Project Report

On

FRC IMPROVEMENT OF JEETO IN SHOWER TEST

(FIRST RUN CAPABILITY)

SUBMITTED BY
N.V.S.MAHESH (15BME0147)
S.GOWTHAM (15BME0259)
B.TECH MECHANICAL ENGINEERING
VIT UNIVERSITY
VELLORE, TAMIL NADU
 Annexure II

Project Report
FRC IMPROVEMENT OF JEETO IN SHOWER TEST
(FIRST RUN CAPABILITY)

Project Name
FRC IMPROVEMENT

Submitted By
N.V.S.MAHESH (15BME0147)
S.GOWTHAM (15BME0259)
B.TECH MECHANICAL ENGINEERING
VIT UNIVERSITY
VELLORE, TAMIL NADU
 Annexure III

(Note: - Please print this matter on the Company Letter Head.)

Date:
CERTIFICATE
This is to certify that the project titled “FRC IMPROVEMENT OF
JEETO” has been carried out by NvsMahesh (15BME0147),
S.Gotham(15BME0259) under my guidance. The project was initiated for
partial fulfilment of the requirements of B.TECH MECHANICAL
ENGINEERING at VIT UNIVERSITY. Duration of this project is from
(9-5-2018) to (8-6-2018).

Yours Sincerely,

(K.CHAKRAVARTHY)
(MANAGER)
 ACKNOWLEDGEMENT

I take this opportunity in expressing my heart-felt gratitude to Mr. SRIDHAR, Sr-

Manager HR department, Mahindra & Mahindra Ltd. (Automotive Sector),
Zaheerabad (TS) for allowing me to do the project.

I express my special gratitude & thanks to my guide Mr.CHAKRAVARTHY K

for his gracious effort and keen pursuit which has driven me towards the successful
completion of my project.

I have taken efforts in this project. However it would not have been
possible without my groupmate. I would like to thank him for his
continuous support and willingness to help me out with abilities till the
completion of this project.
 Table of Contents

1: Mahindra Overview………………………………………………………………... 06
2: Executive Summary ………………………………………………………………...31
3: Introduction…… ……………………………………………………………………32
4: Objectives……….………….………………………………………………………..17
5: Description of the project…. …………………………………………………….….24
6: Results ………………………………………………………………..………....…...40
7: Bibliography……….………………………………………………………………... 41
Company Profile:

Few groups can identify as closely with India's destiny and industrial progress as the Mahindra
Group. In fact, Mahindra is like a microcosm of India. Both were born around the same time, had
the same aspirations and both experienced the inevitable troughs and crests in the journey
towards their goals.

The birth of Mahindra & Mahindra began when K.C. Mahindra visited the United States of
America as Chairman of the India Supply Mission. He met Barney Roos, inventor of the rugged
'general purpose vehicle' or Jeep and had a flash of inspiration: wouldn't a vehicle that had
proved its invincibility on the battlefields of World War II be ideal for India's rugged terrain and
its kutcha rural roads?

Swift action followed thought. The Mahindra brothers joined hands with a distinguished
gentleman called Ghulam Mohammad. And, on October 2nd, 1945, Mahindra & Mohammad was
set up as a franchise for assembling jeeps from Willys, USA.

Two years later, India became an independent nation and Mahindra & Mohammad changed its
name to Mahindra & Mahindra. Ghulam Mohammad migrated to Pakistan post-partition and
became the first Finance Minister of Pakistan.

Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved into a
Group that occupies a premier position in almost all key sectors of the economy. The Group's
history is studded with milestones. Each one is taking the Group forward. In fact, today, its total
turnover is about 4* billion dollars.

Forbes has ranked the Mahindra Group in its Top 200 list of the World’s Most Reputable
Companies and in the Top 10 list of Most Reputable Indian companies.
The Mahindra group US$17-billion conglomerate has a significant presence in the key sectors of
the Indian economy. A consistently high performer; the Mahindra group is one of the most
respected in the country. The Mahindra group has always been committed to corporate social
responsibility. On the occasion of its 60th anniversary, the group announced a range of CSR
activities supported by a commitment of 1% of Profit after Tax for its CSR initiatives.

Set up in 1945 to make general-purpose utility vehicles for the Indian market, the flagship
company Mahindra & Mahindra Ltd. has expanded its operations beyond automobiles and
tractors and has made spirited thrusts into new areas of business. The Group employs over
40,000 people and has several state-of-the-art facilities in India and overseas.
The Company has, over the years, transformed itself into a group that caters to the Indian and
overseas markets with a presence in business sectors:

By 1994, the Group had become so diverse that it undertook a fundamental reorganization, dividing into
six Strategic Business Units:
  Automotive

 Farm Equipment

 Infrastructure

 Trade and Financial Services

 Information Technology&

 Automotive Components (known internally as Systech).

The new Managing Director, Anand Mahindra, followed this reorganization with a new
logo in 2000 and the successful launch of the Mahindra Scorpio (a wholly indigenously designed
vehicle) in 2002. Together with an overhaul in production and manufacturing methods, these
changes helped make the company more competitive, and since then the Group's reputation and
revenues have risen noticeably. Currently, Mahindra &Mahindra is one of the 20 largest
companies in India. In 2009, Forbes ranked Mahindra among the top 200 most reputable
companies in the world.
In January 2011, the Mahindra Group launched a new corporate brand, Mahindra Rise, to
unify Mahindra's image across industries and geographies. The brand positions Mahindra
products and services as aspirational, supporting customers' ambitions to 'Rise.'
In April 2012, the Mahindra Group showed interest in purchasing the bankrupt
automobile company Saab, and actually placed several bids for Saab, though was outbid by
Saab's new owner National Electric Vehicle Sweden.

