Abhi Kau Final

8/8/2019 Abhi Kau Final

1/60

A PROJECT REPORT

On

SIX SIGMA ON REJECTION

(PISTON LINE)

At

GLOBAL AUTOTECH LTD.

A Project Report Submitted In Partial Fulfillment of the Requirements

For the Award of the Degree of

POST GRADUATE DIPLOMA IN BUSINESS MANAGEMENT

TOM.S. RAMAIAH INSTITUTE OF MANAGEMENT

BY

ABHISHEK KAUSHIK (091201)

Under the Guidance of

Prof. Meghna Verma

M.S. RAMAIAH INSTITUTE OF MANAGEMENTNEW BEL ROAD, BANGALORE560054

Date: October 06, 2010

MS RAMAIAH INSTITUTE OF MANAGEMENT BANGALORE Page 1


2/60

ST

I hereby decGLOBAL



3/60

CERTIFICATE

This is to certify that the Project Report at Global Autotech Ltd.3D Udyog Vihar, Ecotech

2,Greater Noida 201306(U.P) India.

Submitted in partial fulfillment of the requirements for the award of the degree of

POST GRADUATE DIPLOMA IN BUSINESS MANAGEMENT

TO

M.S.RAMAIAH INSTITUTE OF MANAGEMENT

Is a record of bonafide training carried out by Abhishek Kaushik

Under my supervision and guidance and that no part of this report has been submitted forthe award of any other degree/diploma/fellowship or similar titles or Prizes.

FACULTY GUIDE

Prof. Meghna Verma

SIGNATURE:

Qualifications: MSc, MBA Seal of learning center



4/60

Acknowledgement

I would like to convey my gratitude to GLOBAL AUTOTECH LIMITED, Greater Noida, where I was permitted toundertake the training and was provided with the necessary technical details and specifications for its successfulcompletion.

I would like to thank Mr. SANJAY AGARWAL, DGM, Piston and Swash Plant for his eminent support, guidanceand valuable suggestions.

Special Thanks to Mr. PRANAB CHAUDHARY- Assistant Manager Qualitywho acted as our Project Mentor and

guided us the way which suits best to us and provided eminent support of administration to the successful completionof Training.

I also want to convey my sincere thanks to whole production team specially Mr. ROBIN LUTIYAN, Er. Pistonline,Mr. SUDHANSHU SAXENA, Mr. ROHIT TOMAR, Mr. DEEPAK DIWEDI, Mr. PRADEEP RANA ,Mr. ROHITMOHAN VERMA Management Traineeand all Engineers and Operatorswho had given me valuable informationregarding processes.

I would also like to thank Mr. DEEPAK BHARDWAJ-Management Representative, who has provided me anopportunity to understand live Internal Audit Process and permitted us to participate.

I extend my special gratitude to our beloved director Shri ANANDRAM, Dean Mr. C.S. THAMMAIAH,

and Co-ordinator Prof. Jayshree Kowtal and project guide Prof. Meghna Verma for inspiring me to take upthis project.

I wish to acknowledge my sincere gratitude and indebtedness to my Project Guide of M.S. RAMAIAHINSTITUTE OF MANAGEMENT, Bangalore for his valuable guidance and constructive suggestions in thepreparation of project report.

Finally I thank our faculty members, parents, batch mates and all those people who have directly or indirectlyencouraged me to complete Training.

Abhishek Kaushik

PGDBM

091201



5/60

Contents

S.No. Topic Page no.

1

1.11.21.31.41.5

1.61.71.81.91.10

Organizational Study :

Sectoral Analysis

About the company

Business Units

Product lines and Certifications

ISO/TS 16949 Certificates

Vision, Mission, Quality policy, IMS policy

Organization Structure

Customers

Position of the company and Competitors

SWOT analysis

6-78-11

12-141516

1718

19-2021

22-23

2

2.1

2.22.32.42.52.62.72.82.92.102.11

Project Report :

Executive Summary

About six sigmaResearch Methodology

Process flow diagram

Problem definition

Measure and Analyze

Improve

Control and Conclusion

Recommendations

Key Learning and Abbreviations

Bibliography

25

26-3536

37-4041-4344-54

5556575859



6/60

Sectoral Analysis of Automotive Industry

The automotive industry in the country is one of the key sectors of the economy in terms of the employmentopportunities that it offers. The industry directly employs close to around 0.2 million people and indirectlyemploys around 10 million people. The prospects of the industry also has a bearing on the auto-componentindustry which is also a major sector in the Indian economy directly employing 0.25 million people.

All is not well with the automotive industry the world over currently with the slowdown that has grippedmost of the major economies of the world. The gap between the manufacturing capacity volume and theassembly volume is growing by the day and has worried the manufacturers. This state of affairs hastriggered a lot of cutthroat competition and consolidation in the industry. Cost reduction initiatives havecome to be the in thing in the global industry today. Towards this direction, many automobile factories arebeing closed down.

The auto component industry has come of age and now forms an important component of the Indianeconomy. In recent years, it has grown more impressively, fetch double digit growth. More interestingly, ithas captured attention as well as business from leading auto makers of the world. The industry plays acrucial role in the automobile sector.

Manufacturing vehicles typically involve assembling a large number of components out-sourced fromnumber of ancillaries or component manufacturers. Competitiveness with quality as a theme has been thewatchword for the Indian industry and especially the auto component industry ever since the Indianeconomy was opened up to the world in the early 1990s.

