401207027_Tata Motors

Sushant Gupta| Industrial Training Report 1
PROJECT REPORT
TATA MOTORS LIMITED, LUCKNOW
Productivity Improvement of line-3 using “MOST”
Implementation
Process Standardization
Zone Productivity
Driver Time Study
Submitted By
Sushant Gupta
Roll No-401207027
Under the Guidance of:
Dr. Satish Kumar Mr. Puneet Gupta
Mechanical Department Divisional Manager
Thapar University. Tata Motors Limited,
Lucknow.
Department of Mechanical Engineering
THAPAR UNIVERSITY, PATIALA.
June 2015

DECLARATION
I hereby declare that the project work entitled “Productivity improvement of line-3 using
“MOST” Tools, Process standardization, Zone productivity, Driver time study” is an
authentic record of my own work carried out at Tata Motors as requirements of six months
project semester for the award of degree of B.E. Industrial Engineering, Thapar University,
Patiala, under the guidance of (Mr Puneet Gupta) and (Mr Satish Kumar), during January
to June, 2015.
(Signature of student)
(Name of Student)- Sushant Gupta
(Roll No.) - 401207027
Date: ___________________
Certified that the above statement made by the student is correct to the best of our knowledge
and belief.
(Dr. Satish Kumar) (Mr Puneet Gupta)
Faculty Coordinator Industry Coordinator

ACKNOWLEDGEMENT
A Long list of persons who helped me learn through my journey in Tata Motors, Lucknow
starts with Mr. Saud Usmani, Manager, Human Resources for giving me an opportunity to
come to TATA MOTORS LTD, LUCKNOW and have a firsthand experience of this
prestigious Industry, challenges involved and problems faced.
I wish to pay sincere regards to Mr. Puneet Gupta (Divisional Manager, TCF Line 3), my
mentor, as his profound knowledge and great experience in the automobile industry helped
me a lot during my learning process at TATA MOTORS. I sincerely regard his guidance,
principles, and teachings which have uplifted me morally many times and this thing will also
help me in my future life.
Only words are not sufficient for Mr. Lavkesh Deshwal (Senior Manager, TCF Line 3)
Technical maestro of Tata motors for the support and all the technical knowledge, which he
shared with me, I am thankful to him for providing me guidance during the difficult phases of
project completion and mentoring me from starting to the end. The support and knowledge
shared by him will definitely help me in my future life.
I am grateful to Mr. Kamaljeet Singh (Manager, TCF Line 3) for his moral support, intense
knowledge of corporate world and time to time guidance in every aspects of life which will
for sure help me in my future professional life ahead. Because of him I felt very comfortable
in all the zones related with the technicalities associated with the projects done.

CONTENTS
 Summary / Abstract………………………………………………… 5
 Introduction of TATA MOTORS and its History………………….. 6-16
 TATA MOTORS Lucknow Plant Description……………………... 16-22
 Projects
i. Productivity improvement of line-3 using “MOST” Tools
 Introduction………………………………………………….23-30
 Methodology used for Problem Identifications……………..31-36
 Problems Identified…………………………………………...36
 Detailed Study of Problems………………………………...36-59
 Other Process Improvements………………………………60-61
ii. Process standardization
 Description………………………………………………… 62-65
 Process In Doing Standardization (Methodology Used)……. 66
 Standardization Sheets……………………………………....67-79
 Conclusion…………………………………………………….79
iii. Zone productivity
 AIM……………………………………………………………80
 Methodology Used…………………………………………….80
 Zone Productivity Charts…………………………………...81-86
 Coclusion……………………………………………………..86
iv. Driver time study
 Aim and Methodology Used…………………………………..87
 Time Study Observations……………………………………87-92
 Conclusion…………………………………………………….92
 References……………………………………………………………..93

SUMMARY
I worked on a total of four individual projects in my 6 months of industrial training at TATA
Motors, Lucknow. Below lies the summary of the contribution I made to the departments in
each of my project.
Project 1- Productivity improvement of line-3 using “MOST” Implementation- This
project was allotted to me at the starting of my training as my main project. As Tata Motors
has done MOST study for their operations which means they have a standard time of each
operation. But initially only study was done of MOST but its Implementation wasn’t done. So
for MOST Implementation NVAs that is Non-Value Adding activities should be removed. So
it was needed to observe all the operations, find NVAs and find out ways to remove those
NVAs or waste. I was able to improve many operations and reduced the NVAs of those
operations hence resulting in decrease in time of performing operations. There were many
tools which I had to use for the improvement of those activities like
Project 2- Process Standardization- It was one of the initiatives of Tata Motors to
Standardize the processes of doing work by fixing one method for a particular process so that
every process is done in the most efficient and effective way. So the project for this on my
line was given to me. I was able to standardize a total of six operators in my Project.
Project 3- Zone Productivity- There are 6 Quality Gates in Main Assembly Line-3 in Tata
Motors which are many times referred as Zones. Initially the productivity of the whole main
assembly line was only measured daily but if some day line stops or any supervisor gets more
manpower any day than it was important to record the Productivity with which the Zone
completed the work hence the concept of Zone Productivity was made. So I made a system in
excel where if we put the manpower and no. of vehicles of each model, it gives the Zone
Productivity of each Zone.
Project 4- Drivers Time Study- It was just a Time Study which I initially did in the starting
of my Training. After the Main Assembly Line a truck goes to R2 area, where all the type of
inspection is done. From one inspection area to other inspection area drivers are required so
to find the time required to move a vehicle and to balance it with the Takt time, their average
time is required to assign the drivers at different areas and if possible eliminate the Non-
Value adding activities in it.

Introduction
Tata Motors: Profile & History
Tata Motors Limited
Type Public (NYSE: TTM)
Founded 1945
Founder JRD Tata
Headquarters
Area Served
Mumbai, India
Worldwide
Key people Cyrus Pallongi Mistry, Chairman
Products
Service
Automobiles and Engines, Commercial Vehicles, Military Vehicles
Automotive Design, Engineering and Outsourcing Services, Vehicle Servic
Revenue (US$ 42billion) FY 2014-15
Net income ▲ USD $ 3.86 billion
Parent Tata Group
Subsidiaries Jaguar Land Rover
TATA Daewoo
TATA Hispano
Website http://www.tatamotors.com/

INDUSTRY
The automobile industry in India is the eleventh largest in the world with an annual
production of approximately 2 million units. India is expected to overtake China as the
world's fastest growing car market in terms of the number of units sold and the automotive
industry is one of the fastest growing manufacturing sectors in India. Because of its large
market (India has a population of 1.1 billion; the second largest in the world), a low base of
car ownership (25 per 1,000 people) and a surging economy, India has become a huge
attraction for car manufacturers around the world.
Though several major foreign automakers, like Ford, GM and Honda, have their
manufacturing bases in India, Indian automobile market is dominated by domestic
companies. Maruti Suzuki is the largest passenger vehicle company; Tata Motors is the
largest commercial vehicle company.
The automotive industry directly and indirectly employs 13 million individuals in India. The
industry is valued at about US$ 35 billion contributing about 3.1% of India's GDP (nominal).
India's cost-competitive auto components industry is the second largest in the world. In
addition, India's motorcycle market is also the second largest in the world with annual sales
of about 5 million units. With the advent of development in engineering and technology, a lot
many significant changes have been taking place in industrial sector.
On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to its
deep forward and backward linkages with several key segments of the economy, automotive
industry has a strong multiplier effect and is capable of being the driver of economic growth.
The growth curve of India Auto Industry has been on an upswing for the past few years. India
became the fastest growing car market in the world in 2004, with a growth rate of 20%.
Continuing the upswing, the sector posted an impressive 8.9% growth in 2007-08.

Tata Motors, formerly known as TELCO (TATA Engineering and Locomotive Company) a
multinational corporation headquartered in Mumbai, India. It is India's largest passenger
automobile and commercial vehicle manufacturing company. Part of the Tata Group, it is one
of the world's largest manufacturers of commercial vehicles. The OICA ranked it as the
world's 20th largest automaker, based on figures for 2006. It is the largest automobile
manufacturer in India and commands more than 70% of the commercial vehicle market in
India and has also increased its share of passenger vehicle market. It was responsible for
developing India's first indigenous vehicle, the Indica. It has proved to be a success in the
market after initial quality problems. The company also exports the car to many countries.
Tata Motors is considered to be the flagship company of the Indian automobile industry.
TATA MOTORS
Established in 1945, Tata Motors’ presence indeed cuts across the length and breadth of
India. The company is the world’s fifth largest medium and heavy commercial vehicle
manufacturer and the world's second largest medium and heavy bus manufacturer.
Over 3 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The
company’s manufacturing base is spread across Jamshedpur, Pune and Lucknow, supported
by a nation-wide dealership, sales, services and spare parts network comprising about 1,200
touch points. The company also has a strong auto finance operation, Tata Motor Finance. At
the core of the company’s approach to doing business is the Tata Business Excellence Model.
Incorporating sound business principles, like customer satisfaction, quality, attention to
detail, conservation of resources and protection of the environment, this model shapes the
way Tata Motors designs, manufactures and markets its products.
History
Tata Motors is a part of the Tata and Sons Group, founded by Jamshedji 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.

Tata Motors launches its first truck in collaboration with Mercedes-Benz
Tata Motors started its commercial vehicle operations in 1960 with the manufacturing of first
commercial vehicle (a copy of a Daimler Benz model) in Pune. It took five years for the
company to begin the commercial production of heavy commercial vehicles. Considering the
road infrastructure of the country which does not support heavy vehicles, the company
adopted a route for light commercial vehicles (LCV). It came out with its first LCV, Tata
407, in 1986.
1987-1996
Post liberalization, in order to expand rapidly, the company adopted the route to joint
ventures. In 1993, it signed with Cummins Engine Co., Inc., for the manufacture of high
horsepower and emission friendly diesel engines. It was an effort made to reduce the
pollution in the existing Tata engines and to produce more environmentally friendly engines.
Furthering the trail of JVs it signed a joint venture agreement with Tata Holset Ltd., UK, for
manufacturing turbochargers to be used on Cummins engines.
1997-2006
In 2000, it launched compressed natural gas (CNG) buses and also filled the product line gap
through the introduction of the 1109 vehicle which is an intermediate commercial vehicle and
is useful for medium tonnage loads. Post 2000, the company introduced a variety of new
models. It introduced the Ex- series vehicles with high tonnage capacity and high pick up and
also came out with the entirely new LCV (207 DI) with direct ignition technology to cater to
the customers' requiring one and same vehicle for commercial as well as personal use.

