Project Report

On
Process Documentation (Process Sheets, Process Flow
Diagrams & Potential Failure Mode Effective
Analysis (PFMEA)),
Mahindra & Mahindra Swaraj Division

Submitted By: Supervised By:

Chirag Vaidya Mr. Vaibhav Sharma
141736 Assistant Manager

Submitted To:
HR Department, Mahindra & Mahindra Swaraj Division
Abstract
Keeping in mind Punjab’s agrarian economy, it was decided by the Punjab government to
encourage the growth of the industries, which complement Punjab’s agriculture growth. This task
was entrusted to P.S.I.D.C. (Punjab State Industrial Development Corporation), which has played
a major role in bringing Punjab to the threshold of the industrial revolution. With the dual
objective of industrial & agriculture growth, Punjab Tractors Limited was established on 27 th June
1970 as a project of Central Mechanical Engineering Research Institute (CMERI), Durgapur,
West Bengal.
Punjab Tractors Limited (PTL) was promoted by Punjab State Industrial Development
Corporation (PSIDC) to commercialize the indigenous tractor developed by the Central
Mechanical Engineering Research Institute (CMERI). The Swaraj brand of tractors were India's
first indigenously made tractor suitable for medium land holdings. A number of plants of the
company are situated in the S.A.S. Nagar (Mohali) District, Punjab, India. The construction of the
first plant of the company located at phase-IV, Industrial Area, S.A.S. Nagar (Mohali) started in
March 1972 and the first batch of tractors rolled out on 14th November 1973. The commercial
production commenced in the year 1974. Initially, PSIDC contributed 42% equity capital against
the total paid up capital of Rs.140.00 lakhs. The facility was initially created to manufacture 5000
tractors and the capital cost at that time was Rs.321 lakhs
The company's product line also includes Combine Harvestors and Forklifts. The production
capacity of tractors has increased to 60000 tractors per year from the level of 5000. The company,
over the years, has also promoted two companies, namely, Swaraj Mazda Limited (manufacture of
Light Commercial Vehicles) & Swaraj Engines Ltd. (manufacture of Diesel Engines in
collaboration with Kirloskar limited). Both Kirloskar Oil Engines limited and Swaraj Engines
Limited manufacture tractor engines for the Swaraj Brand of tractors.

2
Acknowledgement

It is my privilege to express my sincerest regards to my project coordinator, Mr. Vaibhav Sharma

(Assistant Manager, Mechanical Engineering Department, Mahindra and Mahindra Swaraj
Division-Plant 2), for his valuable inputs, able guidance, encouragement, whole-hearted
cooperation and constructive criticism throughout the duration of our project.

It was a great opportunity for me to work with Mahindra and Mahindra Ltd Swaraj Tractor
division which pioneers in the field of farm equipments manufacturing.
I am extremely grateful to the entire team of Swaraj Tractors, who have shared their expertise and
knowledge with me and without whom the completion of this project and my industrial training
would have been virtually impossible.

I feel great pleasure to thank Prof. Sanat Agrawal (HOD, Mechanical Engineering Department,
JUET, Guna, Madhya Pradesh) for allowing me to undergo training under Mahindra & Mahindra
Swaraj Division.

I am also very thankful to my friends, partners during the training period and all the workmen at
the Swaraj Division, Plant -2 and who helped me in the completion of my project. I am thankful to
that power that always inspires me to take right step in the journey of success my life.

Chirag Vaidya

3
Contents
1. The Indian Tractor Industry

2. Introduction and Business Description Swaraj Tractor Division - Mahindra and

Mahindra Limited

3. Background of the company

4. Timeline of the company

5. Company Organization chart

6. Manufacturing facilities at Plant -2

6.1. Light machine shop

6.2. Heavy machine shop

6.3. Paint shop

6.4. Assembly shop

6.5. Heat treatment shop

6.6. Quality Engineering

7. Products and specifications

8. Project Report on Process Documentation

9. Conclusion

10. References

4
Introduction to Indian Tractor Industry
India is mainly an agricultural country. Agriculture accounts for approximately 25 percent of
India’s GDP. Agriculture in India is the means of livelihood of almost two thirds of the workforce
in the country and employs nearly 62 percent of the population. It accounts for 13 percent of
India’s exports. About 42 percent of India’s geographical area is used for agricultural activities. It
is therefore considered a vital sector of the Indian economy.

The Indian tractor industry is the largest in the world, accounting for one third of global
production. The other major tractor markets in the world are China and the USA. The global
spotlight on tractor manufacture in terms of unit volume seems to be swinging away from the
USA, UK and Western and Eastern Europe towards India and China, where growth in the number
of producers and the total volume of production in recent years has been impressive.

Until 1960, the demand for tractors was met entirely through imports. Indigenous manufacture of
tractors began in 1961, but India continued to import tractors to bridge the total volume needs up
to the late 1970s. The Indian Tractor Industry has come a long way since then. Volume growth in
the past four decades show a compound annual growth rate of 10 percent, despite seasonal
variations that cause natural fluctuations in the demand for tractors, subsequently impacting the
industry volumes.

The Indian tractor market is traditionally a medium-horsepower market consisting of mostly 31-
40 hp, which constitutes almost 51 percent to growth in this category. Growth of the Industry is
closely related to growth in this category. In other-size categories, 41-50 hp category achieved the
second highest growth of 34 percent and constitutes 24 percent of the total market share. The rest
of the market share is largely with the 21-30 hp category followed by the category of tractors
having more than 50 hp.

The Indian Tractor Industry has numerous challenges, some of them being:-

1. Reducing the average age of tractor buyers from the age group of above 40 to younger people

2. Development of new products using latest technology and advancements in the field of

electronics and mechatronics and making the tractors more comfortable, stylish and yet

keeping them in range of a farmer.

3. Reduction of emissions in accordance with the new international emission standards

5
Introduction to Mahindra & Mahindra Swaraj Division, Mohali
Swaraj Tractor Division, Mahindra and Mahindra Limited, is the farm equipment
manufacturer division and the flagship company of the erstwhile Punjab Tractors Limited of
which a major share was acquired by Mahindra and Mahindra Limited in the year 2007. The
Company's principal activity is to manufacture, market and servicing of tractors ranging from 25-
100 HP. Other products include self propelled harvester combines, forklifts, tractor drawn
agricultural implements, gears, spare parts, casting and accessories.

The Company has manufactured and sold more than 600,000 tractors over the past 30 years (with
42000 tractors being manufactured and sold in the fiscal year 2016-2017 alone).The basic
credibility of the company is the manufacture of reliable tractors requiring least maintenance and
low cost of ownership.

The Company is one of the major share-holder in the Indian Tractor Industry in a market with
rivals like John Deere, Case New Holland, TAFE, etc.

The company has in-house competence in producing engines and transmission systems and has
been the best financially managed company in the Indian Tractor Industry. The reputed Swaraj
brand of the company is sold through 475 exclusive dealers stocking only Swaraj products The
manufacturing plants and the Research and Development centre of the company are located in
Mohali, Punjab. The company exports auto components to the markets of African/SAARC
countries.

