A PROJECT REPORT ON STUDY OF PROCEDURAL ASPECTS OF CNG VALVE PRODUCTION AT VANAZ ENGINEERS LIMITED PAUD ROAD, PUNE. SUBMITTED TO PUNE UNIVERSITY IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF 2 YEARS FULL TIME COURSE MASTERS IN BUSINESS ADMINISTRATION (MBA) SUBMITTED BY KAPIL JOSHI MB0517 B.R.A.C.T. s VISHWAKARMA INSTITUTE OF MANAGEMENT KONDHWA, PUNE 2005-06
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Study of procedural aspects of cng valve production
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A
PROJECT REPORT
ON
STUDY OF PROCEDURAL ASPECTS OF CNG VALVE PRODUCTION
AT
VANAZ ENGINEERS LIMITED
PAUD ROAD, PUNE.
SUBMITTED TO PUNE UNIVERSITY
IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF 2 YEARS FULL
TIME COURSE
MASTERS IN BUSINESS ADMINISTRATION (MBA)
SUBMITTED BY
KAPIL JOSHI MB0517
B.R.A.C.T. s
VISHWAKARMA INSTITUTE OF MANAGEMENT
KONDHWA, PUNE
2005-06
ACKNOWLEDGEMENT
I take this opportunity to thank all those who guided me at every stage of this project.
First of all I would like to thank Mr. J. S. Vispute (D.G.M.) of Vanaz Engineers Limited
for allowing me to do the project in this reputed organization; Mr. S. S. Saxena
(Personnel Manager) for making available all the facilities for completion of the project.
Mrs. M. S. Risbud (O i/c Planning Dept.) always made time available to guide me and
enrich my knowledge about the industrial procedures followed during manufacturing of
valves and CNG valve in particular. This study project could not have been completed
without her effort and continuous encouragement.
I also thank Prof. Rajesh Vatkar for extending his assistance in all respects. Many a times
theory seemed to be quite different from the practical way of working. Having worked in
a manufacturing industry he could solve my queries due to his work experience.
I would also like to thank all those staff members of various departments and workers
who shared their experiences to help me understand different processes in depth and in a
more practical manner.
KAPIL JOSHI MB 05 17 M. B. A. V. I. M., Pune.
INDEX
1 EXECUTIVE SUMMARY 01
2 OBJECTIVE AND SCOPE 02
3 COMPANY PROFILE 03
4 RESEARCH METHODOLOGY 13
5 THEORETICAL BACKGROUND 14
6 ABOUT CNG VALVE 18
7 PRODUCTION PROCESS 19
8 VENDOR PERFORMANCE ANALYSIS 27
9 Q.A. AND INSPECTION 29
10 TESTING 32
11 ASSEMBLY 34
12 PACKAGING AND DISPATCH 35
13 MARKETING 37
14 ERP SYSTEM 38
15 LIMITATIONS 40
16 CONCLUSION 41
17 RECOMMENDATIONS 42
18 ANNEXURES 45
EXECUTIVE SUMMARY
In any organization there are several departments that work hand in hand taking care of
different aspects of business. For example, the production of CNG Valve at Vanaz,
demands functioning of different departments such as Materials, Testing Laboratory,
Production, Planning, Quality Assurance, Assembly, Packaging, Marketing and so on.
All these departments depend on each other for the proper functioning of the business.
The functions and responsibilities of each of the respective departments are the same for
any of the production firm. Thus it would be beneficial and important for an MBA
student to understand the same in depth. The project aims at understanding the
functioning, flow of information, planning and coordination between such numerous
departments which finally results in timely delivery of the product to the customers.
My project titled - Procedural Aspects of CNG Valve Manufacturing gives detailed
information about the procedures followed at Vanaz Engineers Limited for the
manufacturing of CNG Valve right from material procurement up to dispatch to
customers.
However due to the time limit of just 50 days of working at the Pune plant of Vanaz, not
all the aspects of the business could be revealed. I ve still tried to present the most
important aspects and the functioning of different departments to which I had access.
The project could proceed by assisting the staff at work, interacting with them, raising
questions and doubts, interviewing managers and through questionnaires.
I ve concluded this project with some suggestions to make working simpler and more
efficient. The details are given in the conclusion section of this report.