Tata Indica
After years of dominating the commercial vehicle market in India, Tata Motors entered the
passenger vehicle by launching hatch-back car, the Tata Indica. Indica was the first car
indigenously designed in India. Though the car was initially panned by auto-analysts, the
car's excellent fuel economy, powerful engine and 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 improvement over the previous version and quickly
became a mass-favourite. A badge engineered version of the car was sold in the United
Kingdom as the Rover City Rover. Tata Motors also successfully exported large quantities of
the car to South Africa. The success of Indica in many ways marked the rise of Tata Motors.
Daewoo acquisition
Tata Novus is one of the best-selling commercial trucks in South Korea
With the success of Tata Indica, Tata Motors aimed to increase its presence world-wide. In
2004, it acquired the Daewoo Commercial Vehicle Company of South Korea. The reasons
behind the acquisition were:
Company’s global plans to reduce domestic exposure. The domestic commercial vehicle
market is highly cyclical in nature and prone to fluctuations in the domestic economy.
Tata Motors has a high domestic exposure of ~94% in the MHCV segment and ~84% in
the light commercial vehicle (LCV) segment. Since the domestic commercial vehicle
sales of the company are at the mercy of the structural economic factors, it is
increasingly looking at the international markets. The company plans to diversify into
various markets across the world in both MHCV as well as LCV segments.

To expand the product portfolio Tata Motors recently introduced the 25MT GVW Tata
Novus from Daewoo’s (South Korea) (TDCV) platform. Tata plans to leverage on the
strong presence of TDCV in the heavy-tonnage range and introduce products in India at
an appropriate time. This was mainly to cater to the international market and also to
cater to the domestic market where a major improvement in the Road infrastructure was
done through the National Highway Development Project. On its journey to make an
international foot print, it continued its expansion through the introduction of new
products into the market range of buses (Starbus & Globus)
Joint ventures
MAN NG313-F; Hispano Carrocera "Habit"
In 2005, sensing the huge opportunity in the fully built bus segment, Tata Motors acquired
21% stake in Hispano Carrocera SA, Aragonese bus manufacturing company and introduced
its high-end inter-city buses in the country.
Tata Motors has also formed a 51:49 joint venture with Marco polo S.A, a Brazil-based
global leader in bus body building. This joint venture is to manufacture and assemble fully-
built buses and coaches targeted at developing mass rapid transportation systems. The joint
venture will absorb technology and expertise in chassis and aggregates from Tata Motors, and
Marco polo will provide know-how in processes and systems for bodybuilding and bus body
design.
Tata Ace
Tata Ace, India's first indigenously developed sub-one ton mini-truck was launched in May
2005. The mini-truck was a huge success in India with auto-analysts claiming that Ace had
changed the dynamics of the light commercial vehicle (LCV) market in the country by

creating a new market segment termed the small commercial vehicle (SCV) segment. Ace
rapidly emerged as the first choice for transporters and single truck owners for city and rural
transport. By October 2005, LCV sales of Tata Motors had grown by 36.6 percent to 28,537
units due to the rising demand for Ace. The Ace was built with a load body produced by Auto
line Industries. By 2005, Auto line was producing 300 load bodies per day for Tata Motors.
Tata Ace has also been exported to several European, South American and African countries.
Electric-versions of Tata Ace are sold through Chrysler's Global Electric Motorcars division.
2007
Tata Pick Up, unveiled in 2007, it entered the European and American market by 2009. In
2007, Tata Motors launched several concept models and future designs of existing models. It
also formed joint ventures with various local companies in several countries to assemble Tata
cars. Tata Motors launched a re-designed version of Tata Xenon TL during Motor Show
Bologna which would be assembled in Thailand and Argentina. A pick-up variant of Tata
Sumo was also launched under the program 'Global Pick-Up'. The company plans to launch
the new pick-up model in India, Southeast Asia, Europe, South Africa, Turkey and Saudi
Arabia. Tata Motors also unveiled newer model of Tata Indigo and Tata Elegante concept-car
during the Geneva Auto Show
Tata Motors also formed a joint venture with Fiat and gained access to Fiat’s diesel engine
technology. Tata Motors is looking to extend its relationship with Fiat and Iveco to other
segments like the 'Global Pick-Up' program. The launch of the 'Global Pick-Up' will mark the
entry of the company into developed markets like Europe and the United States. The project
was initially collaboration between Tata Motors and its subsidiary Tata Daewoo Commercial
Vehicles, but later Tata Motors decided to work with Iveco as Daewoo’s design was not in
sync with the needs of sophisticated European customers. The company has formed a joint
venture with Thailand’s Thonburi Company, an independent auto assembler, in which Tata
Motors will hold a 70% stake.

Jaguar Cars and Land Rover
As of March 26, 2008, Tata Motors reached agreement with Ford to purchase their Jaguar
and Land Rover operations for US$2 billion. The sale is expected to be completed by the end
of the second quarter of 2008. Tata will also gain the rights to the Daimler, Lanchester, and
Rover brand names.
Business overview
Tata Motors has diversified in to a range of activities all related to the automobile industry.
Through its subsidiaries, the company is involved in engineering and automotive products,
construction equipment manufacturing, automotive vehicle components manufacturing and
supply chain activities, machine tools and factory automation products, high-precision
tooling, electronic components for automotive and computer applications, and automotive
retailing and service operations. The company's manufacturing base is spread across India. In
the east they are based in Jamshedpur (Jharkhand). Pune (Maharashtra) is their main centre
for the west. In the north Lucknow (Uttar Pradesh) and Pantnagar (Uttarakhand). A plant to
manufacture Nano which is in Sanand in Gujarat.
TTM focuses on Research and Development and has over 2,500 engineers and scientists
working for the company’s Engineering Research Centre. The company has R&D centers in
Pune, Jamshedpur, Lucknow, in India, and in South Korea, Spain, and the UK. It has
developed the first commercially viable prototype of air power car. On 25th July 2008, it also
announced to launch the electric version of Nano in Europe by Dec 2009. The company’s
dealership, sales, services and spare parts network comprises over 3500 touch points; TTM
also distributes and markets Fiat branded cars in India.
Joint Venture, Subsidiary and Associate Companies
Tata Motors has several joint venture, subsidiary and associate companies:
 Jaguar Land Rover
 Tata Technologies Ltd. (TTL) and its subsidiaries
 Telco Construction Equipment Co. Ltd. (Telcon)
 HV Axles Ltd. (HVAL)
 HV Transmissions Ltd. (HVTL)

 TAL Manufacturing Solutions Ltd. (TAL)
 Sheba Properties Ltd. (Sheba)
 Concorde Motors (India) Ltd. (Concorde)
 Tata Daewoo Commercial Vehicle Company Ltd (TDWCV)
 Hispano Carrocera
 Tata Motors Insurance Services Ltd. (TMISL)
 Tata Motors European Technical Centre plc
 Tata Motors Finance Limited
 Tata Motors Thailand
Business segments
Tata Motors operates in four main automobile segments which cover the range of products in
the automobile segments in India.
Passenger Cars:(30.5% of total units sold) This segment accounts for 30.5% of the
total production volume During FY 2008, 182,292 units of gasoline and diesel engine
versions were manufactured and sold. This division also distributes Fiat branded cars in
India.[TTM has a presence in the compact car, mid-sized car and station wagon segment of
the market in the form of Indica, Indigo and Indigo Marina and their variants. In FY 2008, the
passenger car industry grew by 11.9% in India, but the TTM sales in this segment declined by
7.3% due to no new product launches. The market share of TTM in this segment declined
from 15.6% to 13.3%. All the passenger cars are manufactured at plants at Pimpri and
Chinchwad district in Maharashtra.
Tata Motors has launched "Nano", an affordable family car with a price tag of Rs. 1,10,000
(around $2200) for the developing world. The project was delayed as the public opposition
and political problems forced the management to abandon the plant site at Singur, West
Bengal and shift it to Gujarat.
Utility Vehicles: (8.4% of total units sold) TTM entered the utility vehicle with the
launch of Tata Sumo in 1994. Later it also entered SUV segment with the launch of Tata
Safari in 1998. This segment accounts for 8.4% of the total production volume. The sales in
this segment were 47,530 units, a decline 0.8% as compared to 47,892 units in FY 2007. The
overall market share in this category is 20.1%. TTM lost 2% of the market share due to lack

of any new, product or a variant of the existing product in this segment. All the utility
vehicles are manufactured at plants at Pimpri and Chinchwad district in Maharashtra.
Light Commercial Vehicles:(29.1% of total units sold) TTM manufactures light
commercial vehicles including pickup trucks, trucks and buses with gross vehicle
weight(GVW) of between 0.7 ton and 7.5 tons. This segment grew by 17.2% growth to
147,316 units sold in the Indian domestic market in FY 2008 and constituted 29.1% of the
total units sold. TTM entered this category by indigenously developing a low priced product
Ace (mini-truck) with a 0.7 ton payload in fiscal 2006. In FY2008, TTM launched two other
products, Magic a passenger variant of Ace and Winger. It also announced to introduce CNG
variant of the Ace, the Tata Cargo Panel Van, a lifestyle pickup truck (Xenon XT) and an
office concept vehicle at the Auto Expo 2008 in India. TTM has a market share of 64.2% in
this segment. The light commercial vehicles are manufactured at plants in Lucknow and
Uttarakhand, Uttar Pradesh.
Medium and Heavy Commercial Vehicles: (32% of total units sold) TTM
manufactures medium and heavy commercial vehicles which include trucks, buses, dumpers
and multi-axle vehicles with GVW of between 9 tons to 49 tons. In addition, through Tata
Daewoo Commercial Vehicle Company Limited, or TDCV, a wholly-owned subsidiary in
South Korea, TTM manufactures high horsepower trucks ranging from 220 horsepower to
400 horsepower, including dump trucks, tractor-trailers, mixers and cargo vehicles. This
segment constituted 32% of the total volumes in FY2008. During the same period it declined
by 4.2% to 165,619 units as compared to FY2007. The decline was due to the lack of
availability of vehicle finance from outside sources and constraints in the components and
aggregates supply chain. TTM has a market share of 64.17% in this segment. In India, Tata
motors manufactures the Medium and Heavy Commercial Vehicles at manufacturing plants
at Jamshedpur, Chhattisgarh and Lucknow, Uttar Pradesh.
Tata Motors subsidiaries:-
Telco Construction Equipment (TCE)
TCE is a joint venture between Tata Motors and Hitachi, which focuses on excavators and
other construction equipment.
HV Transmission (HVTL) and HV Axles (HVAL)