The company has 3 farm equipment manufacturing facilities:-

1. Swaraj Tractor Division (STD) Phase –IV, Industrial Area, SAS Nagar, Mohali, Punjab

2. Swaraj Foundry Division (SFD) Mazri, SAS Nagar, Mohali, Punjab

3. Swaraj Combine Division (SCD) Chapar Chiri, SAS Nagar, Mohali, Punjab

6
Background of the company
Keeping in mind Punjab’s agrarian economy, it was decided by the Punjab government to
encourage the growth of the industries, which complement Punjab’s agriculture growth. This task
was entrusted to P.S.I.D.C. (Punjab State Industrial Development Corporation), which has played
a major role in bringing Punjab to the threshold of the industrial revolution. With the dual
objective of industrial & agriculture growth, Punjab Tractors Limited was established on 27th
June 1970 as a project of Central Mechanical Engineering Research Institute (CMERI), Durgapur,
West Bengal.

Punjab Tractors Limited (PTL) was promoted by Punjab State Industrial Development
Corporation (PSIDC) to commercialize the indigenous tractor developed by the Central
Mechanical Engineering Research Institute (CMERI). The Swaraj brand of tractors were India's
first indigenously made tractor suitable for medium land holdings. A number of plants of the
company are situated in the S.A.S. Nagar (Mohali) District, Punjab, India. The construction of the
first plant of the company located at phase-IV, Industrial Area, S.A.S. Nagar (Mohali) started in
March 1972 and the first batch of tractors rolled out on 14th November 1973. The commercial
production commenced in the year 1974. Initially, PSIDC contributed 42% equity capital against
the total paid up capital of Rs.140.00 lakhs. The facility was initially created to manufacture 5000
tractors and the capital cost at that time was Rs.321 lakhs

The company's product line also includes Combine Harvestors and Forklifts. The production
capacity of tractors has increased to 60000 tractors per year from the level of 5000. The company,
over the years, has also promoted two companies, namely, Swaraj Mazda Limited (manufacture of
Light Commercial Vehicles) & Swaraj Engines Ltd. (manufacture of Diesel Engines in
collaboration with Kirloskar limited). Both Kirloskar Oil Engines limited and Swaraj Engines
Limited manufacture tractor engines for the Swaraj Brand of tractors.

7
Timeline
YEAR EVENT
1965 Year Event 1965 Govt. of India's research institute (CMERI) at Durgapur initiates
design and development of SWARAJ tractor based on indigenous know-how.
1970 Punjab Govt. through PSIDC acquires SWARAJ tractor's design from CMERI
and establishes Punjab Tractors Ltd. (PTL) for its commercialization.
1971-73 PTL sets up SWARAJ Project for 5,000 tractors per annum at a capital
outlay of Rs. 37.0 million with an equity base of Rs 11.0 million.
1974 Swaraj 724 (26.5 HP) tractor commercially introduced
1975 2nd tractor model SWARAJ 735(39 HP) developed by own R&D,
commercially introduced.
1978 3rd Tractor model SWARAJ 720 (19.5 HP) developed by own R&D,
commercially introduced. Maiden equity divided declared.
1980 Guided by social concerns and responsibility, PTL takes over PSIDC's sick
scooters unit - Punjab Scooters Ltd. (subsequently renamed as SWARAJ
Automotives Ltd.)
India's first Self propelled Harvester Combine - SWARAJ 8100 developed
by own R&D, commercially introduced.
SWARAJ Foundry Division set up in Backward area.
1981 Issue of maiden Bonus Shares (2:5), paid-up equity moves to Rs 15.4
million.
1983 4th Tractor Model - SWARAJ 855 (55 HP) developed by own R&D,
commercially introduced.
Expansion of annual capacity to 12,000 tractors per annum at Plant 1.
1984 SWARAJ MAZDA Ltd. promoted in technical and financial collaboration
with Mazda Motor Corporation. & Sumitomo Corporation. Japan for
manufacture of Light Commercial Vehicles. PTL's equity participation is Rs.
30.4 million (29%) and that of Mazda and Sumitomo's Rs. 27.0 million (26%).
1985 Industrial Forklift Trucks developed by own R&D, commercially introduced.
1986 SWARAJ ENGINES Ltd. promoted in technical and financial collaboration
with Kirloskar Oil Engines Ltd.(KOEL) for manufacture of diesel engines.
PTL's equity participation is Rs. 6.9 million (33%) and that of KOEL's Rs 3.6
million (17%).
1989 1st Right Issue (1:1) at a premium of Rs 50/- per share (plus reservation of
200 Shares per employee) paid up equity moves to Rs 31.6 million.
1990 2nd Right Issues (1:2) at a premium of Rs 60/- per share (plus reservation
of 200 Shares per employee) paid-up equity moves to Rs 50.6 million.
1992 1st right issue of Bonus Shares (1:1), paid up capital moves to Rs. 101.2 million.
1993 Annual tractor capacity expanded to 24,000 per annum at Plant 1.
1995 Setup of tractor Plant II at Village Chappercheri, SAS Nagar with annual

8
 capacity of 12,000 per annum.

1996 3rd issue of Bonus Shares (1:1), paid up equity moves to Rs. 202.5 million.
1998 Commencement of expansion to 60,000 tractors (30,000 at each plant).
Capital outlay of Rs 1000 million, funded mainly through internal accruals.
1999 5th and 6th tractor models - SWARAJ 733 (34 HP) & SWARAJ 744 (48 HP)
developed by own R&D, commercially introduced. FY 1999's divided @
250% was corporate India's highest.
2000 • Expansion of annual tractor capacity to 60,000 completed.
• 4th issue of Bonus Shares (2:1), paid up equity moves to Rs 607.6
million.
2001 • PTL won National Championship trophy in competition organized
by All India Management Association (AIMA) for young managers.
• Economic times and Boston Consulting Group selects PTL as one of
the India's finest 10 companies out of Economic times top 500
Companies.
2002 Cumulative tractor sales crosses 500,000.
2003 PSIDC's disinvestment of its entire Equity holding (23.49%) in PTL in favour of
CDC Financial Services (Mauritius) Ltd. With this, total holding of
CDC & its associates in PTL stands at 28.48%.
2004 7th & 8th tractor models - Swaraj 939 (41 HP) & Swaraj 834 (34 HP)
developed by own R&D, commercially introduced.
2005 PTL disinvested 15,73,000 equity shares of Rs. 10/- each of Swaraj Mazda
Ltd. (constituting approx. 15% of SML's paid up capital) in favour of
Sumitomo Corporation, Japan, a joint venture partner in Swaraj Mazda Ltd.
at a total consideration of Rs. 629.2 million

2007 • CDC/Actis Group and Burman Family's disinvestment of their

Equity holding in PTL (43.3%) in favour of Mahindra Group (M&M).
• M&M made open offer to shareholders for another 20% equity of
the Company.
• Mahindra Group's equity holding in the Company stands at 64.6%
• Cumulative Tractor Sales cross 600,000.
• Swaraj Track Type Combine designed and developed by in-house
R&D, commercially launched
2008 Swaraj 3 Tone Battery forklift, designed and developed by in-house R&D,
commercially launched