OBJECTIVE AND SCOPE
I was not given any specific area or topic to work on for the project. I was allowed to
gather information from different departments concerned with material, production
planning and control. With this as a background and operations as my specialization,
understanding the functioning of each of the department, and production as a whole in the
company concerned with the manufacturing of a product appeared viable, useful and
possible objective of my project.
Production and materials management is concerned with the procurement of
material, storing, quality assurance, manufacturing, testing, assembly, logistics and so on.
A first hand experience of these aspects of organizational functioning, their
interdependence and relation with each other is of great importance as the basics never
change and are relevant in any manufacturing firm operating on medium or large scale.
OBJECTIVE:
1. To understand functioning and responsibilities of the departments concerned with the
CNG valve manufacturing.
2. To gather information about Procedures, Documentation and Flow of Information
with each of these departments.
SCOPE:
1. Limited to CNG Valve manufacturing.
2. Related to material procurement, storage, manufacturing, assembly, quality
assurance, packaging, and dispatch.
3. Flow of information, documentation, quality plan and procedures.
COMPANY PROFILE
VISION AND MISSION STATEMENT OF VANAZ ENGINEERS LIMITED,
PUNE.
VISION
The company shall be highly respected light engineering outfits, manufacturing and
supplying gas based products and auto components with complete customer focus. The
company shall be fully responsible to shareholder for efficient business performance. The
company shall discharge its expected functions in society and environment as very
conscientious and responsible member of the corporate community.
MISSION
To achieve above vision, the company shall adopt and comply with ISO 9001-2000 QMS
(Quality Management System) standards embracing and inter analysing the principles of
quality management system given there in. these will be used to power company s
growth through continual improvements in all aspects leading to enhancing satisfaction to
customer and optimum financial returns to all shareholders.
Company Profile: Vanaz Engineers is an ISO 9001 company manufacturing an array
of premium quality non-ferrous forging and pressure die-castings to customer
specifications. It manufactures gas cylinder valves, gas meter and pressure regulators. Its
casting and forging facilities, machine shop, tool room and laboratory facilities are fully
equipped and staffed with trained professionals. The company operates under strict
quality control guidelines and possesses unique R&D capabilities to meet customer
requirements. Vanaz processes over 1,000 metric tons annually of brass, zinc and
aluminum.
Vanaz Engineers Limited was established in the year 1948 in Mumbai with a
manufacturing setup to produce quality press tools, dies and fixtures.
The company expanded its activities to copper and copper alloy forging in 1960.
Specialized heat-treated aluminium and aluminium alloy forging was pioneered in India
by Vanaz. Diversification was rapid in the field of cylinder valves and pressure regulators
for LPG, oxygen, carbon-di-oxide, chlorine and other gases in the year 1963.
Pune unit of Vanaz started in the year 1968. Vanfog-Fog generating machine for pest
control, fumigation and agricultural applications was developed in 1974. Self-closing
type cylinder valves and suitable pressure regulators were developed in1979. Deorukh
unit of Vanaz was started in 1981.
Vanaz has the main manufacturing unit & register office in Pune and Vanaz Unit No 2 is
at Deorukh. Today, the establishment has:
Die Casting Department with facilities for high pressure die casting for Zinc and
Aluminium base alloys. Equipped with German make 'MUTAL' Hot Chamber Machines
and two 160 tons 'HMT' make cold chamber machines, the company can manufacture die
castings up to 2 kg hot weight.
Other Ancillary Departments
Inspection Department for Quality checks of components and finished products.
Laboratory equipped with modern facilities like Atomic Absorption Spectrometer &
Metallurgical microscope with micrograph printing. The raw material is checked for
physical and chemical properties, before being sent for further processing.
Research and Development Department is situated in a separate building. It is equipped
with CNC machines and is manned by qualified and experienced personnel. This is the
innovative powerhouse of Vanaz which has helped us grow over the period of time and
pioneer our new products.
ACHIEVEMENTS
The R&D Department of Vanaz has been recognized by the Department of Science
& Technology, New Delhi, since 1985. Vanaz entered the automobile sector in 1990
with manufacturing of Synchronizer Rings which is an import substitute component.
Vanaz became ISO 9001 company in September 1998.
Vanaz is proud to manufacture the first indigenous CNG kit for autorickshaws duly
approved by VRDE and ARAI in the year 2000
QUALITY MANAGEMENT SYSTEM
Vanaz Engineers Ltd. has established a Quality management system to satisfy its present
and future customers needs in accordance with the requirements of ISO 9001:2000 and
TS16949-2002
VEL outsources sub-components or offloads work-in-process for job work on a regular
basis. Quality standards are ensured through adequate controls. Records are maintained
for outsourced processes and services in evidence. The responsibility of conformity with
all customers remains with Vanaz Engineers Ltd.
