Final Project (19 Feb 09)

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A PROJECT REPORT
ON
“STUDY AND ELIMINATION OF DEFECTS USING
QC-STORY & QCRT METHODOLOGY”
CONDUCTED AT
Dept: Vehicle Product Unit

SUBMITTED BY
NITESH R. GALFADE
(D-050709)
B. Tech Production Engineering.
2008-2009
Guided By: Prof.D.V.SHIRBHATE
Department of Production Engineering
VeerMata Jijabai Technological Institute
(Autonomous institute affiliated to University of Mumbai)
Mumbai – 400019
CERTIFICATE
Study & elimination of defects using QC story & QCRT methodology
Nitesh Ranganath Galfade (D-050709) Page 1
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This is to certify that the project on
“STUDY AND ELIMINATION OF DEFECTS USING

QC-STORY & QCRT METHODOLOGY”
In
VEHICLE PRODUCT UNIT
Has been completed satisfactorily by
Mr. Nitesh R Galfade

(B.TECH PRODUCTION ENGINEERING)
Under the guidance of

Mr. S. S. Kangutkar & Mr. D. S. Joshi
____________ _____________
____________
COMPANY GUIDE COMPANY GUIDE COLLEGE GUIDE
Mr. S. S. KANGUTKAR Mr. D. S. JOSHI Mr.
D.V.SHIRBHATE
Module Manager Manager Professor
Quality Assurance Quality Assurance V.J.T.I
Vehicle P. U. Vehicle P. U.
M&M M&M
EXAMINED ON _____________________

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ACKNOWLEDGEMENT
It is my great pleasure to present this report, which will

vouch for prolific and invaluable Training. I consider it an
honored privilege to have undergone Inplant training at
MAHINDRA & MAHINDRA, Vehicle Product Unit, and Kandivli
unit.
I thank my guide Prof. D.V.Shirbhate for his expert

Guidance offered by him as regards the project. I would also
like to thank Dr. Gaonkar (TPO) who helped me in arranging
my training at MAHINDRA & MAHINDRA
The training period of 6 months has enriched me with

invaluable experience of the Industrial culture of the highest
repute. This training period provided me with the Best
opportunity to put my engineering knowledge to practical
use. The knowledge and experience gained will always be
highly cherished by me and have a lifelong influence on my
career.
I am deeply grateful to MR . S. S. Kangutkar & Mr. D.

S. Joshi my project guide who was a great influence on me
during the entire tenure of this training. This project would
have seen the light of day if it wasn’t for this enthusiasm
and the faith they reposed in me.
I would also like to thank Mr. Dilip Bane (Training

Officer) and also (HRD) for Arranging my Training in Vehicle
Product Unit.
I thank Mr. Sadique Shaikh, who zealously guided me

at every juncture of need. Their altruistic co-operation, help
and advice were found to be invaluable in most crucial stages
of my project. I will remember his advice and ideas for
Future progress.
I would also thank other senior people of the shop floor

and my worker friends who have shared their invaluable
experience and taught me practical lessons.
Nitesh R. Galfade

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Table of contents
Sr.no Topic Page

No
1. Introduction to Mahindra Group & Kandivali Plant 5
2. Introduction to my department 28
3. My Daily Activities 36
4. Manufacturing System Design 40
5. Advanced Product Quality Planning 56
6. QCRT Methodology 68
7. Concern Resolution Process (QC Story) 71
8. A Project on: Eliminating the defect loss due to 82

Brake fluid level indicator Wire terminal backout

Clutch fluid leakage through joint at reservoir.

Diesel leakage from fuel tank bottom banjo joint.
11. A Project on: Reduction of Scratches on Vehicle. 107

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Chapter 1
INTRODUCTION
TO MAHINDRA
GROUP
&
KANDIVALI PLANT

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INTRODUCTION
Mahindra and Mahindra Ltd., a premier Organization since 1945,

inspires a sense of confidence and ruggedness among the people.
M & M has two main operating divisions:
The Automotive Division manufactures utility vehicles, light

commercial vehicles and three wheelers. The Company has recently
entered into a JV with Renault of France for the manufacture of a mid-
sized sedan, the Logan, and with International Truck & Engine
Corporation, USA, for manufacture of trucks and buses in India.
The Tractor (Farm Equipment) Division makes agricultural

tractors and implements that are used in conjunction with tractors, and
has also ventured into manufacturing of industrial engines. The Tractor
Division has won the coveted Deming Application Prize 2003, making it
the only tractor manufacturing company in the world to secure this
prize.

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Automotive Division Profile
M&M's association with the automobile business dates back to

1945. The Company was incorporated in 1945 and was originally
formed to manufacture utility vehicles for the Indian market, initially
by importing and assembling Willys Jeep kits. The manufacture of
utility vehicles commenced in 1954 in collaboration with Willys
Overland Corporation and its successors, Kaiser Jeep Corporation and
American Motor Corporation (now part of the DaimlerChrysler group).
The Company commenced manufacturing Light Commercial Vehicles
(LCV) in 1965. The Company has recently entered the three-wheeler
market.
Over the years, the Mahindra brands of vehicles have come to

represent high quality, ruggedness, durability, reliability, easy
maintenance and operational economy. These are the qualities that
have endeared the vehicle to individuals as well as institutions like the
Indian armed forces. M&M is the leader in the MUV business in the
country since inception.
M&M has comprehensive manufacturing facilities with high level

of vertical integration. M&M's automotive division has four
manufacturing plants, three in the state of Maharashtra and one in
Andhra Pradesh. In Maharashtra, its plants in Mumbai and Nasik
manufacture multi-utility vehicles, and engines are produced at the
Igatpuri plant. Light commercial vehicles and three-wheelers are
manufactured at the Company's plant in Zaheerabad in Andhra
Pradesh.
The Mumbai and Nasik plants with the R&D facility at Nasik are
ISO/TS 16949 certified. The Mumbai plant has also been recommended
for the TPM excellence award. The engine plant at Igatpuri has QS
9000 certification. The LCV & three wheeler plant at Zaheerabad have
ISO 9001:1994 certification. Both of these plants are also working
towards TS 16949 certification. The plants in Mumbai and Igatpuri are
also ISO 14001 certified.
M&M has a strong Research & Development set-up, with over

300 engineers in the automotive division. The Company's technical
prowess is proven by negligible import content in the vehicle and by
the design and development of a totally, from ground upward, new
contemporary SUV - Scorpio.

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The division's marketing efforts are supported by a network of

more than 275 dealers across the country, which are managed by 20
sales offices. Additionally, the division has a national network of
authorized service stations and stockiest to meet customer needs for
servicing and spare parts.
Having conquered a substantial portion of India's semi-urban and

rural markets, the division has in recent year’s secured significant
success in urban regions following the introduction of premium MUVs
like Bolero, and Scorpio. Scorpio is M&M's first indigenously developed
Sports Utility Vehicle - an off road vehicle with car like comforts. The
Scorpio was launched in June, 2002 and has been universally
acclaimed. It was declared to be the "Car of the Year" by CNBC Auto
car, BBC Wheels and Business Standard Motoring.
M&M's automotive division also exports its products to several

countries in Africa, Asia and European & Latin American countries.

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Plants under Automotive Division
AUTOMOTIVE SECTOR
KANDIVALI NASHIK ZAHEERABAD IGATPURI
Bolero camper Scorpio Champion Engines:-

Army vehicles Bolero Load king XD3p-72hp
Maxi Truck Marshal Cab star 2600DX
Export Vehicles Maxx Voyager Petrol engine
Maxx Pik up Utility MDI 3200
Pik up Bolero Invader
Pik Up CBC
Major, Commander
Products of the Automotive Division of

Mahindra and Mahindra

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THE KANDIVALI PLANT
This plant houses the administrative offices of the Automotive

Division. The Automotive Division is divided into 6 product units.
Concept of Product Unit (PU):

The concept of PU’s (Product Units) was evolved by Business
Process Reengineering to systematize the processes of receiving
vendor supplies, machining and assembly of distinct parts of the jeep.
 Body Product Unit

 Axle Product Unit
 Transmission Product Unit
 Engine Product Unit
 Foundry Product Unit
 Vehicle Product Unit
Each product unit is assisted by its own Supply Module (stores).

Besides these P. U’s, following department are situated in the
Automotive Division building:
 Human Resource Development (HRD)

 Production Planning & Control (PPC)
 Central Quality Assurance - vendor parts
 Management Development Services
 Personnel Department
 Material Controls Department (MCD)
 Electronic Data Processing (EDP)
 Accounts
 Industrial Engineering
 Design Department

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BODY PRODUCT UNIT
Raw
Material
Sheets
Press Shop
Body Shop
Paint Shop Accessories
Finished
Body shell
to trim
Shop

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 PRESS SHOP :
The press shop manufactures the sheet metal components,
which form the body shell and the chassis of the jeep. M.S. sheets of
thickness varying from 1 – 5 mm are used as raw material.
The Press Shop essentially has the capability to perform various

pressing operations over the sheet metal specifically EN-4 (0.3%-C
1%-Mn 0.065-S & P 0.05-0.35%-Si) which is got cold rolled (majorly)
at thicknesses about 1mm - 5mm.
They follow TPM principle and believe in CLI
C - Cleaning with meaning
L - Lubricating
I - Inspection
The operations performed under the press shop include forming,

bending, drawing, punching, blanking, shearing, flanging etc. Capacity
is from 200T-1200T
Press shop is mainly concerned with Body Parts of vehicle &

carries out various operations like Cutting, Forming, Blocking,
Punching, Embossing, Notching etc. This is carried out with the aid of
various high & low tonnage presses.
It is one of the important shops. Press working of different parts

like accessories of the body of the Jeep parts required for body shell
assembly. Main operations done in press shop are shearing, blanking,
Punching, cut-off, flattening, forming, drawing, bending, flanging,
trimming, joggling, etc.
The press shop is divided into different areas like.
I. Low bay area

II. High bay area
III. Tool repairs

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I. Low Bay Area:

In low bay area there are presses of capacity 150 tons and less.
These presses are used for small parts and for operations like blanking,
punching cut off, trimming, bending, etc. This area includes:
1) Mechanical presses
2) Hydraulic press
3) Press brake
Shearing Section:
Shearing section is considered as part of low bay. Here shearing
of bigger sheets is done to the required size of the part. There are two
shearing machine in this section both are of Godrej make.
II. High Bay Area:

In high bay area there are presses of capacities ranging from
200 tons to 1200 tons. These presses are used for bigger and main
jobs like bonnet, fender, front floor, rear floor etc. All presses are of
mechanical types. These presses are used for operations like forming,
drawing, trimming, punching, flanging etc. These are Godrej, HMT,
Vickers, Fukui (Japan) presses.

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 BODY SHOP :
The Body Product Unit (P.U) is essentially providing the outer

body cover for the vehicles. Their products being
1 MDI TC CDR Body Shell

2 MDI TC CL Body Shell
3 Single CAB 1190 Body Shell
4 Double CAB Body Shell
5 MM 540 Soft top Body Shell
6 MM 540 FRP top body shell
7 Single CAB Body Shell
8 Flat bed Cargo
9 SC Cargo
10 Double Cab Cargo
11 MaXX Cargo
It is subdivided into
• Single CAB assembly area.

• Civilian Legend(CL)/Commander(CDR) assembly area.
• CO2 Welding area.
Here everything related to joining of the various pressed parts into

nearly the final shape is done.

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1) CL Body:
In CL body line the assembly is done without any welding fixtures. The
process is fully based on experience of operators. First the small components
are spot welded on pedestal welding machines and these parts are then
assembled as final assembly with portable spot welding guns. The electrodes
are of copper and are water-cooled. The main parts are body, rear panel, side
panel, rear floor, front floor, cowl top, wheelhouse, etc.
After the body is made it goes for CO2 welding at specified positions.
The next stage is of drilling stage. It is done with portable drilling machines.
After this there is a metal finishing area where the whole body is
finished before sending for painting. While spot welding dent marks are
remaining on body, that dent marks are removed by grinding. Also some high
and low spots in spot welding are leveled properly. The body is then
inspected and sent to the pretreatment shop.
2) MM Body Line:
MM Body assembly is done with the welding fixtures. The main
processes are spot welding and CO2 wielding. Spot wielding is done with both
pedestal welding and portable spot welding guns. There are 12 welding
fixtures used for carrying out the assembly of body. Following assemblies are
done on fixtures:
1 Assembly of rear floor and extension.

