifying means of improving efficiency of all working parts of production promotes a continual and more efficient operation. Positioning of equipment and the personal required to operate machine can also affect production. Factory overhead: Production depends on utilities to power machines, cool equipment, and light the workspace in their factories. Even a temporary shutdown of the power supply or lack of a steady water source can impact production, thus affecting the production process. In addition management style can have a significant impact on production in both negative and positive ways. Need for special Parts: In the textbook “Operation Management” professor R Dan Reid of the University of New Hampshire and Nada R. Sanders of Lehigh University posit “Conformance to specification” as one definition of quality in production. They cite as an example the situation of machine parts being built to specs. Here an unforeseen change in made-to-order parts can have a significant impact on production, especially if the parts are shipped over a long distance from offsite. Disparities in qualities may require multiple orders for the same inventory, resulting in delays and temporary slowdowns or shutdowns of production. People who work at all points: The workforce especially “touch labor”, the workers directly involved in the production can affect that process in many ways. For example, sick days and vacations taken by key personnel must be figured into production to prevent a negative impact on production. An intangible factor that affects the production process and is dealt with after the fact is human error. Alternatively, humans inside a production lead to more labor-efficient and cost-effective methods of production can affect in a positive way.
  • 10. 6. PRESS SHOP The press represents a specific type of machine tool, essential in the performance of industrial manufacturing processes. Presses deliver energy through a force that acts over a distance or stroke. Press machines are also the primary machine tool used in metal extrusion and sheet metal fabrication processes. Hydraulic and mechanical presses are employed during sheer metal forming to the extent that sheet metal processes, in general, are often referred to as press working. Presses may be used in the manufacture of plastic parts. Machining operations, such as broaching, may also require presses. Press machine tools vary in size and in the amount of force they can output. The energy from a press is often used to do work requiring a tremendous amount of force, such as a large amount of plastic deformation of a sizable piece of metal. The method and nature by which a press machine will deliver its energy will vary, dependent on its type. MINDA has the largest pressing shop in Asia and has a total of 10 different lines of pressing machines. The plant has a total of ten lines comprising different forging machines of different tones. The main reason why MINDA is developing very fast is because of the innovative technology they are using in their industries which is totally automatic and is less dependent on human power. Out of all 10 lines, only one line has a Hydraulic pressing machine and the rest 9 are mechanically pressing machines. Hydraulic pressing is a very slow process and is used for components that require large bending. Fig.2 PRESS LINE 10
  • 11. 6.1 Hydraulic Presses Hydraulic presses are a powerful class of machine tools, they derive the energy they deliver through hydraulic pressure. Fluid pressure, in a particular ch ber, can be increased or decreased by the use of pumps, and valves. Sometimes devices and systems may be used to increase the capacity of the pumps in more powerful presses. These presses can operate over a long distance and at a constant speed. Hydraulic presses are generally slower relative to other press machine types. This involves longer contact with the work, therefore the cooling of the work can be an issue when hot forming a part with hydraulic force. Hydraulic presses are capable of being the most powerful class of presses. Some may be as large as buildings and can deliver awesome pressure. The largest hydraulic presses are capable of applying 75,000 tons of force. The hydraulic press shown is being used to manufacture metal forging. The excursion is also a very common use for such a press, although extrusion is often performed horizontally. Fig.3 Hydraulic Press Line 11