Following processes are included in QMS
Processes for Management activities
Provision of resources
Product realization
Measurement system and analysis
PRODUCT
NAME VARIANTS
VALVES
1. Slam Shut-Off Valve 2. Non-Return Valve 3. Safety Relief Valve 4. Needle Valve 5. Line Valve 6. High Pressure Gas Cylinder Valve
Manufacturing at Deorukh plant and communication to Pune Office
As mentioned in the Bill of Material of CNG valve, a few components are manufactured
at Deorukh plant. The schedule of components required to be manufactured and
dispatched after forging and machining is communicated to the Deorukh Plant Manager
by the O i/c Planning department in the last week of each month. The decision about the
level of production is decided in the monthly meeting held usually on 25th of each month.
The Deorukh Plant sends a weekly report to Pune plant in the for mat given on next page.
It informs about the programmed quantity, stock in hand, planned work (in quantity),
actual quantity dispatched and also reason if there is failure in timely dispatch.
The planning department receives this information which ascertains that the production is
going on as per the plan and also encourages the management to look into the matter if
the Deorukh Plant fails to dispatch material on time.
Vendor Performance Appraisal System
The purpose of this system is to apprise approved vendors, sub-contractors and suppliers
of their performance. The scope of this appraisal system is extended to bought out
components, sub-contracted components and raw material.
The performance of vendors, sub-contractors is appraised on half yearly basis by the
Vendor evaluation committee (VEC) as per the scheme given below:
Total Points 100 out of which
For Quality 50 points
For delivery on time 25 points
For customer disruption (including field
returns)
10 points
For incident of premium freight 10 points
For special status customer notification
to quality and delivery issue
05 points
Q.A. department maintains the statistical data regarding quality . PP&C and Stores
maintain data regarding delivery and sub-contracted & bought out components
respectively. Q.A., N.G. section and engineering for their respective items forward
the data regarding delivery for sub-contracted components to PP&C. The data
regarding raw material is maintained by stores and lab.
The vendor evaluation committee meets every 6 months to decide Vendor s rating
based on previous 6-month s performance.
The result of half-yearly rating is communicated by the stores to vendors and
internally to the concerned departments.
Based on the rating exercise the committee makes changes in the certified list of
vendors if deemed necessary and sends information to all concerned. The vendors
having unsatisfactory rating is provided next six months to improve performance.
Action is taken to de-register a vendor if no improvement is seen during the next half
yearly rating assessment. Such vendor is removed from the approved list of vendors.
QUALITY
Completely O.K. 50 points
Rejection up to 3% 45 Points
Rejection 3% to 5% 40 Points
Rejection 5% to 10% 35 Points
Rejection 10% to 20% 30 Points
Rejection 21% and above 00 Points
DELIVERY
On time or before 25 points
Delayed transaction up to 5% 20 points
Delayed transaction up to 10% 15 points
Delayed transaction up to 15% 10 points
Delayed transaction 16% and above 0 points
A grace period of 8 days is built in the ERP system for all suppliers.
RATING
POINTS 90 or above
RATING Excellent
85 89 Good
75 84 Must improve
50 74 Poor
Below 50 unsatisfactory
Inspection and Quality Assurance
Gauges and master gauges, measuring instruments, pressure gauges and temperature
gauges, lab equipment are calibrated either in-house or by external agency as per the
relevant procedure and work instructions.
The calibration status is displayed on the instrument/ gauge or its storage case. Where in-
house capability exists, the measuring equipment are calibrated at prescribed intervals by
department concerned under suitable environmental condition.
The masters instruments are off loaded to external agencies. They are calibrated and their
certificates indicate tractability to national/ international standards.
The operator ensures careful handling and protection of measuring instruments and
gauges. Only authorized personnel are allowed to undertake calibration and repairs.
The instruments used for inspection of CNG valve body are as follows:
Vernier callipers, micrometer gauge, thread and plugs, special gauges.
The parameters checked are as per drawing such as threads, inner and outer diameters
Calibration is done under specific environmental conditions
(Humidity below 40%, temperature 20 C 1 C, vibration-free, dust-free)
There is no fixed interval for calibration of instruments and entirely depends on
usage. The time interval may range from 15 days to 1 year depending on the type of
instrument and its usage for inspection.