While economic revival, lower interest rates and better road infrastructure are driving domestic demand forautomobiles and, therefore, components, increasing outsourcing by global automobile majors is creating ahuge export opportunity for Indian component manufacturers.



7/60

The Automotive Component Manufactures Association (ACMA) classifies the auto

ancillary industry into the following product segments:

Engine and engine parts: Pistons, piston rings, piston pins, gaskets, carburetors, fuel injection pumps,etc.

Drive transmission and steering parts: Transmission gears, steering gears, crown wheels and pinions,axles, wheels, etc.

Suspension and braking parts: Leaf springs, shock absorbers, brake assemblies, etc.

Electricals: Spark plugs, starter motors, generators, distributors, voltage regulators, flywheel magnetos,ignition coils, etc.

Equipment: Dashboard instruments, headlights, horns, wipers, etc.

Others: Fan belts, sheet metal parts, plastic mouldings, etc.

The major players in the auto ancillary industry can be classified between the ones catering to the twowheeler industry and the four wheeler industry. MICO, Bharat Forge, Sundaram Clayton, SundaramBrakes, Rane Brakes, etc. mainly cater to commercial vehicles/tractors. There are many companies likeUcal Fuel, Motherson Sumi, PRICOL, Subros, etc. which supply mainly to car industry. Companies likeMunjal Showa, Lakshmi Auto, Omax Auto, etc. cater to two-wheelers.

The changing scenario of the Indian auto industry in the context of facing challenges and availing ofopportunities in the global markets concerted efforts are needed to create a significance place in theincreased integrated value chain across the geographical reasons.

The auto industry urgently is to be expanded in regard to increase investment and local resources to matchpotential. Significant capital is required for capacity expansion and fuelling acquisitions. Investmentsshould be made in both OEM and auto components businesses so as to create a low cost model capital andoperations profitable at low scale. Technology and Branding are important for the Indian auto Industry.



8/60

ABOUT THE COMPANY

GLOBAL AUTOTECH is a firm of Suri group

The Suri group came into existence in 1985.The founding members of the group are Mr. Ramesh Suriand Mr. Lalit Suri.The Group is a major player in Indias Tourism and Hotel Sector and also apioneer in the field of manufacturing Automotive Air-conditioning Systems and AutomotiveComponents.

Apart from the above, the Group has also interests in Automobile Retailing, Service Stations,Information Technology, Human Resource Development, Real Estate and Property Development.

Global Autotech has been setup to focus on component manufacturing for export markets andnon-Subros domestic customers and for integrating with Subros to meet their requirements of variousAuto components.

The company has setup two new facilities at Greater Noida. Plant 1 mainly deals with manufacturing of Tube Connectors & Charging ports, HoseConnectors sub-assemblies, Magnetic Clutch Rotors, Stators and Idler Pulley.

Plant I Office: 6F, Sector 40-41,Greater Noida 201308 (U.P.), India



9/60

Global Autotech Ltd has been a pioneer in India in many cutting edge technologies for precision automotivecomponents. Global Autotech Ltd manufactures state of the art Squeeze and Vacuum die-cast componentsand machine parts. Global Autotech also manufactures Hose connectors, high-pressure aircon Hoses, Tubeconnectors, Magnetic Clutch Rotor, Idler Pulley, Compressor Pistons and Swash Plates for automotive ACsystems for OEs.

Global Autotech Ltd has been making high precision machined and tubular parts for automotive AirConditioners and its parts are being used in prominent passenger cars manufactured in India.

Global Autotech Ltd is also the only facility in South Asia to have a vertical squeeze casting machine whichis suitable for very high integrity castings used in structural and high pressure applications. These castingsare used for engine mountings and high pressure applications.

Global Autotech Ltd is also the pioneer in India manufacturing high precision compressor parts like pistonand swash plates. These parts are machined on fully automatic lines with automated gauging and in housecapability for special process like Teflon resin coating and Tin coating.



10/60

Plant 2

manufacturers Machined Die-Castings, Squeeze casting parts, Compressor Piston & Swash Plates(Hot forging part),Shafts, Key lock collar, Rotor.

Main Office: 3D, Udyog Vihar, Ecotech II,Greater Noida 201306 (U.P.), India

Tel +91 120 4141800 onward to 4141899Fax +91 120 4141816

Global Autotech Pvt.Ltd manufactures state of the art Squeeze/Vacuum die-cast components and

subsequently does precision machining of these castings. Global Autotech also manufactures Hoseconnectors, high-pressure aircon Hoses, Tube connectors, Magnetic Clutch Rotor and Idler Pulleyfor automotive AC systems OEs.

Global Autotech Pvt. Ltd. Is ISO 9001:2000 certified and is in the process of acquiring TS 16949certification. From its inception, Global Autotech Pvt. Ltd has the vision to grow into one of themost dynamic organizations that will supply quality motor vehicle parts to a wide variety ofcustomers throughout the globe. Our achievements are accrued to the dynamic work force of ourorganization, their orientation towards the customer, their zeal to learn and excel every day andtheir indefatigable disposition towards new challenging assignments.