HVAL and HVTL are 100% subsidiary companies of Tata Motors engaged in the business of
manufacture of gear boxes and axles for heavy and medium commercial vehicles, with
production facilities and infrastructure based at Jamshedpur. The combined revenue of the
two companies rose 38.7% yoy for 9MFY07 while the combined PAT rose 50.9%. Tata
Motors plans a capex of Rs2bn each for HVAL & HVTL and plans to raise funds for the
same, most probably by way of a strategic sale to a technical collaborator. The strategic sale
of either HVAL or HVTL or both is likely to be completed in the next one or two quarters.
Tata Technologies Limited (TTL)
TTL provides Engineering and Design (E&D) solutions to the Automotive Industry. Tata
Motors holds 86.91% of TTL’s share capital. TTL is based in Pune (Hinjawadi) and operates
in the US and Europe through its wholly owned subsidiaries in Detroit and London
respectively. It also has a presence in Thailand. Tata Technologies is a software service
provider in the IT services and BPO space. Its global client list includes Ford, General
Motors, Toyota and Honda, to name a few. It bought over the British engineering and design
services company, Incat International Plc for Rs4b in August 2005. Incat specializes in
engineering & design services and product lifecycle management in the international
automotive, aerospace and engineering markets. With this acquisition, Tata Motors will have
closer proximity to its global customers and be able to provide a wider range of services.
Tata Daewoo CV (TDCV)
TDCV is a 100% subsidiary of the Tata Motors based in South Korea, which was acquired in
March 2004. TDCV is in the business of manufacture and sale of heavy commercial vehicles.
Tata Daewoo is Tata Motors’ 100% subsidiary in Korea, with a market share of 30%.Tata
Motors will use the Daewoo technology to introduce higher tonnage trucks in the Indian
market and use Tata Daewoo for exports globally. In line with this strategy, it has already
introduced the Novus, a high-end tipper developed by Tata Daewoo for the Indian market.
TATAMOTORS LUCKNOW PLANT DESCRIPTION
Assembly division
Lucknow Plant started with the assembly of Medium Commercial Vehicles (MCVs) to meet
the demand in the Northern Indian market. However, in 1995, the unit started manufacturing

bus chassis of Light Commercial Vehicles (LCVs) and SUMOs. The facilities for
manufacturing the spare parts were set up and started supply of Crown wheel & pinion
(CWP) in 1994. Subsequently, G-16 & G-18 Gear Parts started in 1998. With the availability
of G-16 gear parts manufacturing facility, the Plant also started assembly of G-16 Gear Box
to meet in-house requirement for SUMO vehicles in the year 2000.Now TATA Motors
Lucknow has started assembling of CNG MCV`s to meet the consumers demand. TATA
Motors is also producing Rear Engine CV`s.
Manufacturing Division
In Tata Motors Lucknow Crown Wheel and Pinion are manufactured by various gear cutting
process. Machining (grinding and heat treatment) of Gear Box parts is also done here. These
gears are used in gear boxes or as spares. Now Tata Motors is assembling Gear Box of Ace
(small –CV) in Lucknow itself. The Manufacturing unit of Tata Motors at Lucknow is the
latest manufacturing facility of Tata motors and is located towards East of Lucknow plant.
There are five factories in Tata Motors, Lucknow:
1. CV-CX (Commercial Vehicle) Factory
2. Transmission Factory
3. Tata Marcopolo Motors Limited
4. Integral Bus Factory (IBF)
5. RECON Factory
Departments in TATA Motors Lucknow are:
 Planning
 Technical services
 Central tool room
 PSD
 Central procurement
 Dispatch
 Central logistics
 Factory logistics group-CV
 Factory logistics gear-transmission
 Factory logistics Gr-sumo
 SQIG

 Engineering services
 Central maintenance
 FPIG - CV factory
 FPIG-transmission factory
 Central quality (CQ)
 Area office, Lucknow
 Regional sales office (Lucknow)
 Service depth., Lucknow works
 Plant head office
 Manufacturing head office
 Human resources
 GET training
 Business excellence
 Finance
 Internal audit
 ERC Lucknow
 Administration
 Construction
About Vehicle Classification
In the Commercial Vehicle Business Unit, the models are classified on the basis of GVW as
under:
HCV: Heavy Commercial Vehicles
MCV: Medium Commercial Vehicles.
LCV: Light Commercial Vehicles.
The HCV segment can be further classified into three segments based on gross vehicle
weight as follows:
• ICV: Intermediate Commercial Vehicle with GVW of 8 to 10 ton.
• MCV: Medium Commercial Vehicle with GVW of 10 to 15 ton.
• HCV: Heavy Commercial Vehicle with GVW of 16 ton and above.

MCV & HCVs can also be classified into two categories depending on their usage as
Trucks and Buses. Buses are passenger carriers. Trucks include goods carriers along with
specialized vehicles like dumpers, tractor-trailers etc. the ICVs fall in the load category of
8 to 10 ton.
Chassis Number Classification

FOH- Front Overhang
ROH- Rear Overhang
FOH- Front Overhang
Basic Configurations
LP Stands for full forward control bus model.
LPT Stands for full forward control truck model.
LPO Stands for full forward control bus model with
overhang
LPK Stands for full forward control tipper.
SFC Stands for semi forward control
Conventional Full forward Semi forward
 Convention Control:
 All controls (Accelerator, clutch & brake) are behind the engine.
 Less noise and vibrations in cabin.
 More safety to the driver.
 Visibility is poor.
 Has become a rare phenomenon.
 Full Forward Control Chassis:
 All controls mounted in front of engine.
 Better visibility.
 Getting more loading area.
 Safety to the driver is less.

 Semi forward Control chassis:
 All controls mounted by the side of engine.
 Safety for driver & passenger.
Global Challenges
Present
Tata Motors have some distinct advantages in comparison to other multi-national
competitors. There is definite cost advantage as labor cost is 8-9 percent of sales as against
30-35 percent of sales in developed economies. Tata motors have extensive backward and
forward linkages and it is strongly interwoven with machine tools and metals sectors. Tata
Group's strong expertise in the IT based engineering solution for products and process
integration has helped Tata Motors. India has one of the world's largest auto component
industry noted for its world class capabilities
However, major multi-national automakers are moving their operations to India to cut costs.
Volvo, a manufacturer of trucks, buses, cars, construction equipment, and aero engines, has
entered in India in 1998. Its main focus is in the area of fully built buses Its competitive
advantage is its high technology which makes the vehicle a very comfortable option to travel
through. Its trucks are reputed for their performance and economy and are the flag bearers in
their production activities in India. It is still operating in the niche market of high end buses
where the Tata compete through its Hispano Carrocera and Marcopolo S.A. JV buses.
Future Challenges
Competition in Heavy Vehicles:
• Mahindra and Mahindra
• Force Motors.
• Ashok Leyland
Competition in Passenger Cars:
• Maruti Suzuki India
• Hyundai Motor Company
• Honda
• Toyota

MAIN ASSEMBLY LINE
COMMERCIAL VEHICLE ASSEMBLY LINE -
The assembly lines are slat conveyors with roller chains whose speed can be varied between
0.1 to 2.2 m/min. The length of slat conveyor for MCV line is 76.2 metres and can
accommodate a maximum of 24 vehicles. The Length of slat conveyor for LCV Line is 68.85
metres and can accommodate a maximum of 24 vehicles.
The HCV/MCV/LCV assembly line is semi-automated and is divided into 19 stations. Station
wise description of the steps in the making of a CV chassis and the vehicle are as follows:
The main assembly line of Lucknow works is of 19 stations, the Line 2 and Line 3 have 30
stations each.

PROJECT-1 Productivity improvement of line-3
using ‘MOST’ Implementation
INTRODUCTION
In this Project, my aim was to find out different Non-Value adding activities performed by
operators working on line-3 and find out ways to reduce or remove those activities if
possible. Hence reducing the M.O.S.T Time required performing the task. The Project title
basically focuses on terms i.e. Productivity, ‘MOST’ and Tools required for MOST
implementation.
Productivity
“The word Productivity relates to output of Operations in relation to the quantity of resources
or input used to produce them”.
Productivity is altogether concerned with how efficiently the output of goods and services are
being produced. In other words, if the product is made at the lowest possible cost with highest
quality and can be sold to the market at a good price, then its productivity level is considered
high.
Efficiency as we all know is defined in a simple equation:
Efficiency = Output / Input
Hence objective of productivity is to maximize output and minimize input.
Productivity = Efficiency + Effectiveness
The simple, often used, definition of Efficiency is ("doing the thing right"). It is the (often
measurable) ability to avoid wasting materials, energy, efforts, money, and time in doing
something or in producing a desired result. In a more general sense, it is the ability to do
things well, successfully, and without waste. In more mathematical or scientific terms, it is a
measure of the extent to which input is well used for an intended task or function (output).
Efficiency is very often confused with Effectiveness. The simple definition of effectiveness
is ("doing the right thing"). In general, efficiency is a measurable concept, quantitatively

determined by the ratio of useful output to total input. Effectiveness is the simpler concept of
being able to achieve a desired result, which can be expressed quantitatively but doesn't
usually require more complicated mathematics than addition. Efficiency can often be
expressed as a percentage of the result that could ideally be expected, for example if no
energy were lost due to friction or other causes, in which case 100% of fuel or other input
would be used to produce the desired result. This does not always apply, not even in all cases
in which efficiency can be assigned a numerical value, e.g. not for specific impulse.
M.O.S.T
Maynard Operation Sequence Technique (MOST) is a predetermined motion time
system that is used primarily in industrial settings to set the standard time in which a worker
should perform a task. To calculate this, a task is broken down into individual motion
elements, and each is assigned a numerical time value in units known as time measurement
units, or TMUs, where 100,000 TMUs is equivalent to 1 hour. All the motion element times
are then added together and any allowances are added, and the result is the standard time. It is
much easier to use form of the older and now less common Methods Time
Measurement technique, better known as MTM.
The most commonly used form of MOST is Basic MOST, which was released in Sweden in
1972 and in the United States in 1974. Two other variations were released in 1980, called
Mini MOST and Maxi MOST. The difference between the three is their level of focus—the
motions recorded in Basic MOST are on the level of tens of TMUs, while Mini MOST uses
individual TMUs and Maxi MOST uses hundreds of TMUs. This allows for a variety of
applications—Mini MOST is commonly used for short (less than about a minute), repetitive
cycles, and Maxi MOST for longer (more than several minutes), non-repetitive operations.
Basic Most is in the position between them, and can be used accurately for operations ranging
from less than a minute to about ten minutes. Another variation of MOST is known as Admin
MOST. Originally developed and released under the name Clerical MOST in the 1970s, it
was recently updated to include modern administrative tasks and renamed. It is on the same
level of focus as Basic MOST.
Basic MOST
MOST is a work measurement technique, introduces to compile the standard work time and
maximizes the resource utilization by improving the working method. Though the concept of
MOST was firstly introduced by Maynard in 1960, its industrial application had started from

