Submitted By

SUBMITTED TO SUBMITTED BYMechanical Engineering Department Rupesh Kr. Nayak MNIT Jaipur 2013ume1031

Summer Training at Faiveley Transport Rail Technologies

India Ltd Baddi(H.P)

Louis Faiveley 1919 – Established Des Establishments Louis Faiveley French railway system's leading suppliers by

1922 revenue - €900.52 million total equity - €1.47 billion.

Faiveley India

Hosur

Baddi

1992

2008

Baddi

State – Himachal Pradesh District – Solan

Why Baddi ?

Govt . Policy Suppliers Customers Region (favourable)

Production at Baddi Plant

Air Disc Brakes Couplers (Automatic Railway coupler) (AAR) LHB

Air Disc BrakesThis is connected to the wheel and/or the axle. To retard the wheel, friction material in the form of brake pads, mounted on the brake calliper, is forced mechanically, hydraulically, pneumatically, or electromagnetically against both sides of the disc. Friction causes the disc and attached wheel to slow or stop.

CouplersA coupling (or a coupler) is a mechanism for connecting rolling stock in a train. The design of the coupler is standard, and is almost as important as the track gauge, since flexibility and convenience are maximised if all rolling stock can be coupled together. 8 sets a day (load dependent )

LHB brakes Linke Hofmann Busch (LHB) LHB care passanger compartments of train developed by

Linke Hoffmann Busch of Germany and produced by Indian rail coach factory Karurthala.

The coaches are designed for operating speed upto 160km and could go up to 200km/h.

Their length is 23.54 M of A/C and width is 3.24 M. The coaches are made up of stainless steel and interior

are of aluminum.

How do we do it ?

Material entry Gate Entry quantity check quality check Testing Assembly storage Quality ok

Packing Dispatch

Departments at Baddi

D

Reduction In Incoming Inspection

Incoming inspection Why reduction

Internal Survey

Finding out the reasons to problems

Why internal survey ?

Experience of the workers

Susceptive reasons

Direction of inspection

Possible reasons in spite of so many checks

Total no. of GRN Cleared =>11785 Total no. of Qty Received => 2781619 Total no. of Parts Cleared =>1042

GRN Trend 2015-16

FT-BaddiRegion No. of

Grn Qty No of Parts

No. of Supplier

Hosur 4034104448

8 535 80Baddi(Delhi NCR) 5646 644467 248 15

SISCO 775 553048 130 14Pune 1157 516970 110 5

Kolkata 173 22646 19 7

Sub Region-BaddiSub

Region-Baddi

No. of Grn Qty No. Of

PartsNo. of

Supplier

Delhi 208453999

0 154 7CHD 1680 57401 41 5

Nalagrah 1721 46338 51 2Ludhiana 161 1707 2 1

Baddi(Up to Delhi NCR)

Supplier RegionNo. of Grn Qty No. Of

PartsMETLONICS INDUSTRIES PVT. LTD. CHD 1461 20036 17SAMRAT FORGINGS LIMITED CHD 152 10993 10CAG ENGINEERING LIMITED CHD 7 24 7PIVOT FABRIQUE CHD 41 20960 6JAGAN GOPALA & CO CHD 19 5388 1KRISHNA ENTERPRISES Delhi 1386 286945 109JAGJIT ENGINEERING WORKS Delhi 116 23058 19ROOP POLYMERS LTD Delhi 303 204352 11QUADRANT EPP SURLON INDIA LTD. Delhi 92 11084 7BONY POLYMERS (P) LTD Delhi 75 8692 4LEGRIS INDIA PVT.LTD. Delhi 69 1472 3MM AUTO INDUSTRIES LTD Delhi 43 4387 1A.K.MULTIMETALS PVT.LTD. Ludhiana 161 1707 2YAMADA AUTOMATION PVT. LTD Nalagrah 1717 45652 50A.V. AUTO INDUSTRIES PVT. LTD. Nalagrah 4 686 1

GRN Trend 2015-16

Delhi37%

CHD30%

Nalagrah30%

Ludhiana3%

% Grn-Baddi Region

Delhi

CHD

Nalagrah

Ludhiana

Delhi62%CHD

16%

Nalagrah21%

Ludhiana1%

% Parts-Baddi Region

Delhi

CHD

Nalagrah

Ludhiana

Hosur34%

Baddi(Delhi NCR)48%

SISCO7%

Pune10%

Kolkata1% % Grn-FT-Baddi

Hosur

Baddi(Delhi NCR)SISCO

Pune

Kolkata

Hosur51%

Baddi(Delhi NCR)24%

SISCO12%

Pune11%

Kolkata2%

% Parts-FT Baddi

Hosur

Baddi(Delhi NCR)SISCO

Pune

Kolkata

Conclusion of above data

After studying the GRN trend it is observed that for Baddi plant most of the parts come from Delhi NCR region and Chandigarh region only two suppliers are in Nalagarh and one supplier is in Ludhiana.

