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Industrial Training At M/s Rane (Madras) Limited, Mysore.

ABSTRACT

Industrial training as the name suggests in the preparation for the

future project implementation. Training at M/s Rane (Madras) Ltd., Mysore plant

was been a very good learning in all aspects. In the training phase first of all I

came know about the company, the work done, the products manufactures,

projects done, the standards maintained by them during the whole process of

their work.

During the Industrial Training period at RML, I studied the organization

details, Company profile and the functions Quality Assurance Department. The

study requires thorough knowledge of organization. The study focuses on the

different departments and their functioning and the methods to improve the

organization. So, this study provides a wide scope for the student to gain an

insight into the practical aspects of the working of an organization and thus

increase his managerial skills.

Department Of Mechanical Engineering, SJCE, Mysore 1


List of figures.

Fig. No. Details Page No.

2.1 RML Plant locations 11

2.2 RML Product range. 11

2.3 RML customer wise product range 12

2.4 RML customer base 12

2.5 QMS at RML 14

3.1a) Organization structure - RML 18

3.1b) Organization structure - RML, Mysore 18

3.2 Organization structure –Manufacturing 19

3.3 Organization structure – PLE 20

3.4 Organization structure - MMD 21

3.5 Organization structure - Finance 22

3.6 Organization structure - HRD 23

3.7 Organization structure - MED 24

3.8 Organization structure - Q.A. 25

List of tables.

Table No. Details Page No.

2.5 RANE customers & products 13



List of abbreviations.

Sl No, Abbreviations Details

1.0 RML Rane (Madras) Ltd.

2.0 SGP Steering Gear Products

3.0 SSLP Steering & Suspension Linkage Products

4.0 Q.A. Quality Assurance

5.0 PLE. Plant Maintenance Engineering

6.0 MMD. Materials Management Department

7.0 MED. Methods Engineering Department

8.0 MMD. Materials Management Department

9.0 M&HCV Medium & Heavy commercial vehicle

10.0 LCV Low commercial vehicle

11.0 UV Utility vehicle



CHAPTER 1

INTRODUCTION



1.1Objective of Industrial Training:The main objective of the Industrial Training is to experience and

understand real life situations in industrial organizations and their related

environments and accelerating the learning process of how student’s

knowledge could be used in a realistic way. In addition to that, industrial

training also makes one understand the formal and informal relationships in

an industrial organization so as to promote favorable human relations and

teamwork. Besides, it provides the exposure to practice and apply the

acquired knowledge “hands - on” in the working environment. Industrial

training also provides a systematic introduction to the ways of industry and

developing talent and attitudes, so that one can understand how Human

Resource Development works.

Moreover, students can gain hands-on experience that is related to the

students majoring so that the student can relate to and widen the skills that

have been learnt while being in university. Industrial training also exposes the

students to the real career world and accustoms them to an organizational

structure, business operation and administrative functions.

Furthermore, students implement what they have learned and learn

more throughout this training. Besides, students can also gain experience to

select the optimal solution in handling a situation. During industrial training

students can learn the accepted safety practices in the industry. Students can

also develop a sense of responsibility towards society.

In conclusion, there is strong evidence that industrial training is highly

beneficial to students’ development, and it is highly valued. The students are

well equipped to manage the period of industrial training successfully and

undoubtedly gain useful experience of applying their specialist and technical

skills, as well as developing their personal and communications skills. This

internship also helps students to prepare for the work environment and also

teach the ergonomics of organizations in the real world.In brief:

To understand the organization structure of an industry.

To understand Management skills.



To understand the functions and responsibilities of different departments.

1.2Methods of Industrial Training:

There are many methods used to assist me in gathering sufficient

information for my report. The main source of information was gathered

through interviews with particular employees and managers. They were very

approachable and assisted me in providing information and knowledge.

Next, I also used discussion method to gather information. I discussed

with the staffs on certain task that I was not sure and they helped me by

explanation briefly about their job description and also about the organization.