9
Manufacturing Facilities at Plant-2
A number of manufacturing facilities are available at the Mahindra and Mahindra, Swaraj
Division, Plant -2

The whole manufacturing system is divided into a number of departments

1. Light machine shop

2. Heavy machine shop

3. Paint shop

4. Assembly shop

5. Heat treatment shop

6. Quality Engineering

Light Machine shop

LMS is the largest section in the factory. All transmission components including shafts and gears
used in tractors are manufactured here. It has 117 machines. Facilities of this shop include
equipment for blank operation, boring, drilling etc. Except the bevel gear generator & gear
shaver, which have been imported from WMW & Churchill of West Germany respectively, all
other machines are from HMT Ltd. The Rs. 31 million plant and machinery of this shop are
installed in an area of 33,000 sq. ft. and casting/forging and bar worth Rs. 24 million are
machined annually. In view of complexity of operation and high standard of quality this shop is
manned by 160 highly experienced operators and inspectors.

Heavy Machine shop

All heavy casting of tractors are machined in this shop with the help of variety of special
machine (SPM). These machines are tailors made by IIMT to suit component requirements. In
addition, facilities of this shop include general-purpose turning, drilling and milling machines.
About 20 SPM and 30 GPM are installed in a covered area of 47,000 sq. Ft. At a cost of 20
million, 2600 tones of castings are machined every year on a two-shift basis.

10
Paint shop
Paint Shop is the place where the different sheet metal components are painted. They are made to
pass through various chemicals before they are actually painted. The painting method opted is
that of Spray Painting. The paint shop at the plant is equipped with the washing and drying
facility for the engine and transmission section of the plant as well as the sheet metal components
of the tractor.

Heat Treatment shop

Heat treatment shop plays a very important role in every industry. In automobile industry all the
gear and shafts need to be heat treated to impart desired strength and increase life of the
component. The Heat Treatment shop at plant is equipped with several gas carbonizing furnaces,
quenching tanks, induction hardening machines and shot blasting furnaces. All the gears and
shafts that have been manufactured in the plant are heat treated before they are ready to be
installed in the tractor.

Assembly shop
The Assembly line at Swaraj Tractor division deals with the assembly of tractor models 722,
724, 733, 735 FE, 735 XM, 744, 834. Assembly is the joining of various constituents to form a
final product. The assembly process is carried out on the main line, which has various sub
assemblies along its length.

Assembly shop can be divided in two main areas: -

1. Before paint area

2. After paint area.

Before paint area

The area before painting can further be divided into sub assemblies/ loops namely

a) Differential loop.

11
b) Gearbox loop.

c) Rear cover loop.

d) Engine assembly loop.

Differential Assembly loop

In the differential loop, the differential casting is mounted on trolley after washing and left and
right Bull pinion Shaft is fitted. Then the Cage assembly consisting of Crown Wheel is fitted.
Tall pinion assembly, Roller bearing, PTO shaft, Rear axle/trumpet, PTO shifter assembly
,Gearbox assembly, Rear cover assembly , Brakes , Parking brake, Suction pipe, PTO cover,
Trailer hook, Angle bracket, Rocket link ,Footboard and Clutch pedal is fitted.

Gearbox loop
In the gear box loop, the Gearbox housing mounted on trolley, Drive shaft, input shaft ,output
shaft, Lay shaft, connecting shaft assembly, Shifter rod assembly, Steering assembly are
assembled.

Rear cover loop

In the rear cover loop Rear cover mounted on trolley. Control valve and response valve
assembly, Ram assembly are fitted.

Engine Assembly loop

In the engine loop the Engine mounted on trolley, Dynamo, Self-motor, Oil pump, Front axle
beam and bracket and Clutch plate is fitted. After that the chassis is carried to the next level by
the lift where the engine & the 3-point assembly of the tractor along with the other components
are fixed. The parts fitted here are:

3-point linkage which contains the following parts:

➢ Bracket.
➢ Lower link fitted at the left side
➢ Leveling rod fitted at the right side
➢ Stabilizer stainer.
➢ Draw bar.
➢ Top link

12
 ➢ Battery frame.
➢ Front frame
➢ Tie rod attached with the drop arm of the steering system.
➢ Accelerator link
➢ Delivery pipe.
➢ Engine attachment

Fig 1. Before Paint Assembly

13
The engine is attached with the chassis system in this level of assembly. The engine is also
carried to this level with the help of the lift crane, which lifts the engine assembly & delivers it to
this level. Slug is applied at the corneror and the circumference of the gearbox is attached to
engine using studs & bolts.

Slugs work as gaskets or seals & avoid the oil leakage and water mixing in the engine. Then the
engine and chassis system, mounted on the conveyor system enter the paint shop area, where it
is washed, dried and painted.

The engine and chassis assembly after the paint shop reach here, and gets fitted with following
parts:

➢ Front axle
➢ Extension in the front axle used for the setting of the wheels
➢ K.P.S.A. (King Pin Shaft Axle) with the wheel disc & nuts fitted in there for the fitting of
the wheels.
➢ Drop arms
➢ Tie rods
➢ Bucket
➢ Clutch plates
➢ Alternator
➢ Self starter
➢ Fuel pump

Then the whole assembly is mounted over the conveyor, which takes that piece to different
chambers of washing, drying, primering, baking, painting & again baking.

The chassis and the engine combined together are sent for washing and drying and then it to the
paint shop

After paint area

After painting the conveyor takes the assembled piece to the Dismounting stage where different
parts & components like tyres, radiator, dashboard, sheet metal parts, seating, steering wheel, etc
are fitted on the tractor & the tractor was completed. After that the testing of the tractor is done.
A tractor has to pass through different tests to claim it to be worthy to be sold and if there is
some problem coming out in this stage, the tractor is send to the recovery shop, where the

14
problem of the tractor is recovered. After the recovery the tractor is again tested & after passing
the test the tractor finally send to the yard from where it is dispatched after Pre – dispatch
inspection (PDI).

Fig 2. After Paint Assembly Line

15
Quality Engineering
Quality engineering is that department of the plant that deals with the analysis of a
manufacturing system at all stages, to improve the quality of the production process and of its
output. It is divided into two parts: -

1. Suppliers quality

Suppliers section consists of maintaining the quality of products that are being supplied by
suppliers. It contains inspection of the raw materials being supplied by suppliers. It also includes
discussion regarding delay of raw material and defective parts supplied.

Subsequent actions are taken if the supplied products being supplied are found defective and
inspectors from the industry are sent regularly to avoid such defects. This inspection is regularly
done by the industry so maintain good quality supply and sound relationship with suppliers.