  • 12. Working-Principle: The basic working principles of the hydraulic press are simple, and rely on differences in fluid pressure. Fluid is pumped into the cylinder below the piston, This causes the fluid pressure under the piston to increase. Simultaneously, fluid is pumped out of the top channel, causing the fluid pressure above the piston to decrease. The higher pressure of the fluid below the piston than the fluid above it causes the piston to rise. In the next step, fluid is pumped out from below the piston, causing the pressure under the piston to decrease. Simultaneously, fluid is pumped into the cylinder from the top, this increases the fluid pressure above the piston. The higher pressure of the fluid above the piston, than the fluid below it, moves the piston downward. Fig. 4 Hydraulic Press Working Principle 6.2 Mechanical Presses Mechanical presses belong to a class of machine tools that encompass a wide range of different machine types. Primarily, the mechanical press transforms the rotational force of a motor into a translational force vector that performs the pressing action. Therefore, the energy in a mechanical press comes from the motor. These types of presses are generally faster than hydraulic or screw presses,(the screw press may also be classified as a mechanical press).Unlike some presses, 12
  • 13. 9. QUALITY DEPARTMENT This department has a very crucial as well as very important role in the company's development. A small defect in a product can cause a big loss economically. The whole system work as a supposed company gets an order of 1 lakh pieces of patch pieces then the first product from the machine is verified by engineers by "panel checker" and if it is found accurate then all other products are only visually checked by workers. Engineers have all the basic data about the product like dimensions, the distance between holes etc, which help them in verifying the product on the panel checker. Fig. 11 Panel Checker 9.1 MINDA Quality Goals  Zero defect  First time right, every time right.  No quality control, only quality assurance.  Reduced process variance.  100% customer satisfaction.  Reduction in the cost of the product.  Not only functional quality but also competitive commonly expected and attractive quality.  To stick to these goals, the company has successfully implemented the Enterprises Resource Planning (ERP) software i.e. Baan-IV a system application to support the manufacturing, finance and sales & distribution functions. 19
  • 14. 20 In JBM they follow the following Process In Process Quality —Engineers check the first piece by panel checker. Their main motto is to check:  Whether the gap between sample and panel checker is continuous or not.  Distance between holes and position of the hole.  Any trimming of extra parts is required or not. FOA(First of approval): After the first inspection all others product are only visually checked by workers. They are provided with a type of"defect album" in which the possible types of defects that can occur are written.Therefore the duty of worker is to visually check only that area which have the possibility of any type of defects.Main motto of this is to check any type of crack,flange,dent,wrinkle,hole shift etc. Different Types Of Defects:  Crack  Flange cut  Dent  Wrinkle  Burr  Hole shift
  • 15. 25 11. WORKING METHDOLOGY MINDA Group follows the Indian standards to maintain the production and achieve quality goals. 1. The 5S: In Indian Standard the 5S stands for:  Sort  Set in Order  Shine  Standardize  Self-Discipline 1. SORT:  Remove unnecessary items and dispose of them properly.  Make work easier by eliminating obstacles.  Reduce the accumulation of unnecessary items.  Evaluate necessary items with regards to cost or another factor.  Remove all parts or tools that are in use.  Segregate unwanted material from the workplace.  Need a fully skilled supervisor for checking on a regular basis.  Don't put unnecessary items at the workplace & define a red-tagged area to keep those unnecessary items.  Waste removal. 2. SET IN ORDER:  Arrange all necessary items so that they can be easily selected for use.  Prevent loss and waste of time by arranging work stations in such a way that all tooling /equipment is in close proximity.  Make it easy to find and pick up necessary items.  Ensure a first-in-first-out FIFO basis.  Make workflow smooth and easy.  All of the above work should be done on regular basis.
  • 16. 26 3. SHINE:  Clean your workplace completely.  Use cleaning as inspection.  Prevent machinery and equipment deterioration.  Keep the workplace safe and easy to work.  Keep workplace clean and pleasing to work in.  When in place, anyone not familiar with the environment must be able to detect any problems within 50 feet in 5 secs. 4. STANDARDIZE:  Standardize the best practices in the work area.  Maintain high standards in workplace organization at all times.  Maintain orderliness. Maintain everything in order and according to its standards.  Everything is in its right place.  Every process has a standard. 5. SELF DISCIPLINE:  To keep in proper working order.  Also translates as “Do without being told”.  Perform regular audits.  Training and discipline.  Training is a goal-oriented process. Its resulting feedback is necessary monthly.