About Mahindra Logistics:

Mahindra Logistics, a Mahindra Group company, was formed in 2000. It is an integrated

logistics service provider specializing in both supply chain management and people transport
solutions. Founded more than a decade ago, Mahindra Logistics serves a diverse cross section of
industries, providing solutions that span the supply chain and are both customized and technology
enabled.
 Mahindra & Mahindra India Limited

Type Public

Traded as BSE: 500520

BSE SENSEX Constituent

Industry Automotive

Founded 1945 (Ludhiana)

Headquarters Mumbai, Maharashtra, India

Area served Worldwide

Anand Mahindra (Executive Chairman)

Key people
Pawan Goenka (MD)

Products Automobiles, commercial vehicles, two-wheelers

Revenue ₹83,207 crores (US$12.8 billion) (2016)

Operating profit ₹4,570 crores (US$737.09 billion) (2016)

Net income ₹3206 crores (US$517.09million) (2016)

Net Sales ₹40,884 crores (US6.5 billion$)(2016)

Total assets ₹23,550 crores (US$9.5 billion) (2016)

Number of employees 39,276 (March 2016)

Parent Mahindra Group

Subsidiaries Mahindra two Wheelers limited

, SsangYong Motor Company
, Peugeot Motorcycles, B.S.A Company

Website www.mahindra.com
Mahindra purpose and values

 Good corporate citizenship

We will continue to seek long term success in alignment with the needs of the
communities we serve. We will do this without compromising on ethical business standards.

 Professionalism

We have always sought the best people for the job and given them the freedom and the
opportunity to grow. We will continue to do so. We will support innovation and well-reasoned
risk taking, but will demand performance.

 Customer first

We exist and prosper only because of the customer. We will respond to the changing
needs and expectations of our customers speedily, courteously and effectively.

 Quality focus

Quality is the key to delivering value for money to our customers. We will make quality
a driving value in our work, in our products and in our interactions with others. We will do it
'First Time Right.'

 Dignity of the individual

We will value individual dignity, uphold the right to express disagreement and respect the
time and efforts of others. Through our actions, we will nurture fairness, trust, and transparency.
VISION & MISSION

M&M AS defined its vision statement during the year 2001 as – “Be a globally recognized
player in MUVs and LCVs by the year 2006”. The long-term aspiration is ‘Achieving 1 million
vehicles by 2015’ medium and short term goals. The Long term (2015) goal is being reworked out
and will be declared at the earliest.

It promotes a culture of excellence in performance with peoples’ focus. It encourages

transparency, freedom of speech, manifestation of unique abilities and talent for generating
creativity and innovation.

CORE PURPOSE:
"Indians are second to none in the world. The founders of our nation and of our company
passionately believed this. We have proven them right by believing in ourselves and by making
Mahindra & Mahindra Ltd. known worldwide for the quality, durability and reliability of its
product and services."

CORE VALUES:
Core Values are influenced by the past, tempered by the present, and will shape the future.
They are an amalgam of what we have been, what we are and what we want to be. Our core values
are as follows

 Good Corporate Citizenship

 Professionalism
 Customer First
 Quality Focus
 Dignity of the Individual
PLANT PROFILE

MAHINDRA & MAHINDRA LTD, ZAHEERABAD

The plant at Zaheerabad was initially Allwyn Nissan Ltd. It was started in 1985 by the State
Government of Andhra Pradesh in collaboration with the Nissan Motor Company, Japan. The Plant
was assembling 4 & 6 Tonner LCVs till its merger in the Mahindra Auto Sector in 1994. After the
merger the plant started manufacturing Utility Vehicles, 3-Wheelers and Mini Buses, alongside the
LCVs. The plant has over 343 acres of land and a built up area of 295,358 m2.

LOCATION: The Mahindra & Mahindra Ltd. Is located 108 KM from Hyderabad on
Hyderabad - Mumbai High-way NH-9.
Management Systems At Mahindra, Zaheerabad

 Mahindra rise drive with workmen & Executive TS(Technical Specification)

16949:2002

 Integrated ISO EMS(Environmental Management System) 14001:2004 & OHSAS

18001:2007

 ISO 27001:2002 ISMS (Information Security Management Systems)

 TPM (Total Productive Maintenance)

 MQS – Mahindra Quality System

 MAPS – Mahindra Advanced Production System

 SAP (System Applications & Processing in Data Software)

 Corporate Sustainability Report

 5 S systems

 ESOPs (Employee social options)

 CSR (Corporate Social Responsibility ) Activities

SAFETY MEASURES TO BE REQUIRED:

Safety Helmet Safety Goggles

Safety Shoes Safety Gloves

Earphones apron
ORGANIZATIONAL CHART:
VICE-PRESIDENT
(OPERATIONS)

VEHICLE SUPPLY CHAIN PLANT QUALITY HR & ER

ASSEMBLY MANAGEMENT (GM) ADM.
(DGM) (DGM) (GM)

MANAGERS MANAGERS MANAGERS MANAGERS

OFFICERS OFFICERS OFFICERS OFFICERS

WORKERS
Vehicles Rolling Out at Zaheerabad Plant:

TOURISTER-32 MAXX BOLERO CAMPER DX

TOURISTER-25 BOLERO LONGER LOAD KING SUPER

TOURISTER-42 LOADKING PRIDE BOLERO CAMPER GOLD

CHAMPION ALFA BOLERO CAMPER JEETO
 PROCESS FLOW IN AN ASSEMBLY PLANT

Zaheerabad unit's production process flow is given below. Production process flows are similar
for three part family’s ALFA&JEETO, LCV and UV to meet the production planning.

