TRAINING REPORTAT

QUALITY DEPARTMENT,

SONA KOYO STEERING SYSTEM LTD.

MALPURA, DHARUHERAIII

HARYANA (INDIA)

SUBMITTED TO SUBMITTED BYM.E.DEPT. MANJEET SINGH

BREMCET ROLL NO-10ME-4764

ME-8TH SEM

CertificateTo whom it may concern

This is to certify that Mr. Manjeet Singh,

a student of B.Tech.8th sem.of BRCMCET Bahal (Bhiwani) has

successfully completed his 5 month industrial training from

10th January 2013 to 10th June 2013 in Sona Koyo Steering

System Ltd, Dharuhera. . He is a very punctual and sincere

trainee who keeps interest in the assigned department. The most

appreciable quality that he possesses is his ability to analyze

technical problems and provides possible solutions. His overall

performance during the training has been outstanding.

We wish him all the best for his bright future.

Division Head

(Quality Department)

ACKNOWLEDGEMENT

I wish to thanks Mr. K.S. Yadav - GM ( HR Department)

for endowing me with an opportunity to work in such a prestigious Company for

being a candid link between Sona Koyo Steering Systems Ltd.

I would like to thank my training supervisor Mr. Umed Singh

Yadav for his valuable guidance throughout my training. I would also like to thank

the entire Production Department, especially Mr. Anuj Singh for the help extended to

me through the course of my training.

Special thanks to Mr. Kamal for helping me adjust to the environment of the

organization and taking keen interest in me.

Finally, I would also like to thank the entire

Sona Family for helping and guiding me as and when required.

Manjeet Singh

Sona Koyo Steering Systems Ltd. Dharuhera-III

A joint venture between

Maruti Udyog Ltd., Sona Steering and Koyo Seiko (Japan), the

company is into the manufacturing of steering systems and

other driveline products for passenger cars and light commercial

vehicles. The company is DEMING PRIZE WINNER in 2003, TPM

EXCELLENCE AWARDED in 2007 & UDYOG RATNA AWARD in

2012 and also ISO 9001, TS 16949 & ISO 14001 certified.

Sona Koyo Steering Systems Ltd. Dharuhera-III plant

is machaning plant in which various types of component is

manufacturing such as rack bar, valve housing, cap differential,

pinion housing,integrating housing etc.

Sona Koyo Steering Share Holding

COMPANY POLICIES

QUALITY POLICY

Commitment to defect prevention and

continuous improvement while meeting or exceeding customer

requriments at all times.

TPM POLICY

• Renovate the manufacuturing system to achive high efficiency

production through zero – failure and zero – defects.

• Improve the work place environment through zero- accident

and zero – pollution.

• Develop skills of employees through eduction and training.

CUSTOMER

DIRECT CUSTOMER

•Sona Koyo Steering System Ltd. Dharuhera Plant –I

•Sona Koyo Steering System Ltd. Dharuhera Plant –II

•Sona Koyo Steering System Ltd. Gurgaon Plant

INDIRECT CUSTOMER

•Maruti

•Hyundai

• Mahindra

•John Deer

PRODUCTS

Rack Bar

Top Cover

Cap Differential

Pinion Differential

Gear Differential

Valve Housing

Pinion Housing

Integrated Housing

Senser Housing

HPS

CEPS& UPPER SHAFT

WHAT IS QUALITY:-

QUALITY IS THE DEGREE OF SATISFACTION

OF THE CUSTOMER BY A PARTICULAR

PRODUCT

DIFFIRENT PROCESSES TO MEASURE

QUALITY:-

MATERIAL TESTING

PRODUCTION LINE INSPECTION

FINAL INSPECTION

QUALITY CONTROL

MEASURING INTRUMENTS&

TOOLS:-

MEASURING INSTRUMENTS:-

VERNIER CALLIPER

MICROMETER

FILLER GAUGE

HEIGHT GAUGE

QUALITY CONTROLLING TOOL:-

5-S (HOUSEKKEEPING)

3-C

7-QC TOOLS

14

SEVEN QC TOOLS

Check Sheets

Pareto Diagram

Histogram.

