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IN-PLANT TRANING REPORT
CHAPTER 1
INTRODUCTION TO THE COMPANY
Signtronics, is one of the leading manufacturers, wholesalers, traders and

suppliers of Outdoor LED Scrolling Displays, Indoor LED Scrolling Displays, SMPS,
was established in the year 2015. This impeccable and diverse range is made up of
highly acclaimed products like SMPS for Industrial Use with different Set of
Voltages & Current Combinations. Making of this range is done as per the set
industry norms and guidelines, utilizing the finest raw materials and modern machines
& Techniques. Owing to this, its sturdiness, durability and ergonomics & esthetics.
Further, the offered range is known to be marked at the most reasonable rate possible.
With our state-of-the-art infrastructural facility, laced with all the necessary
equipment and machinery, attainment of goals and objectives is quite easier. For
reasons of maintenance of our reputation in the market, our facility is upgraded on a
highly regular basis. For reasons of managing the firm’s operations in the best possible
manner, the facility has been parted into several highly operational units. These units
in the most dedicated manner, maximization of the firm’s productivity. In addition, our
abidance of industry ethics, have helped us in the attainment of a number of highly
reputed clients like ATLAS COPCO, TAL.
Under the supervision of our company owners/partners Mr. Prashant Shirode &
Mr. Nityanand Tendulkar, we have witnessed several heights of success. His ability to
manage, foresee market changes and make decisions, have made him our most valuable
asset. In addition, regular benefits are made available to our employees, for maximum
satisfaction.
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1.1 PROFILE:
Figure No.1.1: SMPS
We are fortunate enough to have a diligent team that helps us cater to the
requirements of the clients in an efficient and timely manner. Our team ensures that we
are able to achieve the organizational goals and rise further on the ladder of success.
The team that we have is the perfect blend of experience and zeal. Our team comprises
experienced and qualified professionals, who work to the best of their capabilities to
help us exceed the expectations of the clients. Despite belonging to different
backgrounds, these professionals understand the importance of working in unity and
leave no stone unturned to deliver what is expected of them. Our team comprises the
following members: Skilled & semi-skilled workers Quality controllers,
Administrative staff .

Nature of Business Manufacturer
 Wholesaler
 Trader
Additional Business
 Distributor
 ATLAS COPCO, Pune, Maharashtra

 TAL
 Brand IT, Pune, Maharashtra
Key Customers
 KPIT
 EISEN TRADERS, Pune, Maharashtra
S. No. 5 Ground Floor, Mauli Krupa , Shri Control Chowk

Registered Address
Dhayari-narhe Road, Pune-411041, Maharashtra, India
Manufacturing AND Trading of Outdoor LED Scrolling

Displays, Indoor LED Scrolling Displays,
Industry
SMPS,Controller Mounting Stands For ATLAS
COPCO,etc.
Year of Establishment 2015
Legal Status of Firm Partnership Firm
2015-16uptoRs.76,00,000/-Approx.
Annual Turnover
2016-17 uptoRs. 1,06,00,000/- Approx.
Table No. 1.1: Company Factsheet

1.2 PRODUCTION:
Key Figures in Signtronics :
Location Type URBAN
Building Infrastructure Permanent
Size of Premises 950 square feet
Space Around Front porch
No. of Research / QC Staff 1 - 3People
No. of Skilled Staff 1 People
No. of Semi-skilled Staff 1 - 3 People
Table No. 1.2: Key Figures in Signtronics
Providing the customers with high quality products is what distinguishes us

from the others. We lay utmost emphasis on the quality of our range and ensure that
each and every product is flawless. In order to offer an unmatched range, we make it a
point to subject the products to a stringent quality check. Our quality controllers
thoroughly check the entire range on the basis of certain parameters, so as to ensure that
the products are in tandem with internationally recognized norms and regulations. Each
and every process is stringently monitored to ensure that the quality is not compromised
with.