The company signs yearly contract with external agencies for the purpose of
calibration of instruments and gauges. These agencies are required to be ISO9000
compliant or holder of certificate from NPL (National Physical Laboratory).
The personnel involved with in-house calibration are trained for the purpose. The
minimum qualification is a Degree in Engineering or Diploma in Engineering with a
minimum of 5 years of experience in Quality Assurance department.
INSPECTION PROCESS:
Valve Body: The valve body of CNG Valve are manufactured at Deorukh plant and
brought to Pune plant for assembly. On arrival the valve bodies are stacked in trays and
kept ready for inspection.
100% visual inspection is carried out for Valve Body of CNG Valve.
1. First, the valve bodies are checked for stampings of ISI marks, operating pressure,
part name.
2. The valve bodies are vulnerable to ingressions, inclusions due to the processes like
forging and die-casting. These need to be checked and corrected by rework else such
defective parts are scrapped.
3. The valve body dimensions like inlet/ outlet diameters, threading are checked for
conformance to the design.
Quality Plan of the inspection department defines the acceptable standards and gauges
and instruments to be used to verify the dimensions and characteristics.
Accepted parts are sent to Component Stores. These components are drawn from the
stores for assembly as per the schedule.
Other Components are checked for Quality using Sampling Inspection method. The
results of sampling inspection are analysed by supervisor or inspection department head
to decide whether to pass or reject the lot.
Considering all the parts going into assembly of CNG Valve following are the results
against the acceptable limits set by Quality Plan if Inspection Department.
Percentage rejection in a good lot <2%
Present average level of rejection <0.2%
Present average level of re-work <0.5%
Format of Inspection Report used for Valve Body of CNG Valve:
Inspection
Item
Criteria Instruments
and gauges
Frequency Remarks
Gives details of
item code,
description
Parameters to
be checked for
acceptance
List of
instruments
and gauges to
be used
Results of sampling
inspection are extrapolated
to have idea of the quality
of the lot
Details of
result of
inspection
This report is generated by O i/c of the Quality Assurance department and then forwarded
to DGM QA for approval. Only after his approval, the components are sent to the stores.
When the components are sent to stores, the approval is documented in a specific format
(See annexures).
Thus to conclude, we can say that the Quality Assurance department is responsible for
the verification of quality of material received from vendors, authority to accept or reject
a lot based on quality standards of the company. It is also responsible for the timely
calibration of the instruments used for inspection. It maintains a laboratory for calibration
of gauges and can off load its work to an external agency if need arises or if the
calibration is highly specialized task for a particular instrument.
Testing and Assembly
Assembly involves procurement of components from the component store to assembly
shop to assemble these parts as per the procedure to produce the required final product.
Before starting with the assembly work, testing of critical components is done in the
assembly section itself.
Preliminary Tests
1) FUSIBLE ALLOY TESTING:
(To test 10 from a lot of 1,000 retainers for melting of alloy within given range of
temperature)
Disk retainer is the most critical part from the point of view of safety. The disk
retainer has a fusible plug, which works similar to a safety fuse in electrical circuits.
Fusible alloy melts when temperature rises beyond certain temperature and allows
compressed gas to escape to avoid an explosion.
The working temperature range for the alloy to fuse is between 98 - 104 C.
From a lot of 1000 disk retainers, 12 are tested for its proper working.
In case a retainer fails below 98 C or does not fail even after 104 C, it is
considered as a lot not conforming to standards. In such a case entire lot is rejected.
In case of rejection of a lot, Rejection Report is prepared and sent to the concerned
department. (See Annexure I )
2) BURSTING TEST: There is a possibility of explosion of gas cylinder if the pressure
inside the cylinder rises beyond a certain pressure range. To avoid such a situation a
venting hole is provided in the valve. A metal disk covers this hole. When pressure
exceeds the rated pressure, it fails and gas escapes through the vent in the valve.
3) CYCLE TEST: During its life a valve is operated between ON and OFF position
several thousand times. In order to test the reliability during operation, one valve
from each lot of 500 ready valves is tested for its cycle of operation. In this test, the
valve is opened and closed 6,000 times and then undergoes pressure testing to check
if any of its part has loosened or failed due to above mentioned operation.
Few of the components are inspected and certified by ISI Inspectors. Only after testing
and approval from inspection department, assembly is allowed.