SCM BODY SHOP PAINT SHOP

FAI
PDI
[FINAL ASSEMBLY
[PREDELIVERY LINES[TCF]
ACCEPTANCE
INSPECTION]
INSPECTION]

RFI RFD
[READY FOR [READY FOR
INSPECTION] DISPATCH]
SUPPLY CHAIN MANAGEMENT:
Supply Chain Management (SCM) is the management of a network of inter connected
businesses involved in the ultimate provision of product and service packages required by end
customers. Supply Chain management spans all movement and storage of raw materials, work-
in-process inventory and finished goods from point of origin to point of consumption (Supply
chain).
FUNCTIONS

 Managing upstream and downstream value added flow of materials, final goods and related
information among suppliers, company, resellers, final consumers are supply chain management.

 Supply chain management is the systematic, strategic coordination of the traditional business
functions and the tactics across these business functions with in a particular company and across
business within the supply chain , for the purposes of improving the long- term performance of the
individual companies and the supply chain as a whole.
 Supply chain strategies require a total systems view of the linkages in the chain that work together
efficiently to create customer satisfaction at the end point of delivery to the consumer. As a
consequence costs must be lowered through the chain by driving out unnecessary costs and focusing
attention on adding value. Efficiency must be increased, bottlenecks should be removed and
performance measurement must focus on total systems efficiency and equitable reward distribution
to those in the supply chain adding value. The supply chain system must be responsive to customer
requirements.
 Supply chain management is a cross-functional approach including managing the movement of
raw materials into an organization, certain aspects of the internal processing of materials into
finished goods and the movement of finished goods out of the organization and towards the
end-consumer. As organizations strive to focus on core competencies and becoming more
flexible, they reduce their ownership of raw material sources and distribution channels. These
functions are increasingly being outsourced to other entities that can perform the activities
better or more cost effectively. The effect is to increase the number of organizations involved in
satisfying customer demand, while reducing management control of daily logistics operations.
Less control and more supply chain partners led to the creation of supply chain management
concepts. The purpose of supply chain management is to improve trust and collaboration among
 supply chain partners, thus improving inventory visibility and the velocity of inventory
movement.

KEY SCM CONCEPTS

Each interface in the supply chain

Raw represents;
material -movement of goods
Component -Information flows
-Transfer of titles
-Purchase & sales
Manufacture
r

Retailer
Strategic SCM consists of developing
Smarter ways to
-Choose Consumer
-Buy from, and
-sell to your business partners
BODY SHOP:

Flow Process in Body Shop:

The following processes are used in the body shop for assembling of any kind of automobile
body:
 Spot welding
 MIG welding
 Buffing
 Brazing
 Nut welding
 Grinding
Metal Inert Gas (MIG) Welding:
Metal inert gas (MIG) welding is a welding process in which an electric arc forms
between a consumable wire electrode and the work piece metal, which heats the work
piece metal, causing them to melt, and join. Along with the wire electrode, a shielding
gas feeds through the welding gun, which shields the process from contaminants in the
air. The process can be semi-automatic or automatic.

A constant voltage, direct current power source is most commonly used with MIG, but
constant current systems, as well as alternating current, can be used.

PAINT SHOP:
PROCESS IN PAINT SHOP:
 Pre-treatment (P.T)
 Electro-deposition (ED)
 Sealing
 Sanding
 Preparation
 Painting (Primer/Topcoat)
 Touch-up
PAINT SHOP LAYOUT:
EXIT PRETREATMENT
PROCESS

OVEN
SEALER LINE-2

OVEN
OVEN ED LINE
SEALER LINE -1

PRIMER BOOTH OVEN

TOUCH UP

TOUCH UP OVEN TOP COAT BOOTH

VEHICLE PU

Engine & Transmission axle shop:

In this shop the transmission-axle assembly is done for champion and load king. After the
assembly, the docking of trans-axle with the engine is done. The test for the gear ratios is done by
a rotating machine which is given as input to the gear box and output speed is noted and calibrated
in terms of gear ratio which is shown by the machine as output. So the gear ratio for all the gears
is tested and checked and then the engine is send to the mechanical line where it is assembled with
the chassis.

Axle shop:

In this shop the brake drums and hubs and spindles are assembled for the front and rear
axles. The rear axle comes with the differential for load king. For the remaining front axle parts
are thoroughly washed with a chemical of NIPAKLIN powder & NIPACIL chemical.

To ensure the internal parts of transmission (5speed synchromesh for LCV vehicles) &
Trans axle (4speed sliding mesh) free from dust &dirt.