 Infrastructure
We very well understand that a state-of-the-art infrastructure is of utmost

importance to any goal-oriented organization. Keeping this in mind, we have
developed a world-class facility that acts as the hub of all our operations and helps
us cater to the requirements of the clients. To manufacture an unmatched range,
Moreover, we also have facilities for R & D and packaging. Having all the facilities
under one roof makes it easy for our dexterous team members to streamline all the
processes.
 Research & Development

We know it for a fact that intensive R & D is the key to success for any
organization that wishes to excel. Hence, we lay utmost emphasis on research and
development and have hired experienced professionals, who take care of this aspect
of production. Our experts conduct a detailed study to find out the latest and the
most economical ways of production. Moreover, they ensure that we make use of
advanced technology, so that the clients can be provided with a superior range. R
& D plays a major role in our day to day activities and is one of the pivotal processes
of our working methodology.
 Packaging & Distribution

Ours is an organization that lays utmost emphasis on the proper storage of the
raw material as well as the finished products. We have developed a state-of-the-art
warehouse that is quite capacious in terms of size and helps us store everything in
a safe & secure manner. Our experts take care of the warehouse and ensure that the
stored products do not get damaged in any manner. To ensure the safety of the
products, we also give due importance to their packaging. We make it a point to use
only quality material while packing the products to ensure their safety during
storage & transportation. Further, we have a wide business network that helps us
distribute the products in an efficient & timely manner.

1.4 VISION :
Enable effective, economical, and creative visual communication using

innovative technology. Delight customers with advertisement needs by
providing creative solutions, quality products and efficient delivery.
1.4.1. Keys to Support the Vision:

1. To produce at average rate of customer demand.
2. Internal and External customer order production.
3. Add value to every step by removing waste at consistent pace
4. To produce Quality at process and Separate man and machine work
1.4.2. Quality in Focus:

Providing the customers with high quality products is what distinguishes us
from the others. We lay utmost emphasis on the quality of our range and ensure that
each and every product is flawless. In order to offer an unmatched range, we make it a
point to subject the products to a stringent quality check. Our quality controllers
thoroughly check the entire range on the basis of certain parameters, so as to ensure that
the products are in tandem with internationally recognized norms and regulations. Each
and every process is stringently monitored to ensure that the quality is not compromised
with. In fact, all the holders that we manufacture are marked with Laser to ensure easy
readability. Further, we make it a point to pack them properly, along with the requisite
spares.
1. Customer Satisfaction
2. Process quality
3. Employee Satisfaction
4. Timely delivery
5. Product quality
6. Productivity

CHAPTER 2
PRODUCTS MANUFACTURED
2.1 SMPS
Figure No.2.1 SMPS
A switched-mode power supply (switching-mode power supply, switch-mode

power supply, switched power supply, SMPS, or switcher) is an electronic power
supply that incorporates a switching regulator to convert electrical power efficiently.
Like other power supplies, an SMPS transfers power from a DC or AC source
(often mains power) to DC loads, such as a personal computer, while
converting voltage and current characteristics. Unlike a linear power supply, the pass
transistor of a switching-mode supply continually switches between low-dissipation,
full-on and full-off states, and spends very little time in the high dissipation transitions,
which minimizes wasted energy. Ideally, a switched-mode power supply dissipates no
power. Voltage regulation is achieved by varying the ratio of on-to-off time.

2.2 LED DISPLAY WALL :-
Figure No. 2.2 LED DISPLAY WALL
An LED display is a flat panel display, which uses an array of light-emitting

diodes as pixels for a video display. Their brightness allows them to be used outdoors
where they are visible in the sun store signs and billboards, and in recent years they
have also become commonly used in destination signs on public transport vehicles.
LED displays are capable of providing general illumination in addition to visual
display, as when used for stage lighting or other decorative (as opposed to
informational) purposes

2.3 LED XRAY VIEW BOX :-
Figure No. 2.3 LED XRAY VIEW BOX
 Adopt LED light source with life of 100,000 hours

 Without the effect of temperature difference as CCFL, the viewer can be lighted as
soon turned on.
 With high brightness of more than 4000lux. exclusive for viewing detail image freely.
 Light source, layout in equal spaced points, which is more uniform and the uniformity
of luminance is above 90%.
 Maximum brightness can reach up to 5000cd/m2 which is suitable for different
density medical films.


