MAHINDRA & MAHINDRA LIMITED (SWARAJ TRACTOR DIVISION)

MID TERM REPORT ( 6 MONTH INDUSTIRIAL TRAINING) AT

MAHINDRA & MAHINDRA LTD. (SWARAJ TRACTOR DIVISION) PHASE-IV, S.A.S. NAGAR.

Submitted By: Gurmukh Singh 80401514004(L) B.Tech Mechanical Engg. LALA LAJPAT RAI INSTITUTE OF ENGG. & TECH. MOGA Training Period: 16th Jan 2011 to 10th June 2011 INDEX S No. Particulars 1 2 3 4 5 Introduction Units of SWARAJ Manufacturing System Project on TPM Conclusion INTRODUCTION To have A tractor is a vehicle specifically designed to deliver a high tractive effort at slow speeds, for the purposes of hauling a trailer or machinery used in agriculture or constr uction. Most commonly, the term is

used to describe the distinctive farm vehicle: agricultural implements may be t owed behind or mounted on the tractor, and the tractor may also provide a source of power if the implement is mechanise d. In 1970, Punjab Government acquired the Swaraj tractor's design and established Punjab Tractors Limited (PTL). It was India's first large-scale totally indigenous project. The Tractors of PT L are very popular. The company exports Tractors to various countries including USA.in1971-73, the P TL decided to produce 5000 tractors annually. In 1974, 2 models of tractor was produced i.e. 724FE and 735FE .in 19 79 swaraj automotive limited was started and in 1980 Swaraj 8100 was the first propelled combine was started and also Swaraj foundry was started in that year. In 1983,50hp Swaraj 855 was produced. In 1989, Swaraj engine limit ed was started.In1995,a plant was started in which annually 12000 tractors was produced in Chapparchari. Different models of Swaraj are: 1. Swaraj 855FE 2 Swaraj 744FE 3. Swaraj 735FE 4. Swaraj 834FE 5.Swaraj 733FE 6.Swaraj 724FE 7.Swaraj 722SUPER 8.Swaraj 978FE

P.T.L. s Birth Keeping in mind Punjab s agrarian economy it was decided by the Punjab government to encourage the growth of industries, which complement Punjab s agriculture growth. This task was entrusted to Punjab Stat e Industrial Development Corporation (PSIDC), which has played a major role in bringing Punjab to the threshold of th e industrial revolution.With the dual objective of industrial and agriculture growth, PUNJAB TRACTORS LIMITED was esta blished on 27 June 1970. M & M (MAHINDRA & MAHINDRA LIMITED) HOW PTL BECOME M&M-FES? Punjab Tractors Limited merged with Mahindra & Mahindra Ltd. in February 2009 and is now part of the Mahindra FES & is known as Swaraj Division. The company was established in 1970 when the Punjab Government took over the de sign of the Swaraj tractor. THE PTL-M&M MERGER In mid 2003, a private equity firm, Actis Capital bought 29% of Punjab Tractors from the Punjab Government. CDC/Actis Group & Burman Family's disinvest ment 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 increased its share in Punjab to 64.6% in July 2007. LIST OF PRODUCTS MANUFACTURED SWARAJ GROUP of industries manufactures a number of products. Following is the l ist of the components manufactured by them: TRACTOR HARVESTOR COMBINES FORK LIFTRES LIGHT COMMERCIAL VEHICLES SHELTERS ENGINES CASTINGS 1. TRACTOR Following is the list of models of tractors that have been manufactured by this company: SWARAJ 722: a 25 bhp tractor introduced in 2003 SWARAJ 724: a 26.5 bhp tractor introduced in 1974 SWARAJ 735: a 39 bhp tractor introduced in 1975 SWARAJ 720: a 19.5 bhp tractor introduced in 1978 SWARAJ 834: a 55 bhp tractor introduced in 2004 2. HARVESTER COMBINE It was India s first indigenous built Harvester Combine called H 8100. Its engine is supplied by ASHOK LEYLAND LIMITED. It is a six-cylinder engine developing a power of 105 bhp. It was basically desi gned to harvest wheat and paddy. 3. FORK LIFT TRUCKS These are also called fork lifters. They are used for loading and unloading of h eavy equipment and various articles in an industry. It has very short turning radius so that it can move easily in l imited spaces. The heart of the FD is a 48 bhp engine supplied by KIRLOSKAR OILS INDIA LIMITED. The fork lifter is manufactured by SWARAJ in collaboration with a Japanese firm KOMATSU. These can be either battery operated or diesel operated. 4.LIGHT COMMERCIAL VEHICLES: SWARAJ MAZDA manufactures light vehicles, which are, used as loading vehicles, m ini buses, and special order vans. 5. SHELTER SCD manufacturers shelters on order basis, which are made for defence purposes. Some work of the shelter is done in PUNWIRE also. 6. ENGINES : The engines are required for various models of tractors are supplied by SWARAJ E NGINE LIMITED. 7. CASTINGS Castings of differential, gearbox, rear cover; trumpet SWARAJ FOUNDARY DIVISION produces housing required for the production of tractors. Also, castings of various pulleys, reduction gearbox and gearbox of Harvester Combine are also supplied by Foundry Division. Units of SWARAJ Group -