2. In-House Quality
It is said the prevention is better than cure. To eliminate any problem in the further stages, In
house quality is embedded into every department of the industry. As such there are six in-house
quality check posts:-

– Q.E.L.M.S (Light Machine Shop)

– Q.E.H.M.S (Heavy Machine Shop)

– Q.E.H.T (Heat Treatment)

– Q.E.P.M (Plant maintenance)

– Q.E.A (Assembly)

– IQS

– Pre-Dispatch inspection (Final check post)

16
Pre-Dispatch Inspection
P.D.I (Pre Dispatch Inspection) is the final quality post which carries a major responsibility of
dispatching the tractors as manufactured by the assembly line of the plant. This is similar to
giving final touches to the jewellery being sold. This department carries rigorous checks as per
the predesigned checklist prior to dispatch of machinery.

P.D.I acts as one of the major diagnosing center for every daily to daily outgoing failure and
scrutinizing them and hopefully trying to remove these failures. This way forthcoming problems
reported by dealers are reduced. This helps to maintain a healthy relationship with dealers and
customers.

Measures under PDI

1. TRANSMISSION FLUID LEVEL

2. ENGINE OIL LEVEL

3. FUEL INJECTION PUMP OIL LEVEL

4. WATER LEVEL IN RADIATOR

5. ELECTRICAL FUCTIONING

6. COMPONENT STORAGE

7. CHECKING OF AIR LEAKAGE FROM THE AIR INTAKE FILTER

17
 Fig 3. Transmission Oil Dip

Fig 4. Fuel Injection Pump

18
Fig. 5 Various Tests Performed in PDI Test

19
Products and Specifications
Mahindra and Mahindra limited, manufactures a number of farm equipments under the Swaraj
Brand manufactured at Plant 2, Chapar Chiri, Mohali, Punjab.

20
Specifications:

Engine:
HP: 39 S.A.E
Type: 4 Stroke, direct injection, diesel engine.
No. of Cylinders: 3
Bore and Stroke: 100 X 110 mm
Displacement: 2592 cc
Rated Engine Speed : 2000 rev/min.
Air Cleaner: 3 stage Air cleaning system comprising of Cyclonic pre-cleaner, Oil bowl & Paper
element to enhance engine life.

Cooling System : Water cooled with No Loss tank.

Transmission:
Clutch: Heavy duty single dry plate type, 280 mm diameter
No. of Gears: 8 forward, 2 reverse speeds with high and low selector lever.

P.T.O.:
21 splines for 1000 rpm
6 Splines for 540 rpm corresponding to 1650 engine rpm (Optional)

Brakes:

21
Heavy Duty self energizing, water sealed disc brakes
Parking brake for additional safety, Oil immersed disc brakes (Optional)

Steering:
Heavy Duty single drop arm steering for high efficiency and comfortable
drive.

Hydraulics:
2 lever live hydraulic system having automatic position & draft with mix Control
a) Position control: To hold lower links at any desired height.
b) Automatic Draft Control: To maintains uniform draft.
c) Mix Control: For optimum field output Hydraulic lift pump Gear type hydraulic pump
delivers 17 l/min at rated engine speed.

Lifting Capacity:
1000 kgf at lower link ends.

Electrical:
12 volt, 88 Ah. Battery
Starter motor & alternator
Head light with parking lamps

Instruments:
Engine rpm cum hour meter, Fuel gauge, Water Temp. Gauge, Oil pressure
gauge, Ammeter, High beam indicator, Trailer light indicator.

Tyres:
Front 6.00 x 16
Rear 12.4 x 28
Wheel Track:
Front 1200 - 1750 mm
Rear 1350 - 1900 mm

22
Specifications:

Engine:
HP: 34 S.A.E.
Type: 4 Stroke, direct injection, diesel engine.
No. of Cylinders: 3
Bore and Stroke : 100 X 105 mm
Displacement: 2474 cc
Rated Engine Speed: 2000 rev/min.
Air Cleaner: 3 Stage Air cleaning system compromising of cyclonic pre-cleaner,
Oil Bowl and Paper element to enhance Engine Life
Cooling System: Water cooled

Transmission:
Clutch: Heavy duty single dry plate type, 280 mm diameter
No. of Gears: 8 forward, 2 reverse speeds with high and low selector lever.

P.T.O.:
21 splines for 1000 rpm
6 Splines for 540 rpm corresponding to 1650 engine rpm (Optional)

Brakes:

23
Heavy Duty self energizing, water sealed disc brakes
Parking brake for additional safety, Oil immersed disc brakes

Steering:
Heavy Duty single drop arm steering for high efficiency and comfortable drive.

Hydraulics:
2 lever live hydraulic system having automatic position & draft with mix Control
a) Position control: To hold lower links at any desired height.
b) Automatic Draft Control: To maintains uniform draft
c) Mix Control: For simultaneous use of position and draft controls for optimum field output.

Lifting Capacity:
1000 kgf at lower link ends.

Electrical:
12 Volt, 75 Ah. Battery, Starter motor & alternator, Head lights with parking lamps.

Instruments:
Tractor meter with direction indicators, Fuel Gauge, Ammeter, Water
Temp. Gauge & Oil Pressure Gauge

Tyres:
Front 6.00 x 16
Rear 12.4 x 28

Wheel Track:
Front 1200 - 1750 mm
Rear 1350 - 1900 mm

24
Specifications:

Engine:
HP: 48 S.A.E.
Type: 4 - Stroke, Direct Injection, Diesel Engine
No. of Cylinders: 3
Bore and Stroke: 110 X 110 mm
Displacement: 3136 cc
Rated Engine Speed: 2000 rev/min
Air Cleaner: 3 Stage Air cleaning system compromising of cyclonic pre-cleaner, Oil Bowl
and Paper element to enhance Engine Life
Cooling System: Water Cooled with Oil Cooler for engine oil.

Transmission:
Clutch: Heavy Duty single dry plate type, 305 mm dia, Dual Clutch, 280 mm
dia. (optional)
No. of Gears: 8 forward, 2 reverse speeds with high and low selector levels.

P.T.O.:
21 Splines for 1000 rpm at rated engine
6 Splines for 540 rpm corresponding to 1650 engine rpm (Optional)

Brakes:

25
Heavy Duty Self energizing, water sealed disc brakes with parking brake for additional safety.
Oil immersed disc brakes (optional)

Steering:
Heavy Duty single drop arm steering for high efficiency and comfortable drive.

Hydraulic and Implement Linkage:

2 Lever live hydraulic system having automatic position and draft with mix control.

Position Control: To hold lower links at any desired height

Automatic Draft Control: Maintains uniform draft.
Mix Control: For simultaneous use of position and draft controls for optimum
field output.
Hydraulic Lift Pump: Gear type hydraulic pump delivers 17 l/min at rated engine speed.
24 l/min for 1500 kg capacity hydraulics.

Linkage:
3 point category-I suitable for category-II type implement pins

Lifting Capacity:
1000 kgf at Lower Link Ends
1500 kgf at Lower Link ends (Optional)

Electricals:
12 Volt, 88 Ah. Battery, starter motor & alternator.

Instruments
Tractor meter with direction indicators, Fuel Gauge, Ammeter, Water Temp. Gauge & Oil
Pressure Gauge.