The metamorphosis of Global Autotech would not have been realized without the strong support ofour esteemed customers. We aspire to go all-out to meet the evolved needs of our customers.As a responsible citizen of the globe we intend to meet all the social responsibilities to thesatisfaction of our environment. Global Autotech will continue to dedicate itself to the fruitionof the auto-fraternity and contribution towards the society.



11/60

Products :

Manufacturers & Traders of Motor vehicle parts, Art Squeeze/Vacuum die-cast components andsubsequently does precision machining of these castings, Hose connectors, high-pressure airconHoses, Tube connectors, Magnetic Clutch Rotor and Idler Pulley for automotive AC systems OEs. -Tube Connectors & Charging Ports - Machined Die-Casting & Squeeze Casting Parts - MagneticClutch Rotor & Idler Pulley - High Pressure Hose Assembly - High Pressure Tubing Assembly.

SALES TURNOVER:

Present: USD 40 MillionPlanned 2010-11: USD 55 Million.

LOGO:



12/60

BUSINESS UNITS

Subros Limited Global Autotech Limited

Rohan Motors Step by Step EducationalSociety

Bharat Hotels Limited Prima Telecom Limited



13/60

GLOBAL AUTOTECHS BUSINESS UNITS:

Subros Limited:

Subros(Sister concern of Global AutoTech Ltd.) was established in 1985 as a joint venture between theSuri Brothers, Denso Corporation, Japan and Suzuki Motor Corporation, Japan.

The company has grown from a capacity of 50,000 AC units in 1985 comprising of largely an assemblyoperation, into the largest and only integrated manufacturing unit in India for Auto Air Conditioningsystems. The company has the capability to manufacture compressors, condensers, heat exchangers and allthe connecting elements that are required to complete the AC Loop.

Subros has three plants in Noida and one each in Pune and Manesar. The R&D centre and the Tool room

are fully Operational and are located in Noida. The manufacturing capacity has grown to a level of 7,50,000AC units per annum and there is planning to go to a level of 1,000,000 per annum by 2009-10.

Rohan Motors Society:

Rohan Motors highly trained and experienced sales & service team along with a modern and fullyequipped workshop are all geared to meet with varied demands to ensure complete customer satisfaction.

Step by Step Educational:

In March 1992, the School took its first step in providing an entirely different environment for tiny tots ofthe age group of 2+ and 3+. An environment which, besides providing the basic education, makes sure thatour children at the school get individual attention and are comfortable, happy and look forward to coming toschool each morning with a big smile on their faces.



14/60

Bharat Hotels Ltd:

Bharat Hotels Limited is known as Indias largest privately owned hotel company and also the fastest

growing hospitality group.

Headquartered in New Delhi, the company started its first hotel in 1988 under the dynamic leadership ofFounder Chairman Mr Lalit Suri, who had spearheaded the Groups unprecedented expansion plans, till hepassed away in 2006. Rapid expansion and consolidation of its leadership position continues under theequally dynamic stewardship of Mrs Jyotsna Suri, Chairperson & Managing Director.

All hotels were operated under the brand of The Grand Hotels, Palaces & Resorts till November 19, 2008,when the company re-branded as The LaliT for its top line hotels, under The LaliT Suri Hospitality Groupwhich has seventeen luxurious hotels, 3600 rooms in the five-star deluxe segment - Eight Operating hotelsand nine under development.

Prima Telecom Ltd:

Prima Telecom Limited is a new generation provider of convergence solutions. Our aim is to be atrendsetter in Information Technology & Telecom by offering high quality end-to-end solutions totheir clients. Our strength resides in our people, effective process and use of leading-edgetechnologies.

PRODUCT LINES1. Machined Die-Casting & Squeeze casting parts

2. Tube Connectors & Charging Ports

3. High Pressure Hose Assembly

4. Magnetic Clutch Rotor, Idler Pulley

5. High Pressure Tubing Assembly



15/60

6. Tin Coated Swash Plate

7. Teflon Coated Piston

8. Pump Housing Assembly

9. Shaft

10. Aluminum Extrusions11. Cold & Hot Forgings

12. Precision Machining and Sheet work

CERTIFICATIONS

Global Autotech Ltd. is certified with;

1. ISO/TS 16949:2002

2. ISO 9001:2000

3. ISO 14001:1996 and

4. OHSAS 18001:1999

ISO/TS16949 CERTIFICATES TO GLOBAL AUTOTECH



16/60

GLOBAL AUTOTECHS..



17/60

VISION

To become a technology leader for supply of world class serving theglobal customer.

MISSION

To be, the preferred Global source for the Auto Component Industrysrequirement of hose assemblies, tube connectors and pressure die-casting components. To consolidate our position and to add in our

product range, the aluminum alloying, extrusions and forgings.

QUALITY POLICY

Global Autotech shall strive to meet best global practices throughcontinual improvement, innovation & employee involvement to satisfy

customer expectations in terms of quality, cost and delivery.

IMS POLICY

In line with our vision and mission, Global Autotech shall strive to meetbest global practices through excellence in quality, value for money, on

time deliveries, continual improvement, innovation and employee

involvement to achieve expectations of our customers associates andsociety at large.

While achieving this, we remain conscious about health, safety,environment, and laws of the land.