2.4 DC CONVERTERS :-
Figure No. 2.4 Dc Converter
A DC-to-DC converter is an electronic circuit or electromechanical device

that converts a source of direct current (DC) from one voltage level to another. It is a
type of electric power converter. Power levels range from very low (small batteries) to
very high (high-voltage power transmission).
DC to DC converters are used in portable electronic devices such as cellular
phones and laptop computers, which are supplied with power from batteries primarily.
Such electronic devices often contain several sub-circuits, each with its own voltage
level requirement different from that supplied by the battery or an external supply
(sometimes higher or lower than the supply voltage).

2.5 LED DIMMER CIRCUIT
Figure No. 2.5 Led Dimmer
The LED DIMMER is primarily a 555 IC based PWM (Pulse Width Modulation)
circuit developed to get variable voltage over constant voltage.

2.6 FLOOR STAND FOR ATLAS COPCO CONTROLLERS
Figure No. 2.6 FLOOR STAND
Floor Stand Required for ATLAS COPCO is made using sheet metal of various
materials such as G.I, S.S, M.S,etc upto thickness of 2-4mm as per the customer
requirement. The various process such as powder coating as per customer requirement
is carried out in our vendors location.

CHAPTER 3
INTRODUCTION TO QUALITY AND QUALITY OPERATION’S
3.1 WHAT IS QUALITY?

Quality is defined as excellence in the product or service that fulfills or exceeds the
expectations of the customer.
3.2 WHAT IS QUALITY IMPROVEMENT?

Continuous process (quality) improvement is all about quality management and
management of quality – there is no full stop and no break in the chain!
3.3 HOW QUALITY CAN BE IMPROVED?

 Reduce resources
 Reduce errors
 Meet or exceed expectations of internal/external customers
 Make the process safer
 Make the process more satisfying to the person doing it.
3.4 THE NINE DIMENSIONS OF QUALITY:
 Performance
 Features
 Conformance
 Reliability
 Durability
 Service
 Response- of Dealer/ Mfgr. to Customer
 Aesthetics – of product

3.5 BENEFITS OF QUALITY:
 Higher customer satisfaction
 Reliable products/services
 Better efficiency of operations
 More productivity & profit
 Better morale of work force
 Less wastage costs
 Less Inspection costs
 Improved process
 More market shared.

ASSIGNMENT-1
INTRODUCTION & IMPLIMENTATION OF 5s OPERATION

MODEL

ASSIGNMENT-1
4. INTRODUCTION & IMPLIMENTATION OF 5s OPERATION
MODEL
4.1 Objective
Figure No.4 .1 5S Implementation Process

5 S is an approach to organize, order, clean, standardize and continuously
improve a work area. 5S is not just about housekeeping, it is one of the efficiently
working tools of Lean Manufacturing. The program gets its name from five activities
beginning with the letter S, which were derived from five Japanese words. The words
are Seiri, Seiton, Seiso, Seiketsu and Shitsuke, which when translated mean Sort, Set
in Order, Shining, Standardize and Sustain, respectively. Sort helps to remove all
unneeded items: only what is needed stays. Set establishes locations and quantities
needed for efficient operation. Shine represent cleaning through inspection. Standardize
implements visual displays and controls. Sustain helps to keep the organization effort
in place through training and total employee involvement. The aim of this paper is to
implement 5S methodology and measure the performance improvement in signtronics
Company a small scale industry situated at Narhe, pune. 5S is a lean manufacturing tool
for cleaning, sorting, organizing and providing necessary ground work for work place
improvement. 5S is already selected using Analytic Hierarchy Process (AHP), a multi
criteria design making (MCDM) tool by considering different criteria for case
company. AHP is a problem solving framework based on the innate human ability to