2 Assembly of front floor and reinforcement.
3 Assembly of rear floor and front floor.
4 Assembly of right side wheel house panel.
5 Assembly of right side pillar.
6 Assembly of right side panel.
7 Assembly of left side wheel house panel.
8 Assembly of left side pillar.
9 Assembly of left side panel.
10 Assembly of cowl top.
11 Final assembly of above parts.
12 Spot welding for welding of remaining spots, which cannot be done at
other welding fixtures.
 Paint Shop :
Here the assembled body gets painted. It is a High risk area and very
few people are allowed to enter.
Here the body parts & other accessories are painted mainly for 3
purposes.
 To provide an obstacle between metal & atmosphere and thus to

protect the surface from corrosion.
 To hide minor defects like scratches & welding marks.
 To increase the aesthetic value of the vehicle.

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Axle Product Unit
Raw Material Raw Material Raw Material

Raw Material Castings Castings Castings
Forgings
Hypoid Cell Gear Carrier Hub Cell

Machining Differential Machining Machining
Case
Heat
Treatment
Pair Making
Gear Carrier
Assembly Line
Axle Assembly
Line
Final Axles to
Vehicle PU
Line

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Hypoid Line :
Hypoid Pinion and Ring Gears as well as the Bevel Pinion Mates
used in the differential assembly are machined from forgings. The
preliminary operations for the ring gears and pinion mates include
turning the blanks to the required dimensions on various CNC lathes.
Hypoid Gear cutting is carried out on Gleason Hypoid

Generator which is a highly specialized machine tool. Straight bevel
gears of pinion mates are cut on Gleason Revacycle Rotary
Broaching Machine.
After gear cutting and the pinion and ring gears are lapped in a
special lapping machine manufactured by Gleason, the pinion and ring
gears are then meshed in a special machine and fitted to form pairs.

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 Hub and Differential Case Machining Line
The principal machining processes in this line are:
 CNC turning of face and hub OD

 CNC boring of hub ID
 Drilling of Ring Gear mounting holes
 Form milling of Pinion Mate seats
 Gear Carrier Machining Line :

The Gear Carrier casting is machined using the following
machining processes:
 Plano Milling of Gear Carrier base

 End Milling of bearing cap resting faces
 Pin Ball Yoke Machining Line :
The Ball Yoke is a forging, which is welded to the axle. The

steering knuckle fits over this component and slides over its smooth
spherical surface during steering. The various machining operations
and their sequence are as follows:
 Copy turning outer surface and hub OD

 Boring axle shaft ID
 Straddle Milling sides
 Drilling, Counter Boring and Reaming
 Form grinding outer surface
 Gear Carrier Assembly & Testing :
This assembly is further sub-divided into:
1. Differential Case Sub-assembly : It consists of
 Pinion mate and side gear assembly stage.

 Ring gear assembly stage.
 Press fitting of bearing to differential case.

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2. Hypoid Pinion & Gear Carrier Housing Sub-assembly :

It consists of the following stages:
 Cleaning of Gear Carrier housing.

 'A' Reading stage i.e. shims selection for pinion mounting
distance.
 Press fitting of outer race of taper bearing.
 Preload shim selection.
 Press fitting taper bearing and end yoke assembly.
3. Testing & inspection stage : It consists of
 Actual test running of every Gear Carrier assembly.

 Visual inspection.
 Checking for backlash.
 Checking for loading and contact pattern.
 Axle Assembly : The various stages and sub-assemblies

in this assembly line are:
 Welding of Ball Yoke to the axle end, Spring Bracket and
Steering Setting Block to the axle tube.
 Hub and Drum sub-assembly.
 Assembly of Wheel Bearing Spindle & Steering Knuckle to
Ball Yoke.
 Assembly of Gear Carrier to the axle by weld filling 11
holes on the carrier arms.
 Drum Fitment
 Servo Testing

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Transmission Product Unit
Raw Material Raw Material Raw Material

Forging Blank Forging Casting
Transmission
Gear Shaft
Case
Machining Machining
Machining
Heat
H.T.
Treatment
Grinding Grinding
Transmission
Assembly
Finished
Transmission &
Transfer Case
Assembly to
Vehicle P.U.

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 Transmission And Transfer Case (TTC)

Machining Line:
In this line, castings of transmission and transfer cases are
machined. The principal machining operations include:
 Rotary Surface Grinding

 Face Milling
 Precision Boring
 Drilling, Reaming and Tapping
 Four Speed Gear And Shaft Line (4 Speed

GSL)
Various spur and helical gears and transmission shafts required

for 3-speed and 4-speed gear boxes are machined here. The various
machines and processes studied here are as follows:
 CNC Turning
 Auto Turning
 Gear Hobbing
 Gear Shaping
 Gear Tooth Rounding & Chamfering
 Gear Shaving
 Gear Deburring
 CNC Cylindrical Grinding
 Shift Rail And Shift Fork Machining Line :
 Milling cutter Center less grinding of shift rail

 Drilling and Reaming of rail bore on the shift fork
The two of the latest transmission units for the 5-speed gearboxes
of Mahindra & Mahindra are NGT 530 and NGT 520, where NGT
stands for New Generation Transmission.

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I. NGT 530:
The NGT 530 stands for New Gear Transmission cell producing 5-
speed gearbox giving an output of 30 N/m torque. The NGT 530 is the
assembly line producing transmission boxes for MM models like Scorpio
and Bolero. The assembly is of Nagara type, wherein a single worker
does the complete assembly of a unit.
NGT 530 NGT 520
II. NGT 520:
The NGT 520 stands for New Gear Transmission cell producing 5-
speed gearbox giving an output of 20 N/m torque. The NGT 520 is the
assembly line producing transmission boxes for CL models. The
assembly is of Line type, wherein the complete assembly is done in
stages and by different workers at different workstations.
1 3 5
2 4 R
Gear Shift System

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Engine Product Unit
Raw Material Raw Material

Casting Casting
Cylinder Head Crankcase

Machining Machining
Engine Assembly
Engine Testing
Engine Dispatched
to Vehicle PU

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 Crank Case Line Machining:

The crank case casting of spheroidal gray cast iron is cast in the
foundry at M & M or procured from Menon Foundries in semi-finished
condition and then machined in this shop. Machining crankcase is the
most complex of all the processing operations.
The various machines and processes in this line are as follows:
 Boring of crankshaft and camshaft

 Drilling of oil gallery hole
 Drilling of holes on the side face
 Drilling and Reaming of various other holes
 Plano milling of top face
 Boring of cylinder bore
 Cylinder Head Machining Line :
 Plano Milling of sides

 Drilling and Reaming of various holes.
 Engine Testing :
The engines after assembly they are sent for testing in the
testing room. In engine testing room we can at a time test 25 engines.
There are different parameters which are being tested before the
engine is sent for dispatch.

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FOUNDRY PRODUCT UNIT

Sand Receiving
Sand Mixing
Core Making
Sand
Receivable
Mould Making
Melting &
Pouring
Fettling
Shot Blasting
Dispatch
In this P.U casting of crankcase, cylinder head etc. are made.

Some of the parts such as Transmission cases of Tractor division are
also cast in this P.U
Operations in Foundry are split up into following stages:
• Core sand preparation

• Core making and baking
• Core painting
• Molding sand preparation (Jolting and squeezing)
• Melting
• Molding Bay I
• Molding Bay II
• Fettling
• Inspection and then dispatch.
There are following products manufactured in the foundry product unit.

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• Cylinder block.
• Fly wheel.
• Rear axle carrier.
• Transmission case.
• Cylinder head.
• Front Axle Support
All the units are interconnected with each other for making the final
castings of the best quality. They work simultaneously with each other.
The casting is formed in the following stages:
• First the sand is prepared as per the requirements for the

production of moulds or the cores.
• This sand is then given to their respective departments for their
production.
• In the core making department the cores are made in the
machines which are capable of forcing the sand under high pressure,
compacting the sand and heating the sand to get bonded firmly.
• In the mould preparing section the moulds are made mainly
under the jolt-squeezing machines. Both cope and drag sections are
made different machines.
• Then these moulds are kept on the conveyer belts using cranes.
• In the pouring section the metal is first melted away from the
moulds and the temperature is recorded for each time.
• Then the moulds are filled with the molten metal through the
ladle.
• After the mould is filled they lifted off from the conveyer belt and
kept for cooling

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Chapter 2
INTRODUCTION
TO
MY DEPARTMENT

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VEHICLE PRODUCT UNIT
Fig 1.1. Layout of Vehicle Product Unit

This P.U consists of the following cells as shown in the
above figure 1.1
• Body Trim Cell
• Chassis Cell
• Body Drop Cell
• Test Cell
This P.U handles the final assembly of the vehicle, testing of
the vehicle and its dispatch.
On joining the department I was given an in-depth
orientation for 7 days. In this department various parts of vehicle
are assembled together which comes from other departments &
vendors. The specialty of this department is that all the models
are manufactured on a single line.

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 Different cells of Vehicle PU
• Body Trim shop

• Chassis line
• Body drop
• Test cell
• FAI (Final Acceptance Inspection)
• CAI (Customer Acceptance Inspection)
• RFI (Ready For Inspection)
• Yard Check
 BODY TRIM SHOP
In this cell the body shell is received from paint shop. On

this body shell various components are assembled. The entire
interiors of the vehicle are assembled in this cell. The clutch,
brake and accelerator pedal, the door locks, door glass,
windshield glass, entire wiring, instrument panel and gauges are
assembled in this cell besides the interior wall rexine is also
trimmed in this cell. At the end of this assembly line there is a
final inspection and every defect produced is attended and the
trimmed body shell is transported to the assembly line.
 CHASSIS LINE
In this section different parts of chassis are fitted. E.g. Fuel

tank, axles, leaf springs, shock absorbers, steering gear box,
stabilizer bar etc.
• Chassis are procured from the vendors.

• The chassis cell consists of 22 stages.
• Operations carried out when chassis is upside down:
- Requalifying
- Pipe fitment
- Fitment of fuel tank and fuel lines,
- Fitment of shock absorber
- Fitment of Tie rod
- Fitment of steering gear box
- Fitment of leaf spring,
- Axle fitment
• After this, the chassis is turned upside down with the help of a turning
fixture, is placed on a conveyor & the following operations are carried
out:
- Fitment of brakes tubes
- Fitment of exhaust system
- Fitment of propeller shaft
- Fitment of Steering column
- Engine & Transmission sub-assembly
- Dropping of Engine and Transmission on to the chassis
- Buy-off

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 BODY DROP CELL
In this section the body shells coming from body trim cell
are dropped on the chassis & fitted with body bolts.
• Operations carried out in Body drop cell:

- Dropping of Body Shell on to chassis
- Fitment of body shell with bolts
- Fitment of steering column
- Fitment of air filter
- Vacuum testing & computerized filling of brake & clutch fluid
- Fitment of cargo on chassis
- Sub-assembly of radiator
- Fitment of sub-assembled fender & grill assembly on to the
chassis
- Buy-Off Inspection of the left and right sides of vehicles
- Fitment of tail lamp and head lamps
- Connections of all wiring
- Sub-assembly of tyre and wheel rim
- Fitment of tyre on to vehicle
- Filling of radiator coolant
- Filling of diesel
- Fitment of bonnet
- Connections of EGR system
- Final buy-off inspection for complete vehicle
 TEST CELL
As a vehicle rolls down it goes to the test cell. In this cell

different tests like side slip test, smoke test and roller test are
carried out using digital instruments. And settings like wheel
alignment, head light aiming, hand brake setting is carried out.
Wheel alignment is done after checking side slip.
Side slip is checked by a digital instrument. Here the front

right wheel is passed over a sensor platform provided on the
floor. This platform displays the value of side slip on the screen
in “meters per kilometer”. The value of side slip should be within
4 m/km.
If side slip is found beyond limits then according to that
value the toe in is set. After wheel alignment is done the head
light aiming is done, here the height of the head light beam is set
according to the standards given by the designing department.
After head light aiming is done the hand brake cable setting is
done. After which roller testing is done.