Trim line:

In this line the body which comes from the paint shop after paint is assembled with mini
parts such as break and accelerator pads window glasses and wiring and all the meters which
indicate speed and fuel in the cabin. In this line the body is moved on trolley. The body after this
is sent to the mechanical line where it is fixed to the chassis.

Mechanical line:

In this line first the front and rear axles from the axle shop are bought and are fitted with
leaf springs and then chassis which comes from the under is placed on them and fitted. Then it is
placed on a conveyer which moves very slowly such that all other parts are assembled. In this line
after placing the engine and suspension system the body from trim line is brought by hoist and
then placed and fitted. After all the parts are fitted then wheel alignment testing is done such that
both the pairs of wheels align correctly. After this the vehicle assembled is sent to pre-delivery
inspection (PDI) where it is checked for any missing parts or loose fitments. In all these lines
bodies are transferred by hoist which are operated by motors and can be used to move the bodies
easily. Torque wrenches are used at all places to check whether the amount of torque provided in
fixing a nut. All the guns are run by compressed air which is supplied by 2 compressors separately
to the whole plant. The pressure of the compressed air is maintained at 6bar in the body shop there
a lot of fixtures used which are just designed for a single purpose of some small assembly.

FAI (Final Acceptance Inspection):

At FAI, inspection of the vehicles is done and also immediate correction actions for the observed
concerns are implemented by doing some required rework.

PDI (Pre-Delivery Inspection):

PDI is also an inspection stage similar to FAI, but in PDI, rolling and smoke emission tests are
also carried which are not done in FAI. Even here reworking is done if any defect is observed.

RFI (Ready for Inspection):

This is the final inspection stage, after which the vehicles are ready for dispatch. If any defects are
found in RFI, unlike other inspection stages no reworking is done here, the vehicle is sent back to
PDI or FAI.

RFD (Ready for Dispatch):

Vehicles which have cleared all the inspection stages and ready to get dispatched are kept
here.
 ASSEMBLY LINES

TRIM LINE
UV
[UTILITY VEHICLES]
CHASSY LINE
ASSEMBLY LINES

TRIM LINE
LCV
[LIGHT COMMERCIAL
VEHICLE]
CHASSY LINE

PRE-TRIM LINE

TRIM LINE
SUB 1 TONNE
[ALFA&JEETO] OHC
[OVER HEAD
CONVEYOR]

MECHANICAL LINE
MANUFACTURING MODELS
LCV MODELS

LCV

LOAD KING SHERPA SXJ TOURISTER

UV MODELS

UV

CAMPER CAMPER GOLD CAMPER LIFE STYLE

BASED ON COLOUR:
 CAMPER- White
 CAMPER GOLD-White, Silver, Mist Silver, Brown
 CAMPER LIFE STYLE-Brown

BASED ON TRANSMISSION:
 2 WHEEL DRIVE
 4 WHEEL DRIVE

BASED ON ENGINE:
 BS 3-SLD[SPEED LIMIT DEVICE]
 BS 4-SLF[SPEED LIMIT FUNCTION]

BASED ON STEERING MECHANISM:

 POWER STEERING
 MANUAL STEERING
ALFA & JEETO
MODELS
 DELUX

PASSENGER ECO

LOAD COMFY
ALFA CARRIER

LONGER

BASED ON ENGINE:
 BS 2
 BS 3

LD
[LIGHT DUTY]
1630
LD
1780
HD
JEETO
HD
[HEAVY DUTY]
1930

BASED ON ENGINE:
 BS 3
 BS 4
BASED ON ENGINE POWER:
 11HP
 16HP

SUB 1 TON ASSEMBLY LINE

ALFA LINE:

PRE TRIM

Rear body removal

5 Cables rooting

Rear cross member fitment

Rear body mounting

 TRIM

Front panel bolts fitment

Door packing

Head lamp fitment

Steering column fitment

Buyoff 1

Wiper motor S/A

Front dome S/A

DC & Stop lever fitment

Door lock block fitment

Buyoff 2
 OHC

Voltage regulator fitment

Dummies fitment

Engine decking

Triangle arm pressing

Triangle arm bolts tightening

Hub mounting

Air filter fitment

Buyoff 3
 FINAL

Handle bar S/A & fuel hose rooting

IP S/A & fitment

Brake bleeding

Driver seat fitment

Handle bar fitment

RC fitment

Wind shield glass fitment

RR bumper fitment

Diesel filling

SAP entry

Buy off 4
 JEETO ASSEMBLY LINE
PRE TRIM:
 Front grommets LEFT HAND & RH
 Front door seal LEFT HAND & RIGHT HAND
 Tapping
 Wind shield bottle

TRIM:
 CCB pre fitment
 CCB rooting
 Front strut bar fitment
 Head lamp fitment
 Buy off 1
 Door Glass fitment
 CCB & Suspended pedal tightening
 Clutch rooting
 Hood fitment
 Buy off 2

OHC [OVER HEAD CONVEYOR]:

 Chassis harness rooting
 LCA pre fitment
 Engine decking
 Tail lamp fitment
 Air cleaner fitment
 Trailing arm tightening
 Radiator fitment
 Buy off 3

FINAL:
 VIN plate punching & gear shifting
 Glass gluing
 IP fitment
 Brake bleeding
 ECU flashing
 Radiator coolant filling
 Cluster
 A pillar fitment
 ECU pre fitment
  Diesel filling
 SAP entry
 Buy off 4
 Wheel alignment
 Head lamp aiming
 Smoke test
 Final Buy off