make sound judgement about small problem. It is a quantitative technique use to

facilitate decision that involves multiple competing criteria.
The Signtronics, Narhe. is keen on increasing the effectiveness of their

manufacturing and assembly operations through a better workflow and an enhanced
layout of the workplace. This is essential step in the company's effort toward attaining
excellence at all aspects and activities. Hence, this project aims to study the current
workflow at signtronics Narhe pin point existing flow issues, and analyze the overall
impact on the effectiveness of the production system. This project will organize the
workplace and create a better work environment for line workers to improve morale
and facilitate the execution of work orders and improve floor communication. Based
on the plant state analyses, the project will identify the process and come up with a set
of measures to streamline workflow, reconfigure the manufacturing and assembly
process elements, and reorganize the workplace. 5S techniques are used attain
improvement in the overall process effectiveness.
4.2 Target
As noted, one of the 5S pillars is identifying and eliminating many kinds of

waste, including time wasted searching for items, waste due to difficulty in using items,
and waste due to difficulty in returning items. Storage solutions play an important part
in implementing waste elimination through space reduction, organization improvement,
and inventory management. Storage cabinets and workbench products that allow dense
storage, a smaller footprint, and visual organization near where the tool is needed,
become a key factor in implementing the 5S program.
Systems should be set up so everything has a place that is available when needed,
including the manufacturing floor, areas where products are being packaged, through
the equipment maintenance area. Everything should be labelled and identified. Local
storage minimizes travel time, and adjustable storage and workbenches make it easier
to adapt to the differing needs of individual employees.

4.3 Need of study
The small scale industry occupies a prominent position of unique importance in

economy of India. It has emerged as powerful tool in providing relatively larger
employment next to agriculture. Global markets are continuously changing and
demanding product of high quality and low cost. In India, the survival and the growth
of small scale industry largely depends on its ability to innovate, improve operational
efficiency and increase productivity. Many businesses have been trying to adopt new
business initiative in order to stay alive in the new competitive market place. Lean
manufacturing is one of these initiatives that focus on the cost reduction by eliminating
wastes (non-value added activities). Research at Lean Enterprise Research Centre
(LERC) U.K. indicates that for a typical manufacturing company the ratio for
activity could be broken down as value added activity-5%, non-value added activity
(waste)-60% and necessary non value added activity- 35%. This implies that up to 60%
of the activity at a typical manufacturing company could potentially be eliminated. All
Lean manufacturing tools are not possible to implement in small scale industry because
of limited resources, i.e.finance, infrastructure, work force etc. The 5S, potential Lean
manufacturing tool selected through AHP considering different criteria is to be applying
for performance improvement of case company.
Definition of 5S
A philosophy based on five Japanese terms utilized for creating and sustaining
a well-organized workplace that is more efficient and productive in operation.
5S-The Beginning of Lean 5S is the one of the essential steps in motion and bring about
a flourishing Lean culture . It provides the ground work and the workplace as a way to
modify how people approach their planned future state. concur that 5S is often
understood as a simple strategy to clean the shop floor but it can be potent application
for developing a successful business for deploying a new standard of workplace
practices. When everything has a place and there is a position for all things, a 5S
program will serve for supporting a clear picture of the workplace.

Figure No. 4.3 The Schematic Diagram of 5S Principles
4.4 DETAILS OF 1S IMPLIMANTATIONS

During the activity labels have been applied to all marks which were not necessary
within the workshop & The labels are prepared for storage containers and various
departments in organization.
 All useless things have been sorted and eliminated.
 Rubbish about approximately 100kg was thrown away.
 The reason for scantling accumulation was found out.
 The activity related rules have been stated and are to be implemented.