Originally, SWARAJ had set up its plant for the production of tractors. But with the passage of time, to fulfill the requirements of Indian market, it diversified into other fields, with the collaboration of foreign companies like Komatsu, Mazda etc. it opened its new Division near Chand igarh. Following are the five divisions of SWARAJ GROUP: SWARAJ SWARAJ SWARAJ SWARAJ SWARAJ SWARAJ SWARAJ SWARAJ COMBINE DIVISION FOUNDARY DIVISION ENGINE DIVISION MAZDA LTD. AUTOMOTIVE LTD. R & D CENTRE TRACTOR DIVISION COMBINE DIVISION

It was set up in 1980 in village Chappercheri, on Landran road near Khara r in Distt. Ropar. It was started with a capital layout of Rs. 2.6 crores to manufacture self-prope lled harvester combines modeled SWARAJ-8100. It was India s first indigenously produced self-propelled harvester com bine. In 1985, indigenous diesel fork FD-20 and FD-25 with a lifting capacity of 2 ton nes, 2.5 tonnes respectively were brought out. Later in the year, company also entered in collaboration with KOMAT SU FORKLIFT CO. of Japan for manufacturing both diesel and electric fork lifters up to 10 tonnes capacity. In year 1990, the production of tractor was also started here. Presently this division is manufacturing around 75 tractors (FE-855, FE-939). This year target has been set to 30000 tractors annually. Additionally, SCD is manufacturing some components for SWARAJ MAZDA DIVISION. SWARAJ COMBINE DIVISION (SOD) is also producing FIBRE RE ENFORCED PLASTIC (FRP) shelters for Indian army. Shelters are used for various purposes like housing electronic data, handling systems, re frigerated vans, mobile radio stations and other similar defense applications. SWARAJ FOUNDARY DIVISION This plant is located in village Majri near Kurali in Ropar Distt. It is situate d at a distance of around 22 km from Chandigarh. This plant was set up in the year 1980 with an initial investment of Rs. 15 crores. This division supplies the casting to all other units of SWARAJ GROUP. It includes supply of input shaf ts, hub, gear main drive and many other components used in L.M.S. In H.M.S. shop it supply gearbox, differential rear co ver, trumpet housing. The current capacity of this plant is 800 tonnes of gray iron casting per annum on single shift basi s. SWARAJ ENGINE DIVISION This plant is located in Mohali. It was setup in technical and financial collaboration with KIRLOSKAR OIL ENGINE LIMITED. It was setup in the year 1987 f or the manufacture of diesel engines. This plant manufactures engines for SWARAJ TRACTORS. It also supplies connecting rods to SWARAJ MAZDA DIVISION. The installed capacity of this plant was 1500 engines per annum. Engine producti on in this company has reached level of 15921, a volume growth of 27% as compared to previous year. Total reven ue of this plant has reached up to

