TRAINING REPORTOF

SIX MONTHS INDUSTRIAL TRAINING UNDERTAKEN

AT

“INDIA YAMAHA MOTOR”

IN

ENGINE ASSEMBLY

SUBMITTED IN PARTIAL FULFILLMENT OF THE DEGREE

OF

BACHELOR OF TECHNOLOGY

Under the Guidance of : Submitted By:

Name: Mr. BIJENDER KAUSHIK Name:Kumar Gaurav KaundalDesignation:Sr. Manager Saurabh ParasharDepartment: Engine Assembly Ankush Choudhary

CONTENTS

1.Company profile Page no.

Founding history 7 About India Yamaha Motor Pvt. Ltd. 8

2 .List of director 10

3 .Print media 11

4 .Sales figures 13

5. Yamaha’s plan for INDIA 14

6. Neo, Fino & Spark in INDIA 15

7. Projects

Project 1-Quality level improvement

1.1Yellow plate implementation 161.2C/head fins dent & scratches. 20

1.3Part kit tray improvement -small part kit tray. 22

1.4Part kit tray improvement – medium part kit tray 23

Project2- Irregular cost reduction

2.1Problems due non std.supply of material in engine assembly. 262.2Non std. supply of material & irregular cost in store department. 29

Project 3-Policy of Motivation 3.1Reward policy operator 31

Project 4-Process standard implemention

4.1Operation standard display : process strengthening 34

Project 5-Shop floor management

5.1Schedule for trolley cleaning. 35

5.2Tools management-mini tool crib 36

5.3Part management – disassembled part 37

8. Experience at IYM 389. References 39

ACKNOWLEDGEMENT

We thankfully acknowledge the encouragement and correct guidance provided by all the yamaha staff members, who were very kind and generous to their approach.

We specially thank Mrs. Surabhi Dixit(H.R), Mr V.Raina (Division Head), Mr. Bijender Kaushik (Sr. Manager, Engine Assembly), Mr. D.Bhatti(Manager,Engine Assembly), Mr.Sanjeev Chaudhary (Manager, Engine Assembly), Mr. Amit Gupta(Asst. Manager, Engine Assembly), Mr. Gaurav Verma (Asst. Manager in Engine Assembly), Jagbindra Singh(D.E.T.),Miss Tripti Sharma(D.E.T. ) Mr.Shiv Singh(Trainner, Engine Assembly) and all other staff members who helped us a lot.

We express our sincere gratitude and thanks to the hard working and devoted staff members, who have helped us a lot to gain some of the technical knowledge, which is surely a boon for any technical graduate.

DECLARATION

We hereby declare that the, “INDUSTRIAL TRAINING” –

report, submitted as part of Bachelor’s degree at India Yamaha

Motor Ltd. - Surajpur plant ,is an authentic record of our work

carried out under the supervision of Mr.Bijender Kaushik

(Sr. Manager, Engine Assembly) .

COMPANY PROFILE

Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation president of Nippon Gakki (musical instruments and electronics; presently Yamaha Corporation). Genichi studied and graduated from Takachiho Higher Commercial School in March of 1934. In July of 1937, he was the second Kawakami to join the Nippon Gakki Company.

Genichi Kawakami The first Yamaha motorcycle... the YA-1

In 1953, Genichi was looking for a way to make use of idle machining equipment that had previously been used to make aircraft propellers. He explored producing many products, including sewing machines, auto parts, scooters, three-wheeled utility vehicles, and motorcycles. Market and competitive factors led him to focus on the motorcycle market. Genichi actually visited the United States many times during this period.

In January of 1955 the Hamakita Factory of Nippon Gakki was built and production began on the YA-1. With confidence in the new direction that Genichi was taking, Yamaha Motor Co. Ltd. was founded on July 1, 1955. Staffed by 274 enthusiastic employees, the new motorcycle manufacturer built about 200 units per month.

By 1956, a second model was ready for production. This was the YC1, a 175cc single cylinder two-stroke. In 1957 Yamaha began production of its first 250cc, two-stroke twin, the YD1.

ABOUT INDIA YAMAHA MOTOR PVT. LTD.