1967 in the form of Basic MOST. For performing the administrative and the clerical work in
the production and service industries, in 1970 the Basic MOST was modified and named as
Clerical MOST. Whereas, in 1972 and 1974, the basic MOST was lunched for first time
inside Sweden and United 2164 States respectively. A part of the Basic MOST, two other
widely used version of MOST namely Mini MOST and Maxi MOST were also introduced in
literature in 1980 (Jamil et al. 2013). Thus three general versions of the MOST are found in
literature i.e. Basic MOST, Mini MOST, and Maxi MOST. To perform a manual work, the
Basic most defines a sequence of three actions namely General Move, Control Move and
Tool Use which are described below.
General Move
The free movement of a studied object in air are explained and categorized under the General
Move Sequence Model. In brief, the General Move model follows the Sequence of GET,
PUT, and RETURN i.e. |A B G|, |A B P|, and |A|. An explanation of the parameters A, B, G,
and P are given in Table 1. Each of these parameters A, B, G, and P has its own index value
which is determined from the MOST Data Card.
Parameters used in General Move
Notations A B G P
Description Action Distance Body Motion Gain Control Placement
Control Move
The movement of a studied element while it is in contact with surface or attached with other
objects are explained and categorized under the Control Move Sequence Model. The control
move model has sequence of GET, MOVE or ACTUATE, and RETURN phases i.e. |A B G|,
|M X I|, and |A|. An explanation of the parameters A, B, G, M, X and I are given in Table 2.
Each of these parameters A, B, G, M, X and I has its own index value which are determined
from the MOST Data Card.
Notations A B G M X I

Description Action
Distance
Body
Motion
Gain
Control
Move
Controlled
Process
Time
Alignment
The Tool Use
During the assembly or production, the operations of hand tools are explained and
categorized under the Tool Use Sequence. The Tool Use model consists of a Sequence of
GET TOOL, PLACE TOOL, TOOL ACTION, PLACE TOOL, and RETURN phases i.e. |A
B G|, |A B P|, |U|, |A B P|, and |A|. An explanation of the parameters A, B, G, P and U are
given in Table 3. For the GET TOOL phase, and the PUT TOOL phase, the index values are
assigned in the same manner as the GET phase in General Move sequence model. TOOL
ACTION PHASE is considered when the operators perform the necessary tool actions. This
phase includes F - Fasten, L- Loosen, C - Cut, S - Surface Treat, M - Measure, R- Record,
and T - Think.
Notations A B G P U
Description Action
Distance
Body Motion Gain Control Placement Tool Action
Time Unit used in MOST
The time measurement unit (TMU) is used as a time unit for MOST analysis, which is
converted to the minute by using the following Table.
1 TMU 0.00001 hour 1 hour 100,000 TMU
1 TMU 0.0006 minute 1 Minute 1667 TMU
1 TMU 0.036 second, 1 second 27.8 TMU
Time study Vs M.O.S.T
TIME STUDY MOST
Measure Cycle Time Work content & Cycle time

Normal Pace 4 Miles 3 Miles
Performance Rating Highly Subjective Not Required
Accuracy Rating Observer Dependent Accurate +/-5%
Results Inconsistent/Non Repeatable Consistent
Observations 3 Times Avg. 1 Time
Method Change Complete Restudy Only Updating Body motions
Activities Observation Dependent Pre-determined
Forecasting Cannot be performed Helps in Method
Improvement
M.O.S.T: Benefits
Benefits of MOST over previous techniques
 Highly accurate models and precise.
 Based on MTM data
 Revolutionary PMTS System
 Body motions are converted into “Sequence Models” which describe activities.
 Indexes Values are assigned in ranges of motions and not discrete but statistically
produce very accurate results.
Questions that MOST answer:
 How can you reduce your search time?
 Do you have any ergonomic issues?
 How could we make your stock system more visual?
 How can you move around your work area easily?
 How can we document the best practices or lessons learned?
 How can we improve communication?
 How could we improve having the work instructions at the point of use?
 How could we incorporate a planned maintenance system?

 Indirect Benefits:
 Record & Measure Activities
 Filter NVA (Non Value Added) and get Lean Work Content
 Reduce our delivery times and costs
 Communication: Actual Effective Working Time and Losses are communicated.
 Increase participation from all employees
 Target for only Value-Added activities that customers are willing to pay for.
M.O.S.T IMPLEMENTATION TOOLS
In this project, MOST time of doing any operation needs to be reduced by using different
tools and techniques. Some of the tools used to do improvement on assembly line are Lean
production, Spaghetti improvement; Line balancing, Ergonomics improvement etc.
Lean production
Lean manufacturing or lean production, often simply "lean", is a systematic method for the
elimination of waste ("Muda") within a manufacturing process. Lean also takes into account
waste created through overburden ("Muri") and waste created through unevenness in
workloads ("Mura"). Working from the perspective of the client who consumes a product or
service, "value" is any action or process that a customer would be willing to pay for.
Essentially, lean is centered on making obvious what adds value by reducing everything else.
Lean manufacturing is a management philosophy derived mostly from the Toyota Production
System (TPS) (hence the term Toyotism is also prevalent) and identified as "lean" only in the
1990s. TPS is renowned for its focus on reduction of the original Toyota seven wastes to
improve overall customer value, but there are varying perspectives on how this is best
achieved.
Tata Motors Production System (COMMWIP)
Purpose:
To eliminate/reduce waste in Manufacturing/Operations activities through COMMWIP as a
standard tool & practice across all locations of Tata Motors Ltd.

Classification:
Through COMMWIP initiative, we will identify and arrest all such wastes. There are
seven types of wastes as listed below.
• Waste of Correction
• Waste of Over-Production
• Waste of Motion
• Waste of Material Movement
• Waste of Waiting
• Waste of Inventory
• Waste of Processing
Definition:
Value Added: An action or activity that initiates, modifies, or changes the character of a
product or service on behalf of a customer.
Non-Value Added: An action or activity that adds no value but must be done under the
current conditions.
Waste: An action or activity that adds no value, is not required, and must be eliminated.
o Waste of correction:
• Doing something over
• Requires additional motion, additional processing, additional inventory and
waiting
• Often causes additional quality problems
Inputs: Cost of poor Quality (COPQ), rejection, rework, re-inspection, Confirmation,
additional handwork, Rework Leading to additional Quality like polishing pretreated
sheet metal parts etc.
o Waste of over-production:
• Generating excess parts, information, etc. too soon or too fast in a process.
Inputs: Multiple setups, Unbalance batch production, losses due to under / over scheduling or
receipts, information to non – relevant persons, irrelevant mails etc.
o Waste of motion:
• Unnecessary work movements which do not add value to the product.

• Focus on improving methods to reduce waste of motion
Inputs: Non – Ergonomical motions leading to fatigue & human efficiency loss, MOST related
motion study data (all non-value adding activities & movements)
o Waste of material movement:
• Unnecessary transporting, storing or rearranging of items, parts, equipment, people, etc.
• Focus on making the distance as short as possible and on eliminating temporary storage
locations
Inputs: Material flow Diagram, Multiple parts storage, improper Layouts, material scheduling
inaccuracy etc.
o Waste of waiting:
• To stay in place in expectation of an event.
• Includes waiting for machines, people, conveyors, information, approvals, etc.
Inputs: Man Machine load chart, line imbalance, waiting for decisions & information etc.
o Waste of inventory:
• Too much of anything which may take up space, lead to obsolescence, impact safety,
cause waste of motion or waste of material movement.
• Inventory hides problems and other forms of waste.
Inputs: Excess throughput time, Push system & no pull system & Supermarkets etc.
A B C Analysis and SLT norms.
o Waste of processing:
• Doing something the customer does not perceive as adding value to the product.
• Includes processing the vehicle and processing in the office.
Inputs: Additional operations or features not perceived as value adding by the customer,
unnecessary or duplicate paperwork, Monitoring, Supervision etc.

Methodology
Initially I started my project by taking Load Charts of Different Quality Gates (QG) from my
Mentor. Then selection of Operators which are having Cycle Time much below & closer to
Takt Time according to the Load Chart was done.
Operators that were selected for observation:
• AC Head Pipe fitment, AC Head Pipe Connecting with Air Dryer.
• Wiring Harness Routing & clamping.
• Relay Valve & Brake Pipe Connection with Relay and L bracket.
• Air tank mounting bracket.
• Anti-roll Bar mtg. Bkt. Fitment, Bump Stop Bkt. Fitment, Power Stg. Pipe Mtg. 'L' &
'Z' Bkt. Fitment.
• Link Rod Fitment.
• Bumper Mtg. Bkt. Fitment, Radiator mtg. bkt. Fitment.
• Leaf spring fitment with rear Tandem/Dead axle, Leaf spring fitment with Rear Live
axle.