FAI (Final Acceptance Inspection)

There are three buy-off stages and one final buy-off (FAI) in SUB 1 TON assembly line.
At each buy-off, vehicle overall inspection is done and FRC (first run capability), FBO (first
time buy-off), DPV (defect per vehicle) will be calculated cumulatively till the end of shift.
In the final buy-off, inspection will be accomplished, if found any defects they will nullify it.
There lies a norm that no vehicle shall be in the court of FAI for more than two days.
Vehicle will be tagged with FAI Ok tag when the vehicle is free from all the defects. There
comes CAI next to FAI
CAI (Customer Acceptance Inspection)
At CAI the below mentioned tests are carried out
1. Dynamic test &
2. Static test

Static test:
Under the static test the test would be carried out based on certain parameters such as paint
damage, scratches etc. These are rectified by minor paint touch ups and sprays around the
scratches
Dynamic test:
Succeeding the static test dynamic test is carried out too which includes
1. shower test
2. road test
3. smoke test
4. roll on test(testing of engine and transaxle oil leaks)
RFI: -On a daily basis 10% of lot coming out from CAI will be inspected by RFI. They
categorize defects based on severity. If severity is high such as affecting safety norms, vehicle
immobilization, violation of government norms then they will call out for Global Yard Check. In
the check they inspect remaining 90% lot. Immediate Cause Action (ICA) will be enforced and
preventive measures are taken to seize off those concerns
.After lot of filtrations vehicle will be dispatched to the customer.
DYNAMIC TESTS
SHOWER TEST
Shower Testing is standard prescribes the procedure for conducting waterproofing test on all
automotive vehicles with enclosed compartments for carriage of passenger/ goods, by creating
test conditions similar to those in rainy seasons to which an automotive vehicle is likely to be
exposed to.
We can design this facility as per different standards which varies as per tropical conditions. For
Installation inside India, we design Shower Testers are per IS Standards i.e. " IS 11865". This
shower facility is set up to make an artificial shower on the test vehicle. It consists of a concrete
floor with adequate facility to drain-out the water Over this floor a super structure of pipe
network is built. The super structure is of adequate height, width and length to accommodate the
test vehicle underneath it.the superstructure is fitted with spray nozzles on top, and both sides.
The nozzles used are of full cone and solid type having a spray angle of 60° and capable of
square spray pattern for maximum surface coverage.
Specifications
Vehicle shower operating time -3minutes
Operating pressure-3 bar
Litre per minute per nozzle – 10litres
No of effective working nozzles per bay -312
No of bays available- 2
Test procedure
The test vehicle shall be placed stationary inside shower tester and shall be subjected to the
artificial shower. The engine shall be kept idling, wipers in action and head lights on. Water
entry inside the vehicle shall be observed and shall be recorded. Water entry inside the engine
compartment, luggage comparttnent and in the electrical fittings like head lamps, fog lamps,
indicatorlamps, side marker lamps, etc, shall also be recorded.
Acceptance criteria
There shall be no water entry of any type into any of the enclosed volume such as compartment
for driver/ crew/passengers, boot (luggage compartment) and enclosed loading compartment or
load body. There shall be no water ingress into headlamps, fog lamps, indicator lamps, side
marker lamps, etc
The following terminologies shall be used to differentiate different types of water entry.
2.1 Seepage — Few droplets of water entering the vehicle through any of the doors or glasses
and not wetting the floor and.fmding its way out along the inner walls.
2.2 Wetness — Wetting of the vehicle trims and walls of the vehicle without formation of the
droplets.
2.3 Leakage — Droplets of water entering the vehicle through any of the fittings, doors,
windows or glasses, plugs or grommets in floor, etc, in the form of a flow and wetting the floor.
ROAD TEST
Automobiles, trucks and railroad engines require on-road testing to verify their design.
Characterizing a variety of parameters can lead to better and more efficient vehicles. Often the
electronic circuitry used to control the engine can be improved for better economy.

Carmakers go to great extremes in attempts to keep a lid on those advancements before they're
ready to be made public. You may have seen pictures in auto enthusiast magazines of prototype
cars clad in black vinyl and fitted with false bulges to distort the car's true appearance and
capabilities.

This broad process covers everything from performance and comfort to reliability and safety. It
also encompasses quality and appearance. The idea behind car testing is that it allows
manufacturers to work out all the kinks and potential problems of a model before it goes into full
production. It's much cheaper to eliminate a problem with a product before you begin mass
producing it than it is to discover problems and try to fix them afterward.