Yamaha Motor Company Limited is a Japanese motorized vehicle-producing company. Yahama Motor is part of the Yamaha Corporation and its headquarter is located in Iwata, Shizuoka. Along with expanding Yamaha Corporation into the world's biggest piano maker, then Yamaha CEO Genichi Kawakami took Yamaha into the field of motorized vehicles on July 1, 1955. The company's intensive research into metal alloys for use in acoustic pianos had given Yamaha wide knowledge of the making of lightweight, yet sturdy and reliable metal constructions. This knowledge was easily applied to the making of metal frames and motor parts for motorcycles. It produces motorcycles, all-terrain vehicles, boats, snowmobiles, outboard motors, and personal watercraft.

The Yamaha corporate logo is composed of three tuning forks placed on top of each other in a triangular pattern.

In 2000, Toyota and Yamaha Corporation made a capital alliance in which Toyota paid Yamaha Corporation 10.5 billion yen for a 5 per cent share in Yamaha Motor Company while Yamaha and Yamaha Motor each bought 500,000 shares of Toyota stock in return

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50 joint-venture with the Escorts Group in 1996. However, in August 2001, Yamaha acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor Private Limited (IYM)".

Presently, its product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc),YZF-R15 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc) and Crux (106cc).

INDIA YAMAHA MOTOR INAUGURATED NEW PLANT AT SURAJPUR (GREATER NOIDA)

The new Surajpur plant has been inaugurated by Mr. T.Kazikawa C.E.O & MD Yamaha Global on 6th July 2009, which have capacity to produce 6 lakh motorcycles annually including Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant capacity can be augmented up to 1 million units.

This fully integrated assembly plant is built on the lines of Yamaha’s globally tried, tested and successfully implemented standards and meets the global quality benchmarks. At the core are the 5-S and TPM activities that fuel its Manufacturing Processes. The plant has 3 vehicle assembly lines and 4 engine assembly lines including one dedicated for export engines. The engine and vehicle assembly lines are synchronized and incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts Assurance through 100% kit supply on lines and synchronization of parts storage, supply and production. The innovative production processes along with high tech final assurance processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied customer base.

LIST OF DIRECTORS

Directors of Yamaha Motor Co., Ltd. are as follows;

Title Name

President and Representative Director Hiroyuki Yanagi

Representative Director Takaaki Kimura

Director Toyoo Ohtsubo

Director Yoshiteru Takahashi

Director Masahito Suzuki

Director Hiroyuki Suzuki

Director Kozo Shinozaki

Director (Outside) Yuko Kawamoto

Director (Outside) Masamitsu Sakurai

Director (Outside) Mitsuru Umemura

Standing Corporate Auditor Yutaka Kume

Standing Corporate Auditor Shigeki Hirasawa

Corporate Auditor (Outside) Naomoto Ohta

Corporate Auditor (Outside) Norihiko Shimizu

Corporate Auditor (Outside) Tetsuo Kawawa

As of March 24, 2011

PRINT MEDIA

SALES FIG. (MARKET SURVEY ABOUT YAMAHA’s BIKE MILEAGE)

YAMAHA’s PLAN FOR INDIA

Yamaha witnessed a huge demand for exports from India which grew at 73 percent in the past year when, at the same period, demand for Yamaha bikes in India grew at 25 percent. Yamaha registered 66,904 units of two wheelers in 2010 fiscal in global exports against 38,639 units supplied in 2008-09.

These units include Gladiator, FZ, YZF R15, Crux, Enticer, Alba and Libero G5 range of bikes from India. Yamaha exports bikes to countries like Kenya, Indonesia, Sri Lanka, Colombia, Bangladesh and Philippines from India. Though Yamaha did not reveal what premium motorbikes it is planning to manufacture here in India, this news indicates the grave interest of the firm and the lower cost of manufacturing advantage which India provides to companies. And if we are thinking in the right direction than this could mean cheaper and affordable super luxury sports bikes from the company which currently retail at insane price tags majorly due to the tax and surcharges associated with importing a bike from other countries.

NEO, FINO & SPARK IN INDIA

There was news the other day that Yamaha is going to launch scooters in to Indian market. Guess what, Yamaha has even initiated proceedings for bringing three scooters to India. The three scooters currently included in the portfolio are Neo, Fino and Spark. This is great news for all those scooter lovers who wanted to experience scooters made by Yamaha.

The scooters viz. 50 cc Neo, 115 cc Fino and 135 cc Spark are currently very popular in Thailand and thus Yamaha decided to test them out in Indian market

Confirming this news Mr. Pankaj Dubey (Head of Marketing and Sales) said that the company is studying the market conditions after that it will be decided on which model perfectly compliments the Indian customer base.