We suggest to keep one SQ team in Delhi NCR region and one in Chandigarh region. The goods that are coming from supplier end will be checked and given green signal over there itself. This will decrease the transportation cost of sending team for regular audit

DATA ANALYSIS OF PROBLEMS

Machining defect59%

operation missing11%

craks & dents9%

leakage5%

casting3%

others13%

Defects(2014-15)

machin-ing 52%

operation missing 5%

cracks and

dents15%

casting 6%

leakage 13%

others10%

DEFECTS(2015-16)

DATA ANALYSIS OF SUPPLIERS

yamada9%

metlonics15%

krishna11%others

65%

SUPPLIER (2014-15)krishna

18%

metlonics16%

yamada 8%

others58%

SUPPLIER(2015-16)

DATA ANALYSIS CONCLUSION

Pareto analysis has been applied after studying the given data and following conclusion was deduced:

The maximum defect obtained is machining defect in both fiscal year 2014-15 and 2015-16.

From data analysis we can conclude maximum defect is from 3 suppliers namely : YAMADA,KRISHNA,METLONICS.

Problems identified (data)

Old drawing used Purchase order communication gap Packaging standards not followed Inspection process standardization Inspection tool standardization Operation time (supplier capacity, infrastructure, validation) Tool wear Operator carelessness Operation missing

Number of problems (2015-16)

Suggested solution

Old Drawing Used

Suggested Solution1. Highlight the drawing changes(or use different colour background) .2. Penalize the supplier .

OLD DRAWING USED

SUPPLIER END

PURCHASE

AuditingCommunication Gap

Poor info flow to operators

Supplier Negligence

Packaging Standardization

Packaging standards for each supplier must be defined. Agreement of packaging. Colour code cartoons for each product and company. The box should be reused(supplier)

Operation Colour Scheme

Inspection Standardization The process of inspection must be given by

Faiveley Transortation. Inspection technique should be same of supplier

and Faiveley. ODC (Operator double check ) should be applied.

Operator Double Check In this method , each operator will check the operation of previous two operators

C DC1

B1A BA

1

Inspection Tool Standardisation

The tool used for inspection at supplier end and at Faiveley must be same and of same least count.

The method of using the tool must be standardised. The calibration period must be defined. Reference point must be pre defined for supplier and Faiveley.

INSPECTION PROCESS

TOOLS

OPERATION

Operator Negligence

Standard process

Standard gauges not used

Tool not well calibrated

Tool Wear Policy

The tool must be changed after pre defined time. Regular inspection of tool. Cutting fluid (if possible) must be used.

TOOL WEAR

ENVIRONMENT

TOOL PROPERTIES

MACHINING

Coolant

Lubrication

Hardness

Ductility

Brittleness

HumidityTemperature

Operation Time

By carefully studying the Job Flow process and calculating different allowances, the number of parts to be produced in a given shift must be defined.

The allowance given to the operator must be confirmed from supplier end.

OPERATION TIME

WORK LOAD

OPERATORS SHOPFLOOR

Cleanliness

Working ConditionNegligence

No.of labor employed

Infrastructure

m/c capacity

Incentive based approach

Operator carelessnessAn Operator can be rewarded if no defects is found in his operation for continuous 3 months. This will help in creating work attitude.

Expected Effect

Conclusion

By implanting the above suggested technique we will be able to reduce 28.70% i.e. more than 1/4th of the inspection.

Long Term Approach Moving multiple vendors to lean vendor model. Establishing Supplier Quality(SQ) in Chandigarh and NCR region. Investment on vendors. Complete automisation of machining at supplier end. The supplier should have capability to develop and validate the product

process. Inspection should be made atomised. inspection at supplier end not effective

Respective SQA team to train inspectors at supplier end process capability for critical parameters of runner parts are not established

so define process capability check point at PDI stage Keep two suppliers for parts - primary and secondary. If order amount

increases then give the parts to secondary supplier to manufacture which will help to bring down the workload on primary supplier

Working Attitude

We must help the supplier in setting the Vision and Mission of the supplier so that he can always work progressively

We should help the workers in knowing the value of their work and creating the work attitude

Quality circle

We should create quality circle both at supplier end and at Faiveleywith the aim of CONTINUOUS IMPROVEMENT

THANK YOU !