Apart from that, I also used observation method to gather information for

my project. I observed how the task is carried out, how the staffs interact

among themselves, how the working culture is practiced, how the relationship

between the manager and the employees is and the how the working

environment is.

1.3Scope of Industrial Training:

Industrial Training is very important for student learning process

in order to understand the theory that already learned and relate it with

practical which have been done in practical work at sites, labs,

workshops and much more. Therefore, the trainee should be able:

To train at real working situation at industries before applied

the real job.

E xpose to a new technology and applications in engineering.

E nsure students will respect and follow the company’s rules.

Allow the students to involve in the real working environment.

Improve student’s confidence and develop responsibility.

To know how to solve problem occurs in real work.

To increase the creativity and innovative during the work.

To improve working skill.



To expose the new technology and engineering equipments

that may not be available in college.

CHAPTER 2

Company Profile



2. Company profile:

RANE (MADRAS) LIMITED – PLANT II

79/84, HOOTAGALLI INDUSTRIAL AREA,

MYSORE – 570018.

2.1 RANE’S MISSION :

Provide superior products and services to their customers and maintain Market leadership.

Evolve as an institution that serves the best interests of all stakeholders.

Pursue excellence through total quality management.

Ensure the highest standards of ethics and integrity in all their actions.

2.2 RML’s VISION :

To be the leader in the domestic Steering business and establish global

presence.



Rane has been an integral part of the Indian Automotive Industry since

1929. Founded by Mr. T.R.Ganapathy Iyer, Rane started as a Trading House for

automobiles and parts. The history of Rane is growing from this reputed Trading

House into a major manufacturer of vital components for the Automotive Industry.

Seeking world-class technology and adapting it perfectly to Indian conditions,

RANE has been a key support system in the growth of the automotive industry.

Today, the Rane group, under the leadership of Mr. L. Ganesh, Chairman, has in

its fold manpower strength of 4500 people and a sales turnover in excess of

Rs.600 cores.

The company enjoys total confidence of all the automotive manufacturers and

users in India. This reputation has been built up, as a result of anticipating needs,

and manufacturing products of international quality and reliability. The group has

access to world-class technology through strong alliances - TRW Inc., USA,

Nastech Ltd, Japan, TMD, UK, Unisia JKC, Japan etc.

Rane’s major customers in India are – Maruti Suzuki India Ltd., Ashok Leyland,

Hyundai, Fiat, Hindustan Motors, Mahindra & Mahindra, Hero Honda, TATA

Motors, Eicher, TAFE, Escorts, New Holland Tractors (India) Ltd., John Deere

Equipments Pvt. Ltd., Indian Railways etc

2.3 Down the memory lane…

Founded as Rane Private Limited in 1929, started as a trading house, trading

in automobiles and parts. Represented General Motors, Renault, American

Motors etc

As first diversification from trading, in 1959 Engine Valves Limited was

established for manufacturing IC engine valves.



In 1960 Rane (Madras) limited commenced manufacture of Steering Linkages

(Tie rod ends).

Rane Brake Linings Limited was established in 1964 for manufacturing friction

materials.

In 1965 Rane Madras Limited discontinued with its trading activities.

In 1975 Rane (Madras) Limited started manufacturing of Steering Gears .

RML Mysore division was started in the year 1985.

2.4 RANE group of companies :

Rane Madras Limited (RML)

Rane Engine Valves Limited (REVL)

Rane Brake Linings Limited (RBL)

Rane TRW Steering Systems Limited (RTSSL)

TRW Rane Occupant Restraints Limited (TROR)

Rane Nastech Limited (RNL)

Rane Castings Limited

Karmobile Limited

2.5. About M/s Rane (Madras) Limited.

2.5.1 Background

1960 : Started supplies of steering linkages to original equipment manufacturers.