Tyres:
Front: 6.00 X 16
Rear: 13.6 X 28

Wheel Track:
Front: 1200-1750 mm
Rear: 1350-1900 mm

Deluxe Features
Higher capacity hydraulic (1500 kg.) with improved sensitivity. *
Concealed lockable battery near starter.
Aesthetically designed heavy duty telescopic front axle beam.
Telescopic stabilizers bars for easy adjustment and better implement stability.
Adjustable sliding P.U. seat for operator's comfort.

26
Centrally located horn switch on steering wheel (like cars) - for operational convenience.
Oil immersed (multi disc) wet brakes. *
(*optional)

Features:
Horse Power - 48 SAE
Improved fuel combustion system - lesser diesel consumption.
Most modern oil Cooler - for longer life of engine.
8+2 speed gear box (combination of CM & SM Gears) with suitable speeds for haulage,
Page | 20
field, straw making machine
PTO available in 540/1000 rpm
Dual Clutch for PO driven implements (Optional)

Specifications:

Engine:
HP: 34 S.A.E.
Type: 4 - Stroke, Direct Injection, Diesel Engine
No. of Cylinders: 2
Bore and Stroke: 100 X 116 mm
Displacement: 2204 cc
Rated Engine Speed: 2000 rev/min

27
Air Cleaner: 3 Stage Air cleaning system compromising of cyclonic pre-cleaner, Oil Bowl
and Paper element to enhance Engine Life
Cooling System: Water Cooled with Oil Cooler for engine oil

Transmission:
Clutch: Heavy Duty single dry plate type, 280 mm diameter.
No. of Gears: 8 forward, 2 reverse speeds with high and low selector levels.

Brakes:
Heavy Duty Self energizing, water sealed disc brakes with parking brake for additional
safety.

Steering:
Heavy Duty single drop arm steering for high efficiency and comfortable drive.

Hydraulic and Implement Linkage:

2 Lever live hydraulic system having automatic position and draft with mix control.

Position Control: To hold lower links at any desired height

Automatic Draft Control: Maintains uniform draft.
Mix Control: For simultaneous use of position and draft controls for optimum field output.
Hydraulic Lift Pump: Gear type hydraulic pump delivers 17 l/min at rated engine speed.

Linkage:
3 point category-I suitable for category-II type implement pins

Lifting Capacity:
1000 kgf at Lower Link Ends

Electricals:
12 Volt, 75 Ah. Battery, starter motor & alternator.

Instruments:
Tractor meter with direction indicators, Fuel Gauge, Ammeter, Water Temp. Gauge & Oil
Pressure Gauge.

Tyres:
Front : 6.00 X 16
Rear : 12.4 X 28

Wheel Track:
Front : 1200 - 1750 mm
Rear : 1350-1900 mm

28
Deluxe Features:
Concealed lockable battery near starter.
Aesthetically designed heavy duty telescopic front axle beam.
Telescopic stabilizers bars for easy adjustment and better implement stability.
Adjustable sliding P.U. seat for operator's comfort.
Centrally located horn switch on steering wheel (like cars) - for operational convenience.

Features:
Horse Power - 34 SAE
Most modern air Cooler - for longer life of engine.
8+2 speed gear box (combination of CM & SM Gears) with suitable speeds for all farm
operations.
Live hydraulics.
Alternator - for powerful headlights and longer battery life.
Water separator in fuel line for extra protection of fuel injection pump.
PTO available in 540/1000 rpm.
Low Diesel Consumption
Ideal for all field and haulage operations.
Ideal for paddy cultivation
Shorter turning radius

29
Specifications:

Engine:
HP: 26.5 S.A.E.
Type: 4 - Stroke, Direct Injection, Diesel Engine
No. of Cylinders: 2
Bore and Stroke: 100 X 110 mm
Displacement: 1728 cc
Rated Engine Speed: 2000 rev/min
Air Cleaner: 3 Stage Air cleaning system compromising of cyclonic Pre-cleaner, Oil Bowl and
Paper element to enhance Engine Life
Cooling System: Water Cooled

Transmission:
Clutch: Heavy Duty single dry plate type, 254 mm diameter.
No. of Gears: 8 forward, 2 reverse speeds with high and low selector levels.

P.T.O.:
21 Splines for 1000 rpm at rated engine speed.
6 Splines for 540 rpm corresponding to 1650 engine rpm (Optional)

Brakes:
Heavy Duty Self energizing, water sealed disc brakes with parking brake for
additional safety.

Steering:
Heavy Duty single drop arm steering for high efficiency and comfortable drive.

Hydraulic and Implement Linkage:

2 Lever live hydraulic system having automatic position and draft with mix control.

Position Control: To hold lower links at any desired height

Automatic Draft Control: Maintains uniform draft.
Mix Control: For simultaneous use of position and draft controls for optimum field output.
Hydraulic Lift Pump: Gear type hydraulic pump delivers 17 l/min at rated engine speed.

Linkage:
3 point category-I suitable for category-II type implement pins

Lifting Capacity:
1000 kgf at Lower Link Ends

30
Electricals:
12 Volt, 75 Ah. Battery, starter motor & alternator.

Instruments:
Tractor meter with direction indicators, Fuel Gauge, Ammeter, Water Temp. Gauge &
Oil Pressure Gauge.

Tyres:
Front : 6.00 X 16
Rear : 12.4 X 28

Wheel Track:
Front : 1200 - 1750 mm
Rear : 1350-1900 mm

Deluxe Features:
Concealed lockable battery near starter.
Aesthetically designed heavy duty telescopic front axle beam.
Telescopic stabilizers bars for easy adjustment and better implement stability.
Adjustable sliding P.U. seat for operator's comfort.
Centrally located horn switch on steering wheel (like cars) - for operational
convenience.

Features:
8+2 speed gear box (combination of CM & SM Gears) with suitable speeds for all farm
operations.
Live hydraulics.
Alternator - for powerful headlights and longer battery life.
Water separator in fuel line for extra protection of fuel injection pump.
PTO available in 540/1000 rpm.
Economical in haulage, ploughing, threshing and pump-set operations
Shorter turning radius
Ideal for paddy cultivation

31
 Industrial
Training
Report
Process
Documentation
(Process Sheets,
Process Flow Diagrams
& Potential Failure
Mode Effects Analysis)

Supervised By: Mr. Vaibhav

Sharma

32
Introduction to Process Documentation
Process documentation is a key for any organization. It outlines the steps necessary to complete a
task or process. It is an internal, ongoing documentation of the process while it is occurring—
documentation cares more about the “how” of implementation than the “what” of process
impact.

A business is essentially a group of interrelated processes, and if these processes aren’t in

writing, breakdowns can occur. Companies have repeatable processes fundamental to their
successful operation, thus process documentation serves as a crucial guide for employees and
managers to reference.

33
Need of process documentation
Process documentation allows us to know what people are doing and gain insight into the inner
workings of the company. If we don’t document a process, essentially it is being re-designed by
someone every time it is repeated. When an employee leaves, any process knowledge leaves with
them unless it has been properly recorded.

When we hire new employees, we need a documented process to help them understand their role
and how it fits within the overall organization. Documented processes facilitate formal training
that allows for smooth on boarding.