Rs.72.6 crore SWARAJ MAZDA LTD. Punjab Tractors Ltd. entered into technical & financial collaboration with Mazda motors corporation Japan in1984to set up another company by the name Swaraj Mazda ltd. for manufacturing light commercial vehicle with capital outlay of rs30crores it situated near Ropar town of Ropar district in the Punjab state Swaraj Mazda ltd went into commercial production in the year1986. At present it is manu facturing T-3500 busses of 3.5tonnes payload capacity. SWARAJ AUTOMOTIVE LTD. Swaraj Automotive Ltd. is situated at Nacho district Patiala of Punjab state. It was a sick unit before the Swaraj group overtook it, with constant efforts of the new management, now it i s again on the path to success. It supplies tractors sets mudguards & bonnets etc. to the tractor divisions & seats to Maruti. SWARAJ R & D CENTRE The Research & Development unit of Swaraj is situated at Industrial Area, Phase7 in S.A.S Nagar. In this unit the research of new models of tractors is being done & the modifica tion in old models is being done. Activities at Swaraj research & development unit: . Design & development of new product based on market requirements. . Product improvement (Engine, Transmission, Sheet Metal, Hydraulics, & Steering ) based on field performance reports. . Value Engineering . Product Reliability . Design, Development & commissioning of test reports. . Testing of components for performance & product reliability. . Assistance in vendor development. . Co-ordination, periodic testing & evaluation of tractor model at CFMTTI (Centr al Farm Machinery Training & Testing Institute), Budni. SWARAJ TRACTORS DIVISION (MOHALI) Swaraj Tractor Division is situated at phase-IV, S.A.S. Nagar, an important indu strial town, 5 Km from Chandigarh, in Ropar District, in Punjab. It was set up on May 27, 197 0 with the dual objective of industrial and agriculture growth. It was the first SWARAJ DIVISION to be set up . This was India s first large-scale project totally based upon indigenous design and technology of India itself. It manufactures different models of tractors i.e., of different HPs. Presently around 90 100 tractors are pro duced in a day in two shifts. Rated capacity : 40100 tractors per year. Employee strength: Around 3000 Annual turnover: Rs. 1300 crores Manufacturing System STD operates through a series of departments, which can be broadly classified in to: Production This is most important section as it is directly linked to production of all the required components.

The output is directly dependent on this part of the factory. The following are the main sections involved in production work. Light machine shop (LMS) Heavy machine shop (HMS) Assembly shop Heat treatment shop Paint shop 2. Product services This is next most important section as it deals with improving the performance o f production sections. It also caters to the needs of design, research & development, production but i t is nonetheless as important as all others. It takes care of all kinds of management information system & infrastru cture needs. The following are the major departments which come under this section: Tool room Tool control cell (TCC) Industrial engineering Research & Development Production planning & control (PPC) Material Management & control (Stores) Quality Engineering Maintenance Construction 3. Support Services This section although doesn.t directly contribute to production but it is noneth eless as important as all others. It takes care of all kinds of management information systems & infrastructures n eeds. The following are the major services that this section provides to the plant: Management systems Finances Purchase PROJECT Total Productive Maintenance ( TPM ): It can be considered as the medical science of machines. Total Productive Mainte nance (TPM) is a maintenance program which involves a newly defined concept for maintaining plants and equipment. The goal of the TPM program is to markedly increase production while, at the same time, increasing employee morale and job satisfaction. TPM brings maintenance into focus as a necessary and vitally important part of t he business. It is no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of the manufacturing day and, in some cases, as an integral part of the manufacturing process. The goal is to hold emergency and unscheduled maintenance to a minimum. OBJECTIVES: TPM was introduced to achieve the following objectives. The important ones are l isted below. Avoid wastage in a quickly changing economic environment. Producing goods without reducing product quality. Reduce cost.