The next step was the observation of all the Operators that were selected and finding all the
Non-Value adding activities performed by those of Operators and filling them into
COMMWIP Sheets for compilation of those MUDA.
COMMWIP SHEETS
COMMWIP Sheets divide all the identified MUDA into their respective type. The reason to
fill these sheets were not only just to identify all the MUDA but was also done for my
practical understanding of the Assembly Line & the MUDA’s that are performed by the
operators. Following are some of the COMMWIP Sheets which I made during the initial
stage of my Project:-
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Over
Burden
Processing
Making assemblies of clamp, nuts, washer & bolt.
Waiting for runner to be free.
Movement
Inventory
Walking to get runner.
Waiting
Waiting for others to give Space to put AC Pipes
on frame.
Waiting time for a operator while other is working.
Going to put Runner to Runner Stand.
Going to Kitting Trolley to get Pipes.
Bringing AC pipes from trolley.
Motion
Bringing Clamps, fastners from Tool Box.
Over
Production
Types of Muda Observations
Correction
COMMWIP IDENTIFICATION SHEET
Area/Line : Line 3 Date: 24th Feb,2015 Station Name/No. : AC Head Pipe Fitment

1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Over
Burden
Processing
Apply force to break seal of bound harness.
Movement
Inventory
Waiting
Waiting time due to other person doing work at exactly
same position.
Waiting for nut Runner to be free.
Passing Wire Harness through hand below the Vehicle on
line to find its end.
Motion
Operator has to go to Kitting Trolley to fetch wire harness.
Over
Production
Coming back with Wire Harness to initial Position.
Correction
Area/Line : Line 3 Date: 24th Feb,2015 Operation Name/Station No. : Wiring Harness & Clamping
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Correction
Over
Production
Motion
Walking to get Brackets from Kitting Trolley.
Walking to get Runner.
Walking to other side of the frame.
Walk to the frame with Tool box & put it there. Moving back to initial position with tool box.
Bringing Brackets from KittingTrolley.
Waiting
Waiting for Runner to be free.
Waiting time due to other operator doing work at he
same place.
Movement
Inventory
Over
Burden
Processing
Area/Line : Line 3 Date: 24th Feb,2015 Operation/Station No. : Air tank mounting Bkt. (Station-1)

1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Correction
Over
Production
Motion
Going to Kitting Trolley to get relay valve.
Bringing pipes for connection.
Going to Kitting Trolley to get pipes.
Taking Tool Box to the Frame.
Taking Tool box to initial
Position.
Bringing Relay Valve from kiting trolley.
Waiting
Shortage of nut Runner.
Waiting near front relay valve while connection near 2nd
Cross member.
Movement
Inventory
Over
Burden
Processing
Area/Line : Line 3 Date: 24th Feb,2015 Operation Name/Station No. : Relay Valve Fitment
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Correction
Over
Production
Motion
Walking to get ARB mtg. bkt. & bump stop bkt. from
kitting trolley.
Operator walks to other side of the
frame.
Going to the runner stand to get runner.
Walking to Clamp stand to pick
Clamps.
Go back to put runner back.
Walking to runner stand to pick
runner.
Bringing ARB mtg. bkt. & bump stop bkt. from kitting
trolley.
Walking to next frame with Tool box.
Waiting
Waiting time while Chassis no. Puching.
Waiting for Runner.
Movement
Inventory
Over
Burden
Processing
Area/Line : Line 3 Date: 24th Feb,2015 Operation/Station No. : Bump Stop bkt., ARB Mtg. bkt.,power steering pipe Mtg. L & Z Bkt. Fitment

1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Over
Burden
Processing
Insert the pin of trackle into leaf spring hole.
Passing the aligner through the hole on leaf spring.
Movement
Inventory
Moving the spring to other side of the frame with the use of
Pendant.
Waiting
Waiting time till leaf spring reaches frame.
Walking to Kitting trolley with "H" type of tool box to get shackle &
pins from there.
Move back to initial Position.
Movement of leaf spring to frame.
Move to next frame with "H" type of tool box & place it
on the frame.
Motion
Moving the spring to other side of the frame with the use of
Pendant.
Over
Production
Correction
Area/Line : Line 3 Date: 24th Feb,2015 Operation/Station No. : Leaf Spring fitment with rear Tandom/Dead axle, Leaf spring fitment with Rear live axle (Station-3 &4)
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Over
Burden
Processing
Insert the Pin of trackle of overhead hoist into the link rod.
Movement
Inventory
Movement of hoist from one side of the frame to other side (Uncontrolled Movement)
Waiting
Other Operator is waiting for hoist to reach the frame & engagement of link rod to shackle.
Bringing Shackle rods from Kitting Trolley.
Walking to get Shackle rod from kitting trolley.
Moving to initial Position.
Movement of link rod to frame & to engage it to centre of shackle.
Motion
Moving from one side of frame to other side.
Over
Production
Correction
Area/Line : Line 3 Date: 24th Feb,2015 Operation/StationNo. : Link Rod Fitment (Station-2)

PROBLEMS IDENTIFIED
The most Common Wastes which were wasting most of the time of the operators in QG-1
were:-
1. Waiting Time of Operator due to multiple operations at Station-1.
2. Waiting time of Operators due to Shortage of Runners.
3. Operators going to the Kitting Trolley to bring Parts of the Vehicle.
Detailed Study of Problems
Waiting time of operators at station-1
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
1 4
2 5
3 6
Correction
Over
Production
Motion
Going to runner stand to bring runner.
Go to fastner trolley to get nuts &
bolts.
Bring nuts & bolts the frame.
Go to Used Scrap Fastner's trolley to dispose the nuts taken
out from frame.
Go to put runner back.
Go to kitting to get bumper stopper bkt.
Bring bumper stopper bkt. & put it on frame.
Moving Equipment & fastner trolley with the movement of
frame.
Waiting
Waiting due to Shortage of runner.
Movement
Inventory
Over
Burden
Processing
Area/Line : Line 3 Date: 27th Feb,2015 Operation/Station No. : Bumper mtg. Bracket
1.)
2.)
4.)
5.)
TATA Motors,
Lucknow
3.)
7.)
Bumpar Mtg. bkt., Radiator mtg. bkt.
Fitment.
PROBLEM OBSERVATION
SHEET
ARB, Bump stop, Power stg. Pipe mtg. bkt.
fitment
6.)
Problems Observed
Operator Clustering on Station-1 due to
multiple Operations.
Safety Issues as more Operators
working at same place.
Waiting Time of Operators increases
hence Cycle Time Increases.
Waiting Time of Operators due to
simultaneous usage of Runners.
S.No
Air Tank Mtg. Bkt. Fitment.
AREA FOCUSSED- STATION-1
Tasks focussed
Wiring Harness Routing & Clamping.
AC Head Pipe Fitment.
Work Content of Station-1 is greater
than other Stations.
Relay Valve & Brake pipe Connection with
Relay Valve.
Silencer Mtg. Bkt. Fitment.

Above Problem Observation Sheet is one of the formats I made to denote the Problems faced
on line. It was done because our Manufacturing Head, Mr. Anurag Sharia wanted us to make
a common format of the presentation while presenting anything by anyone to the higher
authorities.
The Common problems that we were facing on station-1 is mentioned above in the table i.e.
work content of station-1 is greater than other stations, Operator Clustering due to multiple
operations, Safety issues as more operators are working, Waiting time of operations etc.
Picture showing operator clustering on station-1

Operators having difficulty in working hence waiting time
Work content of QG-1 showing problem on station-1
Above graph shows the problem present in Station-1. Work content of station-1 is much
higher than any other station. In LPK Model there are 10 operations and ideally 16 operators
that start working on Station-1 after frame dropping at 1st
station. The problem is also
because of the unavailability of Zero station. The frame drops at station-1 and all the
operators start working there and then which ultimately leads to operator clustering.

Table of ideas Identified for solving the problem
This was also one of the format I made for presenting the ideas that were identified by
anyone on any problem. The above table shows the ideas identified and its reasons, Pros and
Cons of the on the same idea.
For solving this problem, it was quiet obvious for us that we have to shift the operations of
station-1 to some other station but the actual question was where it can be shifted as there are
many operations which are dependent on each other, so shifting those operations would be a
challenge. The 3 shifting that we were thinking about were shifting operations to QG-2 as
there were very less operations in that area and more space for operators to perform their
operations, other could be shifting it inside QG-1 as there are many operations which can’t be
done after axle dropping i.e. after station-6 and finally we got to the idea of shifting the
operations after station-1 one station each and giving operations of station-2 enough space to
divide the operations in 2 stations and decrease the clustering and waiting problem which was
finally chosen to be implemented after long hours of brainstorming with my mentor. The
third idea was also possible as station-5 does not see any operation. The Idea was finally
implemented in the month of March.
S.No Ideas Identified REASONS PROS CONS
1.)
Work Content Distribution by
Shifting Operators from
Station-1 to Station-2.
1. No Operator working at
Station-2 other than Link
Rod.
1. Waiting time will be
reduced complete space
available for different
operations.
2. Operator Clustering will be
reduced.
1. In LPK model AC Pipes
fitment can create waiting for
Link Rod fitment.
2.)
Distributing Operation of
Station-1 in Station-1 &2 &
shifting other Operations
one station each.
1. Station-5 operations
contains least work Content
which can be adjusted to
operations of Station-4.
operations.
reduced.
1. Work Content in Station-5
will Increase.
2. "Grease Nipple & Wedge
Screw" Operator will move
into danger area of axle
dropping.
3.)
Shifting some Operations to
Zone-2.
1. Work Content in Zone-1 is
more than Zone-2.
operations.
reduced.
1. For some operations
Kitting Trolley has to be
installed in Zone-2 or Part
Stands has to be put at the
side.
Brainstorming

BEFORE KAIZEN
Operation Distribution before KAIZEN
While shifting stations and rebalancing the operations which need to be shifted has to be
selected first in precedence order. The Precedence table is given below:
Here Nylon pipe fitment, wiring harness and air dryer & Purge tank are the most important
operations in Precedence and AC Head pipe fitment should be after air dryer and Purge tank
as AC Pipe directly goes into air dryer while fitment. Hence the Operations were finally
divided according to stations as given below:
Operation Precedence Required Preference No.
Nylon Pipe Fitment. Yes 1st
Wiring Harness & Clamping Yes 1st
Air Dryer & Purge Tank Fitment & Connection. Yes 1st
Relay Valve & Brake Pipe Connection with relay. No -
Chassis Number Punching. No -
Air Tank mtg. bkt. No -
AC Head Pipe fitment Yes 2nd
ARB bkt., Bump Stop bkt. Fitment., power stg. Mtg. fitment No -
Bumpar mtg., radiator mtg. bkt. Fitment No -
Silencer mtg. bkt. & fuel filter bkt. Fitment No -

Operation Distribution after KAIZEN
After the KAIZEN was implemented, the problem that we were discussing about took place
i.e. Work Content increased at Station-5 and Wedge Screw & Grease Nipple loose fitment
Operation came under danger zone of axle dropping at station-6 so after further
brainstorming we shifted front shackle & front leaf spring fitment at station-3 with link rod.
Operation Distribution after improved KAIZEN

Improved work Content distribution
VOICE OF TECHNICIANS
• More space For Clamping in Wiring harness operation as AC Head Pipe Operation is
moved to 2nd
Station.
• Easiness in Routing of Nylon pipe due to more space availability.
• Easy availability of runners of Runners on Station-1.
• Safety issue resolved while putting AC pipes on frame.
• Waiting time reduced while doing Operations.
After all these improvements operators still change their stations according to the speed of the
conveyor. When the speed of the conveyor is slow, operators of 2nd
station move to station-1
and if the speed of the conveyor was fast, the entire operators move on the 2nd
station hence
forming clustering and hence increasing waiting time.
For changing the mindset of the operators we divided the station into metric scale and defined
the starting position and ending position of all the operations. The starting position was made
by green strips and ending position was made by Red Strips.