Braking Pressure
The frequency and intensity of brake application is a measure of typical driving conditions
encountered by the vehicle. Heavy breaking pressures may require design modifications in the
braking system. In railroad tests, characterizing the entire route helps the engineer in determining
when to apply the brakes to slow the train to an optimum speed with minimum brake pressure,
thus saving time and energy.
Vehicle Speed
The speed in the vehicle can be easily measured using a shaft encoder and a quadrature counter.
The frequency of the pulses from the shaft encoder are proportional to the speed of the vehicle.
Body/Suspension Vibration
Strain and vibration on both the vehicle body and the suspension system can be measured with
the data acquisition system. Strain measurements of dynamic conditions can be used to calculate
high stress points. The strain on gears and bearings can be used to predict their useful life.
ROAD TEST TRACK
Test track Length(m System to check purpose Speed(km/hr)
type ts)
U LC JEETO(S1
V V T)
Cobble 25 Suspension frame,mounts Chasis 20 15 15
stones clunk&pop,loo
se stock
Body 30 Body,chassis,suspension, 1.body 15 10 10
twist mounts creak,chassis
straight clunk&pop,loo
se stock
2.to allow the
soft joints (like
u bolts
etc)relaxation
inside the
factory
3. to observe
noise from the
loose fitments
of major
components
like body
suspension etc
Belgium 50 Interior (ex: door panel) Interior trim 15 10- 10-25
block 1 - 30
30
Belgium 50 Interiors(ex: doors) Interior trim 15 10 10
block
2(with
undulation
)
Fish bone 30 Underbody Suspension,cha 5- 5- 5-10
frame,suspension,mounts ssis (requiring 10 10
greater impact
force inputs)
 Wash 20 Interior (ex:ip) Specific 15 15 15
board&an interior trim
gle iron
Pot holes 30 interiors Interior trim 5 5 10

SMOKE TEST
Leaks can present troubles for vehicle owners, but not all leaks are fluid leaks. Some leaks can
be gas or air leaks. Unmeasured air flow through your engine throws off the fuel to air ratio. This
can lead to poor engine performance. For example, one sign of this type of leak is engine
hesitation, which is when the car has poor acceleration and reduced engine power. To prevent
further damages, it is important to run a smoke leak test on your engine.

A smoke leak test is a series of tests that will provide information on possible leaks present under
the hood of your car in the vacuum systems. The vacuum systems will be tested using a smoke
leak test. This test can determine if any piping in the vacuum system in your engine has a leak. A
vacuum system controls the airflow in and out of the engine of your car. A leak can compromise
this system because it will tell the computer of the car to emit more fuel, when more fuel isn’t
needed. It throws off the air/fuel ratio of the car.

A smoke leak test utilizes artificial smoke injected and measured by a specially designed smoke
machine. The cost of these devises are high for the average person. Unless you are a devout
grease monkey in your spare time, the best place to find a smoke machine is in the garage of
your mechanic. The smoke is infused into the system with minor pressure. If any smoke visibly
escapes, then it is likely there is a leak in your vacuum system. Typically gray smoke is used, but
another color maybe used to make the leaks more visible. Often the mechanic chooses the color.

It is important to run a smoke leak test on your car to ensure that it is safe to drive with no
dangerous gas leaks. The smoke machine is a valuable tool for mechanics because it helps
identify issues and will help prevent any other serious damages happening through neglect. It is
common for the Check Engine light to illuminate when the car is started and to remain on,
indicating that a problem exists. It is also easy to tell there are issues when you have trouble
accelerating in the car. Depending on the severity of the leak, you may hear a hissing noise as an
indicator that something is wrong. If you’re uncertain of a leak occurring in your car, get it
checked out today to prevent future damage.
ROLL TEST
In assembly line of jeeto we do roll test to get the engine, brakes, speedometer, gears
performance

1. Front brake test

2. Speedometer
3. Acceleration test
4. Rear brake test
5. Park test
6. Reverse gear test

7 QC TOOLS
The Seven Basic Tools of Quality is a designation given to a fixed set of graphical Techniques
identified as being most helpful in troubleshooting issues related to quality. They are called basic
because they are suitable for people with little formal training in statistics and because they can
be used to solve the majority of quality-related issues. Seven QC tools are utilized to find the
root cause of the problem and also to organize the collected data in a way that is easy to
understand and analyze.

The 7 basic QC tools:

 Flow Chart

 Check Sheet

 Histogram

 Pareto diagram
  Cause and Effect

 Scatter diagram

 Control charts

FLOW CHART:

A flowchart is a diagram that uses graphic symbols to depict the nature and flow of the
steps in a process.

When to use:

- To determine how a process currently functions.

- To determine how a process could ideally function.

Flow chart symbols:

Operation

Inspection

Transportation

Delay
 Storage

Benefits of using flow charts:

- Create Visual map of the process.

- To identify time lags.
- Identify problem areas and improvement opportunities.
- Determine major & minor inputs in the process.
- Provide tool for training.
- Depict customer-supplier relationships.

CHECK SHEET:

A check sheet is a simple form you can use to collect data in an organized manner and
easily convert it into readily useful information. With a check sheet, you can:

 Collect data with minimal effort.

 Convert raw data into useful information.
 Translate opinions of what is happening into what is actually happening. In other words,
“I think the problem is…..” becomes “The data says the problem is . . .”
How to use it:

Clearly identify what is being observed. The events being observed should be clearly
labeled. Everyone has to be looking for the same thing.

Keep the data collection process as easy as possible. Collecting data should not become a job in
and of itself. Simple check marks are easiest.

Group the data. Collected data should be grouped in a way that makes the data valuable and
reliable. Similar problems must be in similar groups.

PARETO DIAGRAM:

A Pareto Chart is “a series of bars whose heights reflect the frequency or impact
of Problems. The bars are arranged in descending order of height from left to right. This means
the categories represented by the tall bars on the left are relatively more significant than those on
the right´. The chart gets its name from the Pareto Principle, which postulates that 80 percent of
the trouble comes from 20 percent of the problems.

Why should teams use Pareto Charts?