Scatter Diagram

Cause and Effect Diagram

Graphs

Control Charts

15

How to Collect Data1. Have Clear Defined Objectives

• Controlling and monitoring the production process

• Analysis of non-conformance

• Inspection

2. What Is Your Purpose

• Collecting as per strata

• Collecting in Pairs (correlation)

3. Are Measurements Reliable

4. Find Right Ways to Record Data

• Arrangement

• Data sheet

16

Mark defect by

S N C la s s M e a n V a lu e T a lly M a rk s T o ta l

1 9 5 0 -9 5 5 9 5 2 .5 IIII 4

2 9 5 5 -9 6 0 9 5 7 .5 IIII III 8

3 9 6 0 -9 6 5 9 6 2 .5 IIII IIII IIII 1 5

4 9 6 5 -9 7 0 9 6 7 .5 IIII IIII 1 0

5 9 7 0 -9 7 5 9 7 2 .5 IIII I 6

Diagram type check sheet Frequency check sheet

S n P a ram e te r S p ec Ju d g em en t R em ark

1 2 3 4 5

P ar t N o : P ro cess : M ach in e :

S am p le N o

Inspection check sheet

Check Sheet

17

Pareto Analysis

What: A bar chart that helps to prioritize actions by arranging

elements in descending order of occurrence. Sorts out the “vital few” from the “trivial many”.

Why :

•To prioritize actions needed to solve complex problems.

•To separate important from non-important causes contributing to a problem.

When :

18

Contd… Pareto

100%

A B C D E

75%

50%

25%

Defect Code

Nos.

n=150

19

Types of Pareto Diagrams

1. Pareto Diagrams by Phenomenon

• Quality: defects, faults, failure, complaints, RW etc.

• Cost: amount of loss, expenses

• Delivery: delay in delivery, stock shortages etc

• Safety: accidents, mistakes, breakdowns etc

2. Pareto Diagrams by Causes

• Operator: shift, group, age, experience, skill etc

• Machine: machines, equipments, tools, instruments etc.

• Material: manufacturer, plant, lot, kind etc

• Process: conditions, orders, arrangements,methods etc.

20

Cause & Effect Diagram

What:

•A graphic tool used to represent the relationship

between an effect and the cause that influence

it.Why:

•Identifies various causes affecting a process.

•Helps groups in reaching a common

understanding of a problem.

•Helps reduce incidence of subjective decision

making.

When:

•Looking for all potential causes of problem.

Cause and Effect Diagram

Nurses

Many patients

Long waiting

time after completion of

ultrasonic scan

MethodsEnvironment

People

Reception

work

Medical charts hard to tell

apart

Many charts to input

Shortage of

numbers

Inexperience

Patients

Two or more booked

in at same time

Record

findings

Charts all

returned

together

Handling

Data input

takes time

Calculation

of bill

Charts from all

departments

come togetherTest

Rooms

Far away

Busy

Computer

terminal

slow

Reception

22

Scatter Diagram

What:

A tool used to study the possible relationship between two variables.

Why:

To test for possible causes and effect relationships.

Though it cannot prove that one variable causes the other, the diagram does make it clear

whether a relationship exists and shows the strength of that relationship.

23

Histogram

What: A bar chart that displays the variation within the process. Also called a frequency distribution

because the frequency of occurrence of any given value is represented by the height of the bars.

Why:

•Allows one to quickly visualize what’s going on within a large amount of data.

•Provides clues to causes of problems.

•Maybe be used to show the relationship between the engineering tolerance and the capabilities of

the process.

24

0.5 5.5 10.5 15.5 20.5 25.5 30.5

5

10

15

20

5

25

Histogram…...How…….contd..

25

GraphsGraphs are among the simplest and best techniques to analyse and

display data for easy communication.

Various types of graphs generally used are shown below which are

self explanatory.

Y e a r R e j C o s t

1 9 9 6 5 0

1 9 9 7 4 5

1 9 9 8 7 0

0

2 0

4 0

6 0

8 0

1 9 9 6 1 9 9 7 1 9 9 8

Y e a r

Re

j. c

os

t

M o n t h R e j

A p r 0 . 2

M a y 0 . 6

J u n 0 . 2

J u l 0 . 2

A u g 0 . 1 5

S e p 0 . 20

0 . 2

0 . 4

0 . 6

0 . 8

A p r M a y J u n J u l A u g S e p

M o n th

Re

jec

tio

n %

ag

eR e j

Bar chart Trend chart

26

O T H E R S

5 . 5 6 %

R B S S T R G .

A S S Y .

1 0 . 8 3 %

R & P A S S Y .

1 7 . 6 2 %

P O W E R

S T R G .