Process documentation becomes especially crucial when dealing with projects working towards
social change, as it focuses on recording the perceptions and changes in perceptions of involved
stakeholders.

Today’s world consists of users who just want to get things done. They have so many things
competing for their attention—they demand intuitive and task-based information, which is where
process documentation becomes a key.

Goal
Process documentation is about keeping track of a process during the execution of a project. The
goal is to learn from the implementation so you can adjust the strategy and improve the
procedure.

Proactively managing processes can:

• Eliminate flaws

• Reduce time spent on tasks

• Decrease costs

• Decrease resources associated with tasks

• Improve efficiency

• Improve overall quality

34
 • Increase customer and employee satisfaction

Parts of Process Documentation

Project Team: The project team holds responsibility for process documentation. It should
become a part of the team activity so that learning becomes integral. However, it can be helpful
to have someone not involved in the daily project work own the documentation so that they can
focus on recording processes, organizing information, encouraging reflection and distributing
information. That person must stay close to project objectives in order to allow for learning and
adaptation as the project progresses.

Stakeholders: Any stakeholders involved in a specific project need to be involved in process

documentation so that they can learn about others’ opinions and perspectives to help them learn
and reflect.

Outsiders: Outsiders provide a new and unbiased perspective to help improve processes.

Benefits & uses

While it may be time-consuming, process documentation provides numerous benefits to the
organization that make it well worth the effort.

• Allows for continual and timely changes in processes to increase productivity

• Prevents procedures from going unused due to lack of understanding

• Preserves knowledge even when those involved in the process leave the company

• Helps determine if processes are efficient or if certain steps need to be eliminated/revised

• Assists all members of an organization in understanding processes and knowing who to

contact with problems

• Improves security

35
 • Makes it easier to maintain standards and consistency, follow external rules and
regulations and support due diligence efforts

• Serves as on-hand teaching tools for new hires

• Offers context for individual projects

• Encourages debate about current processes

• Allows for outsourcing because you can easily transfer knowledge

Disadvantages
• Stakeholders behave differently when they know what they say is being included in
process documentation.
• The person recording a process may not fully understand it themselves.
• Special interest groups can use process documentation to start trouble.
• Process documentation can slow a project down.

How to make a process document

1. Determine the scope of the document and identify the process. Will it cover one task in a chain
of operations or the entire procedure for a manufacturing plant? It is best to have each document
cover as small a process as possible.

2. Consider the audience for whom we are writing. What do they already know about the
subject? Where and how are they using the product? What are their demographics?

3. Write a title and introduction describing what the process is, why or when users need
to do it and how it fits into the big picture of the organization. Provide context as to why the
process is important.

4. Describe the individuals who will be involved in the process and define their roles. Be sure to
use job titles rather than individual names.

5. Identify the process boundaries, or start and end points.

6. Determine the outputs of the process, or what is being produced.

36
7. Determine the inputs of the process, or the resources needed to perform the process.

8. Brainstorm all the activities needed to complete the process. This pre-writing strategy is called
“listing.”

9. Organize the items from our listing into sequential steps. Be careful how we split up steps.
Actions that logically go together should be kept together. Generally, if a step includes more than
one verb or the word “and,” it should likely be broken into two steps. Limit the number of
steps—use subheadings for longer tasks and restart numbering under each subheading. Use
layers—give users additional information in less prominent text underneath the main step.

10. Expand the steps to ensure all necessary information is included, such as potential hazards,
troubleshooting advice or examples.

11. Construct a process flowchart to visually represent the steps.

12. Add any screenshots or graphics that provide clarity.

13. Format the information so that it is easy to scan, read and understand. Make use of bullets,
tables, headings, etc. Clearly point out how processes connect to each other.

14. Test the process. Watch someone else use it.

37
15. Ask colleagues to review your document and provide feedback.

16. The documentation is a living document and will need to be continually updated.

Introduction to Process Sheets

A process sheet is a mechanism used in an office to arrive at a decision. This is more commonly
known as “Notes”. A note is a written remark recorded on a case to facilitate its disposal
Generally speaking, a process sheet would include:
(a) a brief background, where necessary;
(b) facts of the case;
(c) reference to the rules, guidelines, precedent etc.;
(d) course of action recommended by the dealing hand along with its implication;
(e) the points on which the decision is required; and
(f) the authority competent to decide

The skill of writing an effective note is one of the most of difficult to develop even though this
is performed day in and day out. It is also one of the most creative works we do. It is creative
because finding solutions to an issue to satisfy those who are affected by the decision and to do
this within the framework of the rules and regulations and within a shortest possible time is an
art.
Briefly, the concept of functional approach to noting may be explained through the following
table:
S Type of cases Kind of noting to be recorded
No

1 Policy & Planning cases A detailed and analytical note is

to be recorded

2 Problem solving cases A short paragraph on each of the

issues is to be recorded

3 Repetitive cases Where you get similar cases at

regular interval, instead of

38
 recording detailed notes each
time in conventional manner,
you may devise a Standard
Process Sheet.

4 Correspondence handling These are the cases where

cases further information is needed
before they are submitted for
decision. Therefore, not more
than two or three sentences are
to be recorded for issue of
communication to get
information.

5 No noting cases These are the cases where there

is no need to record a note. For
example, indent slips for supply
of stationary, payment of salary
etc.

Making a Process Sheet

To process cases of repetitive nature, we must plan to standardize our notes. Some of the steps to
be taken to devise Standard Process Sheet are:
1. List the cases dealt with by us.
2. Check if any of them is of repetitive nature.
3. Prepare a list of points we consider when submitting the case.
4. Arrange those points in a logical sequence. The broad sequence that maybe adopted is-
❑ Facts of the case
❑ Rules/regulations to be applied
❑ Suggested course of action
❑ Indicate who the competent authority is
❑ Points on which decision is sought
5. Design a format.
6. Get the draft cleared by Section officer and Branch Officer.
7. Test-run (try) the Standard Process Sheet in a few cases.
8. Revise it if necessary.
9. Make requisite copies.

39
While processing cases of repetitive nature in a Standard Process Sheet, fill in the facts. If any
information is missing, collect it before submitting it in Standard Process Sheet. Since this is a
standardized note, file it in the notes portion. The Standard Process Sheet is to be revised to
meet.

Fig: An Example of the format of the Process Sheet

40
Process Sheets Examples
1. Process Sheet for Drop box Assembly:

2. Process Sheet for Linkage Assembly:

41
3. Process Sheet for Gearbox Line:

42
Introduction to Process Flow Diagrams (PFD)

A process flow diagram (PFD) is a diagram commonly used in chemical and process
engineering to indicate the general flow of plant processes and equipment.

The PFD displays the relationship between major equipment of a plant facility and does not
show minor details such as piping details and designations. Another commonly used term for a
PFD is a flow sheet.