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In roller testing following points are checked :
 Clutch operation and gear engagement

 Maximum Speed in each gear
 Gear noise and clutch noise
 Accelerator and decelerator test
 Speedometers check
 Engine Noise and vibration
 Emission test
At the end of roller testing, all electrical are checked and
under carriage inspection is done where fitment of bolts in the
lower side of the vehicle and leakages are checked if any. The
vehicle is then sent for Final Acceptance Inspection.
FINAL ACCEPTANCE INSPECTION (FAI)
In this section the shortage work is done besides major line

rework if any. The shortage of every vehicle is written on the
inspection sheet of that vehicle and the vehicle is not declared
F.A.I O.K. Any defects or concerns produced on line are reworked
in this stage. Then a sticker of FAI OK is stuck on the windshield
glass of that vehicle if the vehicle is O.K. Then the vehicle is sent
to the CAI section.
 CUSTOMER ACCEPTANCE INSPECTION (CAI)
CAI includes both the Static & Dynamic inspection. Here,
first the inspector of CAI reads the inspection card for the defects
mentioned in the card and cross checks whether these defects
have been attended to, secondly they also check whether there is
a sticker of F.A.I O.K. Then he takes the vehicle on the test track.
After sufficient run he checks the gauges on the instrument panel,
any noises etc. All defects observed are mentioned in the
inspection card.
During this run, Tractive Resistance (T.R.) of vehicle &
parking brake performance is checked on different gradients
provided near test track. To check the tractive resistance, the
vehicle’s front wheels are brought on the Yellow line of T.R.
gradient. A scale in meters is painted on this gradient to measure
the travel of the vehicle. Then brakes are applied fully & engine is
switched off. And then the brake pedal is released suddenly. So
the vehicle rolls down from that gradient slowly over the painted
scale. Somewhere the vehicle stops. Then the distance is
measured on the painted scale provided on the gradient. The
tractive resistance of any two wheel drive cab model vehicle
should be minimum 9 meters and that of CL & CDR models (2WD)
should be minimum 7 meters & that of four-wheel drive vehicle
should be minimum 5 meters. If this distance is found less than
required, then the wheels of that vehicle are jammed. So brake
setting is to be done again.

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After this test, parking brake performance is checked on a

7.5 degrees gradient (for civilian vehicles). If a vehicle comes
down from this gradient in parking brake applied condition, then
the parking brake is to be tightened. Army Vehicles are checked
on a special 15 degrees gradient for parking brake performance
as these vehicles are being used in mountains where the roads
are very steep. Then he checks the engine compartment for any
type of fuel & brake oil leakage.
Then the inspector brings that vehicle in the CAI line where
the parking brake setting of the vehicles is done. Again every
vehicle is checked for any type of leakage, electrical functions
etc. If the vehicle is found OK, then it is sent for shower test
(only in case of hard top vehicle) with a CAI tag on the
windshield. If any leakage is found, then that portion is filled up
with the sealant called Anabond (Silicon sealant). Then again the
vehicle is checked for any type of water leakage inside the body.
Here the OK vehicle is declared as Shower OK & a tag of Shower
Test Done is stuck on the windshield.
 TOUCH UP
In this shed the vehicle is checked for paint scratches that

may have been formed while being assembled on line. The two
painters touch up the scratches with the paint brushes and when
all identified scratches have been touched up the painters stick
Paint O. K. Sticker on the windshield. In case the vehicle is
damaged or the scratch is a major one the vehicle is not applied
the paint O. K. sticker until it is reworked using spraying gun.
After this the vehicle is then given to the inspectors who check
the traveler’s card whether all the defects have been attended to.
Besides he also checks all the electrical and functionally
important parts of the vehicle since it the final inspection. After
the defect is identified it is reworked by an operator and the
vehicle is then identified as O. K. by the inspector who sticks the
final O. K. sticker on the windshield along with the Yard check O.
K. sticker.
 YARD CHECK
It is the most important inspection from the quality point of

view. After this the vehicles are dispatched directly. A maximum
of 225 vehicles can be manufactured on a given day. In RFI,
generally any 20 vehicles manufactured on the same day are
checked. And if any defect is found in several vehicles then there
are chances of the presence of that defect in all vehicles. Since
the same operation is done by a single operator on that day. So
in this condition, all the vehicles are checked by concerned officer
or operator so that vehicles without defects can be supplied to
the customer.

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 READY FOR DISPATCH (RFD)
The vehicles on which the Yard Check process is carried out

are declared as RFD in SAP system.
RFI and NOVA ‘C’ are the audits done by the Central Quality
Assurance department. On the results of these two audits the
performance of each product unit’s Quality Assurance cell is
decided.
 READY FOR INSPECTION (RFI)

Purpose
• This section is formed to ensure that the vehicles with zero

defects are shipped to customers.
• To identify all concerns (Customer perceived, fit, finish and
performance subject to limited road testing using (10% to
15%) sample sizes and potential improvement concerns as
well.
Objective
• Designed to improve vehicle quality during new model

launches.
• Features large sampling
• High confidence that low frequency will be identified as well
as repetitive issues.
• Increased probability of high quality units being shipped to
customers.
Methodology
• 10-15% of the days production from various models are

picked up PDI (Pre delivery inspection stage)
• Vehicles are tested for static and dynamic tests based using
check sheets.
• Check sheets are generic in nature to ensure that low
frequency concerns are also captured.

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 NEW OVERALL VEHICLE AUDIT-

CUSTOMER (NOVA-C)
In NOVA C everyday one vehicle is checked by an inspector.

Here this vehicle is checked according to customer point of view.
So the primary importance is given to the aesthetics of vehicle.
Therefore the severity points given in RFI & in NOVA-C for a same
problem are different.
In short the exact difference between RFI & NOVA- C is, RFI
is mainly concerned with points related to safety whereas NOVA-C
gives more importance to aesthetics. e.g. a defect of Seat torn is
found in the both RFI & NOVA-C, then the severity point given to
this problem in RFI will be 4 and same in NOVA-C will be 9 out of
10.The reason behind this is, most of the customers check the
vehicle from the aesthetic point of view.
Here that vehicle is road tested for minimum 50 km outside

the company. Then that vehicle is placed in NOVA-C cell. Here so
many numbers of tube lights are provided. After these vehicle is
fully washed by CTC chemical. Due to this every small dent &
scratch becomes visible and tube lights aids to this. Then
according to the data of defects in NOVA-C the corrective actions
are taken to reduce the defects.

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Chapter 3
MY
DAILY
ACTIVITIES

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 DAILY ACTIVITES IN DEPARTMENT
I am placed in the Quality Assurance department of the vehicle P.U.

the main motto of our department is to ZERO DEFECT VEHICLES.
 Daily visiting R.F.I and NOVA ‘C’ audit shed and checking
defects:
The 10% of the vehicles produced per day per model are inspected by
C.Q.A. inspectors .A computerized report of all the observed defects is
generated in a software named as SAP (System Application and Products)
which is accessible to all the Mahindra plants by the RFI inspectors at the
end of their inspection. After generating a hard copy of the report I visit the
RFI and NOVA-C shed and checks all the defects.
 Understanding the defects and the possible cause for the

defects:
All the defects occurring in the reports are minutely studied and the
photograph of each concern is taken. The photograph are used later to
caution the concerned operator / vendor due to which the defect occurs. The
operator is cautioned by giving an OPL.
 Categorizing the defects as per the module and updating

the quality report:
All the defects for the day are categorized according to their root cause. The
modules under which the defects are categorized are as follows:
Manufacturing: If the defect is a manual error. The operator is cautioned by
giving an OPL with the photograph of is error if possible.
E.g. forgot to tighten the joint with torque wrench.
Vendor: The defects occurring due to vendor parts not meeting the required
specifications are categorized under this module.
E.g. R.A.P.B. bracket on chassis tilted.
Design: If the defect is recurring and presenting almost all vehicles design
department looks after the defect.
Process: If the defect is due to inappropriate process or tools then it’s
categorized under process and the process engg, takes action.
E.g. Stabilizer bar washer getting damaged due to fouling with peg of
conveyor.
A specimen RFI report along with module is attached.

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 Attending the daily Quality meeting and giving feedback

about the defects observed :
This meeting is held on daily basis to discuss the quality related issues.
The entire cell officers, QA officials, supplier QA officials, PU Manger along
with the process engineer attend the meeting .This meeting also gives me an
exposure to professionalism of the executives and their managerial skills.
 Segregating defective parts from line and ensuring O. K.

parts are given on line.
 Checking defective parts with respect to the drawings.
 Giving OPLs to operators for manual defects:
OPL – One Point Lesson
An OPL is a 5 to 10 minutes (normally take less than 15 minutes)

lesson one topic on one sheet- means only one point illustrated on a sheet of
paper, as many senses as possible should be addressed. It must be written
as simple as possible. The point or topic can be the function of equipment,
installation of jigs, cleaning method, types of lubrication and methods of
inspection etc. It is generally prepared by supervisors or group leaders and
sometimes by operators. An OPL is given, to pass on better knowledge,
strengthen the understanding for functions of machines and lines and
improve knowledge about maintenance defect prevention. The OPL should be
given at the Gemba / shop floor / on the machine and when possible in the
training center near the shop floor.
 Checking for the defects on line:

I visit the production line and communicate and keep a track with the
buy off operators for the recurring defects affecting the FRC/FBO of the
stages the top concerns.
• Buy-off Overview: The Buy-off is an inspection, rectification and

certification operation, which is necessarily done at the end of a group of
predetermined stages by the Inspector and/or Production Operator. The
Inspector or Production operators should be from a trained group of
personnel who have the experience of all the stages of work & understand
the procedure & discipline of Buy-off.
The Various Indicators & Terms of Buy-off: There are number of

indicators used to monitor the trends in the buy-off stages. These indicators
give an early indication of the stability and health of a process. When acted
upon proactively, it will ensure higher levels of customer satisfaction.
• First Run Capability (FRC): First Run Capability gives the

indication of the percentage of Vehicles/Aggregates/Components (Units)
bought off, without any rectification, within TACT and gives an early
indication of the stability of the process.
FRC = No. of units without any Rectification or Rejection X 100
No. of Units Inspected

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First Time Buy-off (FBO): First Time Buy-off gives the indication of the
percentage of Vehicles/Aggregates/Components which are without any
rectification and those which are rectified within TACT.
FBO = (No of Units reworked within TACT + FRC Units ) X 100
No. of Total Units Inspected
• Defects per 1000: Defects per 1000 gives the indication of the
defects encountered at the Buy-off per 1000
Vehicles/Aggregates/Components.
Defects per 1000 = Total No. of Defects observed X 1000
No. of Units Inspected
•Checking for stages on which defect and root causes of

the defects: To find the root cause the stage of fitment or inspection need
to be monitored minutely. If the defect is manual error /related to design /
vendor related is only confirmed after monitoring the stage on production
line.
• Conducting Trials. Over 15 trials have been conducted:
Checking whether the part is O.K. for production or there are any issues in
fitment. Checking vehicles with trial parts and ensuring that the vehicle is
defect free. These trials are taken for various issues
• Quality improvement: Hexagonal combi-bolt changed to collar loctite

bolt.
• Value engineering: reduce flange on number plate.
• For ease of assembly: horn mounting bracket. Angle correction.-horn
mounting brkt. Angle between drain hole and brkt to be changed from 90
deg to 75 deg.
• Work content reduction: Bolero DI wheel arch and mudflap in single
piece
• Productivity improvement: Assembly of rubber on transmission
covers at vendor’s end.
• Maintaining data for defect phenomenon: The data of every
physical phenomenon is updated monthly this helps the management to
monitor the trends of concerns. All the defects are categorized according to
the type and their monthly occurrences at R.F.I. are shown in this matrix.
This kind of data is very helpful for the management to get a quick idea
about which defects are hampering the quality of the products. After
monitoring the frequency and trends of the concern the management also
gets a review of the concern they have worked upon which helps them to
configure their effectiveness to solve the problem and to focus on the major
issues.
• I have attended seminar on Manufacturing System Design, MSA, APQP,
QCRT etc.

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Chapter 4
MANUFACTUR
ING
SYSTEM
DESIGN

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• Robust MSD is backbone of any manufacturing unit.
• It has immense capacity to not only assure the Right Quantity

with Right Quality at Right Cost, but also, Delivery at Right
Time.
• The concept robust system design not only applies to manufacturing

set-up but also to any other set-ups like Software system design,
service.
• It is not a rigid approach but has got lot of flexibility built in it.
We basically view building of strong MSD from 2 angles:
A. Preventive approach
B. Corrective approach
 Preventive Approach :
Various process controls are:
DCP activities:
– Process Flow Chart
– Process FMEA
– Control Plan
– SOPs
– Buy-off check sheets
– Poka Yoke
DCP Definition:
• Dynamic Control Planning (DCP) is a process that links quality tools to
build robust control plans.
• Quality, analysis, and planning tools are used, along with team
experience, to produce a cohesive system of knowledge. Process
controls are developed from this cohesive system of knowledge.
• DCP is a strategy and a process for building control plans, process

performance and predictability improve when the DCP strategy is the
planning philosophy.