Produce a low batch quantity at the earliest possible time. Goods send to the customers must be non defective. Types of maintenance : 1. Breakdown maintenance : It means that people waits until equipment fails and repair it. Such a thing cou ld be used when the equipment failure does not significantly affect the operation or production or generate an y significant loss other than repair cost. 2. Preventive maintenance ( 1951 ): It is a daily maintenance ( cleaning, inspection, oiling and re-tightening ), de sign to retain the healthy condition of equipment and prevent failure through the prevention of deterioration, period ic inspection or equipment condition diagnosis, to measure deterioration. It is further divided into periodic mainten ance and predictive maintenance. Just like human life is extended by preventive medicine, the equipment service life c an be prolonged by doing preventive maintenance. 2a. Periodic maintenance ( Time based maintenance - TBM) : Time based maintenance consists of periodically inspecting, servicing and cleani ng equipment and replacing parts to prevent sudden failure and process problems. 2b. Predictive maintenance : This is a method in which the service life of important part is predicted based on inspection or diagnosis, in order to use the parts to the limit of their service life. Comp ared to periodic maintenance, predictive maintenance is condition based maintenance. It manages t rend values, by measuring and analyzing data about deterioration and employs a surveillance s ystem, designed to monitor conditions through an on-line system. 3. Corrective maintenance ( 1957 ) : It improves equipment and its components so that preventive maintenance can be c arried out reliably. Equipment with design weakness must be redesigned to improve reliability or improving maintain ability 4. Maintenance prevention ( 1960 ): It indicates the design of a new equipment. Weakness of current machines are suf ficiently studied ( on site information leading to failure prevention, easier maintenance and pre vents of defects, safety and ease of manufacturing ) and are incorporated before commissioning a n ew equipment. TPM - History: TPM is a innovative Japanese concept. The origin of TPM can be traced back to 19 51 when preventive maintenance was introduced in Japan. However the concept of preventive maintenance was taken from USA. Nippondenso was the first company to introduce plant wide preventive maintenance in 1960. Preventive maintenance is the concept wherein,

operators produced goods using machines and the maintenance group was dedicated with work of maintaining those machines, however with the automation of Nippondenso, maintenance became a problem as mor e maintenance personnel were required. So the management decided that the routine maintenance of equipment would be car ried out by the operators. ( This is Autonomous maintenance, one of the features of TPM ). Maintenance gro up took up only essential maintenance works. Thus Nippondenso which already followed preventive maintenance also added Autono mous maintenance done by production operators. The maintenance crew went in the equipment modification for improvin g reliability. The modifications were made or incorporated in new equipment. This lead to maintenance prevention. Thus preventive maintenance along with Maintenance prevention and Maintainability Improvement gave birth to Productive maintenance. The aim of productive maintenance was to maximize plant and equipment effectiveness to achieve optimum life cycle cost of production equipment. By then Nippon Denso had made quality circles, involving the employees participa tion. Thus all employees took part in implementing Productive maintenance. Based on th ese developments Nippondenso was awarded the distinguished plant prize for developing and implementing TPM, by the Japanese Institute of Plant Engineers ( JIPE ). Thus Nippondenso of the Toyota group became the first company to obtain the TPM certification. TPM Targets: Obtain Minimum 80% OPE. Obtain Minimum 90% OEE ( Overall Equipment Effectiveness ) Run the machines even during lunch. ( Lunch is for operators and not for machine s ! ) Operate in a manner, so that there are no customer complaints. Reduce the manufacturing cost by 30%. Achieve 100% success in delivering the goods as required by the customer. Maintain a accident free environment. Increase the suggestions by 3 times. Develop Multi-skilled and flexible workers. Motives of TPM Adoption of life cycle approach for improving the overall performance of product ion equipment. Improving productivity by highly motivated workers which is achieved by job enla rgement. The use of voluntary small group activities for identifying the cause of failure , possible plant and equipment modifications. Uniqueness of TPM The major difference between TPM and other concepts is that the operators are al so made to involve in the maintenance process. The concept of "I ( Production operators ) Operate, You ( Maintenance department ) fix" is not followed. TPM Objectives Achieve Zero Defects, Zero Breakdown and Zero accidents in all functional areas of the organization. Involve people in all levels of organization.