4 . 9 2 %

A X L E A S S Y .

2 8 . 6 7 %

P R O P . S H A F T

A S S Y .

6 . 1 5 %

C O L U M N

A S S Y .

2 6 . 2 5

Pie-chart

Graphs…

27

Control Charts

WHAT:

A control chart is a line graph used to display variation on time ordered fashion. A centerline and

control limits are placed on the graph to help analyse the pattern of the data.

WHY:

•To separate common causes from special causes of variation.

•To help assign causes of variation.

When : Measuring control characteristics.

Where: At the earliest possible point in the manufacturing process.

BEKIDO RATE

The rate how much production the line can do

without stopping the machine .

Bekido rate of line is calculate based upon NMCT ( Neck machine cycle time)

NMCT = highest / bottleneck machine cycle time of line ( including loading & unloading

of part)

Bekido Rate

Bekido Rate = NMCT x OK Production

Available Time (in sec.)x100

It is ratio of finished products exiting a line to

total raw material entering in the line.

OR

“First Pass Goods Rate”

Chokko Rate

Chokko Rate calculation

Chokko Rate = 1st Pass OK Goods Quantity

Total Production

Chokko Rate

It is ratio of Not Good (NG) parts quantity to total parts

machined quantity.

Scrap Rate

Scrap Rate calculation

Scrap Rate = NG Parts Quantity

Total Production

Scrap Rate

Basic Idea of TPM

..• Pursuit of Economical Efficiency,

• Reducing

Accidents to Zero

Breakdowns to Zero

Complaints to Zero

Defects to Zero

Environmental Friendly

Failures to Zero

Maximizing plant effectiveness involves bringing

the plant to Peak operating conditions and then

keeping it there by eliminating or at least minimizing

any factors such as failures,defects or problems that

might diminish It’s performance .

Overall Plant Effectiveness

Equipment Failure

Loss

Losses Obstructing Equipment Efficiency

DOWN TIME LOSSES

Scheduled Downtime

Losses

Un Scheduled Downtime

Losses

Production

Adjustment

Loss

Shutdown Loss

Process Failure

Loss

1

2

3

4

Time lost when production stops for planned annual shutdown

maintenance or periodic servicing.

Ex: shutdown work, Periodic servicing, Statutory

inspection, Autonomous inspections, General

inspection work etc.

1. Shutdown Losses

The plant’s continuous operation can be extended

by curtailing it’s shutdown periods and improving

The efficiency of shutdown maintenance work.

Shutting down part of the plant for repair, servicing

must also be carefully planned to make them more

efficient.

Time lost when changes in supply and demand require

adjustments to production plans.

Ex: Production-adjustment shutdown ,

Inventory reduction shutdown etc.

2. Production Adjustment Losses

A company can minimize adjustment losses, however, if it maintains

a strong lead in Quality , Cost , Delivery and Continually stimulates

demand by improving its product lineup & developing new products

.This will naturally increase the plant’s overall effectiveness.

Time lost when equipment suddenly looses

its specified functions .There are 2 types of

equipment related losses

a. Function reduction loss

b. Function failure loss

Ex: Pump fails , Motor burns,

Bearing seizes, shaft breaks

3. Equipment Failure Losses (Hours)

F

T

Time lost in shut down due to external factors such

as changes in chemical or physical properties of materials

being processed,operating

errors , defective raw materials etc.

Ex: Leaks, Spills, Blocks, corrosion, erosion , dust scatter, miss

operation

4. Process Failure Losses (Hours)

Process failures will decrease only when their sources are

stamped out.Such problems should be distinguished and dealt

with separately from sudden equipment failure.

Abnormal

Production Loss

(Low-load, Low-speedLoss)

Losses Obstructing Equipment Efficiency

Performance Loss

Normal

Production Loss

(Start-up Loss)

5 6

Production rate reductions during warm up period after startup,

cool down period before shutdown and product changeover.

Ex: Rate & time losses at plant startup , shutdown

or changeover.

5. Normal Production Losses (Hours)

This loss can be minimized by introducing

systematic “vertical startup” procedures

(immediate trouble free Startup). The same

applies to the cool down period.Also reducing internal setup

and using external setup techniques to prepare in advance

can minimize changeover losses.

Production rate reductions , when plant under performs due to

malfunctions and abnormalities.