You can think of the benefits of using Pareto Charts in economic terms (Viewgraph2). “A
Pareto Chart breaks a big problem into smaller pieces (and) identifies the biggest contributors. . .
(It can) help us get the most improvement with the resources available by showing where to focus
efforts in order to maximize achievements. The Pareto Focusing efforts on the ‘vital few’ causes
is usually a better use of valuable resources´

When should we use a Pareto Chart?

A Pareto Chart is a good tool to use when the process you are investigating produces data
that are broken down into categories and you can count the number of times each category occurs.

Pareto Charts can be helpful, “. . . early on to identify which problem should be studied, later to
narrow down which causes of the problem to address first.

Some examples are:

 Process improvement efforts for increased unit readiness

 Skills you want your division to have
 Customer needs
 Suppliers
 Investment opportunities

CAUSE AND EFFECT DIAGRAM:

What is a Cause-and-Effect Diagram?

A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possible causes
of a specific problem or quality characteristic (Viewgraph 1). It graphically illustrates the
relationship between a given outcome and all the factors that influence the outcome. This type of
diagram is sometimes called an "Ishikawa diagram" because it was invented by Kaoru Ishikawa,
or a "fishbone diagram" because of the way it looks.

When should a team use a Cause-And-Effect Diagram?

Constructing a Cause-and-Effect Diagram can help your team when you need to Identify the possible
root causes, the basic reasons, for a specific effect, problem, or condition. Sort out and relate some of
the interactions among the factors affecting a particular process or effect.

CONTROL CHART:

A control chart is a statistical tool used to distinguish between variation in a process

resulting from common causes and variation resulting from special causes. It presents a graphic
display of process stability or instability over time every process has variation. Some variation
may be the result of causes which are not normally present in the process. This could be Special
cause variation. Some variation is simply the result of numerous, ever-present differences in the
process. This is Common cause variation. Control Charts differentiate between these two types of
variation.
Why should teams use Control Charts?

A stable process is one that is consistent over time with respect to the center and the spread
of the data. Control Charts help you monitor the behavior of your process to determine whether it
is stable. Like Run Charts, they display data in the Time sequence in which they occurred. However,
Control Charts are more efficient that Run Charts in assessing and achieving process stability.
Monitor process variation over time.

Differentiate between special cause and common cause variation.

Assess the effectiveness of changes to improve a process.

Communicate how a process performed during a specific period.

SCATTER DIAGRAM:

A Scatter Diagram is used to interpret data by graphically displaying the

relationship between two variables.

A SCATTER DIAGRAM IS USED FOR:

1.Validating "hunches" about a cause-and-effect relationship between types of variables
(examples: I wonder if students who spend more time watching TV have higher or lower average
GPA's?; is there a relationship between the production speed of an operator and the number of
defective parts made?; is there a relationship between typing speed in WPM and errors made?)

2. Displaying the direction of the relationship (positive, negative, etc.) (examples: Will test scores
increase or decrease if the students spend more time in study hall?; will increasing assembly line
speed increase or decrease the number of defective parts made?; do faster typists make more or
fewer typing errors?)

3. Displaying the strength of the relationship (examples: How strong is the relationship between
measured IQ and grades earned in Chemistry? how strong is the relationship between assembly
line speed and the number of defective parts produced? how strong is the relationship between
typing faster and the number of typing errors made?)
ABSTRACT
The main objective of the project is “FRC IMPROVEMENT OF JEETO VEHICLE IN
SHOWER TEST”. To improve the FRC, to decrease the water leakage on the jeeto vehicle and
to find the root causes for the problems identified.and to give the proper solution to the problem
identified

Step by Step Approach

Step 1: Initially, SUB 1TON line is carefully observed and the processes at each stage for
assembly of jeeto models are noted down at the time where the line was yet to have a complete
setup. Thereafter, the concerns are noted down in the line.

Step 2: to identify the water leakage places in jeeto vehicle. We carefully observed the jeeto
vehicles near shower test and collected data of 200 vehicles. The percentage of frc is 44.5% and
we targeted to improve it to 70-80%.

DATA OF JEETO VEHICLES

No of tested vehicles -202

Found ok (without any water leakage) -90
%first run capability (FRC)- 44.5%

FRC

Without defects defects

Defects recorded in shower test

DEFECTS PERCENTAGE
ECU harness
grommet 34 16.83168
chassis harness 14 6.930693
front panel left hand
side 19 9.405941
fuse box dummy 9 4.455446
right hand door top
side 8 3.960396
left hand head lamp
hole 10 4.950495
left hand head lamp
back cover 8 3.960396
wiper motor dummy 6 2.970297
bft grommet 5 2.475248
right hand head lamp
grommet 5 2.475248
left hand floor joining 4 1.980198
left hand break pipe 4 1.980198
Instrumental panel
harness 3 1.485149
left hand door top
side 3 1.485149
rear window glass 2 0.990099
right hand break pipe
grommet 2 0.990099
right hand side front
panel 2 0.990099
right hand head lamp
hole 2 0.990099
right hand h bracket 2 0.990099
right hand a pillar
side 1 0.49505
acceleration
mounting 1 0.49505
left hand h bracket 1 0.49505
 WATER LEAKAGE AREAS
18

16

14

12

10

STEP 3:
As per data collected we mainly focused on the top 4 leakages to get the targeted frc in jeeto.
Top 4 defects are