Form different teams to reduce defects and Self Maintenance. Direct benefits of TPM Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5 or 2 times. Rectify customer complaints. Reducethe manufacturing cost by 30%. Satisfy the customers needs by 100 % ( Delivering the right quantity at the righ t time, in the required quality. ) Reduce accidents. Follow pollution control measures. Indirect benefits of TPM Higher confidence level among the employees. Keep the work place clean, neat and attractive. Favorablechange in the attitude of the operators. Achieve goals by working as team. Horizontaldeployment of a new concept in all areas of the organization. Share knowledge and experience. The workers get a feeling of owning the machine. OEE ( Overall Equipment Efficiency ) : OEE = A x PE x Q A - Availability of the machine. Availability is proportion of time machine is a ctually available out of time it should be available. A = ( MTBF - MTTR ) / MTBF. MTBF - Mean Time Between Failures = ( Total Running Time ) / Number of Failures. MTTR - Mean Time To Repair. PE - Performance Efficiency. It is given by RE X SE. Rate efficiency (RE) : Actual average cycle time is slower than design cycle tim e because of jams, etc. Output is reduced because of jams Speed efficiency (SE) : Actual cycle time is slower than design cycle time machi ne output is reduced because it is running at reduced speed. Q - Refers to quality rate. Which is percentage of good parts out of total produ ced sometimes called "yield". Pillars of TPM: PILLAR 1 - 5S : TPM starts with 5S. Problems cannot be clearly seen when the work place is unorg anized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement. Japanese Term English Translation Equivalent 'S' term Seiri Organisation Sort

Seiton Tidiness Systematise Seiso Cleaning Sweep Seiketsu Standardisation Standardise Shitsuke Discipline Self - Discipline SEIRI - Sort out : This means sorting and organizing the items as critical, important, frequently u sed items, useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby and items that are not be used in near future, should be stored in some place. For this step, the worth of the item should be decided based on utility and not cost. As a result of this step, the search time is reduced. Priority Frequency of Use How to use Low Less than once per year, Once per year< Throw away, Store away from the workplace Average At least 2/6 months, Once per month, Once per week Store together but offline High Once Per Day Locate at the workplace SEITON - Organise : The concept here is that "Each items has a place, and only one place". The items should be placed back after usage at the same place. To identify items easily, name plates and colored tags has to be used. Vertical racks can be used for this purpose, and heavy items occupy the bottom position in the racks. SEISO - Shine the workplace : This involves cleaning the work place free of burrs, grease, oil, waste, scrap e tc. No loosely hanging wires or oil leakage from machines. SEIKETSU - Standardization : Employees has to discuss together and decide on standards for keeping the work p lace / Machines / pathways neat and clean. This standards are implemented for whole organization and are tested / Inspected randomly. SHITSUKE - Self discipline : Considering 5S as a way of life and bring about self-discipline among the employ ees of the organization. This includes wearing badges, following work procedures, punctuality, dedicatio n to the organization etc.