18/60

ORGANISATION STRUCTURE

Chairman: Mr.Ramesh SuriDirector: Mr.M. K PuriVice President: Mr. S. C SatyaPlant Head: Mr.Sanjay Agarwal


BOARD OF

DIRECTOR

S

CHIEF

EXECUTIV

E OFFICER

PLANT

HEADTube Conn.,Hose Conn.

& Rotors

PLANT

HEAD

Die Casting

PLANT

HEADPiston &Swash

HEAD

Finance

HEAD

Marketing &Sales

HEAD

QualitySystem

HEAD

Material


19/60

Customers:Subros Limited

B - 188 Phase - II,Noida 201304 (U.P)Distt: Gautam Budh Nagar (U.P)IndiaPh: (0120)-2562226,2460135Fax: (0120)-2562783,[email protected] Suzuki Limited

Gurgaon Plant

Maruti Suzuki India Ltd.Gurgaon PlantOld Palam Gurgaon RoadGurgaon - 122015Tel: (0124) 2346721

Tata Motors Tata Motors7th Phase, Tata-Kandra Road Adityapur Indtl. Area Jamshedpur 832 109

Jharkhand

TRWTRW Automotive is among the world's largest automotive suppliers and is one of the top financial

performers in the industry, with 2009 sales of $11.6 billion.

more than 40 major vehicle manufacturers and 250 nameplates

holds leading positions in all of its primary product categories

As the leader in automotive safety, TRW produces advanced active systems in braking; steering and

suspension; and sophisticated occupant safety systems, including airbags, seat belts and steering wheels.TRW has approximately 63,500 employees working in more than 185 locations in every vehicle-producingregion worldwide.

TRW AutomotiveWorld Headquarters12001 Tech Center Drive

mailto:[email protected]:[email protected]


20/60

Livonia, Michigan

The Group consists of nine automobile components manufacturing companies and three services companiesin the areas of engineering design and mobility. The Sona Group has technical and marketing alliances withdomestic and international majors Maruti Suzuki India Ltd (India), Mahindra & Mahindra (India), JTEKTCorporation (Japan), Mando Corporation (Korea), Somic Ishikawa Inc.

Visteon designs and manufactures automotive systems and components. Its divisions include interiors,driver information, in-car entertainment, and climate control.It has facilities in USA, South America, Europe, India, China and other Asian countries.It supplies components and systems to the 19 largest automotive manufacturers (OEMs).

Corporate Offices

North America Van Buren Township, Michigan, United States

Asia Pacific Shanghai, China

Europe Chelmsford, United Kingdom



21/60

Position of the Company:

Global Autotech Ltd is the only facility in South Asia to have a vertical Squeeze casting machinewhich is suitable for very high integrity castings used in structural and high pressure applications.

Global Autotech Ltd is the pioneer in India manufacturing high precision compressor parts likePiston and Swash plates.

Competitors:

Global Autotech Limited has no competitor in the manufacturing of auto air conditioned compressor parts.It is the only facility in South Asia to have a vertical squeeze casting machine which is suitable for veryhigh integrity castings used in structural and high pressure applications.



22/60

SWOT ANALYSIS:

While conducting strategic planning for any of the company it is useful to complete an analysis that takesinto account not only your own business but also your competitors business and the current business well.The following description will highlight the strength, weakness, opportunity and threats of the GlobalAutotech ltd.

STRENGTHS:

Strengths means what the Global Autotech ltd does well, the following are some of the important strengthsare

The only manufacturing company of compressor parts in south Asia.

Highly equipped and modern technological manufacturing plant

Quality control of products in each stages and technological quality checking of each products

Top Management taking keen interest in making the things better to the employees like Six SigmaProject

Good team work

Company is performing well in limited number of resources

Using the highly qualitative raw materials

Customer satisfaction through supplying products at in time

Skilled and highly experienced departmental heads

WEAKNESS:

It is the area where the Global Autotech ltd has to struggle

Capacity of the plant is not fully utilized

Cannot retain workforce due to their lot of time waste In training new work force

Lack of proper training at lower level

There is less scope for diversification of the products



23/60

Employees and workers are not satisfied in their work, salaries and working nature

OPPORTUNITIES:

Availability of skilled workers and policy support

Huge export opportunities

No competitor provide edge to increase market

Training session can be made so that it can add more strength and motivation to the employees sothat weakness and threat can be controlled

THREATS :

These are inside and outside things that there could be damage the business of industry they are

No work has been done for risk assessment like if new competitor comes in the market

Contingency plan

Material availability is not on time , it can result in sort and failure or dispatch

Fluctuating policies of the government and ecological imbalance

There is a fluctuating the product design for standard and non-standard products



24/60

PART-B

MS RAMAIAH INSTITUTE OF MANAGEMENT Page 24


25/60

Executive Summary

I would like to thanks Global Autotech Ltd for giving me an opportunity to undertakeThe project Six Sigma on rejection on piston line.

The company had given the task for rejection analysis in which I had to collect data from Tefloncoating and sintering oven stations, because the main problem was in the plant of rejection of pistonswhich they called bubble on the outer diameter of the piston. The problem of bubble was coming afterthe sintering oven operation because of this organization was facing a problem of lot of rejection.

As a trainee my work was to collect and analyze the data to solve the problem. To solve the problem Idid lot of trial and also used the DMAIC (define, measure, analyze, improve and control)

methodology, Design of Experiment tool. These tools help very much to solve the problem.Concentration chart and Histogram also helps very much to analyze the data. I had taken the data oflast six month to understand the problem and findthesuspected physical phenomenon's that canleadtothe problem.