1975 : Started manufacturing re-circulating ball type manual steering gears

1985 : Started manufacturing lower control arms

1995 : Started manufacturing rack & pinion manual steering gears

2006 : Started manufacturing Hydrostatic Steering gears.



2.5.2 Plant Locations:

Figure No.2.1 RML Plant locations.

2.5.3 Product range & Customer base


(** Under Pilot Production stage)

Chennai Head Quarters, Plant 1

Plant 3

Varanavasi Plant 4

Pudhucherry

MysorePlant 2

Uttarakhand Plant 5 (under construction)

Warehouses

13 Warehouses

Rack & Pinion Steering Gear

Manual Recirculating Ball Steering Gear

Manual Rack & Pinion Steering Gear

Suspension & Steering Linkage Products

Tie rod

ManualSteering Gear

Drag Link

Inner & outerBall Joint

Suspension Ball Joint

Stabilizerlink

Lower Control Arm


Figure No. 2.2 : RML Product range.

Figure No.2.3 RML customer wise product range.


Utility Vehicles

Vehicle Segment Customer Base(Domestic)

Passenger cars

Light Commercial Segment

7%

93%

Served Unserved

33%

67%

Served Unserved

100%

Served Unserved

Customer % Sharein Industry

RML’s domestic OEM customers have major market share in the industry

Product range - covers entire vehicle segments Product range - covers entire vehicle segments

RANE RANE RANE RANE RANE RANE

RANE RANE RANE RANE RANE


RANE RANE

RANE RANE

RANE RANE

RANE

RANE


RANE RANE RANE RANE RANE


RANE RANE

RANE RANE

RANE RANE

RANE

RANE

XLO / ZFXLO XLO / ZF SONA / XLO XLO / ZF SONA

SONASONA

QH QHQHQH QHQH

QH QHQHQH QHQH

SONASONA

SONA / QH SONA / QH

EATON

XLO / ZFXLO XLO / ZF SONA / XLO XLO / ZF SONA

SONASONA

QH QHQHQH QHQH

QH QHQHQH QHQH

SONASONA

SONA / QH SONA / QH

EATON


Figure No. 2.4 RML Customer base.

2.5.4 List of customers:

Table 2.1: Rane products and customersSl no Customer Products1 M&M- TD Mumbai 1.Linkage assembly

2.Steering gear assembly 2 M&M-AD Mumbai 1.Suspension ball joint

2.AXLE BJA3 M&M(Swaraj Division) 1.Steering gear assembly4 TATA MOTORS Ltd. 1.Suspension ball joint assembly5 Escorts limited farm

Equipment division1.Linkage assembly2.Steering gear assembly

6 TAFE Ltd. 1.Linkage assembly2.Steering gear assembly3.Cylinders

7 TMTL 1.Linkage assembly2.Steering gear assembly

8 New Holland Tractors(I) Pvt. Ltd. 1.Linkage assembly2.Steering gear assembly

9 JDEPL 1.Linkage assembly2.Steering gear assembly

10 Inter National Tractors 1.Steering gear assembly2.HSU3.Cylinders4.Steering columns

11 Force Motors 1.Linkage assembly2.Steering gear assembly3.Lower control arms

12 SIAM Kubota 1.Steering gear assembly13 Indo Farm 1.Linkage assembly

2.Steering gear assembly14 Same Greaves 1.Linkage assembly

2.Steering gear assembly15 Maruti Suzuki India Ltd. 1.Lower control arms16 DANA India Pvt. Ltd. 1.Linkage assembly17 Piaggio Ltd. 1.Lower control arms18 Ashok Leyland 1.Gear shift lever BJA

2.Cylinders19 HMT Ltd. 1.HSU

2.Steering column3.Reservoir



4.Cylinders20 AMW 1.Cylinders

2.GSL ball joint assembly

2.5.5 Quality Management Systems at RML;

Figure No. 2.5 QMS @ RML

2.5.6 DEMING Prize :

The DEMING PRIZE is a prize instituted by the JUSE {Union Of

Japanese Scientists and Engineers} in the 1950s. It is awarded annually to

those individuals and companies showing the most important in Quality

control.