Ex: Low - load operation , Low speed operation,

Operation at below standard production rate

5. Abnormal Production Losses (Hours)

The difference between the standard and actual

production rates is the abnormal production loss.

Reprocessing

Loss

Losses Obstructing Equipment Efficiency

Quality Loss

Quality Defect

Loss

7 8

Losses due to producing reject able product , physical loss o f

rejected product ,Financial losses due to product downgrading

Ex: Physical and time losses due to making

product that fails to meet quality standards.

7. Quality Defect Losses (Hours,Tons, $)

Quality defects can have many causes.Some may arise when

production conditions are set incorrectly due to Instrument

malfunction or operating errors; others arise from external factors

such as failures,problems with raw

Materials or contamination.

Recycling losses due to passing material back through the process

Ex: Recycling non confirming product from the

final process to the starting process to make

it acceptable

In some industries , reprocessing or reworking is impossible, here they

are treated as Quality losses only.Recycling is a significant loss and

wastes time, materials and Energy.

8. Reprocessing Losses (Hours,Tons, $)

Principles of Measurement

The Principle of linear measurement is essentially a comparison of the piece under test with a known standard.

Ensure instruments are maintained in a serviceable condition:

-Keep instruments clean, avoid misuse.

- Return instruments to cases when not in use.- Keep the inside of the cases clean.- Do not attempt to dismantle an instrument.

CONDITIONS FOR INSPECTION

* MEASURING INSTRUMENT &

JOB* BASED UPON CHARACTERISTIC AND TOLERANCE SELECT

MEASURING INSTRMENT / GAUGE AND ITS LEAST COUNT.

* CONTACT AREA OF GAUGE AND JOB SHOULD BE

CLEAN

* REFERENCE MUST BE TRUE / FULLY

ALIGNED

LEAST COUNT

* SMALLEST UNIT ON SCALE OF MEASURING

INSTRUMENT

* LEAST COUNT OF THE MEASURING INSTRUMENT

SHOULD BE 1/10TH OF THE TOLERANCE.

A surface is a boundary that separates an object from another object

or substance.

Dimensions are the macroscopic sizes of a part, e.g.

diameter or length.

ToleranceA tolerance is an allowable range for a dimension to take, a specified

interval of dimensions where the part will still function acceptably

Roughness

Roughness includes the finest irregularities of a surface. Roughness

generally results from a particular production process or material

condition.

Surface

Dimension

SYMBOLS OF MEASUREMENT

* STRAIGHTNESS / FLAGHTNESS

* CYLINDERICITY

* CIRCULARITY

* ACCURACY OF SURFACE PROFILE

* PARALLELISM

* PERPENDICULARITY

* ANGULARITY

* CONCENTRICITY

* SYMMETRY

Gauges

Feeler Gauges

NB: Feeler gauges should be wiped with a clean cloth before and after use. If grease or dirt is trapped, a false reading may be given.

Feeler Gauges are manufactured from accurately rolled shims and are

used to measure gap sizes from 0.05mm up to about 1.25mm (0.002 to 0.050 inches). The numbers are marked on the gauge to give the

thickness and thus the gap width.

Feeler

Gauges

PRINCIPAL OFSURFACE FINISH TESTER

* ROLE OF SURFACE FINISH / TEXTURE

* BETTER THE SURFACE CONDITION / TEXTURE , ACCURATE THE INSPECTION RESULTS

* BETTER THE SURFACE CONDITION / TEXTURE , BETTER THE

REPEATIBILITY / REPRODUCABILITY OF INSPECTION RESULTS

INSPECTION RESULTS

* BETTER THE SURFACE CONDITION / TEXTURE , BETTER THE LIFE

OF THE PARTS PRODUCED . ( COMPONENTS )

* IN ALL THE MEASURING INSTRUMENTS SURFACE CONDITION /

TEXTURE IS CONTROLED TO A VERY CLOSE DEGREE OF ACCURACY

HENCE NEEDS TO BE HANDLED VARY CAREFELLY.

HOW TO SET AN AIR GAUGE

RANGE SETTING

OPEN BOTH THE ADJUSTERS FULLY

CHECK THE GAUGE WITH SETTING

MASTERS FOR RANGE

* IF RANGE IS LESS TIGHT THE RIGHT ADJUSTER

* IF RANGE IS MORE TIGHT THE LEFT ADJUSTER

* FOR SETTING ZERO PRESS OR LIFT THE DIAL

THANKS