With the help of these six sigma tools finally I controlled by the rejection 75-80% but not fullycontrolled over the rejection.



26/60

Introduction

Sigma:

The term Sigma taken from the Greek alphabet, is used to designate the distribution orspread about the mean (average) of any parameter of product, process or procedure. In thecontext of business or manufacturing process, Sigma capability is a metric which indicateshow the process is behaving. Lower the Sigma value, better the capability of the process toproduce defect free work and vice versa.

Six Sigma and error or defect rate:

At present most companies, when their processes are under control, are able to achieve 3sigma capability which represents 99.7% performance i.e. 3 defects per 1000. With rapidtechnological advances and development of complex products, this level of quality is nolonger acceptable.

As manufacturing of most of the products involves large number of processes and if each

process has a maximum quality capability of 99.7%, the quality of finished product would beconsiderably less. Therefore, if the companies have to compete in the global markets, theyhave to achieve a much higher level of quality capability.



27/60

Levels of Sigma and defect rate Parts Per Million:


Quality level % Quality Defective PPM*

3 Sigma 99.73 66807

4 Sigma 99.9937 6210

5 Sigma 99.999943 233

6 Sigma 99.9999998 3.4


28/60

Old concept of quality

Past concepts of quality focused on conformance to standards. This definition assumedthat as long as the company produced quality products and services, their performancestandard was correct regardless of how those standards were met. Moreover, setting ofstandards and measurement of performance was mainly confined to the production areasand the commercial and other service functions were managed through command andcontrol.

New concept of quality

In Six Sigma, the concept of quality encompasses manufacturing, commercial and otherservice functions of an organization because all these functions directly or indirectly affectproducts/service quality & customer satisfaction. It also embodies a structured system ofcapturing all types of errors and their quantified measurement for subsequent analysis andimprovement. Under the new approach, quality is a state in which Value enrichmentis

realized for the customer and provider in every aspect of business relationship.

Six Sigma and cost of quality

Six Sigma has a very significant impact on the cost of quality. As the Sigma level moves up,the cost of quality comes down and vice versa. Traditionally recorded quality cost generallyaccount for only 4 to 5 percent of sales which mainly comprise of cost of scrap, re-work and

warranty.



29/60

Cost of quality at various levels of Sigma

SIGMA Defect rate (PPM) Cost of quality Competitive level

World Class

Industry Average

Non Competitive


6 3.4 40%


30/60

How Six Sigma works

Six Sigma is a high performance data driven approach focused on analyzing the root causes

of business problems and solving them. It ties the outputs of a business directly to marketplace.

Clear focus on the bottom line:

Six Sigma places a clear focus on getting the bottom line results along with the time frame.No Six Sigma project is approved until the bottom line or the success factors are clearlyspelt out. Each project must be completed within a given time frame which is usually 3-6months.

Objectives of Six Sigma:

At the strategic level, the goal of Six Sigma is to align an organization toits marketplace and deliver real improvements (in terms of rupees/dollars) tothe bottom line.

At the operational level, the Six Sigma goal is to move the businessproduct or service attributes within the zone of customer specifications and tosignificantly shrink process variation.

The Six Sigma strategy affects five fundamental areas of business:-

1. Process improvement2. Product & service improvement3. Customer satisfaction4. Design methodology5. Supplier improvement



31/60

Aspects of Six Sigma

Six Sigma approach integrates the human and process elements of improvement to producebreakthrough results.

Human elements

Strong leadership Training Customer focus Project teams Culture change

Process elements

Analysis of variation Disciplined approach Quantitative measures Statistical methods Process improvement



32/60

Reasons to adopt Six Sigma:

In the past, quality programs adopted by organizations focused on meeting customers needswithout due consideration of visible and invisible costs. Thus, many organizations managedto produce high quality goods, but at a comparatively high cost.

However, today in the fiercely competitive market, the organizations have no choicebut tooffer the best quality products and services at the minimum cost - which is the purpose andobjective of Six Sigma.

Organizations which achieve significant quality improvement earn 8 - 10 % better prices. Organizations which achieve a superior quality position are 3 times more profitable than

those with inferior levels of quality. Organizations which improve their quality, gain 4-5 % in market share each year. Each significant positive shift in process capability equates to 10 times improvement in

profitability.

Fundamental steps

There are six fundamental steps involved in applying the breakthrough strategy for achieving SixSigma. These 6 steps are:-

Define

Measure

Analyze

Improve

Control

Standardize



33/60

The Six Sigma roadmap- Breakthrough strategy:


Identification

Characterization

Optimization

Institutionalization

Define

MeasureAnalyze

Improve

Control

Standardize

Identify key business

Issues

Understand currentPerformance levels

Achieve breakthrough

Improvement

Integrate Six Sigma in

Day to day functioning.

Stage Phase Objective


34/60

Define phase:

This phase defines the project. It identifies critical customer requirements and links them tobusiness needs. It also defines a project charter and the business processes to be undertaken for Six

Sigma.

Measurement phase:

This phase involves selecting product characteristic, mapping respective process, making necessarymeasurements and recording the results of the process. This is essentially a data collection phase.