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DCP Approach:
• It strategically uses elements like flow charts, FMEAs, and Control
plans together, rather than separately, in a whole system approach to
process planning.
• DCP also works well in stopping the cycle of “Fire-Fighting” that often
hampers existing processes through poor planning.
• Many successful DCP applications are optimization of existing

processes.
• The DCP Critical Path
• DCP consists of ten critical path steps
DCP – Process Approach
• DCP is a Focus on the Process

• A Process is defined by three elements
– Input
– Transformation Mechanism
– Output
– Everything we do is a process, even simple things like making

coffee or driving to work.

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PFC:
• It is schematic representation of Process Flow (Current or Proposed).
• It is also one of the Focus Element of Advanced Product Quality

Planning (APQP).
• Process Flow Chart must be detailed enough that people outside the
Team can use it like a map to walk through the process.
• It provides a visual representation of a process.
• It also captures in a standardized format, auxiliary information

associated with the various steps of the process.
Constructing the process Flow Documents is the first

step
USES:
– Showing the Process Operation Graphically.
– Determine what outcomes are desirable from each step.
– Analyzing sources of variations.
– Of machines, materials, methods and manpower.
– From beginning to the end.
– Helps in analyzing total process than individual steps.
– Focuses on reducing non-value added activities.
Operation No. :
• Should be numbered consecutively.
• Should be Multiples of 10.
• Be careful not to break a process down into too many sub-operations.
Work station no. / Machine No. :

• Mention Machine Make / Work station.
• Do not mention actual machine no. e.g. Milling M/C No. 2310, Hobbing
M/C No. 123 is not expected.
• Work Station identification will give clarity with what capability product
can be delivered.
• In Main Line Assly depicts actual product flow online & Off Line Assly
depicts supporting assemblies which can’t be carried out online due to
TACT time pressure.

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Type of operation:
• Operation
• Storage
• Inspect
• Move/Transport
• Delay
• Operation & Inspection Together
SC/CC:
• SC means significant characteristics which are related to aesthetic look
of the vehicle.
• CC means critical characteristics which are related to government

CMVR rules.
Characteristics Severity Occurrence

Critical <CC> 9 & 10 -
Significant <SC> 5 to 8 5 & Above
Continuous Improvements:
• Process Flow Chart gives an excellent opportunity to look for
improvement / weaknesses.
• Benefits of a process flow:
– It can be used as tool in many contexts:
• Bottleneck analysis.
• As foundation for remaining process review documents
– PFMEA
– Control Plan

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PFMEA
 Introduction of PFMEA:
1. Background:
• FMEA was developed in mid 60’s in U.S.A., by NASA, for Apollo project.
• It was used in Aeronautical Engineering.
• Subsequently it was used in Nuclear Engineering.
• Finally it was applied to Automobile Industry.
• Now, it is an integral part of many Automobile Manufacturer’s QA

system.
2. What is FMEA?
It can be described as a systematized group of activities intended to:
• Recognize and evaluate the potential failure of a product/process and

its effects.
• Identify actions which could eliminate or reduce the chance of the

potential failure.
• Document the process.
• It is a technique of reducing or avoiding ‘RISK’.
• It is an analytical technique utilized by an engineer/team and is a

summary of the team’s thoughts (including concerns) as a product or
process is developed.
• This systematic approach parallels and formalizes the mental discipline

that an engineer normally goes through in any process.
• It is “Before-the-event” action and NOT an “After-the-fact” exercise.

FMEA is a living document.
FMEA: TYPES
• Concept / System FMEA
• Design FMEA : DFMEA
• Process FMEA : PFMEA
• Machine FMEA: MFMEA

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Concept FMEA:
• It is used to analyze concepts for systems and sub-systems in the
early stages.
• It focuses on potential failure modes associated with the functions of a

concept proposal caused by design decisions that introduce
deficiencies.
• It includes the interaction of multiple systems and the interaction

between the elements of a system at concept stage.
• List of Potential Concept Failures.
• List of Concept Functions to be included in Design Specifications.
• List of Design Actions to eliminate the causes of system failure modes

or reduce their rate of Occurrence.
• Recommended changes to System Design Specifications (SDS).
Design FMEA:
• It is used to analyze products before they are released to production.
• It focuses on potential failure modes of products caused by design

deficiencies
Design FMEA: Outputs

The outputs of a DFMEA include:
• A list of potential failure modes
• A list of potential critical and significant characteristics
• A list of design actions to reduce the severity, eliminate the causes of

failure
• Confirmation of the DVP (Design Verification Plan)
• Feedback of the design changes
Process FMEA:
• It is used to analyze manufacturing and assembly processes
• It focuses on potential failure modes caused by manufacturing or

assembly process deficiencies
• Confirms the need for special controls in manufacturing

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Process FMEA: Outputs

• The outputs of a PFMEA include:
• A list of potential process failure modes
• A list of confirmed Critical Characteristics
• A list of confirmed Significant Characteristics
• List of Recommended Actions for products with Special Characteristics
• Changes to process sheets and assembly drawings
Need of FMEA:
• To identify potential failure modes which may adversely affect safety or
compliance with Govt. regulations
• To identify potential design deficiencies before releasing to production
• To identify potential process deficiencies before production begins
• To identify Critical and/or Significant Characteristics
WHEN FMEA IS INITIATED?

• When new systems, products, and processes are being designed
• When existing designs or processes are being changed
• When carry-over designs/processes will be used in new applications or

new environments
Define Scope:
• The scope establishes the boundary of FMEA Analysis. It
defines what is included & excluded based on type of FMEA being
developed
• Scope needs to be established at the start of the process to

assure consistent direction & focus.
• The scope of analysis identifies components, assemblies or

operations that will be the subject of the FMEA, and equally, those that
will be excluded from the analysis.
• It would be useful to construct a analysis boundary around the

block diagram/process flow chart so that the team members can
focus their analysis on elements within the boundary.

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High level Process Map:

• The PFMEA should be consistent with the information in the process
flow chart.
• The scope of the process flow chart should include all manufacturing
operations from processing of individual components to assemblies
including shipping, receiving, transportation of material,
storage, conveyors, labeling, etc.
• In order to assure continuity, it is highly recommended that the

same cross-functional team develop the Process Flow Diagram,
PFMEA, and Control Plan.
• The PFMEA should be consistent with the information in the process

flow chart.
• The scope of the process flow chart should include all manufacturing
operations from processing of individual components to assemblies
including shipping, receiving, transportation of material,
storage, conveyors, labeling, etc.
• In order to assure continuity, it is highly recommended that the

same cross-functional team develop the Process Flow Diagram,
PFMEA, and Control Plan.
Severity:
• Severity is an assessment of the seriousness of the effect of the
potential failure mode to the customer
• It applies to the effects only
• Estimated on a “1 to 10” scale
• The severity of the effects on the vehicle and ultimate customer will be
shown in the Design FMEA for the part
• Team should have consensus on severity of each effect using the

Severity Rating Table

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Severity Evaluation Criteria
Criteria: Severity of Effect Criteria: Severity of Effect
This ranking results when a potential

failure mode results in a final This ranking results when a potential failure Ranking
customer and/or a mode results in a final customer and/or a
Effect manufacturing/assembly plant manufacturing/assembly plant defect. The final
defect. The final customer should customer should always be considered first. If
always be considered first. If both both occur, use the higher of the two severities.
occur, use the higher of the two (Manufacturing/Assembly Effect)
severities.
(Customer Effect)
Very high severity ranking when a

potential failure mode affects safe vehicle
Hazardous operation and/or involves noncompliance Or may endanger operator (machine or 10
without warning with government regulation without assembly)without warning.
warning
Very high severity ranking when a

potential failure mode affects safe vehicle
Hazardous with operation and/or involves noncompliance Or may endanger operator (machine or 9
warning with government regulation with warning assembly)with warning.
Vehicle/item inoperable (loss of primary Or 100% of product may have to be scrapped,

function). or vehicle/item repaired in repair department
Very High with a repair time greater than one hour. 8
Vehicle/item operable but at a reduced Or product may have to be sorted and a portion
level of performance. Customer very (less than 100%) scrapped, or vehicle/item
High dissatisfied. repaired in repair department with a repair time 7
between a half hour and an hour.
Vehicle/item operable but Or a portion (less than 100%) of the product

Comfort/Convenience item(s) inoperable. may have to be scrapped with no sorting, or
Moderate Customer dissatisfied. vehicle/item repaired in repair department with 6
a repair time less than a half hour.
Vehicle/item operable but Or 100% of the product may have to be

Comfort/Convenience item(s) operable at reworked, or vehicle/item repaired offline but
Low a reduced level of performance does not go to repair department. 5
Fit and finish/Squeak and Rattle item Or the product may have to sorted, with no
does not conform. Defect noticed by scrap, and a portion (less than 100%)
Very low most customers (greater than 75%). reworked. 4
Fit and finish/Squeak and Rattle item Or a portion (less than 100%) of the product
does not conform. Defect noticed by 50% may have to be reworked, with no scrap, online
Minor of customers. but out of station. 3
Fit and finish/Squeak and Rattle item Or a portion (less than 100%) of the product
does not conform. Noticed by may have to be reworked, with no scrap, online
Very Minor discriminating customers(less than 25%) but in station. 2
No Negligible No discernible effect Or slight inconvenience to operation or 1

operator, or no effect.
Occurrence:

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• It is how frequently the specific failure cause/mechanism is

projected to occur
• The occurrence ranking number has a meaning rather than a value
• Estimated on a “1” to “10” scale
• The failure rate can be based upon historical manufacturing and

assembly failure rates experienced with similar parts or process.
PFMEA Occurrance Evaluation Criteria
Probability Likely Failure Rates Ppk

Ranking
Very High: >/= 100/thousand pieces <0.55 10

Persistent Failures 50/thousand pieces >/=0.55 9
High: 20/thousand pieces >/=0.78 8

Frequent Failures >/=0.86 7
Moderate: Occasional Failures 5 per thousand pieces >/=0.94 6
2 per thousand pieces >/=1.00 5
1 per thousand pieces >/=1.10 4
Low: Relatively Few Failures 0.5 per thousand pieces >/=1.20 3
0.1 per thousand pieces >/=1.30 2
Remote: Failure is unlikely </= 0.01 per thousand pieces >/=1.67 1
Classification:
• This column is used to classify any special process
characteristics (e.g. Critical or Significant) for components, subsystems
or systems that may require additional process controls.
• Identified in the PFMEA form with the appropriate character or

symbol and addressed in the Recommended Actions.
– CC : Severity Rating 9 or 10
SC: Severity Rating 5 to 8, Occ. 5 to 10
Detection:

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• It is an assessment of the ability of the proposed current design

controls to detect the potential cause of the failure mode, or the failure
mode before the component, system or subsystem is released for
production.
• When several controls are listed for a particular failure mode,

estimate a Detection rating for each control.
• Enter the best (lowest) rating.
Risk Priority Number (RPN):

RPN is the product of severity (S) time’s occurrence (O) time’s
detection (D) rankings and a measure of design ‘RISK’
RPN = (S) x (O) x (D)
RPN will be between “1” to “1000”
Team must undertake efforts to reduce risk through corrective actions;

special attention should be given when severity is high
The use of RPN threshold is NOT a recommended practice for

determining the need of actions.
Example
Item Severity Occurrence Detection RPN

A 9 2 5 90
B 7 4 4 112
In the example, if arbitrary threshold of 100 is followed, then action would be

required to take on the characteristic B with RPN 112.
However the priority should be to work on A with the higher severity of 9,

although its RPN is 90 which is lower and below the threshold.
Following prioritizing criteria is applicable
1) Severity: 9-10
2) Criticality (S x O) above 36 (6 x 6)
3) RPN: Highest RPN Rating
CONTROL PLAN
What is a Control Plan?