Speaking of the scooters, all the three are unique as far the looks and the features are concerned. There is no word from the company officials regarding the costs of these scooters but they are expected to be priced high in India.

Yamaha has got gear less scooters starting from 50 cc and above. All the three scooters viz. Neo, Fino and Spark are gear less.  While Neo and Fino are air cooled scooters, Spark is a liquid cooled one.

PROJECT NO. 1

QUALITY LEVEL IMPROVEMENT

1.1 YELLOW CARD IMPLEMENTATION

• WHAT IS YELLOW CARD?

Yellow card is yellow tag which is used in the part kit zone and engine assembly

WHY YELLOW CARD IS USED?

To avoid supply of extra and less part to part kit.

To avoid missing of parts in part kit.

PROBLEM FACED BEFORE ITS IMPLEMENTATION

1.Supply of extra or less part in part kit.

2. Missing of parts in part kit are the common problem faced by operators in the assembly line.

3.Due to above problems assembly line gets stop which leads to loss in production.

1. Rule 2. Education

3. Implementation 4. Check sheet

Rule:

1. Yellow plate should be used in every stage ,whenever there is stop in a line like:- lunch break, tea-break, shift change etc.

2. Yellow plate availability should be ensure by group leader/line in charge.

3. In case of replacement, contact to line in charge.4. Location of yellow plate should be proper.5. Yellow plate should only be used 5mins after the line stopped.

Education:

1. Ensure yellow plate availability on your respective stage.2. If its not then keep it on proper location.3. Use when-ever line stop.4. Cross check by group leader.

Implementation:

1. Operator:-

Yellow plate has to use, whenever line-stop.

2. Group leader:-

Cross check during line STOP.

3. Line-in-charge:-

Check availability and condition of yellow plate by his/her check sheet.

Check sheet:

• Check sheet column should be filled by group leader/line-in-charge whenever line stops.

Audit:

• Check sheet should be audited by senior manager once in a week to ensure proper implementation of yellow card.

.

BENEFITS AFTER YELLOW CARD IMPLEMENTATION:

1.After implementation of yellow card supply of parts are accurate.

2.Problem faced by operator of missing parts in part kit is solved.

3.Production of engine assembly is increased.

QUALITY MANAGEMENT

%AGE OF REJECTION DUE TO APPEAREANCE

COUNTER-MEASURE & ACTION PLAN TO REDUCE THE APPEAREANCE REJECTION

%AGE

1.2- C/HEAD FINS DENT & SCRATCHES

Problem Back Ground :

C/Head Absorber Pressing Jig Wear Out , During Absorber Pressing it was generating minor dents on Cylinder Head Fins .

But this condition was acceptable in Other Model except 45P1 Model

Nos. of Engine Rejected for same problem : 187

New Jig prepared with soft Taflon Material

Old Jig New Jig prepared with soft Taflon Material

Rubber Shock Absorber Pressing Fixture Improved - 45P1

Before After Improvement

Soft Teflon Rubber Pad provided to avoid Scratches / Paint Peel off

Soft Teflon During Assy.

SCRATCH

1.3P ART KIT TRAY IMPROVEMENT -SMALL PART KIT TRAY

BEFORE

AFTER

(Stand for Keeping Part Kit Tray Redesigned to making separate platform for keeping Wrench / Hand Tools to avoid Dent / Scratches)

SEPERATE

1.4-PART KIT TRAY IMPROVEMENT – MEDIUM PART KIT TRAY

PART TO PART TOUCH AREA IDENTIFICATION :

Fig. 1 Fig. 2 Fig. 3 Fig. 4

ACTION PLAN

Fig. 1 At wall area of Bin some cushion required to avoid

hitting of C.C.-1 with Bin walls

Fig. 2 At wall area of Bin some cushion required to avoid

hitting of C.C.-2 with Bin walls

Fig. 3 Cover-2 required to be supply out of Tray

Fig. 4 Head Cover required to be supply out

Of Tray

SCHEDULE :

Schedule will be finalized after discussion with M.E.