PILLAR 2 - JISHU HOZEN ( Autonomous maintenance ) : This pillar is geared towards developing operators to be able to take care of sm all maintenance tasks, thus freeing up the skilled maintenance people to spend time on more value adde d activity and technical repairs. The operators are responsible for upkeep of their equipment to prevent it from d eteriorating. Policy : Uninterrupted operation of equipments. Flexible operators to operate and maintain other equipments. Eliminating the defects at source through active employee participation. Stepwise implementation of JH activities. JISHU HOZEN Targets: Prevent the occurrence of 1A / 1B because of JH. Reduce oil consumption by 50% Reduce process time by 50% Increase use of JH by 50% Steps in JISHU HOZEN : Preparation of employees. Initial cleanup of machines. Take counter measures Fix tentative JH standards General inspection Autonomous inspection Standardization and Autonomous management. PILLAR 3 - KAIZEN : "Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for small improvements, but carried out on a continual basis and involve all people in the organization. Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The principle behind is th at "a very large number of small improvements are move effective in an organizational environment than a few impr ovements of large value. This pillar is aimed at reducing losses in the workplace that affect our efficiencies. By us ing a detailed and thorough procedure we eliminate losses in a systematic method using various Kaizen tools. These act ivities are not limited to production areas and can be implemented in administrative areas as well. Kaizen Policy : Practice concepts of zero losses in every sphere of activity. relentless pursuit to achieve cost reduction targets in all resources Relentless pursuit to improve over all plant equipment effectiveness. Extensive use of PM analysis as a tool for eliminating losses. Focus of easy handling of operators. PILLAR 4 - PLANNED MAINTENANCE : It is aimed to have trouble free machines and equipments producing defect free p roducts for total customer satisfaction. This breaks maintenance down into 4 "families" or groups which was defined earlier. Preventive Maintenance Breakdown Maintenance

Corrective Maintenance Maintenance Prevention With Planned Maintenance we evolve our efforts from a reactive to a proactive me thod and use trained maintenance staff to help train the operators to better maintain their equipment. Policy : Achieve and sustain availability of machines Optimum maintenance cost. Reduces spares inventory. Improve reliability and maintainability of machines. Target : Zero equipment failure and break down. Improve reliability and maintainability by 50 % Reduce maintenance cost by 20 % Ensure availability of spares all the time. Six steps in Planned maintenance : Equipment evaluation and recoding present status. Restore deterioration and improve weakness. Building up information management system. Prepare time based information system, select equipment, parts and members and m ap out plan. Prepare predictive maintenance system by introducing equipment diagnostic techni ques and Evaluation of planned maintenance. PILLAR 5 - QUALITY MAINTENANCE : It is aimed towards customer delight through highest quality through defect free manufacturing. Focus is on eliminating non-conformances in a systematic manner, much like Focused Improvem ent. We gain understanding of what parts of the equipment affect product quality and begin to eliminate current qua lity concerns, then move to potential quality concerns. Transition is from reactive to proactive (Quality Control to Q uality Assurance). QM activities is to set equipment conditions that d on the basic concept of maintaining perfect equipment to maintain perfect quality of ecked and measure in time series to very that measure values are within standard values to n of measured values is watched to predict possibilities of defects occurring and to and. preclude quality defects, base products. The condition are ch prevent defects. The transitio take counter measures before h

Policy : Defect free conditions and control of equipments. QM activities to support quality assurance. Focus of prevention of defects at source Focus on poka-yoke. ( fool proof system ) In-line detection and segregation of defects. Effective implementation of operator quality assurance. Target : Achieve and sustain customer complaints at zero Reduce in-process defects by 50 %

Reduce cost of quality by 50 %. Data requirements : Quality defects are classified as customer end defects and in house defects. For customer-end data, we have to get data on Customer end line rejection Field complaints. In-house, data include data related to products and data related to process Data related to product : Product wise defects Severity of the defect and its contribution - major/minor Location of the defect with reference to the layout Magnitude and frequency of its occurrence at each stage of measurement Occurrence trend in beginning and the end of each production/process/changes. (L ike pattern change, ladle/furnace lining etc.) Occurrence trend with respect to restoration of breakdown/modifications/periodic al replacement of quality components. Data related to processes: The operating condition for individual sub-process related to men, method, mater ial and machine. The standard settings/conditions of the sub-process The actual record of the settings/conditions during the defect occurrence. PILLAR 6 - TRAINING : It is aimed to have multi-skilled revitalized employees whose morale is high and who has eager to come to work and perform all required functions effectively and independently. Education is given to ope rators to upgrade their skill. It is not sufficient know only "Know-How" by they should also learn "Know-why". By experience they gain, "Know-How" to overcome a problem what to be done. This they do without knowing the root cau se of the problem and why they are doing so. Hence it become necessary to train them on knowing "Know-why". The employees should be trained to achieve the four phases of skill. The goal is to create a factory full of experts. The different phase of skills are Phase Phase Phase Phase 1 2 3 4 : : : : Do not know. Know the theory but cannot do. Can do but cannot teach Can do and also teach. improvement of knowledge, skills and techniques. a training environment for self learning based on felt needs. curriculum / tools /assessment etc conductive to employee revitalizatio to remove employee fatigue and make work enjoyable.