Analysis phase:In this phase an action plan is created to close the gap between how things currently work andhow the organization would like them to work in order to meet the goals for a particular product orservice. This phase also requires organizations to estimate their short term and long term processcapabilities.

Improvement phase:

This phase involves improving processes/product performance characteristics for achievingdesired results and goals. This phase involves application of scientific tools and techniques formaking tangible improvements in profitability and customer satisfaction.

Control phase:

This phase requires the process conditions to be properly documented and monitored throughstatistical process control methods. After a settling in period, the process capability should bereassessed. Depending upon the results of such a follow-up analysis, it may be sometimes

necessary to revisit one or more of the preceding phases.

Standardization phase:

This phase requires institutionalizing Six Sigma into day to day working of the organization. Inthis phase the Six Sigma gains derived by certain specific projects are applied to the other projectsas well for optimum business results.



35/60

Required Roles:

To implement Six Sigma in an organization, the following roles are

instrumental:

CHAMPIONS Drawn from Upper Management.

Responsible for Six Sigma implementation. Act as mentors to Black Belts.

Master Black Belts

Identified by Champions.

Act as in-house expert coach. Guide Black and Green belts.

Black Belts

Operate under Master Black Belts. Devote 100 % of their time to Six Sigma.

Focus on Project Execution.

Green Belts Employees who take up Six Sigmaimplementation along with their other job responsibilities.

Operate under the guidance from the Black belts.

Green and Black belts are empowered to initiate, expand, and lead projects in their area ofresponsibility.



36/60

RESEARCH METHODOLOGY

1. STATEMENT OF THE PROBLEM AND OBJECTIVE OF RESEARCH

The problem faced by the company was the rejection of pistons because of the formation of bubbleson the outer diameter of piston.

The objective of the research is to find out the solution of the bubble problem on the outer diameter

of the pistonbecause of the problem of bubble the company was facing very loss at that time .

2 .SOURCES OF DATA COLLECTION

Primary Data Collection: - Primary data has been gathered directly by verifying each andevery piston after the Teflon coating.

Secondary Data Collection: - The secondary data has been collected originally from internalcompany records, and from the company website.

3. SELECTION OF SAMPLES

The sample size for the data collection was full lot size. One lot consist 1300-1800 pistons. 100%

inspection used to collect data.

4. RESEARCH DESIGN

Experimental Method :- The method used for the research design was experimental methodbecause, I have collected the data from many trials at the operation Teflon coating and sinteringoven operation to control all factors relevant to the problem. The main assumption here is that thetest conditions are essentially the same as those that will be encountered later when conclusions

derived from the experiment are applied to a broader production area.

5. COMPILATION AND ANALYSIS OF DATAThe data collected from the Process line and records of the company has analyzed through theconcentration chart and histogram in order to get the final results and conclusion. On the basis of

these results the problem of rejection can be improved.



37/60

TYPES OF COMPONENTS AT PISTON LINE

S. No. PISTON

1. PISTON 10P08

2 PISTON 10S11

3 PISTON 10S13

Process Flow Diagram of Piston

RAW MATERIAL ALUMINIUM ALLOY PROFILES (FROM KOREA)

.

MANUFACTURING PROCESS (AT GLOBAL AUTOTECH LIMITED)


The Aluminum alloy Profiles are made of high silicon aluminum which consists ofalloying elements such as Si, Fe, Cu Mn, Mg, Zn, Ti and Aluminum. This raw

material is not available in India.


38/60

Centering & Facing Machine

O.D Turning Machine



39/60

`

O.D Grinding Machine

Radius Cut Machine

Surface Coating Machine



40/60

Side Cutting Machine

O.D Grinding Machine

Ball Pocket Cutting Machine

Inspections are done after each and every operation for compliance with the parameters as set in thecontrol plan.



41/60

Process mapping clearly indicating the problem generating stage:

Phase 1.Problem Definition (Understanding the problem)

Problem Statement

Bubble on Piston after Sintering Operation.

Part number selected for study

Piston 10S11

Other similar part numbers having the problem

Piston 10S13

Process stages where the problem is inspected currently

- After Teflon Coating

- After Sintering



42/60

Data collection of last six month (October-March):

Month Rejection %

Maximum rejection November 2.35%

Minimum rejection Jan 1.20%

Current average rejection in % for last 6 months

1.79%

Suspected physical phenomenon's that can lead to the problem: Temperature Roughness Air Pressure Washing



43/60

TRIAL-1on Temperature

To solve the problem of bubble on the outer-diameter of the Piston I did many trials at sinteringoven operation because it is the starting point of the problem:

CONCENTRATION CHART

To solve the problem I divide the sintering oven in the different zones to know which zone havemaximum bubble our objective was to find if any particular zone has repeatability maximumpercentage of bubble at each lot then I will go for product process search. The main objective was ifany particular zone has maximum repeatability of bubble that means temperature can be cause onthat corner.

J1 J2 J3



44/60

Measure and analyzeData collected:

Date:

10/04/2010Total number of Sample=1800

Histogram:


Defects % of Defects Defects % of Defects Defects % of Defects

C1 24 1.333333333 8 0.444444444 10 0.555555556

C2 16 0.888888889 12 0.666666667 13 0.722222222

C3 14 0.777777778 15 0.833333333 9 0.5

J1 J2 J3


45/60

24

1614

8

12

15

10

13

9

0

5

10

15

20

25

30

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofreje

ctedpi J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:

The above figure shows the numbers of rejected pistons are highest in the zone J1C1. And theother zone shows the less number of rejected pistons. On the basis of this data I could not draw anyinference, until there would be a repetition of number of rejection in a particular zone.