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• A summary of the system for controlling,
 variation of product characteristics
 process characteristics
• Contract between supplier and customer
• Summarizes the entire control strategy
Header Information:
• Prototype :
– Developed for prototypes where majority of characteristics are

100 % inspected or tested
– Includes a description of measurement/tests that occur during

prototype builds
– Use production process whenever possible
• Pre-launch or Pilot :
– Description of measurements/tests before full production
– Most pre-launch should be under typical production condition
• Production :
– Comprehension documentation.
– Change in Size & Frequency
– Encompasses high volume production
 Developing Control Methods
• For process control to be effective, a basic understanding of Process

Management is essential
• If capability is poor then first work to solve the problem. Inspect till
resolution
• Team should analyze sources of variation in the process
• identify dominant factor to suitably decide controls
• Make failure impossible to improve process robustness
 Sources of Variation
• High turnover of operator

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• Operator too busy to pay attention
• Operator forgets sequence
• Supplier part variation
• Mixing of parts
 Some more Details:
• In support of control plan, process monitoring instructions should be

defined
• Control Plan does not replace the information contained in

detailed operator instructions
• Sketches to be attached for better illustration
• Control Plan is updated as measurement systems & control methods

are evaluated & improved
• Assessment of Control Plan for Quality of Event
• A checklist for assessment of Control Plan is used
• Prototype, Pre-launch, Production
• The checklist basically mentions the activities expected to be done

during the Control Plan.
• While performing the assessment, assessor(s) should review each

point by posing question, ‘has the expectation been met?’
• It should be Rated as per the guideline
• The minimum Overall Score Expected is ‘2’
• Checklist can be used anytime
• Benefits of Control Plan

• Provides a thorough evaluation of the product & process
• Focus resources on characteristics that are important to

customer
• Identifies sources of variation in process which cause variation in

product characteristics
 It describes all actions to assure process would be state of

control
• Control Plan Provides a structured approach for the design, selection

and implementation of value-added control methods for the total
system
Operator Process Instructions

• Objective

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– Operator Process Instruction is prepared to effectively deploy

the Control Strategy.
– Instructions shall include specific information that describes in a

step-by-step fashion
• What to do?
• How to do?
• Instructions must :
– be in line with the Control Strategy ( PFMEA & Control Plan )
– be manageable and easy to maintain
– be available at each operation
– show step by step detail
– be easy to understand (pictures & diagrams)
– be controlled (documentation)
– be understood by all involved - Local Language preferably
Guidelines for Generating Instructions:

• Involve Users
– Involve Operators, Auditors, Maintenance Personnel etc
– User involvement in creation generates good ideas
• Use Visual Aids
– Pictures, Flowcharts & Diagrams, Samples, Forms, Check-sheets
• Use standardized documentation formats
Operator Process Instructions:

• Operator Process Instruction may be in the form of,
– Process sheets
– Inspection and laboratory test instructions
– Traveler Cards
– Test procedures
– Standard Operating Procedures

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Instructions in SOP should include:

– Part No. & description, Operation No.& description, Cell Name, Machine
/ Work Station No.& Name, Model Name and SOP document No.
– Operator’s Procedure and Reaction plan
– Preventive Maintenance instruction
– Check Points Before start of operation
– Tool / Machine setting instructions
– Effect on next Customer
– Tool Management instructions
– Product / Process Parameters specifications
– Safety Instructions
Effective Deployment of SOP:

In addition to documented Instructions
• Perform a skills analysis for each operation
• Provide adequate training
– Maintain training matrix
– Schedule training to meet needs identified by skills analysis
– certify each operator (very significant for operator dominant process)
– Only trained operators to be allowed to operate
• Periodic Audit of SOP using Check list

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Chapter 5
ADVANCED
PRODUCT
QUALITY
PLANNING

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APQP (ADVANCED PRODUCT QUALITY PLANNING)

Introduction:
APQP Definition:
Advanced Product Quality Planning (APQP) is a structured method for
defining and executing the actions necessary to ensure a product satisfies the
customer. APQP is required of all vehicle, system, subsystem and component
manufacturing locations.
Goal:
The goal of APQP is to facilitate communication with all persons
involved in a programme and ensure that all required steps are completed on
time, at acceptable cost and quality levels.
Purpose:
The purpose of this guideline is to establish:
• Common APQP expectations for all M&M activities.

• Common APQP process metrics.
• Common APQP deliverables.
• A common programme status-reporting format.
• Lead and Support roles and responsibilities for each APQP Element.

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Approach:
This guideline focuses on 23 key APQP elements. Definitions,

expectations, and deliverables for these elements are identified in Section 5.0
APQP Element Description of this guideline. The status for these disciplines is
summarized on the APQP Status Report. This guideline provides a
management tool for follow-up and timely completion of all 23 APQP
Elements.
Applicability:
APQP status reporting is a requirement of all M&M activities and must be

applied to the following:
• New Product launches / relaunch.

• Changed / modified product launch.
• Launch of a new manufacturing site.
• Significant process changes (new facilities/ tooling).
• High impact suppliers.
• Carry over issues.
• Part Submission Warrant (PSW) requirement as per the MQS Mahindra
Production
• Part Approval Process Manual.

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MPDS MILESTONES
S
I
SI STRATEGIC INTENT
S
IP
A
SC STRATEGIC CONFIRMATION
A
A PA PROGRAMME APPROVAL
A
DA
R DR DESIGN READINESS
D
C DC DESIGN CONFIRMATION
PC
PC PROGRAMME CONFIRMATION
PR
PR PROGRAMME READINESS
PP PP PRODUCTION PROVE-OUT
S
O SO SIGN OFF
LR LR LAUNCH READINESS
J1 J1 JOB 1
F FS FINAL STATUS
S

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Generic Process Flow – APQP
START
CRITERIA FOR
APQP
MANAGEMENT
ESTABLISHES CROSS-FUNTIONAL TEAM
INITIATE APQP PROCESS
START APQP
REPORTING
MAJOR REVIEW MEETING

INCLUDING APQP ASSESSMENT
RESULTS
RISK Yellow/Red APQ

ASSESSMEN P
T Y/R STAT
US
Green
APQP ASSESSMENT
GREEN
END

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The APQP Status Report
Purpose
The APQP Status Report summaries the status for the 23 APQP
elements. The status report facilitates communication between Product
Engineering, Manufacturing Engineering and Manufacturing Plants etc. It also
provides a dated record that future programmes can reference.
Status Reporting Responsibility

For each of the 23 elements, there is a lead responsibility defined. This
lead function obtains the necessary input/support from other affected
functions and consolidates it into a G/Y/R (Green/Yellow/Red) status (per
element) on the APQP status report form.
Reporting Requirements
Each Team will be requested by Quality/ Programme Office to submit
an APQP status. The Quality/ Programme Office consolidates the APQP status
report and submits assessment results for use at all major Programme
Reviews/ Gateways. Whenever an element is assessed not Green a Risk
Assessment must be submitted to the Quality/ Programme Office.
Ratings and Assessment
G Y R Status
Green – Yellow – Red (GYR) Status communicates the progress
towards the successful completion of an APQP element by the Programme
Need Date. The Programme Need Date is the last possible date an element
can be completed and not adversely affect quality or timing of the
Programme. The “GYR Status “column of the report shows the assessment
for each element. Definitions for Green, Yellow, and Red are as follows:
Green – “G” ratings are given before the Programme Need Date (PND) to
indicate the element will meet the Programme Need Date and will meet all
quality expectations. “G” ratings given on the PND indicates that the element
is complete and meets all quality expectations (See Section 5 for element
expectations / deliverables).
Yellow – “Y” ratings are given prior to the Programme Need Date to indicate
an element will not meet the PND or quality expectations. To be considered
“Y”, a risk assessment and a recovery plan must be in place for the element.
“Y” ratings indicate a need for programme management attention. A “Y”
rating can only be given to an element prior to the Programme Need Date
(PND).
Red – “R” ratings are given prior to the Programme Need Date to indicate an
element will not meet the Programme Need Date or quality expectations. To
be considered “R”, a risk assessment and a recovery plan must be in place
for the element. “R” signifies the Programme is at risk and needs immediate
management attention. Any element rated “R” at its PND must carry the “R”
rating through the remainder of the Programme. Completion of the element
after the Programme Need Date does not change the status of the element;
the element is late and must stay red. To reflect improvements of a RED

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element’s status after the PND, progress to GREEN will be shown by a second
entry in brackets.
The 8 Focus Elements:

For all 23 elements, quality expectations are defined in this Guideline.
Out of the 23 elements, the following 8 elements are considered as Focus
Elements:
1. Design FMEA
2. Design Verification Plan
3. Prototype Build Control Plan
4. Manufacturing Process Flow Chart
5. Process FMEA
6. Pre-Launch Control Plan
7. Operator Process Instructions
8. Production Control Plan
These elements when completed with Quality and On Time lay the
foundation for Programme success.
The 23 APQP Elements
1. Sourcing Decision
Definition
Sourcing Decision is a formal customer commitment to work on a

timely basis with internal and external suppliers on the programme.
2. Customers Input Requirement

Definition
 The Customer Input Requirements Element is used to initiate the

Quality Planning process through identification of design criteria and
programme requirements.
 Quality Function Deployment, (QFD) is the mechanism to generate the
Customer Input Requirements.
3. Design FMEA
Definition
A Design or Concept FMEA is a systematic approach (used by the

design responsible team) which assures that potential design failure modes
and associated causes are considered and addressed.

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4. Design Reviews
Definitions
Design Reviews are regularly scheduled meetings led by the design

responsible activity and must include any affected areas, such as,
Manufacturing Engineering, Plant personnel etc. The review process includes
the following:
 A series of verification activities that are more than engineering

inspection.
 An effective method to prevent problems and misunderstandings.
 Provide a mechanism to monitor progress and report to the
management (including the review of APQP open issues)
5. Design Verification Plan &Report

Definition
The Design Verification Plan & Report (DVP&R) is a document listing

the engineering evaluations, tests, and reports required to establish a design
fit for use in the intended environment and meets the customer driven
objectives and the intent with which the product / process was designed. The
design verification plan has a correlation with the Customer Input
Requirement.
6. Subcontractor APQP Status

Definition
The Subcontractor APQP Status identifies and reports on the condition

of an external Supplier or Subcontractor’s APQP process. It is required of
Supplier to cascade APQP requirements to their suppliers or subcontractors
and conduct APQP reviews as appropriate. The results of these reviews are
summarized on line 6 of the APQP Status Report.
7. Facilities, Tools & Gauges

Definition
The Facilities, Tools and Gauges element identifies the new, additional,
refurbished and relocated resources necessary to manufacture the customer
specified product at designated quantity and quality levels.
8. Prototype Build Control Plan
Definition
Prototype Build Control Plan (PBCP) is a description of the control

factors that will be used to manufacture and assemble a prototype
build. In the control plan evaluation process, PBCP is the first summary
document. This document is necessary to align the responsible
activities process steps to both the significant / critical product
characteristics and customer targets.
9. Prototype Builds
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9A. EP (Engineering Prototype)

Definition
The Prototype Builds Element entails the manufacture or assembly of

components, systems or sub-systems, and assembled vehicles that will be
supplied to the customer for builds occurring prior to the Verification
Prototype (VP) Build phase.
9B. VP (Verification Prototype)

Definition
This entails the manufacture or assembly of components, subsystems,

systems and assembled vehicles that will be used for verification testing
10. Drawing and Specifications

Definition
The Drawing and Specifications Element refers to all engineering

drawings, CAD data, material specifications and engineering specifications.
11. Teams Feasibility Commitment

Definition
The Team Feasibility Element determines whether the proposed design

can be manufactured within the guidelines. A cross-functional design review
team is charged with assessing design feasibility. Once workability is
established, the Programme Management Team undertakes the responsibility
of following the design review process and reassessing feasibility for any
design or part change that may occur during part development.
12. Manufacturing Process Flow Charts

Definition
The Manufacturing Process Flow Chart is a graphic representation of

the current or proposed sequence of manufacturing process flow.
13. Process FMEA

Definition
A Process FMEA is a systematic approach used by a manufacturing

responsible team to assure that potential process related failure modes and
their associated causes have been considered and addressed.
14. Measurement System Evaluation

Definition
Measurement Systems Evaluation assesses the variation of the

measurement system and determines whether the measurement system is
acceptable for monitoring the process.
15. Pre-Launch Control Plan

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Definition
The Pre-Launch Control Plan is a written description of the dimensional

measurements and material and functional tests that will occur after
prototype build and before full production.
16. Operator Process Instructions

Definition
Operator Process Instructions describe the details of controls and

actions that operating personnel must perform to produce quality products.
17. Packaging Specifications

Definition
The supplier of a product must ensure that individual packaging for

shipment (including interior partitions) is designed and developed. Customer
packaging standards should be used wherever available.
18. Production Trial Run

Definition
The production trial run is a validation of the effectiveness of the

manufacturing and assembly processes using production tooling, equipment,
environment (including production operators), facilities and cycle times.
Output of the Production Trial Run is used for Production Part Approval and
Quality Planning Sign-Off.
19. Production Control Plan