Policy : Focus on Creating Training n Training

Target : Achieve and sustain downtime due to want men at zero on critical machines. Achieve and sustain zero losses due to lack of knowledge / skills / techniques Aim for 100 % participation in suggestion scheme.

Steps in Educating and training activities : Setting policies and priorities and checking present status of education and tra ining. Establish of training system for operation and maintenance skill up gradation. Training the employees for upgrading the operation and maintenance skills. Preparation of training calendar. Kick-off of the system for training. Evaluation of activities and study of future approach. PILLAR 7 - OFFICE TPM : Office TPM should be started after activating four other pillars of TPM (JH, KK, QM, PM). Office TPM must be followed to improve productivity, efficiency in the administrative functions and identify a nd eliminate losses. This includes analyzing processes and procedures towards increased office automation. Office TPM addresses twelve major losses. They are Processing loss Cost loss including in areas such as procurement, accounts, marketing, sales lea ding to high inventories Communication loss Idle loss Set-up loss Accuracy loss Office equipment breakdown Communication channel breakdown, telephone and fax lines Time spent on retrieval of information Non availability of correct on line stock status Customer complaints due to logistics Expenses on emergency dispatches/purchases Inventory reduction Lead time reduction of critical processes Motion & space losses Retrieval time reduction. Equalizing the work load Improving the office efficiency by eliminating the time loss on retrieval of inf ormation, by achieving zero breakdown of office equipment like telephone and fax lines. Office TPM and its Benefits : Involvement of all people in support functions for focusing on better plant perf ormance Better utilized work area Reduce repetitive work Reduced inventory levels in all parts of the supply chain Reduced administrative costs Reduced inventory carrying cost Reduction in number of files Reduction of overhead costs (to include cost of non-production/non capital equip ment) Productivity of people in support functions Reduction in breakdown of office equipment Reduction of customer complaints due to logistics Reduction in expenses due to emergency dispatches/purchases Reduced manpower Clean and pleasant work environment. PILLAR 8 - SAFETY, HEALTH AND ENVIRONMENT :

Target : Zero accident, Zero health damage Zero fires. In this area focus is on to create a safe workplace and a surrounding area that is not damaged by our process or procedures. This pillar will play an active role in each of the other pillars on a regular basis. A committee is constituted for this pillar which comprises representative of off icers as well as workers. The committee is headed by Senior vice President ( Technical ). Utmost importan ce to Safety is given in the plant. Manager (Safety) is looking after functions related to safety. To create awaren ess among employees various competitions like safety slogans, Quiz, Drama, Posters, etc. related to safety can be organiz ed at regular intervals.

CONCLUSION My training was the most versatile experience. I had the pleasure to do the work with one of the most reputed factory in their field- "PUNJAB TRACTORS LTD." I received the blend of experience in Pr ivate as well as in Govt, sector. It was a good learning time during my training as we were fortunate to be place d in the department related to manufacturing. I feel training has give me exposure to undergo projects in the M anufacturing field as well help me a lot to understand the company work culture, working with teams and much more. I n the end I will like to thank all persons who helped me through out my training to enhance my experience. I also pay my regards to my Lecturers for their guidance during my training and my Academics helped me to do a lot during my training.

GURMUKH SINGH