In all this process basically 3 steps were followed:
1. Marking done after each meter with yellow tape.
2. Deciding the Starting & Ending point of each operation on Zone-1.

3. Putting Stickers of all the Operations on the decided Places.
Waiting time of Operators due to Shortage of Runners
TIME STUDY OF RUNNERS
Initially in COMMWIP Sheets I found that there was problem of waiting time of operator’s
shortage of runners. But we didn’t know how much time are the runners used actually in the
whole cycle of fitment. So my mentor suggested me to do time study of runners i.e. for what
time does actually runners are utilized in a cycle.
Runner Obs. -1 Obs. -2 Obs. -3 Avg. Time Avg. acc. To
Station
Station-1, Runner 1 2:55 3:07 2:52 2:58 3:22
Station-1, Runner 2 4:12 3:58 3:22 3:51
Station-1, Runner 3 2:45 3:02 2:52 2:53
Station-1, Runner 4 3:52 3:25 4:02 3:46
Station-2, Runner 5 1:15 1:20 1:05 1:13 1:28
Station-2, Runner 6 2:25 2:01 2:09 2:32
Station-2, Runner 7 0:55 1:02 0 0:39
Hence in a tact time of 7.3 minutes runner is utilized for only 1 min 28 sec on station-2 and
still there are operators facing shortage of runners which means that there runners on station-
2 is not utilized properly. The Problem was solved when we shifted the Station.

Acc. To MOST Data average runner time of Station-1 runners is 3 min 37 sec and average
runner usage time for Staion-2 is 1 min 15 sec before shifting the station.
Acc. To MOST Data average runner time of Station-1 runners is 2 min 29 sec and average
runner usage time for Staion-2 is 2 min 24 sec after shifting the station.

Due to balancing of the operations, runner time usage is balanced and shortage faced by
operators of runner the resources on both the stations are utilized equally without much
discrepancies.
Operators going to the Kitting Trolley to bring Parts of the Vehicle
On assembly line, a kitting trolley is moved along with the movement of frame which carries
the small parts which should be attached with the frame. The kitting trolley is filled in the
kitting area of the assembly line and brought to the main assembly line conveyor by an
operator which is further moved with the movement of the frame. The kitting trolley of each
frame moved behind its frame.
Concept of Kitting (Layout)
As shown in the above layout, Kitting trolley is filled in kitting area and then moved to the
assembly line for fitment of all parts on the assembly line. After all the fitments on the
assembly line it is moved back to the kitting area for refilling parts for other vehicles.
Concept of Kitting is Important as it decreases the requirement of space aside assembly line
which eventually decreases the safety problems and creates more space for easy movement of
operators and also further decreases the movement to go to pick parts.
Besides having Kitting Trolley, still operators doing fitment in the front of the frame have to
walk long distance to the Kitting trolley to pick their parts which is a big NVA of motion.

Anti-Roll Bar bkt. , Bump stop bkt. , Power stg. Mtg. bkt. Bumpar mtg. bkt. , Radiator mtg.
bkt. Silencer mtg. bkt. and fuel filter bkt. are the parts whose fitment are in the front of every
frame but to these parts operators have to move a long distance to the kitting trolley to fetch
those parts. Another observation which I thought worth mentioning is that Kitting trolley of
the previous frame is closer to all these fitment than its own kitting trolley.
1.)
2.)
S.No
TATA Motors,
Lucknow
3.)
PROBLEM OBSERVATION SHEET
AREA FOCUSSED- QG-1
Tasks focussed
ARB, Bump stop, Power stg. Pipe
mtg. bkt. Fitment
Bumpar Mtg. bkt., Radiator mtg.
bkt. Fitment.
Silencer mtg. bkt, fuel filter mtg. bkt
etc
Points Observed
Operators have to move a long
distance to bring parts from
Kitting Trolley.
Kitting Trolley of Previous frame
was near to these fitments.
Extra Movement to get
Parts from Kitting Trolley.

In the above picture, the general movements of operators are shown while movement after
completing work of first kitting trolley to starting work at another kitting trolley. The motion
marked with red is the movement from point of work till kitting trolley.
Different ideas were discussed in this regard to solve the problem. The first one was that we
wanted to divide the kitting trolley to into 4 parts and every part is moved aside the frame.
Frame & kitting trolley with parts (Initially)
Kitting Trolley split into 4 small trolleys (Idea)
The reason to implement this was that every operator would get their requirement of parts
closer to them and also every operator carries a tool box with them for nuts, washer & bolts
etc. which we wanted to remove as it is not according to WCQ level. So the idea was to put
nuts, bolts and washer and other small tools into small trolleys including all parts closer to the
operator while fitment.

The Procedure to implement the idea of installation of kitting trolleys started with the making
of smaller kitting trolley and do the trial with only shifting some parts of the main kitting
trolley to the smaller trolley. The source of power of kitting trolley that we decided was
conveyor itself. The problem that we were facing in implementing this was we could not find
a place where small kitting trolley can be placed aside frame. The place where I wanted to
place trolley was rejected by my guide as it would create safety issues. Another problem was
the trolley has its fair chance getting toppled in case any nut and bolt came under it. The idea
was finally rejected in a final conversation with my guide.
Another idea that I discovered to solve the same problem was that I wanted to split the kitting
trolley into 2 halves, one half for the front frame and another for the previous frame.
One kitting trolley having parts of 2 frames
In this system, the idea was that the front half of the frame would get parts from its front
kitting trolley and the back half of the frame can get it from the previous kitting trolley.
Motion of operators will decreased by this. For every vehicle there is a particular JIS No.
which means “Just in Sequence” and its JIS no. is written on every kitting trolley for every
vehicle. Hence if we implement this idea we would write 2 JIS no. on 1 kitting trolley which
will be helpful in identifying parts of different frames on same trolley.
I started identifying the parts of the vehicles which would be replaced in front and those
which would be in previous kitting trolley.

I got appreciated a lot for this idea but was not able to implement this as during the course of
its implementation, I got another Idea of shifting the kitting trolley of the Vehicle in the front
from back of the frame.
General movement to kitting trolley of operators (Before KAIZEN)
While operator moves from one frame to another, he goes through the 1st
kitting trolley to the
frame, put its tool box on frame and then go to kitting trolley to pick up parts and come back
again to frame. In this spaghetti, moving to kitting is a biggest NVA operator does in each
cycle.
Picture when we shifted the first kitting trolley to front

Above photo shows the first kitting trolley which was shifted so therefore there is 2 trolleys
running simultaneously.
After we shifted the kitting trolley the general spaghetti of the operator becomes like:
In the above picture, operator does not change its type of motion. It goes to next frame and
then come back to kitting trolley and then back to frame. Extra movement to go to kitting
trolley still remains. But still there are some movements/steps which are saved due to just
shifting of vehicle.
Extra Movement to go to
Kitting Trolley still REMAINS.

A comparative study by shifting the kitting trolley
In the above chart, a comparative study is shown of the steps taken by operators while
movement to kitting trolley. Just by shifting the kitting trolley overall 58 steps are saved and
43.5 mtrs is saved.
Then to improve this situation we further decided to give operators Fastener trolleys for in
line motion.

Above Chart is a KAIZEN format which explains the problem and the solution which is
worked on. Initially every operator had tool boxes for putting the fasteners & tools which was
also tough to carry with them. Then we gave them fastener trolley in which they can put their
fasteners as well and carry their parts from kitting trolley while movement from one frame to
another.
Final spaghetti showing motion of operators

Above spaghetti shows the result of giving some operators fastener trolley. This gives
operators a chance to reduce their movement to the minimal and make IN-LINE Motion
while working which means no- extra motion to any kitting trolley. In QG-1, 8 operators
were given fastener trolleys but only 2 operators started using kitting trolleys to fetch their
parts.
In the above chart, a comparative study is shown of the steps taken by operators while
movement to kitting trolley. Just by shifting the kitting trolley overall 92 steps are saved and
69 mtrs is saved.
After giving fastener trolley, only 2 operators used those because there was a problem of
runner wires creating problem in the movement of fastener trolley. While fitment runner
wires get in the way of operators as other operators are tightening using runners
simultaneously.

For improvement further improvement to this problem we came up with another solution
which is using of overhead runners. These are hanged from the ceiling which can be move
with the movement of frame.
Not only this, Overhead runners have more benefits:
1. Runners can be slided with the movement of the frame while fitment.
2. Fastener Trolleys can be easily transported from one frame to another.
3. Clump of runner wires does not form while usage.
4. Walking Distance to Get & Put back Runner.

For Trial Purpose, we had implemented overhead runners on the line which was successful
and now a proper fitment of the overhead runners would be implemented.
But theses Overhead runners can’t be used on Station-1 as there is frame dropping at that
station. After this again after some days of brainstorming, I had an idea of increasing the
height of the runners which will allow trolleys to move easily. The rough drawing of which is
given below:
The idea is in its initial stage and most probably it would be implemented in some days. If all
these things get implemented in coming days. Then we would be able to save around 228
steps and 171 mtrs.

Way forward to the distance saved
After this it was required to verify the load charts that were present as there was huge
difference between the actual time and the time on the Load Chart. So after my
recommendation, my mentor told me to make new Load Charts according to the new revised
Job Allocation Sheet which would ultimately be helpful for me to identify the processes
which needs to be improved. As there were 6 Quality Gates on Main line so there were 6
Load Charts.

Now Using these load Charts, observation of Operators and operations were done. Other
improvements came together while observing different processes which help the issues of
NVAs & Ergonomics.