Assembly of CNG Valves
Component store is centrally located with respect to all the sections where manufacturing
or assembly work takes place. This reduces the required time and effort for the movement
of material from stores to different sections where the material may be required.
The assembly of parts involves 8 workstations and an equal number of workers.
A point to be noted here is that assembly of all the parts to produce a lot of finished
valves may not always take place in one go. More often it happens that few parts are
assembled first and the other remaining parts are assembled later as and when the parts
are available or as schedule permits or priority shifts as per the delivery schedule.
On a particular day, assembly of four different types of valves (CNG, Oxygen, Hydrogen
and Chlorine valves) was observed to be taking place.
Movement of material from one workstation to next takes place by wooden trays. Thick
wooden trays have holes to hold the valves as they are moved forward during their
assembly. Such trays can also be stacked one over the other reducing the required area
along assembly line.
Manufacturing date and batch are punched on valve using alphabetical code. O to Z are
used for months starting with January. Punching is done on the valve body.
Packaging and Dispatch
Every Manufacturer should be very careful in packaging and packing, which of great
importance in transportation as well as in safety of goods.
Packaging is the wrapping or container that covers one or more units of the product. The
packaging should be durable enough to stand the hazards of frequent handling, shocks
and jerks during transportation, rough weather conditions etc. packing material is used to
prevent damages to packages during transit.
There is a wide range of packaging material available, such as corrugated boxes, wooden
boxes, crates etc. The considerations in choosing the type of packaging material depends
on the transport facility, frequency of handling before the consignment reaches its final
destination, safety of product depending on its type (fragile, heat or moisture sensitive
etc) and storage facility.
Procedure of packaging followed at Vanaz Engineers is as follows:
The assembled valves are dried using compressed air.
Valve seat is positioned to completely closed position.
Plastic caps are used to cover threaded portion of the valve.
A checking slip is kept inside the box. (see details of checking slip in annexure)
The ready valves are then placed in a three-layered corrugated box and sealed by
tape.
These boxes are then made available to ISI inspector who visit the company for sample
test the valves. One or two valves are taken out from boxes randomly and tested for its
pressure, temperature and operational reliability. Only if all the samples conform to the
required standards they are passed.
After the clearance from ISI Inspector, the boxes are sent to dispatch section.
The valve assembly section forwards the stock to packaging section for packing the
valves. The valves are placed in corrugated boxes and then sealed using plastic straps.
The boxes are sized to hold lot of either 35 or 50 CNG valves.
Often customers demand an odd quantity (not in multiples of 35 or 50). In such cases, a
certain required number of valves are drawn from the box and a tag is attached to the box.
This tag indicates the number of valves left in the box and batch number.
The dispatch section follows the principle of FIFO (First In First Out). The lot from open
boxes is cleared first for the odd number demand.
A label is fixed on each box specifying the contents, name of the component, quantity,
batch number, date of dispatch etc.
The dispatch section has to prepare a weight list in case more than one box is being
dispatched. Before sending the product out of factory premises, an excise invoice is
prepared. When the material is transported out of the factory, transport forward note is
prepared. In case the goods are returned to the company for replacement, excise invoice
is returned to excise section and goods are dispatched on the credit of excise paid.
The responsibility of transporting goods to customers varies from party to party. In few
cases, the company transports the goods up to Transport Company office only from
where the Transport Company delivers the goods to customer s premises. This is called
to pay basis which means that the customer will pay the freight charges. In other case
the customer demands delivery of goods to its premises (e.g. Bajaj Auto Ltd.). Vanaz has
its own fleet of trucks to transport the goods.
Marketing
Vanaz Engineers Ltd. did not have a separate marketing department as such till recently.
Marketing department has come into being last year (i.e. 2005). Earlier, customers
approached the company for buying products but of late company through its marketing
department has started approaching and developing new customers (dealers and
distributors). The scope of operation of Marketing Department is limited only to study of
market, contact distributors and develop dealers for the products of the company. Sales
department carries out the function of generating demand quantity. Production is mainly
planned on the basis of orders in hand and exponential forecasting.
Conceptually, ERP system must maintain a flow of information between various
departments of the company, like marketing, planning, finance, production, maintenance
and so on. However this function of the ERP system is still not being used mainly
because of the scale of operation and limited human resources in managerial cadre of the
company.