ECU harness grommet 34 16.83168

chassis harness 14 6.930693

front panel lh side 19 9.405941

left hand head lamp hole 10 4.950495

And we find the root causes individually by using 7QC tools. Mainly we use fish bone diagram
to find the root causes for the defects occurred on the shower test.
 Step 4: cause and effect diagrams
Root cause analysis for the ecu harness grommet

MAN METHOD
POOR
SPEED
FITMENT
LACK OF
KNOWLEDGE EECU
HARNESS
GROMMET

IMPROPER TRIMMING
SEATING AREA HOLE

LOW QUALITY
MATERIAL OF GROMMET
MATERIAL MACHINE

By using cause and effect diagram we came to conclusion the ecu grommet seating area is not
much fitted which can easily lose their fitment to the plate. So, water leakage through ecu
grommet is because the design is not proper. The design changes are must require for the fitment
of ecu grommet.
By changing the design we can easily get to improve the FRC of jeeto by 16.83168%.
Possible causes for leakage

Seating area

Material of grommet

Hole size

Shape of grommet
 Root cause analysis for the chassis harness grommet

MAN METHOD
POOR
SPEED
FITMENT
LACK OF
KNOWLEDGE CHASSIS
HARNESS
GROMMET

IMPROPER TRIMMING
SEATING AREA HOLE

QUALITY OF
MATERIAL GROMMET
MATERIAL MACHINE

By using cause and effect diagram we came to conclusion that chassis grommet seating area is
not fitted which can easily lose their fitment to the plate. So, water leakage through chassis
grommet is because the design is not proper. The design changes are must require for the fitment
of chassis grommet.
Possible causes for leakage
Seating area of grommet
Material
Hole size
Main difference between ecu grommet and chassis is the fitment places are different ecu is open
and back of the seat so it may lose their fitment it has very high percentage .chassis is under the
ip and no disturbances will occur so the chassis harness grommet percentage is lesser than ecu.
By changing the design we can easily get to improve the FRC of jeeto by 6.930693%
 Root cause analysis for the front panel left hand side

WASHER IS
NOT GLUED
MAN METHOD
PROPERLY

DAMAGE OF WASHERS SPEED

WHILE FITTING THE ONLY ONE
PANEL WASHER IS
FRONT
LACK OF KNOWLEDGE USED
PANEL LEFT
HAND SIDE
IMPROPER
GLUING OF FITMENT OF SCREW
WASHER DAMAGES THE WASHER
LOW QUALITY
OF WASHER
MATERIAL
MATERIAL
MACHINE

By using cause and effect diagram root causes of this leakages are
Washer is misplacing or not gluing properly
Washer is damaging while tightening the screw
Washer material is not quality or strength is not enough to withstand the torque.
By using two washers below and above of the front panel we can prevent the leakage. Improving
the material and shape of the washers may help in leakage. The man who gluing or fitting the
panel should work with the proper steps or properly fitting without damage or misplace of the
washers.
By doing all this improvements we can easily improve the FRC of jeeto by 9.405941%.
 Root cause analysis for the left hand head lamp side hole

MAN
METHOD
NO FITMENT
NO PROPER
OF BONNET
COMMUNICATION
LACK OF
KNOWLEDGE LEFT HAND
HEAD LAMP
SIDE HOLE

NO BONNET HAND
FITMENT

MATERIAL
MACHINE

By using cause and effect diagram we came to conclusion that there is no fitment of bonnet to
the side hole. Because it is rare case of water leakage and this can be prevented by fitment of
bonnet in the assembly line.
By fitting bonnet in assembly line we can improve the frc of jeeto by 4.950495% .
Possible causes for leakage

Bonnet is not fitting

SUGGESTIONS
Changing the design of ecu and chassis harness grommets

Changing the material of the washer

Increase of fitment time

Providing of visual aids

IMPLEMENTATIONS
Design changes for grommets

Material changes for washer

CONCLUSION
After several observations collected and analysis. We concluded that design changes for the
grommets and material changes for the washer and fitment of bonnet in the line. Increase of
time for fitment of the grommets and torque for the front panel.
We gave information to the mentor regarding the root causes for the leakages and solutions to
improve the frc of the jeeto.
Grommets design changes are making.
Front panel washer material is changing
Instructions are given to line workers to fit the bonnet to the head lamp side holes.
Lessons learnt from the internship
Technical:
 Understood the assembly of vehicles like P602, Jeeto, Alfa, LCV, UV etc.
 Learnt how various processes take place in different shops like body shop, paint shop,
engine shop, transmission shop, etc.
 Visual exposure of different parts involved in different types of manufacturing
 Learnt about the different machines and tools used in vehicle assembly.
 Learnt various aspects of rework like FAI, CAI, RFI, RFD, etc.
 Learnt about various equipment used in the testing and quality control.
 Visited and observed the Engine shop, stores room, etc.
Non-Technical:
 Learnt the QC story methodology technique
 Learnt about safety measures that should be taken while working in the industry.
 Learnt about how to interact with professionals, workers and co-project students.
 Learnt about TOTAL PRODUCTION MAINTENANCE.
 Learnt the value of utilizing the manpower.
 Learnt how to be punctual, discipline, patient and active in the company.

From the project:

 Learnt how to understand the situation and approach towards it.

 Learnt about the importance of teamwork.
 Learnt about the 7 qc tools.