Definition
The Production Control Plan is a written description of the systems for

controlling parts and processes during full production.
20. Preliminary Process Capability Study

Definition
The Preliminary Process Capability Study is a statistical assessment of

the ability to produce product within specification.
21. Production Validation Testing

Definition
Production Validation Testing refers to engineering tests that validate

that products made from production tools and processes meet engineering
standards.
22. Production Part Approval

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Definition
Production Part Approval is the documented verification that all

customers engineering design requirements are met by the internal or
external supplier and the process has the potential to produce to these
requirements, where applicable during an actual production run.
23. PSW Part Delivery at Material Required Date (MRD)

Definition
PSW part delivery at the Material Required Date (MRD) is the final date
that fully approved (PSW) material must be received at the customer’s plant
to support their Production Trial Runs.
WORK DONE IN APQP: On 19thDecember 2008 new model prototype of

Bolero Look-Maxxitruck was to be taken. During production my job was to
note various concerns & defects due to design, manufacturing, process
etc. may take place on line.Dimensions taken by me online as follows:
Sr. Distance between Vehicle Sr.no. Vehicle Sr.no.
no 81L57573 81L57574
(mm) (mm)
1 Cross member & tail-pipe 195 200
2 Tail-pipe & Chassis cross 170 160

member
3 Tail-pipe & chassis long member 40 50
4 Mufler rear end & chassis long 110 105

member
5 Mufler front end & chassis long 120 115

member
6 Mufler joint & chassis long member 160 160
7 Gas expansion rear end & Chassis 118 115

long member
8 Gas expansion front end & Chassis 90 85

long member
9 Gas expansion joint & Chassis long 110 105

member
10 Intermediate pipe & chassis long 55 50

member
11 Vertical flange & mufler joint 66 70
12 Mufler front end & vertical flange 30 30

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Chapter 6
QCRT
METHODOLO
GY

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Purpose
• Ensure that Plant controllable top customer concerns are acted
upon quickly, permanently and resulted in robust, durable actions.
‘Customer’ in this context, refers to both internal and external
customers.
• Get the entire plant to participate in problem-solving.
Concern resolution
Quick response Concern Resolution Team. (QCRT) process drives

quality improvement, focused on customer expectations. QCRT is concern
resolution system whose goal is to durably enhance our problem solving
capability. To increase capability of problem resolution, the following factors
must be acted on simultaneously:
1. Avoid problems recurring

2. Increase the speed of resolution without sacrificing the quality of
resolution.
3. The speed of resolution is required to allow another problem to be
dealt with.
To ensure the quality of problem processing, it is necessary to:
a- Systematically apply the P-D-C-A cycle by SDCA management

(Refer Annexure 1 & 2) of WSS, use of the QC Story technique, and
rigorous application of the QCRT process.
b- Limit the number of problems assigned to each person, to

ensure better S-D-C-A processing quality.
c- Reinforce the skills of the persons involved in problem

processing, to ensure the correct actions are implemented on the
true causes of problems and make the best use of the quality tools
at our disposal.
d- Assign problems at the correct level of responsibility, so that

the problem owner (person responsible for the problem) can
effectively work rapidly and correctly on the root causes.
e- Continuously evaluate the effectiveness of problem processing

to identify the causes of impediments and difficulties.

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The QCRT approach is based on the following principles:
• The activity must be performed each day at a fixed time and be

one of the priority activities, managed by top-level management.
• The presence of all managers required to deal with problems (the
production, local engineering, quality, supplier quality,
maintenance, logistics, etc. departments), with the roles of each
clearly identified and an attendance register / sheet kept
• A limited number of problems revealed by key indicators for the
areas concerned
• Problem processing by a single manager relying on the MAPS
tools, the QC Story technique and SDCA management of WSS/DCP
• Immediate protection of the customer managed via use of the
corresponding tools (Poka Yoke, self-check, etc.)
• A standard chronology that is the same each day, structured in 4
phases: Quality results, problem of the day, problem from the
previous day and closure of a problem.
• The closure of problems, once the objectives have been achieved
over at least one month and a check that the solutions have been
standardized.
• The effectiveness of the sessions is measured, displayed and
continuously improved.
• The involvement of management in assisting the members of
the meeting to improve their problem-solving skills.
• A capitalization (on information) process, that is robust and that
can be accessed by everyone.

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Chapter 7
CONCERN
RESOLUTION
PROCESS
(QC STORY)

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Concern Resolution Process

Purpose of Concern Resolution Process
• To establish structured approach for
– Identify and eliminate causes of non-conformance.
– Planning of correction and necessary corrective actions.
– Implementation, monitoring of actions planned to improve
effectiveness.
FLOW CHART
(Concern Resolution Process)
Conformity Analysis (L0)

Phase I
Concern Yes
Resolve
d
NO
Phase II QC Story initiated
Concern Yes
Resolve
d
NO
Design related concerns Escalated

Phase III to PVT
Concern Closed
Phase I – L0 Analysis

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• Conformity Analysis – (L0 Analysis)

– Conformity Analysis is carried out for defects identified at RFI, NOVA-
C/ Ad. NOVA-C, PDI, CCAS, GD etc.
– If cause(s) for the problem is not identified in Conformity Analysis,
then QC Story to be initiated
– Lead Responsibility of Analysis : Cell Leader
QC Story
Introduction to QC Story
Definition
"QC STORY" is a problem-solving technique based on the examination

of facts and data, with no speculation, intended for problems caused by a
number of issues.
QC story: a problem-solving method,
QC Story is not only applicable to quality problems, but also

productivity, cost, logistic, power, safety, etc., problems.
QC story: A means of communication
QC story is both a problem-solving tool and also often a

communication tool. It is rarely the case that the problem to be dealt with
does not affect colleagues or need to be communicated at company level
(capitalization).
QC story has been introduced in Europe, notably in Nissan's

Sunderland (UK) plant in 1992, then in the Barcelona plant.
Since QC Story was implemented, Nissan has evolved, moving from

an 11-step process to a more concise 9-step process.
The 9-step QC Story process

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P
1- Select the subject (theme/issue)
2- Justify the choice
3- Understand the current situation
4- Select targets
A D
9- Summarize and plan future
P 5- Analyze
action 6- Implement corrective

A measures
8- Standardize D
C
C
7- Confirm the effects
QC Story Steps
• Step1: Select the Theme

• Step 2: Justify the choice
• Step 3: Understand the current situation
• Step 4: Select Targets
• Step 5: Analysis (Level 1 Analysis)
• Step 6: Implement corrective measures
• Step 7: Confirm the Effects
• Step 8: Standardize
• Step 9: Summarize & Plan future actions
• Theme: This section of the Q.C. Story contains one simple sentence, the
Issue Statement. An Issue Statement contains three elements: Direction,
Measure, Reference to a process, product, or service
• For example: "Reduce (direction) the percentage of contracts that are
returned for rewrite (measure) in the XYZ Contract Department (reference)."
Step 1) Select the theme:

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E.g. To eliminate the defect of wrinkles of moulded roof from 16 per month
(RFI) to zero.
Step 2) Justify the choice:

In this section we explain why we are working on this issue. It is easy to say
"customer satisfaction." The question that needs to be addressed here is
"How do we know that this is the most important thing to work on" to
improve customer satisfaction?
2. a Immediate Containment Action

To ensure that customer is protected immediately. It can include
containment action and immediate action throughout the supply chain. Some times
this step is not applicable.
Step 3) Understand the current situation:

Observation of process:
Results of process walk through / any non adherence to standard practice or

specifications, add process flow chart if required.
Add details like: Time to time, location to location, person to person, stream
to stream differences as applicable.
Use of Sketches, photos, stratification, run chart, concentration diagram,

histogram, control chart etc as applicable.
Several things need to be explained for the reader to understand the Initial
Status.
Step 4) Select Target:

Identify the target. A target is a number indicating the level of improvement
to be achieved.

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Present -----------------------------------------------------------
Level
Based on average data of last --- months
:
----------------------------------------------------------
Target:
Based on average data of last --- months
Pick up data
Wk 38
Analysis & 1st trail.
wk40
Again pick up data.
wk42
Analysis
wk44
2nd
trail
wk46
4th trail
wk48

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Step 5) Analysis:
5.1 Identify possible causes:

Use following formats
- Cause & Effect Diagram

- To identify root cause use Why - Why Analysis (MQS/MAPS/F05)
- Level 1 Analysis report: to be used to document all observations, trial results,

inspection record, visuals, sketches, part conformity, Fixture inspection/ Calibration
details etc.
Man SOS not available

Method
SOS for the entire fitment

not available.
Operator not fixed
Holes on body shifted.
Holes not match with body Torque of battery operated gun not o.k.
Mould not o.k.
Foam gets collapse Calibration not done.
Material
Machine

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WHY - WHY Analysis
& Report No. :

td. Equipment name :
Date/Time of B/d or :
Defect Incidence
Phenomenon:
Wh
TEST OF HYPOTHESIS
Cause
Confirm the probable cause:
Cause
No Probable Testing and Observations Conclusion
Cause
N G
Cause Cause
N G
Cause
Cause
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Data are collected to determine and verify which of the several possible causes the
cause of the problem is, in fact. There are several analytical tools to help with this
effort:
Check sheets, histograms, or scatter diagrams are very useful.
The story should include the time period over which the data were collected.
We sometimes run small-scale experiments to collect Data about causes or to verify

that we have found the actual causes. When the results from these experiments
show that our theories are correct, we can include them in this section of the story.
6. Implement the corrective measures

6.1 Actions Decided
Root Action Plan Target Resp. Status

Cause Date
Step 6) Implement Corrective Measures:

- Consider various probable actions
- Ensure that probable action selected does not create side effects
- Before implementation, decide on the role of each member and a schedule.
- Assign each corrective action a priority and stick to it.
- Involve the operators.
- Do things yourself, the approach will be all the more concrete!
- More than half of the corrective actions will require changes to be made:
tests and checks are extremely important when implementing corrective
actions.
- Confirm the effect using the same method and same observer.
- The use of color, limits, graphics, and instructions at the place where the
corrective measure is to be applied are effective means of drawing attention
to it.
- Share the results with all interested parties!

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Step 7) Confirm the results & effects:
7.1 Verify Results:

- Compare with the initial conditions (step 3) using the data (charts).
- Effects must be explained with respect to the direct effect, indirect effect
(repercussions), or non-material effect aspects.
7.2 Full Scale Implementation plan:

- The situation before and after the corrective action must be shown and the
same charts used as in step 4.
7.3 Tangible & Intangible benefits:

- If the effects can be converted into gains (financial), this is preferable e.g.
Return on investment, annualized savings
- In as far as possible, the effect of each action on the final result must be
shown (by numbering them).
Step 8) Standardize:
8.1 Updation of documents:

- Revise or establish the working "standard".
- Review cycle time, standard stocks, standard machine conditions, etc.
- Visual tools are highly effective in standardization.
- Update all the relevant documents like Drawings/specifications, Process
Sheets, PFC, PFMEA, Control plan, SOP or SOS, Check list etc, & mention the
reference of the same.
8.2 Training:
- If the problem stems from the operating procedure, train the operator on the
new standard
- Train people on new/modified SOP
- Train people to modify / develop SOS
8.3 Additional Audit / Check

- Check the quality level and how the operator functions with the new
method/procedure for at least two weeks.
- Carry out additional audit/check to ensure adherence to the new system &
monitoring results achieved.