ERP SYSTEM
Enterprise resource planning software, or ERP attempts to integrate all departments and
functions across a company onto a single computer system that can serve all those
departments particular needs that runs off a single database so that the various
departments can more easily share information and communicate with each other. ERP
systems typically handle the manufacturing, logistics, inventory, invoicing, accounting
for a company.
At Vanaz Engineers, ERP system was installed last year i.e. 2005 and was being
implemented in a phased manner. The company had set a target to implement this
software by 30th of September 2006. It is an IOTA product.
Only the basic and important functions were activated first. A list of total functions is
given in annexures. Highlighted functions are active while others will be activated by the
end of September 2006.
In the absence of an ERP system, a large manufacturer may find it difficult to effectively
interface different interdependent and interrelated tasks. Tasks that need to interface with
one another may involve: order tracking from acceptance till dispatch stage, the revenue
cycle from invoice through cash receipt, managing interdependencies Bill of Material,
match between Purchase Orders (what was ordered), Inventory receipts (what arrived),
and Costing (what the vendor invoiced), and the Accounting for all of these tasks.
Benefit of using ERP System:
ERP helps the manufacturing process flow more smoothly, and it improves visibility of
the order fulfillment process inside the company. That can lead to reduced inventories of
the materials used to make products (work-in-progress inventory), and it can help users
better plan deliveries to customers, reducing the finished good inventory at the
warehouse.
However, Training expenses are high because workers almost invariably have to learn a
new set of processes, not just a new software interface. Data conversion costs money to
move company information, such as customer and supplier records, product design data
etc, from old systems to new ERP system.
ERP is a set of practices for performing the various duties in the departments of a
company, including finance, manufacturing and the stores. To get the most from the
software, people inside the company need to adopt the work methods outlined in the
software. If the people in the different departments that use ERP don t agree that the
work methods of the software are better than the ones they currently use, they will resist
using the software or will want the software to match the ways they currently do things.
This is where ERP projects break down.
To prevent this from happening, Planning department had started training sessions for
each concerned department when the ERP system was brought in last year. The
departmental heads later trained their staff. This is how the company got system
familiarized to its employees.
See annexures of list of functions performed by ERP system.
LIMITATIONS
The project could have been made better than its present form. Management theory says
that for any system to work properly in the organization, top management support is
required. The title of the project was not specified and I was at the liberty to choose the
topic of my interest.
In the initial stages when questionnaire was used to gather information, different
department heads replied with totally opposite answers. When clarification was
sought in this regard, they declined to do so.
Most of the O i/c and Managers are highly experienced but do not possess any formal
academic degree in management. Coming through lower cadre and having being
promoted over the years, they have reached managerial cadre. As such there was
problem in communicating with them especially because many of the management
terms were not known to them.
Barring a few, majority of the O i/c did not have time to spare for management
trainees to share knowledge and information.
CONCLUSION
The usefulness of a study project can not be underestimated. Instead of working in just
one department; getting an overall view of the entire organizational working is of more
importance for a fresh graduate.
Managing business is a complex affair. For a fresh graduate like me, understanding the
reason of existence, importance, responsibilities of each department and the interrelation
between these departments which make it possible for the company to function efficiently
was of great help.
This project studies various aspects of manufacturing and cleared many of my personal
misconceptions about the practical way of running business. It is not possible to gain
practical knowledge through books and theory therein.
It was a great experience to work in an ISO
9000 certified organization. The quality
management system and procedures set for each of the function in the organization made
it easy for me as a trainee to gather information and then compare it with theory.
Introduction to ERP and knowing about the capabilities and capacity of software in
smooth functioning of manufacturing and allied activities was an eye opener.
RECOMMENDATIONS
1. On many of the instances, it was observed that two men were required to transport
material from one section to other, on a trolley.
If a cage is built at the edges i.e. side walls of the trolley (see diagram 1), the need of
additional person to hold the material, box, gunny bag to prevent it from falling off
the trolley will be eliminated.
2. While testing the alloy filling at the assembly section, it was observed that it was not
convenient for the operator to check the failure of valves. Failure of lowermost and
disturbance so created in the liquid due to high pressure air escaping through it,
hampered the visibility.
For this purpose, an attachment that will hold the retainers in a line horizontally is
recommended. See diagram2.