PROCESS IMPROVEMENTS
FUPD Bracket fitment
ANTI-SLAG COILED HOSE FITMENT

FUEL TANK SUPPORT
AIR DRYER AND PURGE TANK

PROCESS STANDARDIZATION
DESCRIPTION
Standardized work is one of the most powerful but least used lean tools. By documenting the
current best practice, standardized work forms the baseline for kaizen or continuous
improvement. As the standard is improved, the new standard becomes the baseline for further
improvements, and so on. Improving standardized work is a never-ending process.
Basically, standardized work consists of three elements:
 Tact time is the maximum time available to complete each process. (Actual work cycles for
different parts or models at a work station could vary, but their average should be equal to
or less than tact time.) Develop tact time by dividing the volume requirement per month by
the total number of shifts per month. The result is the daily shift requirement. Then divide
the total working hours per shift by the shift volume requirement to obtain tact time (in
hours -can be converted to seconds). It is the rate at which products must be made in a
process to meet customer demand.
 The precise work sequence in which an operator performs tasks within Takt time.
 The standard inventory, including units in machines, required to keep the process operating
smoothly.
Establishing standardized work relies on collecting and recording data on a few forms.
These forms are used by engineers and front-line supervisors to design the process and by
operators to make improvements in their own jobs.
Three conditions are required to maintain standardized work
 Process. The work process must be a set of easily repeated motions. Concentrate on human
movement. (A major responsibility of lead persons and supervisors is to see that standard
work methods are adhered to, and to check the reasons if they are not.)
 Equipment. The tooling and equipment must run with a minimum of problems to enable
standard work. Frequent stops make control of a sequential process difficult. The excess
time allows operators to build as they wish, thus deviating from the predetermined
sequence.

 Quality. Uniform quality is vital. Each following process is dependent on each preceding
process to enable consistent flow and repetition (not interruptions for re-work or problem
solving.)
PURPOSE OF STANDARDIZED WORK
Standardized Work is the foundation for Kaizen in production. It organizes and defines
worker movements.
This is important because when the work sequence is different each time and/or if the
motions are disorganized, there is no baseline for evaluation.
Work improvements are unclear and difficult to monitor. In such a case, Kaizen is
meaningless. For this reason, the first step to Kaizen is Standardization. Results will be
seen in terms of improved quality, reduced cost of production, and safer work methods.
Method of Establishing Standardized Work
The leaders are responsible for determining Standardized Work. They are also in charge of
maintaining and revising it. Once outlined, however, Standardized Work does not remain
fixed. It is revised and updated as often as necessary according to work Kaizen, machinery
improvements and/or changes in work combination responding to production volume
change. (Change in Tact time)
BENEFITS:
The benefits of standardized work include documentation of the current process for all shifts,
reductions in variability, easier training of new operators, reductions in injuries and strain,
and a baseline for improvement activities.
Standardizing the work adds discipline to the culture, an element that is frequently neglected
but essential for lean to take root. Standardized work is also a learning tool that supports
audits, promotes problem solving, and involves team members in developing poka-yokes.

What is required for supervisors?
Environment
1. Elemental Work with High Accuracy
- Reasonable Procedure, Key Point w.r.t Safety, Quality &
Time
2. Parts, Tools, Jigs
- Location of Parts, Tools & Jigs to meet working procedure &
key point.
3. Standardized work with one continuous motion
- STZD work which consists of number of Elemental work
have to have the proper work timing considering the best time
of which can be performed.
1. Fundamental Skill
- Acquire fundamental skill. Techniques/knack of how to do a
job.(Skill Level -1, Training Graduation)
2. Elementary work
- Trained Elemental work of a part & Job element base, should
be trained by authorized persons. (Skill Level -2, Training
release point)
3. Standardized Work
- Trained STZD work on line by using WIS; perform with
Sequence Time & Motion
1. Provide Accurate STZD work
- Supervisor must provide operator a self-made and proven
STZD work
2. Strong Power
- Supervisor must have strong authority, Order & Intention to
keep STZD work
3. Correcting Difference
- Supervisor should be able to identify the deviation from
STZD work & provide immediate OJD to operators
KeepSkill
OperatorSupervisorManagement

PRECONDITION OF STANDARDIZED WORK
 He can make work combination and offer proposals on how many workers are needed
and what their positions are.
 He can analyze work motion and review the Standardized Work.
 He can grasp what is “Muda (Non-Value Added Mura (Unevenness), Muri
(Overburden)”and can implement Kaizen.
Fundamental Skill
Element Work
Standardized Work
Fundamental Knowledge
Work (combination of
element work) for one
person
Repeatability in all cycles
with same sequence,
Smallest unit of work
Smallest skill needed for
performing element work
Fundamental knowledge for
safety, quality & production

Process Involved In Doing Standardization (Methodology Used)
The things which are involved in doing standardization are filling some standard sheets and
other things defined by Tata Motors which are:
1. Standard Work Combination Sheet (SWCT) - It is the standard format used in TATA
MOTORS. It basically captures the overall time of performing the operation dividing
the time into 3 times i.e. Manual time, Auto time and Walking time. In this sheet
we divide all the Operation into small elements and note their time. The sheet actually
represents the graph by which it is easy to detect any time consuming task which can
be further reduced.
2. Process Observation Check Sheet for Standardization (POCS) - (POCS) is an element
based lean tool by which all the MUDA’S, ergonomic issues, tool issues, part issues
etc. can all be identified and stored on this sheet. Using symbols like OK (O), NOT
OK (X) and Partially OK (P).
3. OFI Description - It is a kind of action plan which takes into consideration all the
elements which are Not OK and Partially OK on POCS sheet and finding out the
possible solutions which are viable according to the present condition on Assembly
Line.
4. Standardized Work Sheet (SWS) – It is basically spaghetti of the operator which is
performing the task which takes into consideration the movement of the operator with
the moving conveyor line.
5. Work Instruction Sheet (WIS) – Work Instruction Sheet is a Sheet which is Present on
every station for the help of operators who can read them if required for performing
their operations.
6. Marking on Shop Floor – Marking on Shop Floor was the final step which was done
to make the process standardized. Here marking has to be done with the help of some
tapes of different colours for operators to understand completely where they have to
move which while performing the operation.

The Processes which I standardized in my Project are:
1. Air Tank Mounting Bkt.
2. Silencer Mtg. Bkt. Fitment.
3. Link rod Fitment (2 Operators).
4. Air Dryer and Purge Tank.
5. Shocker Fitment.
STANDARDIZATION SHEETS
AIR TANK MOUTING BKT.
Standard Work Combination Sheet (SWCT)
SWCT Sheet of the Air tank mtg. bkt
TCF MGR A/M G/L
LPK-2518
MANUAL AUTO WALK
0
Total
Go to runner stand to pick runner.
4
2
Standardized Work Combination Table
Process Name Air Tank Mtg. Bkt. Fitment
3
8
7
2
9
2
5
5
SWCT No.
Preparation date
Tak time (Sec)
5
68
19
4
20
2
22
19
17
22
Move to other side of the frame with runner.
12
14
17 Go to frame with runner.
20
21
Other Work
22 Tighten 4th air tank mtg. bkt.
19 Tighten the nuts of 2nd air tank mtg. bkt.
Go to fastner trolley to put spanner back.
16
25
15
Again walk back to the fastner trolley on the
other side of frame.
10
11
Walk back to the fastner trolley on the other
side of frame.
Pick 4rd Air tank mtg. bkt from fastner trolley&
put bolts in it & Pick nuts & washer from trolley.
12
13
Again go to other side of the frame.
Put Part on frame & loose fit air tank mtg.
bkt.
6
7
8
9
SL
NO
WORK SEQUENCE
JOB TIME IN SECONDSOperation time
Model Cycle Time (Sec)
LINE
3
Shop
4 18
19
5
Line 3
12
121
2
25
Sub Total 234
Pick 2nd Air tank mtg. bkt from fastner trolley
& put bolts in it & Pick nuts & washer from
trolley.
bkt.
Pick 3rd Air tank mtg. bkt from fastner trolley
& put bolts in it & Pick nuts & washer from
trolley.
Walk to other side of the frame.
Move to Kitting trolley to pick parts.
bkt.
Pick Spanner from fastner trolley.
Pick air tank mtg. bkts. from Kitting Trolley &
put it on fastner trolley.
Move fastner trolley to next frame.
Pick Air tank mtg. bkt from fastner trolley &
put bolts in it & Pick nuts & washer from
trolley.
bkt.
18
Tighten the nuts of 1st air tank mtg. bkt. &
shift to 2nd mtg. bkt.
14
24
Move to runner stand at the other side of the
frame to put runner back.
23
13
Tighten the nuts of 3rd air tank mtg. bkt. &
shift to 4th air tank mtg. bkt.
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 200 210 220 230 240 250 260 270 280 290 300 310 320 330 340
Manual time Auto time Walk time Cycle Time Takt Time Waiting Time

Process observation check sheet for standardization (POCS)
POCS of Air Tank Mtg. Bkt.
OFI Description
OFI of Air Tank Mtg. Bkt.
1 11.1 Transfer bkts. from Kitting trolley to fastner trolley.
2 11.2 Moving Trolley to the frame.
3 11.5 Transfer bkts. From fastner trolley to the frame.
4 11.8 Walk to other side of the frame with air tank bkt. Relay Valve Operator can bring Air tank bkt. in his Trolley.
5 11.25 Move to Kitting Trolley with fastner trolley.
6 13.10 Walk back to the fastner trolley from one side of frame to other to bring 4th bkt.
1.) Relay Valve Operator can bring Air tank bkt. In his Trolley.
2.) If Operator take 3rd & 4th bkt. In one go & place one on frame
7 13.16 Go to runner stand to pick runner.
8 13.17 Bring back runner from runner stand.
9 13.20 Move to other side of the frame with runner.
10 13.23 Move to runner stand to put back runner.
11 13.24 Go back to fastner trolley.
12 14.4 Waiting for relay valve operator to complete work. 1.) Air tank mtg. bkt. Can be shifted to 2nd station.
13 18.4 Operator has to bend his back while fitment.
14 18.24 Operator has to strech runner wire to the other side.
1.) Operator can get runner from the other side instead of taking
it to other side.
15 19.2 Sometimes runner wire comes in the way of fastner trolley.
16 19.4 Streched wire can get in the way of other operators.
17
18
19
20
Problem
Action Plan (Only Cross & Triangle )
Countermeasure
1.) Overhead Runners can be used in this case.
2.) Battery Runners can also be helpful in this case.
1.) Overhead Runners can be used in this case.
SR. NO Problem No. Current Status

Standardized Work Sheet (SWS)
The main Challenge that came forward was how to do marking so that operators follow the
tape and the new operators could take the help of the tape marking and follow the path
required for their process. I made the general standard of marking on assembly line-3.
Marking on Shop Floor