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Standardization:
Here we explain the steps that were taken to ensure that the
implemented solution will remain in effect. We want to prevent the process
from reverting to its previous state so we can continue to hold the gains
achieved through the process improvement.
Step 9) Summarize and future action plans:
9.1 Conclusion
- Once target has been achieved, progress and results are reported to
management. Future plans are drawn for causes that cannot be currently
resolved. If concern is not resolved & product design change is necessary
then it is to be escalated to PVT/PDT/PET for PHASE III actions.
9.1 Horizontal deployment

- Check the possibility of extending the actions to similar product or process.
9.2 Lessons learnt

- Summarize the learning from the project.
The QC STORY done by me:
1. Bonnet
2. Fendor
3. Cargo

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Chapter 8
A Project on:
Eliminating the defect
loss due to
Brake fluid level
indicator Wire terminal
backout

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Concern Resolution
Apart from the daily activities, solving the defects in RFI vehicles was given
primary importance, as the vehicles handed over for RFI were a sample of the
population which is going to the customer and must have ZERO defects. As stated
in the quality PADTA the defect per vehicle in RFI was on a rise and needed to be
controlled. Also high severity defects which hampered Mahindra‘s reputation
required special attention.
RFI
% of
No. of Zero
S
zero defec Se
Defect Sev Sev Sev e Sev Sev
defect t v
/vehicl v
veh. Vehic
e
les
=>5 10 9 8 7 6 5
F09
1.40 All 20.00 0.120 % Redn. Over F-08 10 27
Tar
F09 0.101 3.2 20.6
1.37 845 21.76 0 6.6 4.1 9.1
Act 2 2 6
Apr 1.50 107 23.57 0.123 0 8 5 17 4 22
Ma
1.47 118 22.14 0.139 0 8 7 25 7 27
y
Jun 1.38 84 24.63 0.117 0 3 4 6 1 26
Jul 1.41 132 25.73 0.084 0 6 5 7 3 23
Au
1.35 97 20.29 0.096 0 13 3 8 4 27
g
Sep
1.36 110 22.77 0.091 0 7 3 6 4 24
t
Oct 1.29 115 23.37 0.075 0 10 8 4 4 17
No
1.24 58 16.91 0.076 0 3 2 7 2 12
v
Dec 1.19 24 22.85 0.105 0 1 0 2 0 8
In my training period I was taught various techniques to solve defects. I was

also assigned project to reduce defects with the guidance of the QA module
managers and other related officials. High severity defect

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In the further part of the report some of the invaluable quality tools and
problem solving methodologies which were put to use to solve high severity and
high frequency low severity defects will be manifested:
Overview
All models in Mahindra have hydraulic brakes .The brake fluid reservoir is
situated over the brake booster .There is an alert mechanism to indicate the brake
fluid level reduction in the brake fluid reservoir. A brake fluid level indicator bulb is
provided on the dashboard which will glow as soon as the brake oil reaches to the
minimum desired level. As the level of oil reduces the float comes in contact with
the sensor and the driver receives a warning light that indicates brake fluid is either
leaking or less than desired and needs to be filled. As the brake fluid reservoir is
under the hood, the sensor and the indicator bulb wiring are connected with plastic
couplers (male and female sockets).
Problem:
The metallic wire terminal have positive locking in the plastic socket .If the
locking is disturbed or poor the wire terminal comes out of the socket and the
circuit is broken. And the circuit doesn’t serve the purpose.
Brake
fluid
reservoir
Sensor
Brake
Terminal
booster backout

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Severity:
According to the FMEA severity ranking table this concern is given severity 9
as it risks customer safety.
Effects of the concern:
Wire terminal backout
Circuit cannot be completed
No warning indicator even if the brake fluid in

reservoir is empty
No prior warning before brake failure
May cause accident /customer safety endangered
Problem prioritization:
Problem was prioritized due to the following reasons:
 It was a high frequency and high severity concern as shown in trend.

 It was a serious field concern.
 Customer safety endangered.
 It was recognized as a vital high severity concern by pareto as stated
in the graph below.
 It increased the rework.
 It was a reason for an increase n R.F.I Defects per vehicle score. As well as
the severity concerns per vehicle score.

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Concern Resolution Technique:

Step 1: L0 / conformity analysis to confirm there is no error in process at our end.
Output:
1.The process and key points for the fitment of body wiring was not defined.
2.The wire terminal and socket may get damaged during fitment process if pulled
haphazardly. (CORRECT PROCESS)
3.S.O.S. for the process to be defined and implemented.

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Actions based on output: S.O.S. for the process to be defined and implemented.
Step 2: L 1 analysis to find the root cause
a.Terminal was not locked in one of the cases observed in the past (Terminals not
locked at vendor's end)
b.Uneven terminal length observed in one case before.
c. To check whether a design change required.
Output: 200 % inspection with marking started for every socket at vendor end to
assuare that only and only OK parts are delivered to Mahindra and Mahindra.
Hole dimension on body was relatively less in CL , CDR and Bolero FB models was
brought in the notice of QCRT.
Actions based on output: It was decided if the problem doesn’t get solved after
taking the actions stated above then design issue to be tken in considration.
Effectiveness graph:

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My role in the project:
• Collecting data for concern prioritization of high severity concerns and
making a Pareto diagram to focus on the vital few concerns.
• Study of the positive locking of terminal and root cause analysis of each case
observed at RFI or Buy off stage.
• Preparation of the L0 and L1 analysis on behalf of the problem manager.
• Audits of body wiring for poor insertion of wire terminal in as received
condition, to ensure that all material is received in OK condition and gets
damaged in-house.
• Making regular observations at the stage of assembly of body wiring.
• Spotting the difference in the same operation of wiring assembly done by a
skilled operator and a new ITI trainee.
• Making a SOS Standard Operating Sheet with the help of skilled operator and
the concerned officers and implementing it.
• Monitoring the effectiveness of implementing the SOS and vendor
improvements through various quality indicators.

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Chapter 9
A Project on:
Eliminating the
defect loss due to
Clutch fluid
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leakage through
joint at reservoir
Overview:
The clutch fluid filter is assembled at front side of body shell.
This stage is categorized as ‘Z’ stage, i.e. zero defect stage, because
these all parts are related to safety aspects & as per the government
regulation. So no defects should occur at this stage during assembly.
The part shown in fig. is called clutch fluid filter. It consists of

flask which is used to holds the clutch oil. The oil is supplied to clutch
via Bundy tube. This tube is fastening by nut which is to be tightening
by defined range of torque. The torque range decides for this assembly
is 12-14 NM. If this torque is not attained then it might cause leakage
of clutch oil. Which might affect the proper functioning of clutch and
chances of accidents are increase.

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Leaking
joint
Clutch fluid
reservoir Clutch fluid Clutch Bundy
filter tube
Severity:
According to the FMEA severity ranking table this concern is given

severity 8 as it risks customer safety.
PROBLEM PRIORITIZATION:
Problem was prioritized due to the following reasons:
 This stage is categorized as ‘Z’ stage, i.e. zero defect stage,

because all parts are related to safety aspects. So no defects
should occur at this stage during assembly.
 Any defect in ‘Z’ stage should be immediately zeroed.
 It increased the rework.
 It was a reason for an increase n R.F.I Defects per vehicle score. As well as
the severity concerns per vehicle score.

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Analysis Summary:
Concern resolution:
Step 1:L0 analysis
Output of analysis: Leakage due to joint not tightened at the specified torque.
Actions taken based on output: OPL to be given to the operator. The root causes
analysis for loose fitment to be initiated.
Step 2: Cause & Effect diagram and WHY-WHY analysis.
Output of analysis: Root cause found-NO Pokayoke.
Actions taken based on output: Pokayoke to be installed on the stage.
Step 3: Measuring effectiveness.

EFFECT
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CAUSE AND EFFECT DIAGRAM
CAUSES
MATERIAL DESIGN
MAN
Hardness of
S.O.P not threaded end
Disciplinary
followed. of clutch
issue
Bundy tube
less
Joint not Slave
torqued cylinder
female end Teflon tape
CLUTCH
hardness less not in use
FLUID Lack of
LEAKAGE knowledge
JOINT LOOSE
Torque
(Loose) No POKA YOKE setting not
Torque
done.
wrench
setting gets
disturbed.
Relaxation of
Torque wrench joint.
poor click
sensation after
torque
application
MACHINE METHOD ENVIRONMENT

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TPM ONE POINT

Brake fluid leakage
joint
THEME
RFI - Se
Basic Improve
Knowledge ent case
Classification
A: SITUATION BEF
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POKA YOKE:
Poka-yoke is a quality assurance technique developed by Japanese
manufacturing engineer Shigeo Shingo. The aim of poka-yoke is to eliminate
defects in a product by preventing or correcting mistakes as early as possible.
Poka-yoke has been used most frequently in manufacturing environments.
Poka-yoke (pronounced "POH-kah YOH-kay") was invented by Shigeo Shingo

in the 1960s. The term "poka-yoke" comes from the Japanese words "poka"
(inadvertent mistake) and "yoke" (prevent). The essential idea of poka-yoke is to
design your process so that mistakes are impossible or at least easily detected and
corrected.
How to use Poka Yoke?
1. Identify the operation or process that needs to be mistake proofed (target areas
where there are high numbers of errors or where even single errors are very
costly).
2. Use the 5 Whys or cause and effect analysis to get to the root of the problem.
3. Decide whether to use a shut-out or attention type method (there may be
technical or financial reasons why you have to go for the latter) to tackle the
problem.

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4. Decide whether a contact, constant number or sequence method is best (this will
hinge on the nature and purpose of the activities).
5. Design an appropriate poka yoke.
6. Test it to see if it works (try to avoid large expense before you have completed
this step - use mock ups or make-do's).
7. Once you have a working method then ensure you have the right
tools/checklists/software, etc for it to work consistently and correctly.
8. Train everyone to use it.
9. After it has been in operation for a while (the time period will depend on the
frequency of the activity) review performance to ensure errors have been
eliminated.
Take whatever steps are needed to improve on what you have done.
Need of Poka-yoke in Body trim cell

In body trim cell many parts fitted are critical as per severity
point of view. This severity points are given at RFI cell.
Decision :
After analyze this problem it is decided that apply the concept of

poka-yoke at suspended pedal stage.
To fulfill the requirement to eliminate this defect of oil leakage,

the poka-yoke should be design in such a way so that the body shell
should not proceed to further stage if the joint is under torque. It
allows further movement only after correcting the torque.
The concept and working of poka-yoke is discussed below.

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CONCEPT OF POKA-YOKE
Fig. 1
Fig. 2
CONCEPT :
As shown in figure to apply this concept some equipments are

required which are as follows
- Wheel sensor
- Wheel lock
- Torque sensor
- Torque wrench
- Alarm
Now initially the device which is used to tightening the nut was
‘Mechanical torque wrench’. It is to be replaced by ‘Electronic cum
mechanical torque wrench’. It is advance version of earlier torque
wrench which works on principle of radio frequency. A sensor is
providing with this tool which detects the initially set torque is applied
to tighten the nut or not. It also has ratchet mechanism same as
earlier tool but with electronic sensor for detection, this sensor detects
a torque and send signal to torque sensing device by radio frequency.
This signal is then forward to the operator by using visual lightening,
which is GREEN in colour. If set torque is applied then green light is
turn ON.
DEVICES

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Other POKAYOKE components
Before After
Mechanical torquedevice
Torque sensing wrenchand Alarm Mechanical
Wheel sensor cum Electronic torque
wrench
Now there is another sensor is provided on the track, which

detects the wheels of trolleys. It is combined with torque sensing
device through electronic circuit. A trolley lock is also provided on the
track to restrict the further movement of trolley; this lock is also
combined with electronic circuit and it activates while torque is not
done. Actual working of these devices is explained in simplified manner
as shown in following table
SR. NO. TORQUE 1 s t wheel 2 n d wheel remark

pass pass
1. Done allow allow OK
3. Not Done allow Not allow Not OK,

alarm starts
ringing &
lock is
activated
4. Done - allow OK

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Case 1, 2 & 5 Case 3
Case 4
Explanation
As in first case if torque is done then trolley can move to further

stage without any restriction, in this case torque sensing device sense
that required torque has been applied and it transferred the OK signals
to wheel sensor. Then wheel sensor sense the first and second wheel of
the trolley. This sequence is continues till set torque is apply.
But as in case three, if set torque is not applied then torque

sensing device transferred the NOT OK signal to wheel sensor. In this
case when wheel sensor is sense the first wheel then it also transferred
the NOT OK signal to not only alarm but also to track lock
simultaneously. So that trolley cannot able to move further. To remove
this restriction the set torque should apply then only the track lock is
deactivate.
Conclusion

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This concept was partially implemented, implementation of trolley lock is

remaining, after only partial implementation of this concept no defects were found
at final inspection. And it is expected that there should not occur any defects in
future. Our set target is of zero defects as shown:
• Collecting data for concern prioritization of high severity concerns and

making a Pareto diagram to focus on the vital few concerns.
• Doing the primary root cause analysis that the leakage occurs due to less torque
applied by studying all the vehicles in the yard having such kind of leakage.
Worked in a team of Central QA officer and operator.
• Preparation of the L0 and L1 analysis on behalf of the problem manager.

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• Monitoring the effectiveness of implementing the SOS and vendor

improvements through various quality indicators.
• The study and follow up of the new POKAYOKE implemented for eliminating the
defect.
Chapter 10

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A Project on:
Reduction of
defect loss due to
Diesel leakage
from fuel tank
bottom banjo joint
Overview:
The diesel is stored in the fuel tank .It is transferred to the fuel filter and
then to the engine. The fuel flows through a fuel pipe.