Date:12/04/2010

Total number of Sample=1350


C1 10 0.740740741 11 0.814814815 17 1.259259259

C2 15 1.111111111 13 0.962962963 13 0.962962963

C3 8 0.592592593 19 1.407407407 15 1.111111111

J1 J2 J3

Histogram:



46/60

10

15

8

11

13

19

17

13

15

0

2

4

6

8

10

12

14

16

18

20

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejecte

dpiston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:

The above figure shows the numbers of rejected pistons are highest in the zone J2C3. And the otherzone shows the less number of rejected pistons. On the basis of this data I could not draw anyinference, until there would be a repetition of number of rejection in a particular zone.

Date:13/04/2010Total number of Sample=1350


C1 13 0.962962963 13 0.962962963 15 1.111111111

C2 15 1.111111111 17 1.259259259 22 1.62962963

C3 12 0.888888889 14 1.037037037 13 0.962962963

J1 J2 J3

Histogram:



47/60

13

15

1213

17

14

15

22

13

0

5

10

15

20

25

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejecte

dpiston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:


Date:14/04/2010



C1 15 0.833333333 15 0.833333333 14 0.777777778

C2 12 0.666666667 12 0.666666667 14 0.777777778

C3 14 0.777777778 13 0.722222222 19 1.055555556

J1 J2 J3

Histogram:



48/60

15

12

1415

1213

14 14

19

0

2

4

6

8

10

12

14

16

18

20

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejectedp

iston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:


Date:15/04/2010



C1 19 1.266666667 25 1.666666667 17 1.133333333

C2 18 1.2 9 0.6 10 0.666666667

C3 14 0.933333333 16 1.066666667 13 0.866666667

J1 J2 J3

Histogram:



49/60

1918

14

25

9

16 17

10

13

0

5

10

15

20

25

30

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejecte

dpiston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:




C1 9 0.6 15 1 12 0.8

C2 10 0.666666667 8 0.533333333 16 1.066666667

C3 20 1.333333333 10 0.666666667 9 0.6

J1 J2 J3

Histogram:



50/60

910

20

15

8

10

12

16

9

0

5

10

15

20

25

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejecte

dpiston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:




C1 10 0.579710145 9 0.52173913 8 0.463768116

C2 8 0.463768116 18 1.043478261 14 0.811594203

C3 12 0.695652174 13 0.753623188 17 0.985507246

J1 J2 J3

Histogram:



51/60

10

8

12

9

18

13

8

14

17

0

2

4

6

8

10

12

14

16

18

20

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejectedp

iston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:




C1 9 0.529411765 10 0.588235294 22 1.294117647

C2 14 0.823529412 12 0.705882353 16 0.941176471

C3 16 0.941176471 16 0.941176471 15 0.882352941

J1 J2 J3

Histogram:



52/60

9

14

16

10

12

16

22

1615

0

5

10

15

20

25

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejecte

dpiston J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:




C1 8 0.470588235 12 0.705882353 14 0.823529412

C2 18 1.058823529 8 0.470588235 6 0.352941176

C3 11 0.647058824 6 0.352941176 11 0.647058824

J1 J2 J3

Histogram:



53/60

8

18

1112

8

6

14

6

11

0

2

4

6

8

10

12

14

16

18

20

J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Zones

Numberofrejecte

dpis J1C1

J1C2

J1C3

J2C1

J2C2

J2C3

J3C1

J3C2

J3C3

Interpretation:

From this trial of temperature I did not get any specific zone where I have maximum percentage ofrejection repeatability, finally in this trial I did not get where is the actual root cause.

TRIAL-2on washing and rinsing before Teflon coating:

Only hot water

Only dry air

Both hot water and dry air

Single tray ultrasonic washing

After washing-

Time gap between washing and loading

0 hour 1 hour

2 hour

3 hour

Only hot water:From this trial I got the problem of over size and under size and it increase the rework, I did this



54/60

trial three times, sample quantity was 230 at each time but the problem was same increase the

rework because of under size and over size so I stop this trial here only.

Only dry air:For this trial first of all I took sample quantity 230 pistons , in this after washing the piston inultrasonic I did not wash the piston from hot water , after ultrasonic washing I used only dry air.The result was good I got only two defective pistons. After getting the good result from this trial, Idid this trial three times in these three trials result again was not good.

Both hot water and dry air:It is the process what they normally used daily I changed little bit in this process, I advised to theworkers used clips instead of directly put the pistons on Teflon coating stand, I think dirty handsmay be the root cause. From this I got little bit good results.

Single tray ultrasonic washing:Normally workers wash seven to eight to tray in a single round, in this I advised to the workerswash only single tray instead of washing seven to eight tray in a single time. In this trial I took asample of 200 pistons, here also I got little bit good result.

Gap between washing and loading:In the trial of no gap between washing and loading I got again the problem of rework. And in thetrial of gap two hours and three hours I did not get good results.