LINK ROD FITMENT
As Link Rod has two Operators so two SWCT, POCS, OFI and SWS Sheets should be made.
Operator-1
SWCT of Link Rod (Operator-1)
TCF MGR A/M G/L
LPK-2518
MANUAL AUTO WALK
0
Total
24
23
22
18
Put aligner back in tool box & take hammer
for hammering the shackle into the link rod.
8
Insert upper hook of tackle in 1st link rod &
2nd hook in 2nd link rod.
Move hoist to some distance & wait for
frame to reach their station.
Take the hoist to the frame.
Sub Total 246
Hold pendant while the other operator is
inserting shackle in link rod.
Adjusting link rod to go in chassis bracket.
Insert sealing ring in chassis bracket & link
rod.
Insert aligner into link rod while adjusting.
Insert shackle pin in link rod with aligner.
Insert sealing ring in chassis bracket & link
rod.
5
Line 3
10
81
2
42
3
7
Shop
4
15
Bring down the hoist to the link rod stand
with pendant.
SL
NO
WORK SEQUENCE
Model
Now take other link rod to other side of the
frame with pendant & adjust it in chassis
bracket.
Hold pendant while the other operator is
inserting shackle in link rod.
6
7
8
9
16
25
15
Adjusting link rod to go in chassis bracket.
10
11
Put aligner back in tool box & take hammer
for hammering the shackle into the link rod.
Put back the hammer & take out the hook
from the hoist.
12
13
Insert shackle pin in link rod with aligner.
20
21
Other Work
22
19 Take back the hoist to the link rod stand.
7
7
8
14
17
7
13
10
52
11
10
17
51
9
Tak time (Sec)
Cycle Time (Sec)
34
SWCT No.
Preparation date
561.81
Insert aligner into link rod while adjusting.
Process Name Link Rod Fitment
LINE
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 200 210 220 230 240 250 260 270 280 290 300 310 320 330 340 350 360

Process observation check sheet for standardization (POCS)
OFI Description
OFI of Link Rod (Operator-1)
[B1]
Muri
[B2]
Safety
[C1]
Right
Tools
[D1]
Right
part
[E2]
Skill
(Referance Cycle)
Sequence
Method
Sequence
Method
Sequence
Method
Sequence
Method
Sequence
Method
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33
1
Bring down the hoist to the link rod
stand with pendant. O O O O O O O O O X P - O O - - O O O O O O - - - - - O O O O
2
Insert upper hook of tackle in 1st
link
rod & 2nd hook in 2nd
link rod. O O O O O O O O O O O - O O - - O P O - - - O O O O O O O O O
3
Move hoist to some distance & wait
for frame to reach their station. O O O P O O O O O O O - O O - - O O O O O X - - - - - O O O O
4 Take the hoist to the frame. O O O O O O O O O O O - O O - - O O O O O O - - - - - O O O O
5
Hold pendant while the other operator
is inserting shackle in link rod. O O O O O X O O O X O - O X - - O O O - - - - - - - - O O O O
6
Adjusting link rod to go in chassis
bracket. O O O O O O X O O O O - O O - - P P O O O O O - O - - O O O O
7
Insert sealing ring in chassis bracket &
link rod. O O O O P O X O O O O - O O - - O P O - - - O O O O O O O O O
8
Insert aligner into link rod while
adjusting. O O O O O O O O O O O - O O - - O P O O O O - - - - - O O O O
9
Insert shackle pin in link rod with
aligner. O O O O O X O P O P O - O O - - P P O - - - O O O O O O O O O
10
Put aligner back in tool box & take
hammer for hammering the shackle
into the link rod.
O O O P O P O P O O O - O O - - O O O O O O - - - - - O O O O
11
Put back the hammer & take out the
hook from the hoist. O O O O O O O O O O O - O O - - O O O - - - - - - - - O O O O
12
Now take other link rod to other side
of the frame with pendant & adjust it
in chassis bracket.
O O O O O O O O O O X - O O - - O O O O O O - - - - - O O O O
13
Hold pendant while the other operator
is inserting shackle in link rod. O O O P O O O X O P O - O X - - O O O - - - - - - - - O O O O
14
Adjusting link rod to go in chassis
bracket. O O O O O O O O O O O - O O - - P P O O O O O - O - - O O O O
15
Insert sealing ring between chassis
bracket & link rod. O O X O O O O O P O O - O O - - O P O - - - O O O O O O O O O
16
Insert aligner into link rod while
adjusting. O O O O O O O O O O O - O O - - O P O O O O - - - - - O O O O
17
Insert shackle pin in link rod with
aligner. O O O P O P O O O O O - O O - - P P O - - - O O O O O O O O O
WIS OPL
18
Put aligner back in tool box & take
hammer for hammering the shackle
into the link rod.
O O O O O O O O O O O - O O - - O O O O O O - - - - - O O O O
19
Take back the hoist to the link rod
stand. O O O O O O O O O O X - O O - - O O O O O O - - - - - O O O O
20
SWS SKM
a
P a P
a
Legend a
Memberisawareofsafetykey
point
Memberisawareofqualitykey
point
Waiting
Over-processing
Over-production
Repair
Partsquantityis
withinstandardsalways
Locationof
materialismarked
Locationof
materialissafe
MemberisawareofSequence
Muri/Stress/
Ergonomics
UnsafeAction/
Condition
Appropriatetools
availability
Locationoftool
iseasytoaccess
Transportation
Inventory
Motion
Cycle 2 Cycle 3 Cycle 4 Cycle 5
Process Name - Link Rod Fitment
Observation No.a
WorkElementNo.
[A] Method
Cycle 1
[A1] Sequence & Method - Work Cycles Observed
Work Element Description
(Released By HR - Learning and Development) Format No. F001 (R0) dtd 10.05.2013
NOT OK - NOT APPLICABLE - -OK -š PARTIALLY OK - P
Please Note - Objective of this POCS is not only to identify OFI , Countermeasure should be taken to close OFI in priority 1: Sequence repeatability, 2: Muda-Mura-Muri elimination, 3: Visuallisation of physical goods .
TOTAL
ObservationsP TOTAL OFI =
[C] Tools
OverallProcessStatus
(Worstconditiontobeconsider)
Visualizationof
Locationisdone
visualization
Accordingtomodel
Minimum&Maximum
visualizationisdone
Station No - 3 Process No. -
Team Member Name -
[B] STW
Environment
[E] Man
[C2]
Right Location
[E1]
Knowledge
(Ask to Member)
[D2]
Right quantity
[D3]
Right place
Takt Time -
Element Based Process Observation Check Sheet For Standardization (POCS)
Observer Name -
Project : Implementation Of Standardized WorkShop - TCF Line-3 Line - Assembly Line-3
Remarks
Date -
CATEGORY WISE
TOTAL
CATEGORY WISE
TOTAL
[A2] Muda Identified
3FormsAvailability&Visualization
1.OPL,2.SkillMatrix,3.JHSheet(CrossforntAvailableTriangleforNoperfection)
1.WIS,2.SWS,3.SWCT.(CrossforntAvailableTriangleforNoperfection)
3ControlDocumentsAvailability&
Visualization
-
[F]
Document
Skillrequiredto
performtheelement(Noretry)
1 11.1 P Bring down the hoist to the level of link rod stand.
2 14.5 X Waiting time of the operator while other operator is inserting Shackle.
3 17.6 P Adjusting link rod to go in Chassis bracket.
4 17.9 P Adjusting while inserting shackle pin in link rod with aligner.
5 11.12 X Take the link rod to other side of the frame.
6 14.13 X Waiting time of the operator while other operator is inserting Shackle.
7 17.14 P Adjusting link rod to go in Chassis bracket.
8 17.17 P Adjusting while inserting shackle pin in link rod with aligner.
9 11.19 X Taking hoist to the initial Position.
10 18.2 P Bending while inserting hook of tackle in link rod.
11 18.6 P Bending while adjusting link rod to go in chassis bracket.
12 18.7 P Bending while inserting sealing ring in chassis bracket & link rod.
13 18.8 P Bending while inserting aligner into link rod while adjusting.
14 18.9 P Bending while inserting shackle pin in link rod with aligner.
15
16
17
18
19
20
SR. NO Problem No. Current Status Problem Countermeasure
Action Plan (Only Cross & Triangle )

Standardized Work Sheet (SWS)
Link Rod Fitment (Operator-2)
SWCT of Link Rod (Operator 2)
TCF MGR A/M G/L
LPK-2518
MANUAL AUTO WALK
0
Total
Process Name Link Rod Fitment (Operator 2)
Wait while other operator inserts shackle pin
in link rod.
10
11
13
8
8
8
9
8
SWCT No.
Preparation date
Tak time (Sec)
Cycle Time (Sec)
80
8
10
11
36
15
18
8
5
11
Take the wedge screw pin & lock the
shackle by hammering it into the shackle.
40
14
17
Walk to other side of the frame.
Take out aligner from the tool box & sealing
ring.
20
21
Other Work
22
Take out hook from tackle & take the hammer &
wedge screw to hammer wedge screw inside
the shackle.
16
25
15
Wait while other operator inserts shackle pin
in link rod.
10
11
Take out aligner from the tool box & sealing
ring.
Insert sealing ring between chassis bracket &
link rod. Insert shackle pin in link rod with
aligner.
12
13
Take out the hammer from the tool box &
hammer shackle pin into the link rod.
Take the wedge screw pin & lock the
shackle by hammering it into the shackle.
6
7
8
9
SL
NO
WORK SEQUENCE
Model
LINE
3
9
Shop
4
26
5
Line 3
7
81
2
Sub Total 252
Again walk to the Kitting Trolley & pick 2
shackle pins.
Come back to the hoist & put it in tool box
on hoist.
Again walk to the Kitting Trolley & pick
wedge screws.
on hoist.
Move to the frame with the movement of link rod
& wait till link rod is inserted between shocker.
Take out hook from tackle & take the hammer &
wedge screw to hammer wedge screw inside
the shackle.
Wait for tackle to come to the level of link
rod stand.
Insert upper hook of tackle in 1st link rod & 2nd
hook in 2nd link rod.
Walk to the Kitting Trolley & pick 2 shackle
pins.
on hoist.
21
19
Take out the hammer from the tool box &
hammer shackle pin into the link rod.
24
18
Insert sealing ring between chassis bracket
& link rod. Insert shackle pin in link rod with
aligner.
24
Go back to the link rod stand.23
0 10 20 30 40 50 60 70 80 90 100 110 120 130 140 150 160 170 180 190 200 210 220 230 240 250 260 270 280 290 300 310 320 330 340 350 360

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