The prize itself is named after a man few Americans have ever heard

of, Dr. W.Edward Deming. He was a government Statistical Consultant to the

post – W W I I Japanese administration and gave a series of lectures in

the early 1950s that revolutionized Japanese business . He told them

that "Japanese quality could be the best in the world, instead of the worst,

and they could transform the phrase ' Made in Japan'

2.5.7 Future Plan


1998

2003

2004

2004

2007


Continuously enhancing TQM practices and achieves the highest TQM award“ Japan Quality Medal” by 2011.

2.5.8 Uniqueness of the company::

Only manufacturer of Steering Gears and Linkages

Market leader in both product groups

RML manufacturers all ranges of Manual Steering gears and linkages

1. Re-circulating Ball and Rack & Pinion steering gear assembly

2. With grease nipple / Greaser less / Serviceable linkages

Only company to supply the entire range of Auto Industry – M&HCV, LCV,

UV, Tractors & Passenger cars.

Certified to ISO 9001 & ISO/TS16949 / ISO 14001/ OHSAS 18001

DEMNG Prize award.

RML meets in excess of 50% of the demand generated in India alone



CHAPTER 3

Area of Training



3.1People interacted with:

1. Manoj B.R (Deputy Manager), QA

2. Shiva Shankar K.T(Asst. Manager), MFG

3. A.N Muthappa (Sr. Executive), MMD

4. Syeda Mishba Razak(Sr. Executive), HRD

5. Eshwar Hegde (Manager), Finance

6. Deepak N ( Asst. Manager), MED

7. Udaybhanu S (Deputy Manager). PLE

3.2 Imparts/Insights obtained:

Industrial training is an exposure to the industry at the right time. It

helps in learning the details of company such as the organization structure,

functions and responsibilities of different departments, management skills,

technology, the product and services, maintenance procedure, various tools

used etc. Through the training one will know the hierarchy of departments and

also it helps to closely watch the happenings in an industry. Through the

industrial training program one can prepare himself for the further project

work and will provide a strong base for his career.

The industrial training helped me to get a deep insight about the

structure of the organization, and various departments. It also helped me to

gain the knowledge of how departments perform individually and co-ordinate

with each other to service the customer needs.



3.3 ORGANIZATION STRUCTURE :

Chart below shows the organization chart with different levels of hierarchy.

Fig 3.1a) Organization structure - RML


5

• Improve Customer Satisfaction • Achieve Resource productivity

• Improve Operational performance

Research and Development

(1 )

Production

(205)

Quality Assurance

(24)

Manufacturing Engineering

(10)

Plant Engineering

(18)

Human Resources (4)

Materials (12)

Finance (6)

Sales and Dispatch

(2)

Total -282 Plant Head

Role and Organisation structure

Chairman

PresidentPlant Heads(I,II,III, IV & V)

Marketing

Finance & IT

TQM

Program Management

R&D

Plant Engineering

(PLE)Manufacturing

Plant HR

ManufacturingEngineering

(MED)

Plant Finance

TQMPlant

materials

CO

RP

OR

AT

E F

UN

CT

ION

S

HR

PLANT FUNCTIONS

QA

Materials(MMD)

Chairman

PresidentPlant Heads(I,II,III, IV & V)

Marketing

Finance & IT

TQM

Program Management

R&D

Plant Engineering

(PLE)Manufacturing

Plant HR

ManufacturingEngineering

(MED)

Plant Finance

TQMPlant

materials

CO

RP

OR

AT

E F

UN

CT

ION

S

HR

PLANT FUNCTIONS

QA

Materials(MMD)