Trial-3:Without coating in sintering:

In this trial I put the pistons in the sintering oven before coating for two hours at 200c. After fourhours I have done coating on these pistons with the help of the workers of the company, I took thesample of 500 pistons for this trial, the result was very good I did not get any bubble on the outer-diameter of the piston. But when I check the hardness of the pistons it was not good. This trial wasalso failed.

Trial-4:Washing in HNO3:

In this trial before washing the pistons in ultrasonic I washed the pistons with the help of theworkers of the company in HNO3 but this trial also does not solve the problem.

Trial-5:



55/60

Coating thickness:

In this trial I measured coating thickness just after the coating, for this trial I took 250 samples andafter the sintering I identified eight pieces of best of best and eight pieces of worst of worst. After

this process by using the DESIGN OF EXPERIMENT tools I arranged the best of best and worst ofworst piece in descending order ad then check worst of worst and best of best have same coatingthickness then its not a root cause. I did this trial three times and got same result.

Trial-6:Adhesive strength:

In this trial I measured the adhesive strength of paint because the rejection was also coming afterTeflon coating, but after the sintering oven it was major problem so I assume might be if theadhesive strength is low it can be a cause of problem. But the adhesive strength of the paint wasgood so it was not a cause.

Trial-7:Shot Blasting:

In this trial the main objective was to reduce the roughness of the piston. It will help at the Tefloncoating operation so the piston can properly hold the paint. In this trial firstly I took the quantity of50 pieces, after the Teflon coating and sintering oven operation I checked no piston have anybubble. It was a good result but when I checked the dimension of the piston at final stage that wasnot good. The dimensions of the piston were below than the lower specification limit. This trial wasfail, but I got an idea from here it may be solve the problem.

IMPROVE

From the trial of shot blasting I got an idea so I think I can reduce the roughness according to themeasurement which is required at the operation center less grinding1 (CG1) and outer diameter(OD) turning. At these operations I reduced the roughness of the piston so it will help at theoperation of Teflon coating to increase the adhesive strength of the paint. If the paint will properlyhold the piston then it will help to reduce the number of bubble. In this I got all good result.

Day Total Quantity Number of Bubble Percentage of bubble

1 1734 16 0.92%

2 1635 14 0.86%



56/60

3 1690 15 0.89%

4 1590 9 0.57%

5 1755 15 0.85%

6 1720 11 0.64%

7 1654 16 0.97%

8 1690 6 0.36%

9 1750 12 0.69%

10 1580 9 0.57%

Control

To control the process I set the dimensions both of the process center less grinding1 (CG1) andouter diameter (OD) turning to reduce the roughness. From the trial of setting dimensions on theprocess center less grinding 1 and outer diameter turning I almost controlled on the problem of thebubble but not fully controlled over the system. They are working consistently to completely solvethis problem.

Conclusion

Similarly as above the data analysis of the process of piston are done and it is found that currentrejection in the company because of bubble is less compare to the data of last six month. From thetrial of roughness I have found the number of rejection is less so I would like to implement this in



57/60

order to control the rejection.

RECOMMENDATIONS:

During internship at Global AutoTech Ltd, I developed a deeper understanding of the working of

automotive industry and the total quality management in the company, through various trials. In

view of this, I would like to offer Global Autotech my suggestions.

The problem of Bubble may be solved through the proper handling of pistons at the Teflon

coating and applying the 5S tools.

There should be proper washing of the pistons before coating and use the clips at the time of

loading the pistons for coating.



58/60

There should be 100% monitoring at the Teflon coating machine by the operators.

For to reduce the rejection of pistons company should use 100% inspection method at the

critical process like End Facing, Center Less Grinding-2, Teflon coating.

The sample of the pistons should be taken for the inspection at various intervals to know

that machines are producing the products, which meet the specification of the output.

KEY LEARNING

On the summer training at Global Autotech Ltd is my first exposure towards automotive industry.I was placed at QA Lab Piston and Swash Plant. Here I learned:

1. Use of basic quality tools in practical scenario likes Six Sigma methodology, SPC, SQC,

etc.

2. Millipore Test

3. I had gone through live internal and external audits.

And, above all fun loving environment and eminent support by top management, team membersand all employees of quality department of Global Autotech Ltd.

Abbreviations:



59/60

DMAIC:Define, Measure, Analyze, Improve and Control

CG-1: Centerless Grinding-1

OD: Outer Diameter

PPM: Parts Per Million

OEM: Original Equipment Manufacturers

OHSAS: Occupational Health and Safety Assessment Series

ISO: International Organization for Standardization

SPC: Statistical Process Control

SQC: Statistical Quality Control

5S: Seiri (sorting), Seiton (setting in order), Seiso (sweeping), Seiketsu (standardizing), Shitsuke(self discipline)

Bibliography:

www.globalautotech.com

www.google.com

www.maeketresearch.com

Global Autotech brochures and manuals

Quality system manual of Global Autotech

BOOKS:

http://www.globalautotech.com/http://www.google.com/http://www.maeketresearch.com/http://www.globalautotech.com/http://www.google.com/http://www.maeketresearch.com/


60/60

Total Quality Management: By S A ChunawallaOperations Management: By Richard B Chase and Nitin K AgarwalMarketing research: By C R Kothari

Thanks
http://www.infibeam.com/Books/search?author=S%20A%20Chunawallahttp://www.infibeam.com/Books/search?author=S%20A%20Chunawalla

Abhi Kau Final

Documents