43
Purpose and Benefits
The process flow chart provides a visual representation of the steps in a process. Flow charts are
also referred to as process mapping or flow diagrams. Constructing a flow chart is often one of
the first activities of a process improvement effort, because of the following benefits:

▪ Make process flowcharts

▪ Give everyone a clear understanding of the process
▪ Help to identify non-value-added operations
▪ Facilitate teamwork and communication
▪ Keep everyone on the same page
▪ Design a flow charts
▪ Flowchart construction etc.

Process Flowchart Drawing Guide-lines

There is no one right way to develop a flowchart, but the following guide-lines provide a general
structure to follow, whether it's of the overall course navigational process, or at the hand-off
phase to the various team members to develop more detailed treatment.
▪ Start with a simple one-line description or title of the process being flowcharted, e.g., "How
to..."
▪ Using a top-down hierarchy, start with a terminal symbol, naming this trigger event, e.g.,
"User accesses course database..."
▪ Connect each successive action step in the logical sequence of events.
▪ Reference detailed information through annotations or connectors.
▪ Follow the process through to completion, denoted by a labeled end terminal flowchart
symbol, e.g., "exit course."
A well-developed functional flowchart created in the design phase can save hours of wasted
manpower time by ensuring the structure, sequencing and branching decision points in a
computer based instructional program, support the course goals and objectives before
development.

44
Fig: Format of Process Flow Diagram

Process Flow Diagram Examples

1. Process Flow Diagram for Engine Assembly

45
 2. Process Flow Diagram for Main Assembly:

3. Process Flow Diagram for Cage Assembly:

46
Introduction to Potential Failure Mode Effects
Analysis (PFMEA)
A Process Failure Mode Effects Analysis (PFMEA) is a structured analytical tool used by an
organization, business unit, or cross-functional team to identify and evaluate the potential
failures of a process. PFMEA helps to establish the impact of the failure, and identify and
prioritize the action items with the goal of alleviating risk. It is a living document that should be
initiated prior to process of production and maintained through the life cycle of the product.

Parts of PFMEA
PFMEA evaluates each process step and assigns a score on a scale of 1 to 10 for the following
variables:

1. Severity — Assesses the impact of the failure mode (the error in the process), with 1
representing the least safety concern and 10 representing the most dangerous safety
concern. In most cases, processes with severity scores exceeding 8 may require a fault
tree analysis, which estimates the probability of the failure mode by breaking it down into
further sub-elements.
2. Occurrence — Assesses the chance of a failure happening, with 1 representing the
lowest occurrence and 10 representing the highest occurrence. For example, a score of 1
may be assigned to a failure that happens once in every 5 years, while a score of 10 may
be assigned to a failure that occurs once per hour, once per minute, etc.
3. Detection — Assesses the chance of a failure being detected, with 1 representing the
highest chance of detection and 10 representing the lowest chance of detection.
4. RPN — Risk priority number = severity X occurrence X detection. By rule of thumb, any
RPN value exceeding 80 requires a corrective action. The corrective action ideally leads
to a lower RPN number.

47
Steps to conduct PFMEA
Step 1:

Review the process—Use a process flowchart to identify each process component.

Step 2:

Brainstorm potential failure modes—Review existing documentation and data for clues

Step 3:

List potential effects of failure—There may be more than one for each failure.

Step 4:

48
Assign Severity rankings—Based on the severity of the consequences of failure.

Step 5:

Assign Occurrence rankings—Based on how frequently the cause of the failure is likely to occur.

Step 6:

Assign Detection rankings—Based on the chances the failure will be detected prior to the customer
finding it.

Step 7:

Calculate the RPN—Severity X Occurrence X Detection.

Step 8:

Develop the action plan—Define who will do what by when.

Step 9:

Take action—Implement the improvements identified by your PFMEA team.

Step 10:

Calculate the resulting RPN—Re-evaluate each of the potential failures once improvements have
been made and determine the impact of the improvements.

STEP 1: REVIEW THE PROCESS

Review the process components and the intended function or functions of those components.

• Use of a detailed flowchart of the process or a traveler (or router) is a good starting point
for reviewing the process.

There are several reasons for reviewing the process:

• First, the review helps assure that all team members are familiar with the process. This is
especially important if you have team members who do not work on the process on a daily
basis.
• The second reason for reviewing the process is to identify each of the main components of
the process and determine the function or functions of each of those components.

49
 • Finally, this review step will help assure that you are studying all components of the process
with the PFMEA.

Using the process flowchart, label each component with a sequential reference number.

• These reference numbers will be used throughout the FMEA process.

• The marked-up flowchart will give you a powerful visual to refer to throughout the
PFMEA.

With the process flowchart in hand, the PFMEA team members should familiarize themselves with
the process by physically walking through the process. This is the time to assure everyone on the
team understands the basic process flow and the workings of the process components.

For each component, list its intended function or functions.

• The function of the component is the value-adding role that component performs or
provides.
• Many components have more than one function.

STEP 2: BRAINSTORM POTENTIAL FAILURE MODES

In Step 2, consider the potential failure modes for each component and its corresponding function.

• A potential failure mode represents any manner in which the component or process step
could fail to perform its intended function or functions.

Using the list of components and related functions generated in Step 1, as a team, brainstorm the
potential failure modes for each function.

• Don’t take shortcuts here; this is the time to be thorough.

Prepare for the brainstorming session.

• Before you begin the brainstorming session, review documentation for clues about
potential failure modes.

50
STEP 3: LIST POTENTIAL EFFECTS OF FAILURE

Determine the effects associated with each failure mode. The effect is related directly to the
ability of that specific component to perform its intended function.

• An effect is the impact a failure could make if it occurred.

• Some failures will have an effect on the customers and others on the environment, the
facility, and even the process itself.

As with failure modes, use descriptive and detailed terms to define effects.

• The effect should be stated in terms meaningful to product or system performance.

• If the effects are defined in general terms, it will be difficult to identify (and reduce) true
potential risks.

STEP 4: ASSIGN SEVERITY RANKINGS

Assign a severity ranking to each effect that has been identified.

• The severity ranking is an estimate of how serious an effect would be should it occur.
• To determine the severity, consider the impact the effect would have on the customer, on
downstream operations, or on the employees operating the process.

The severity ranking is based on a relative scale ranging from 1 to 10.

• A “10” means the effect has a dangerously high severity leading to a hazard without
warning.
• Conversely, a severity ranking of “1” means the severity is extremely low.

The ranking scales (for severity, occurrence, and detection) are mission critical for the success of
a PFMEA because they establish the basis for determining risk of one failure mode and effect
relative to another.

• The same ranking scales for PFMEAs should be used consistently throughout your
organization. This will make it possible to compare the RPNs from different FMEAs to
one another..

The best way to customize a ranking scale is to start with a standard, generic scale and then
modify it to be more meaningful to your organization.

• As you add examples specific to your organization, consider adding several columns with
each column focused on a topic.

51
 • One topic could provide descriptions of severity levels for operational failures, another
column for customer satisfaction failures, and a third for environmental, health, and safety
issues.

STEP 5: ASSIGN OCCURRENCE RANKINGS

Next, consider the potential cause or failure mechanism for each failure mode; then assign an
occurrence ranking to each of those causes or failure mechanisms.