Fig 3.2 b) Organization structure - RML, Mysore

3.4 Manufacturing Department :

Fig 3.2 Organization structure – Manufacturing - RML, Mysore

3.4.1 Purpose

The purpose is to ensure timely schedule adherence agreed with the customer

3.4.2 Role :

Achieve Targeted Production

Improve Mfg Quality

Improve Total employee

3.4.3 Functions:

1. Manufacturing Process Quality Improvements


Head - Production-SGP (118)

Module LeaderProduction-

Assly

Module LeaderProduction-Box & R/S

In-ChargePPC

Module LeaderProduction -

W&N

In- Charge Heat Treatment

Plant Head


2. Productivity Improvements

3. High manufacturing variable cost

4. Suggestion implementation

5. Improved system for meeting schedule request

3.5 Plant Maintenance Engineering Department ( PLE ) :

Fig 3.3 : Organization structure – PLE - RML, Mysore

3.5.1 Purpose

The purpose is to sustain & enhance availability of plant & machinery to it's maximum level and to improve quality & maintainability of equipments.

3.5.2 Role :

Upgrade equipment availability Control maintenance cost Reduce power cost

3.5.3 Functions:


HEAD - PLE

DM-M/C MAINTENANCE

ICHARGE-UTILITY

DM-MECH SGP

AM-MECH SSLP

AM-ELE PLANT

SR.EXEELE

EXEMECH

AM - TPMSPARES

PLANT HEAD


Plant consists of around 320 production machines, H.T furnaces, utilities and

facilities including buildings. Caters to the technical service requirement of

manufacturing and calibration requirement of testing & measuring instruments. It

takes care of company statutory & legal requirements.

3.6 Plant Materials Department ( MMD ) :

Fig 3.4: Organization structure – MMD - RML, Mysore

3.6.1 Purpose

The purpose of plant materials is to manage Material supplies & monitor budget to improve competitiveness.

3.6.2 Role :

Ensure Timely Supply

Inventory Management

Support Cost Reduction

3.6.3 Functions:


Plant Head

Head MMD

Incharge Diresct Purchase

Incharge Subcontract

Head MMD - Corp

Incharge Indirect Material


Supply base is around 136 from across the country including subcontract.

Ensuring the supply form Direct / In-Direct and sub-contract material availability

at the plant with:

1. Delivery Management by Structured Scheduling Process and Monitoring of

Supplier Schedule Adherence

2. Inventory Management

3. Cost Management

3.7 Plant Finance Department:

Fig 3.5 :Organization structure – Finance - RML, Mysore

3.7.1 Purpose

To ensure timely and accurate accounting / profit forecasting and cash flow.

3.7.2 Role :

Timely and accurate accounting

Timely and accurate statutory and internal audit compliance

Timely and accurate MIS

Timely profit and cash flow forecasting



3.8 Plant Human Resource Department (HRD) :

Fig 3.6 : Organization structure – HRD - RML, Mysore

3.8.1 Purpose

The purpose is to provide safe working environment and general administration.

3.8.2 Role :

Recruit Employees

Enhance Employee Morale

Manage Labour – Management relationship

• Control Employee & Admin costs



• Build relationship with society

3.8.3 Functions:

Improvement In the Induction System of Officers

Management of Trainees

Improvement in employee TEI

Training of employees in higher-level statistical tools

Morale Building Activities

Safety improvements

3.9 Method Engineering Department ( MED ) :

Fig 3.7: Organization structure – MED - RML, Mysore

3.9.1 Purpose

The purpose is to support the manufacturing function through optimizing the process through modern & innovative tooling, Reduction in cycle time & setup time, Establish manufacturing process for New Product, to meet market demand and quality

3.9.2 Role :

Improve manufacturing Processes

Productivity Improvement Projects



Special initiative on Tool Cost

Saving Projects

3.9.3 Functions:

1. Manufacturing cost competitiveness.

2. Manufacturing system inability to meet fluctuating demand

3. Lead time of New product productionization

4. Process Quality improvement

5. Inadequate use of Statistical tools

3.10 Quality Assurance (Q.A.) :

Fig 3.8: Organization structure – Q.A - RML, Mysore

3.10.1 Purpose

To achieve quality to meet customer expectation.