ANNEXURES
PRODUCT PART APPROVAL
(For components before sending the item to component store)
SUPPLIER:
NAME OF INSPECTION FACILITIES: vernier, micrometer, microscope
PART NO:
PART NAME:
Sr. No. Dimensions/
Specifications Supplies Measurement Results OK Not OK
SIGNATURE SEAL
PERFORMANCE REPORT
(MONTHLY)
DEPARTMENT : Man Power Available hours Operators : Over time : Casual workers : Deputation from other dept. :
TOTAL MANPOWER : Productive Work Unmeasured Work
Component Operations Quantity
Hours Component Operations Quantity
Hours
INDICES OF PERFORMANCE
Production Work Index = Production Hours
Total Hours
Setting Time Index = Setting Time (hours)
Total Hours
Unmeasured Work Index = Unmeasured Work Hours
Total Hours
R & R I = Rework hours Rejection hours
Production Hours
Production Index = ____Prod. Work + Setting Time_____
Total Hours Unmeasured work hours
Format of checking slip put in each box before packaging
CHECKING SLIP
Number: Box Number:
In case of any complaint regarding shortage, kindly return this along with complaint to Vanaz Engineers Limited UNIT 2.
Address:
CHECKED BY: PACKED BY :
Date:
REJECTION REPORT
Fusible Alloy Test Report
T C No.: Date:
Test: Yield Point of Fusible Plug alloy
Party: Hand press Section
Challan No.: Date:
Item : M16 1.5 disc retainer
Yield Temperature C Lot No. Quantity Number of Samples Required Observed
BS/09 300 10 100-2+4 95
101
101.1
101.7
102.5
Remark: Rejected for one sample started leaking before temperature reached 98 C.
Samples are returned herewith.
Incharge Laboratory
SALES REPORT
MONTH PROGRAMMED QUANTITY
DISPATCH QUANTITY
% share of total sales
May 2005 6,000 3,025 3.29 June 5,000 1,700 -- July 0 1,850 1.5 August 500 1,930 1.27 September 4,500 2,920 1.97 October 1,500 2,450 3.0 November 5,000 4,440 -- December 6,000 6,215 -- January - 2006 8,000 7,215 6.95 February 8,000 6,694 6.67 March 8,000 10,855 8.87 April 8,000 6,844 6.22 May 6,000 6,691 6.22
E R P Reports
ERP - STOCK REPORTS
REPORT TYPES
CONTENT
STOCK REPORTS
1 Inventory Status Inventory detail status Inventory-class by items 2 Inventory up to date
status Inventory status (both quantity &/ or value) up to specific date
3 Inventory status (period)
Inventory status for specified period
4 Non-Inventory up to date status
Non-inventory status (quantity) up to specified date
5 Stock statement
6 Inventory ageing analysis
itemwise inventory quantity/ on hand value wise ageing analysis up to date
Sub-contractor ledger for specified period 9 Barden ledger
A Inventory statement for bank
Inventory statement for bank
B stock movement
C WIP stock position
D A-B-C Analysis ABC by consumption value E X-Y-Z Analysis XYZ by on hand value F F-S-N Analysis Analysis for FSN G Stock alert report Inventory items whose stock level is beyond permissible limit
H Items <reorder level> Inentory items whose stock is to be replenished I gen receipt - Issue
register partywise general (loan) receipt/ issues for specific period
J Test quantity report
K S/O*P/O status vs stock
L Batch costing
M Metal summary
N Production statement
Production statement for specified period O L/R report
ERP - SALES REPORTS
P Item price list List price item - class by itemwise Q Pending D/Ms for
S/O
R Items issued
without S/O Items issued or sold without S/O
S Performa Invoice printing
Performa Invoice printing
T Demand-note & Collection bill
U A/R follow-up wrt customer GIN
A/R follow-up wrt customer GIN
V Salesman analysis
W Invoice wrt customer RCI
X Invoice and Customer RCI
Y Credit-note and bank charges
Z sale-rate-Diff (retros)
Sale rate diff extract for specified item, party and retrospective period
A sales vis-à-vis costing
Inventory cost compared with sale value of sold items
B MIS reports
C Price variation report
report for supplementary bills for specific period
ERP - PURCHASE REPORTS
d Pending purchase
requisitions Pending purchase requisitions for P/O
e Executed purchase requisitions
f Vendor-Quote comparison
Comparative statement of vendor quotation
g vendor substitution Vendor substitution based on vendor performance h Purchase order status
Dispatch details Dispatch details - How dispatches are valued
vendor item rate history
Pending P/O schedule
sales return
Purchase return
Locationwise transfer
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