We need to know the potential cause to determine the occurrence ranking because, just like the
severity ranking is driven by the effect, the occurrence ranking is a function of the cause. The
occurrence ranking is based on the likelihood or frequency, that the cause (or mechanism of
failure) will occur.

If we know the cause, we can better identify how frequently a specific mode of failure will
occur. How do you find the root cause?

• There are many problem-finding and problem-solving methodologies.

• One of the easiest to use is the 5-Whys technique.
• Once the cause is known, capture data on the frequency of causes. Sources of data may
be scrap and rework reports, customer complaints, and equipment maintenance records.

The occurrence ranking scale, like the severity ranking, is on a relative scale from 1 to 10.

• An occurrence ranking of “10” means the failure mode occurrence is very high, and
happens all of the time. Conversely, a “1” means the probability of occurrence is remote.

.The organization may need an occurrence ranking scale customized for a low-volume, complex
assembly process or a mixture of high-volume, simple processes and low-volume, complex
processes.

• Consider customized occurrence ranking scales based on time-based, event-based, or

piece-based frequencies.

52
STEP 6: ASSIGN DETECTION RANKINGS

To assign detection rankings, identify the process or product related controls in place for each
failure mode and then assign a detection ranking to each control. Detection rankings evaluate the
current process controls in place.

• A control can relate to the failure mode itself, the cause (or mechanism) of failure, or the
effects of a failure mode.
• To make evaluating controls even more complex, controls can either prevent a failure mode
or cause from occurring or detect a failure mode, cause of failure, or effect of failure after
it has occurred.
• Note that prevention controls cannot relate to an effect. If failures are prevented, an effect
(of failure) cannot exist!

The Detection ranking scale, like the Severity and Occurrence scales, is on a relative scale from 1
to 10.

• A Detection ranking of “1” means the chance of detecting a failure is certain.

• Conversely, a “10” means there is absolute certainty of non-detection. This basically means
that there are no controls in place to prevent or detect.

Taking a lead from AIAG, consider three different forms of Custom Detection Ranking options.
Custom examples for Mistake-Proofing, Gauging, and Manual Inspection controls can be helpful
to PFMEA teams.

STEP 7: CALCULATE THE RPN

The RPN is the Risk Priority Number. The RPN gives us a relative risk ranking. The higher the
RPN, the higher the potential risk.

The RPN is calculated by multiplying the three rankings together. Multiply the Severity ranking
times the Occurrence ranking times the Detection ranking. Calculate the RPN for each failure
mode and effect.

• Editorial Note: The current FMEA Manual from AIAG suggests only calculating the RPN
for the highest effect ranking for each failure mode. We do not agree with this suggestion;
we believe that if this suggestion is followed, it will be too easy to miss the need for further
improvement on a specific failure mode.

53
Since each of the three relative ranking scales ranges from 1 to 10, the RPN will always be between
1 and 1000. The higher the RPN, the higher the relative risk. The RPN gives us an excellent tool
to prioritize focused improvement efforts.

STEP 8: DEVELOP THE ACTION PLAN

Taking action means reducing the RPN. The RPN can be reduced by lowering any of the three
rankings (severity, occurrence, or detection) individually or in combination with one another.

A reduction in the Severity ranking for a PFMEA is often the most difficult. It usually requires a
physical modification to the process equipment or layout.

Reduction in the Occurrence ranking is accomplished by removing or controlling the potential

causes.

• Mistake-proofing tools are often used to reduce the frequency of occurrence.

A reduction in the Detection ranking can be accomplished by improving the process controls in
place.

• Adding process fail-safe shut-downs, alarm signals (sensors or SPC), and validation
practices including work instructions, set-up procedures, calibration programs, and
preventative maintenance are all detection ranking improvement approaches.

What is considered an acceptable RPN? The answer to that question depends on the organization.

• For example, an organization may decide any RPN above a maximum target of 200
presents an unacceptable risk and must be reduced. If so, then an action plan identifying
who will do what by when is needed.

There are many tools to aid the PFMEA team in reducing the relative risk of failure modes
requiring action. Among the most powerful tools are Mistake-Proofing, Statistical Process Control,
and Design of Experiments.

Mistake-Proofing (Poka Yoke)

• Techniques that can make it impossible for a mistake to occur, reducing the Occurrence
ranking to 1.
• Especially important when the Severity ranking is 10.

54
Statistical Process Control (SPC)

• A statistical tool that helps define the output of a process to determine the capability of
the process against the specification and then to maintain control of the process in the
future.

Design of Experiments (DOE)

• A family of powerful statistical improvement techniques that can identify the most
critical variables in a process and the optimal settings for these variables.

STEP 9: TAKE ACTION

The Action Plan outlines what steps are needed to implement the solution, who will do them, and
when they will be completed.

A simple solution will only need a Simple Action Plan while a complex solution needs more
thorough planning and documentation.

• Most Action Plans identified during a PFMEA will be of the simple “who, what, &
when” category. Responsibilities and target completion dates for specific actions to be
taken are identified.
• Sometimes, the Action Plans can trigger a fairly large-scale project. If that happens,
conventional project management tools such as PERT Charts and Gantt Charts will be
needed to keep the Action Plan on track.
• Most Action Plans identified during a PFMEA will be of the simple “who, what, &
when” category. Responsibilities and target completion dates for specific actions to be
taken are identified.

STEP 10: RECALCULATE THE RESULTING RPN

This step in a PFMEA confirms the action plan had the desired results by calculating the
resulting RPN.

To recalculate the RPN, reassess the severity, occurrence, and detection rankings for the failure
modes after the action plan has been completed.

55
Fig: Format of PFMEA

Example of PFMEA:

56
Conclusion:

Summer training is an integral part of any B-Tech curriculum in the country. It serves as the only
direct exposure to an organization and its ways of functioning during the entire curriculum. The
summer training in any technology course is very important for the students and it will help in
future when an student goes to company.

It was a versatile experience for me. I had the pleasure to do the work with one of the most
reputated brand in the tractor industry, “Mahindra & Mahindra Swaraj Division”. With more than
2 lacks tractors & harvesters in Indian farms, SWARAJ is a well established brand name in the
country.

My training in Mahindra & Mahindra Swaraj Division was very useful to me in acquiring new
engineering skills that I had not had before. These learned skills prove being very valuable by
signifying an impact in solving problems. It is well known that engineering skills have vital
importance in design problems specifically.

I feel training has given me exposure to undergo projects in the Manufacturing field as well help
me a lot to understand the company work culture, working with teams and much more. At the end
I would like to thank all people who helped me throughout my training to enhance my experience.

Chirag Vaidya

57
References

1. https://en.wikipedia.org/wiki/Punjab_Tractors_Ltd.

2. www.google.co.in

3. www.mahindra.com

4. www.slideshare.net

5. www.swarajenterprise.com

6. http://www.swarajenterprise.com/AnnualReport/AnnualReportSAL-2013.pdf

7. http://icra.in/Files/ticker/SH-2013-Q2-1-ICRA-Tractors.pdf

STUDENT SIGNATURE MENTOR SIGNATURE

58
59