3.10.2 Role :



Improve incoming material quality Improve in-process quality Improve out going product quality

3.10.3 Functions :

1. Customer Quality Assurance - CQA2. Inprocess Quality Assurance - IQA 3. Supplier Quality Assurance. - SQA

1.Customer Quality :

Purpose:

To improve out going product quality

Role:

Improve exit product quality

Reduce customer complaints

Managing Points:

Conduct Product lay out inspection

Conduct Process audits

Conduct Dock audit

First Time Right approval rate for customer PPAP

Monitoring of Cp / Cpk for special characteristics

Activities :

Reduce customer line rejection / complaints

Reduce response time for customer complaints

Enhance operators skill on fitment and functional characteristics



2. Inprocess Quality Assurance :

Purpose

To support in-process material quality to meet internal customer

requirements.

Role:

Support in-process quality

Improve process robustness

Submit customer PPAP

Managing Points:

Conduct Product lay out inspection

Conduct Process audits

Conduct Dock audit

First Time Right approval rate for customer PPAP

Monitoring of Cp / Cpk for special characteristics

Activities :

Generation of control plan

First off & patrol inspection

Monitoring of Cp / CpK – Special characteristics

Product layout inspection

Process audits



Dock audits

MIS – Manufacturing quality

PPAP

Planning of measuring gauges & instruments

Support NPD

ECN implementation

Inprocess Quality Assurance:

a) Gauge Room & Standards Room

Purpose

Management of measurement & testing equipmentsRole:

Calibration & service of gauges & instruments Ensure measuring capability of gauges & instruments Procure gauges, instruments & equipments

Managing Points:

In-time calibration MSA Study Procurement as per plan

Activities:

Calibration & service of gauges / instruments – Internal / External Procurement of measuring equipments Procurement and control of standards Control of part drawingsb) Metallurgical Lab Purpose To support

product quality in special processesRole: Improve metallurgical quality Improve quality system at supplier Establish process for new products

Activities:

Testing & control of in-coming materials Monitoring & Validation of special processes Control of metallurgical deviations Calibration & Verification of metallurgical instruments



3.Supplier Quality Assurance :

Purpose

To improve incoming material quality to meet internal customer

requirement.

Role:

Improve incoming material quality

Reduce cost of inspection

Managing Points:

Reduce incoming material rejections

Reduce lead time for inspection – Lot Aging

Reduce line rejections due to supplier defect

Activities :

Initial sample approval through ISIR

Agreement of inspection – Supplier parts

Supplier corrective action meet – Bi-monthly

Casting supplier meet – monthly

Vendor quality rating

In co-ordination with STA

PPAP approval

Supplier Training

Suppler system audit



Conclusion



Conclusion:

M/s Rane (Madras) Limited, Mysore plant, was evidenced with a well

defined / structured organization with clarity on purpose, role and the functions

and the activities are drawn against each function with responsibilities. It’s

present turnover over of 100 crores per annum which is almost double the time

compared to 2009 with productivity improved by 55%. There is a significant

growth between 2000 and 2009 and the turnover of the tractor market and RML

Mysore grew along with the industry. With this RML proven has a market leader

in India and enjoying 41% share of business on Steering gear products with 3

competitors and 46% on steering linkage products with 2 competitors.

By implementing TQM practices at M/s Rane (Madras) Ltd., a competitive

auto ancillary unit in the Global market by:

Integrate usage of IT in day to day decision making

Enhance competitive advantage through technology innovation

Widen exports customer profile and sustain number one position in India.

Be recognized as a preferred customer by our suppliers

Continuously improve the competencies and skill levels of employees



Bibliography



Bibliography:

1. Information from departments.

2. RML library.

3. Company Literature.

4. Annual reports.

5. Internet.

a) www.rane.co.in

.


http://www.rane.co.in/

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