IMPROVEMENT AFTER IMPLEMENTATION OF ABOVE PROJECT

CONCLUSION:

In Feb. %age of appearance problem-22.8%

In March 2011 %age of appearance problem-4.8%

After taking counter measure , actions were taken which lead to reduction from 22.8% to 4.8%

PROJECT NO.2

IRREGULAR COST REDUCTION

2.1- PROBLEMS DUE NON STD.SUPPLY OFMATERIAL IN ENGINE ASSEMBLY

CALCULATION:

Total time wastage/1 engine = 60sec

Total time wastage/day= 60sec x 2000engine =120000sec

Man power wastage/day=120000/26400 = 4.5man

Irregular cost/day due to non std. parts supply= 4.5 x 40=1800/day

Annually irregular cost due to non std. parts supply = 648000Rs

Irregular cost due pats repair and rejection = under calculation

2.2 -NON STD. SUPPLY OF MATERIAL & IRREGULAR COST IN STORE DEPARTMENT

PRESENT SUPPLY FROM DOMESTIC VENDOR

1.Present Situation 2.Unpacking of carton

3. Transfer to bins

5.Transfer to truck 4.Waste Flow

CALCULATIONS OF IRREGULAR COST

• Irregular cost of man power per day =6personXRs250=Rs1500/day

• Irregular cost of man power per month=1500X30=Rs45000/month

• Irregular cost of man power annually=45000X12=Rs5,40,000/year

PROBLEMS DUE TO NON STD. SUPPLY OF MATERIAL

1.Time wastage for opening of carton boxes.

2.Dent on parts.

3.5s condition unsatisfied.

4.Extra man power required for waste flow of carton.

5.Delay in part feeding of material in assembly line.

PROJECT NO. 3

POLICY OF MOTIVATION

3.1- REWARD POLICY FOR OPERATOR

RULE:

1. Checking the working condition ,if its not proper, then inform to the line in-charge.

2. If operator one made any mistake and other operator finds it, then as per rule other operator has to provide some reward & operator one has to be given a warning(more then 3 warning, strict action should be taken on him/her}

3. Line in-charge has to inform the Group Leader.

4. If Group Leader require its necessity / if problem is justified

then he has to follow the following reward policy rule:

REWARD POLICY RANK:

RANK A

If anyone find the fault concerning with human safety then he/she’ll be rewarded as our norms.

RANK B

If anyone find the fault concerning with market value then he/she’ll be rewarded as our norms.

RANK C

If anyone find the fault with-in the plant {engine-area} then he/she’ll be rewarded as our norms

PROCEDURE:

BENEFITS:

TRAINING/EDUCATION PROCESS:

1. Line in-charge2. Group leader3. Operator

CHECK SHEET:

PROJECT NO 4

PROCESS STANDARD IMPLEMENTION

4.1- OPERATION STANDARD DISPLAY : PROCESS STRENGTHENING

As Casual Operator keeps changing, there should be an operation std so that anyone can work as per std and there should no impact of

operator change

BEFORE

AFTER

PROJECT NO. 5- SHOP FLOOR MANAGEMENT

5.1- SCHEDULE FOR TROLLEY CLEANING

RULE FOR TROLLEY CLEANING

1. Trolley should be cleaned by movement operator daily.

2. Unwanted material in the trolley should be removed.

3. Each line manager will check the sheet timely.

IMPLEMENTATION

1. Paint the trolley.

2. Each trolley should be given proper sequence number.

3. Proper cover seat should be provided to each and every trolley

CHECK SHEET

S.No Activity

Description

Date NG OK Remark

1 Paint condition

2 Seat cover

3 Wheel condition

4 Dust and oil

5.2- TOOLS MANAGEMENT-MINI TOOL CRIB

Operation standard of supplementary material management

BEFORE AFTER

5.3- PART MANAGEMENT – DISASSEMBLED PART

Management of disassembled parts

BEFORE

AFTER

Tool position fixation. Exclusive trolley to be used for dismantled parts. Making the defects part clear

EXPERIENCE AT IYM

After doing our training in IYM, We felt the importance of training in the industry and the practical applications involved.

During our training period in IYM, we got an exposure of the industrial culture and work environment which is prevalent in the organization. All the staff members and associates were very co-operative throughout the training and it was a learning experience in all the way. IYM is a highly professional company with very strong management fundamentals and extremely forward looking and cohesive approach with a strong emphasis on total quality management.

Wishing IYM and its family all the best for the future endeavors and we look forward to being associated with the company for giving positive contribution in anyway possible.

REFERENCES

Engine department of IYM-Surajpur plant(Greater Noida).

Mr. Bijender Kaushik (Sr. Manager, Engine Assembly)

www.yamaha.com

www.wikepedia.com