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Fuel
Copper
Eye end of
fuel main
Banjo
Fuel main
PROBLEM PRIORITIZATION:
On the basis of decision matrix
Rework Time
(frequency)
QCRT LEVEL
Severity
Interval
Concern
Severity
F.M.E.A.
Source
(Cost)
Sr. No.
Total

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FUEL TANK 10
1 DIESEL LEAKAGE BOTTOM BANJO RFI 7 3 6 2 9 8
2 WRONG PART USED BRAKE PIPE RFI 6 1 6 1 9 54
3 POOR PICK-UP ENGINE RFI 6 3 6 1 6 36
PAINT TOUCH UP CARGO SIDE
4 FORGOTTEN PANEL RFI 4 2 3 6 1 18
T/G TOP WITH
5 MISMATCH CARGO RFI 3 3 3 1 9
Severity 9 6
Interval
>15 10<ca
(frequency)
Rework Time 15min<

>=20 min
(Cost) 0m
Analysis:
Concern resolution technique:
Step 1: Conformity Analysis
Output of Analysis: All the current process parameters in chassis cell were
followed.
Action based on analysis: Immediate containment actions for customer

protection taken:
Daily yard checks.

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Torque increased from mean value (23 lbft) to (27 lbft) upper limit of the
specification.
Step 2: L 1 analysis and cause and effect analysis.
Output of Analysis and actions:
Sr. Probable Testing & Actions

No. Cause Observations planned
In-house test conducted & no air Same washers(Pt.
Thicker washer bubbles found when the washers No.0050332) to be used
1
at M/S Ehara for were replaced by thicker ones for leakage test at M/S
leakage test used at vendor's end. Ehara
Copper washer Hardness checked in our lab &
2 hardness not as found O.K.(Below 50 VPN)-
per specification Subodh Sharma Root cause not valid
Existing torque Torque value increased to 27lb-ft
spec. not from 23 lb.ft.from 17/11/08. Matter to be referred to
3
sufficient to Leakage was observed on 3 Mr. Rahalkar for L2
stop seepage vehicles analysis
Dent, damages Segregation done & few washers
4 on copper found with Matter to be taken up
washers dents/damages/deformation. with vendor
Taper/uneven Matter to be again
5 fuel pipe eye taken up with M/S
end 90 microns difference observed. Imperial
Work hardness Matter to be referred to
Values observed between 67 to
6 value of copper Mr. Rahalkar for L2
90
washer analysis
Step 3: QC story and monitoring effectiveness.

Collecting data for concern prioritization of high severity concerns and making a
Decision matrix. Preparation of the L0 and L1 analysis on behalf of the problem
manager. In depth analysis of each case observed during yardcheck to reach at
root causes. This included:
YARDCHECK: Manually checking all the CL/CDR models for diesel leakage or
seepage and recording the results.

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Method: The joint was wiped clean with clean and dry clothes.
Then the engine was kept at idling condition for 30 mins. After 15 mins the joint
was wiped by a tissue paper which immediately showed stain marks.
Using a tissue paper was helpful in detecting exactly the 2 contact surfaces out
of the 8 from which the fuel seeps.
Taking residual readings of the joint to ensure that the tool provided is used as
per the specified procedure.
Opening the leaking joint to study the copper washer profile and to verify
whether there is a dent or a pathway on any of the contacting surface.
Replacing the suspected component (E.g. Washers, bolt, fuel line, fuel tank)
with a fresh component
To confirm that there is no leakage or seepage after replacing the suspected

part to ensure the non conformity in the suspected part.
Checking the dimension of suspected parts.5 fuel tank adapters checked for
surface flatness and perpendicularity with slip gauges and bubble test.
• Copper washers checked as per the drawing with electronic vernier caliper.
PART PARAMETER TO BE INSTRUMENTS USED /TESTS

MEASURED CONDUCTED
Fuel main flow joint Leakage Bubbles test
Copper washers Thickness Vernier caliper /Micrometer
I .D. & O.D. Vernier caliper
SURFACE Visual inspection with a
Fuel tank welded adapter plug
Internal thread axis Slip gauges of various
perpendicularity. thickness, master male adapter
specially designed by vendor
Eye end of fuel pipe Surface taper, Dial gauge,

Surface abnormality Micrometer
Monitoring the effectiveness of each and every implemented action.

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Chapter 11
A Project on:
REDUCTION OF
SCRATCHES ON
VEHICLE

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Concern Resolution
Apart from the daily activities, solving the defects in RFI vehicles was given
primary importance, as the vehicles handed over for RFI were a sample of the
population which is going to the customer and must have ZERO defects.
As stated in the quality PADTA the defect per vehicle in RFI was on a rise and
needed to be controlled. Also high severity defects which hampered Mahindra‘s
reputation required special attention.
In my training period I was taught various techniques to solve defects. I was

also assigned project to reduce defects with the guidance of the QA module
managers and other related officials.
In the further part of the report some of the invaluable quality tools and
problem solving methodologies which were put to use will be manifested.
OVERVIEW:
A break in the surface of a thing made by scratching, or by rubbing with
anything pointed or rough; a slight wound, mark, furrow, or incision is identified as
a scratch.
EFFECTS ON CUSTOMER:
• Scratches play an important role in body aesthetics of the vehicle.
• Decreases the strength of the effected part and make it prone to rusting.
• Customer dissatisfaction.
Concern prioritization:
As you can see below the contribution of scratches has increased suddenly in
August. So, there was need to find the root cause for the increase in scratches at
RFI audits in detail to reduce the defect per vehicle.

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Figure 1 Contribution of scratches in total defect per vehicle
1400 120
1171
1200 100 100
97 99
92
1000
80 80
800 66
60
565 538
600
40
400
171 20
200 110
34
0 0
RELATED
SHORTAGE
SCRATCHES
DEFECTS
DEFECTS
DEFECTS
OTHER PU/
DEFECTS
VENDOR
DESIGN
PROBLEM
PROCESS
MANUAL
PVT /
Figure 2 PARETO TABLE (RFI DATA APRIL-SEPTEMBER '08 )

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ANALYSIS:
SCRATCHES ON BONNET:
Understanding the situation:
1) PROCESS FLOW CHART
PROCESS FLOW CHART FOR IDENTIFICATION

OF SCRATCHES
Process flow chart for identification of
scratches at various stages.

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Concentration Diagram for scratches on bonnet:
BONNET- BOLERO LOOKB O N E T - M A X
5 4
2
BONET-CL-CDR
2 3

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CAUSE AN
EFFECT
Runner slips
while tightening
the bolt
CONFIRMATION OF PROBABLE CAUSES:

Scratch during
All the probable root causes were investigated andloading on
the results are shown in
the table below:
trolley and
Conformation of root
Concern Part Root causes Photos/Diagram
trolley cause
Excess bonnets kept
movement
on floor near
Scratches Bonnet
accessory unloading
stage.
Scratch on Valid
Scratches
BONNET
slip while
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Painted surface
getting scratches due
Scratches Bonnet
to rods projecting out Valid
of an air circulator.
Bonnets projecting out

Scratches Bonnet
of the trolleys. Valid
Scratches Bonnet storage in paint shop

Valid
Scratches Bonnet part movement in Valid

bonnet subassembly
worn out trolley's

Scratches Bonnet Valid
protective coatings
grill is fallen in the

conveyor line which
Scratches Bonnet
strikes the bonnet in
movement Valid

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Corrective Measures:
SR.N TARGET RESPONSIBILIT STATU

ROOT CAUSE ACTION PLAN
O. DATE Y S
Proper storage
Scratches at
system like
receiving
1 trolleys or racks
stage from
to be used in
paint shop
paint shop 24.10.08 Mr. Panda Priya Closed
Unfavorable
trolley
conditions.
Regular
1) Rusty
maintenance to
trolleys. 2)
2 be ensured and
Teflon coating
proper cleaning
worn out.
to be done.
3) Hardware
kept in Mr. Kaustubh
trolleys. 14.10.08 Naik Closed
Scratch during Excess bonnet

loading on not to be kept on
trolley at floor and
accessory operator to be
3
unloading made aware
stage and about proper
trolley trolley
movement movement 22.10.08 Mr. P.D.Kulkarni Closed
Movement of
trolleys for
subassembly
should be
Incorrect according to
Handling at layout and
4
bonnet bonnet catch to
subassembly be kept at
designed
location when
changing the
model 20.10.08 Mr. P.D.Kulkarni Closed

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Also Painters at touch-up are given training by changing the process i.e. after
the vehicle enters the touch-up cell from shower testing shed, they are dried &
cleaned using cloth to identify the scratches easily. For cleaning the vehicles
workers are deployed.
Conformation of Results:
Below are the numbers of scratches on bonnet observed in RFI audit after
implementing the corrective actions step by step.
14
20-Oct
10
Week 1
3-Nov
Standardization:
• After the implementation of corrective measures trolleys audits are done by
QA inspectors daily.
Week 3
•
•
Daily trolleys are cleaned by maintenance workers.
Operator training is given for movement of trolleys as per model on assembly

10-
line and is checked by line officers.
Wee
Horizontal deployment: Fender unloading at the accessory unloading
n u
th
a m
b
ro
fs
c e
stage.
Conclusion & Lessons Learned:

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After monitoring for more than 7 weeks we have achieved the required
results i.e. reduction of scratches on bonnet from 14 to 0. During this QC story we
have learnt various analysis techniques such as: Pareto analysis, Using QC story as
a defect solving techniques, Data collection for detection of root causes.
ABBREVATIONS


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Dept: Vehicle Product Unit

This is to certify that the project on

“STUDY AND ELIMINATION OF DEFECTS USING

Mr. Nitesh R Galfade

Under the guidance of

Study & elimination of defects using QC story & QCRT methodology

It is my great pleasure to present this report, which will

I thank my guide Prof. D.V.Shirbhate for his expert

The training period of 6 months has enriched me with

I am deeply grateful to MR . S. S. Kangutkar & Mr. D.

I would also like to thank Mr. Dilip Bane (Training

I thank Mr. Sadique Shaikh, who zealously guided me

I would also thank other senior people of the shop floor

Study & elimination of defects using QC story & QCRT methodology

Sr.no Topic Page

1. Introduction to Mahindra Group & Kandivali Plant 5

4. Manufacturing System Design 40

5. Advanced Product Quality Planning 56

7. Concern Resolution Process (QC Story) 71

8. A Project on: Eliminating the defect loss due to 82

9. A Project on: Eliminating the defect loss due to 89

10. A Project on: Eliminating the defect loss due to 101

11. A Project on: Reduction of Scratches on Vehicle. 107

Study & elimination of defects using QC story & QCRT methodology

Study & elimination of defects using QC story & QCRT methodology

Mahindra and Mahindra Ltd., a premier Organization since 1945,

M & M has two main operating divisions:

The Automotive Division manufactures utility vehicles, light

The Tractor (Farm Equipment) Division makes agricultural

Study & elimination of defects using QC story & QCRT methodology

Automotive Division Profile

M&M's association with the automobile business dates back to

Over the years, the Mahindra brands of vehicles have come to

M&M has comprehensive manufacturing facilities with high level

M&M has a strong Research & Development set-up, with over

Study & elimination of defects using QC story & QCRT methodology

The division's marketing efforts are supported by a network of

Having conquered a substantial portion of India's semi-urban and

M&M's automotive division also exports its products to several

Study & elimination of defects using QC story & QCRT methodology

Plants under Automotive Division

KANDIVALI NASHIK ZAHEERABAD IGATPURI

Bolero camper Scorpio Champion Engines:-

Products of the Automotive Division of

Study & elimination of defects using QC story & QCRT methodology

Study & elimination of defects using QC story & QCRT methodology

THE KANDIVALI PLANT

This plant houses the administrative offices of the Automotive

Concept of Product Unit (PU):

 Body Product Unit

Each product unit is assisted by its own Supply Module (stores).

 Human Resource Development (HRD)

Study & elimination of defects using QC story & QCRT methodology

BODY PRODUCT UNIT

Paint Shop Accessories

Study & elimination of defects using QC story & QCRT methodology

The Press Shop essentially has the capability to perform various

They follow TPM principle and believe in CLI

C - Cleaning with meaning

The operations performed under the press shop include forming,

Press shop is mainly concerned with Body Parts of vehicle &

It is one of the important shops. Press working of different parts