Figure No.4.4 (a) pictures of 1s Seri (SORT)
Figure No.4.4 (b) pictures of 1s Seri (SORT)
4.5 DETAILS OF 2S IMPLIMANTATIONS
 The inappropriate objects have been taken off from inventory
 In the workshop, the location of all necessary objects have been defined and
marked.
Colours have been used to mark the different areas.
 The arranging way has been set according to destination and degree of usage.

Figure No.4.5 : After Photographs of Seiton
4.6PROCEDURE :-
4.6.1 The Process
Steps of the 5S process are as follows:
1. Sort (Seiri)
Sorting is the first step-removing all surplus items from the work centre which
are not needed for the immediate continual operations (Hough, 2008). At this stage it is
decided what is really needed and what is not. Any item or tool that is unaccounted out
of place or unnecessary needs to be clearly documented. A red tag is a document made
on red colour paper that is attached to potential junk items in a workplace. The items
are stored temporarily until assignable action can be undertaken; it is usually the starting
point of a 5S exercise. Items are red tagged with the best description of use or placement
recorded on it. All red tagged articles are moved to a temporary holding area, and that
area clearly is identified as the red tag or Seiri area. Equipment or anything else that is

not of use, should be discarded as refuse to be thrown out (Howell, 2009). To implement
the first step of 5S, a production team needs to know what material is used when the
material in storage are to used where the required materials are, and what the users
requirement are. This is an opportunity for every team to re-evaluate the tools at their
disposal and make sure that they are using the best available tools for the process.
2. Set in Order (Seiton)
The second step in a 5S launch is taking the stored items and putting them
Where they best support the function they provide. Workers should be motivated to
place items at their point of use and improve the workplace‘s visual management (Van
Pattern 2006). Before and after photos should be taken to document progress and
explain activity benefits are of key importance at this stage (Samuels, 2009). One
important advantage of Set in order is that everything needed for the job is clearly
visible. Another objective of this step is to arrange the work in such a manner that
missteps can be easily identified and corrected which is one of the main reason why the
implementation of visual controls is encouraged during this step. Associates may apply
these philosophies by referring to checklists, designing tool boards, parts container and
improving workplace design. The practice of shadow boarding can be quickly identify
when a piece of equipment is missing from a work station (Becker 2001). The main
advantage of tool ―shadowing‖ is that people instantly know which tool is missing and
where it stored. Furthermore if one is missing it’s easy to guess what shop users are
looking for and where it belongs.

Figure No.4.6 (a):Set in order section 1
Figure No.4.6 (b):Set in order section 2
3. Shine (Seiso)
Once the unneeded is thrown away and sorting and set in order has taken place,
it is now time for the sanitize phase. A cross functional team should agree on what the
cleaning standards need to be. This is sometimes referred to as shine or sweep stage
where teams thoroughly remove clutter and fix equipment or building components. The
objective of this phase is to identify and eliminate the root cause of waste, dirt and
damage as well as clean up the work station . 5S projects that are almost entirely focused
on cleaning and painting, prevent recording the valuable information that can be gained
from assessing it. This step needs to have the full involvement of employees to gather
the data of what they feel needs to be cleaned and how often it should be cleaned.

4. Standardize (Seiketsu)
After the organizing and cleaning of a production area, it is essential that the
area is maintained. This stage requires that the improvements of the previous three
phases are maintained. That‘s why organization develop standardized procedures, rules
and expectations for maintaining continuous activity in all of the areas shift by shift and
crew. This is a means of creating consistent ways for implementing the tasks outlined
above on daily basis. the challenge is to visually maintain known agreed upon
conditions rather than to write work instruction. Teams can develop their own standards
by using the 5M‘s borrowed from Kaoru Ishikawa‘s Fishbone diagram. In it, he lists
Manpower, Methods, Materials, Machines and Measurements as the 5 components of
the standardizing step (Ishikawa, 1986). An organization achieves conformity when
employees value working to one common metric, rather than working however they
feel like working or how they think a job should be done .
5. Sustain (Shitsuke)
The benefits of the above four phases of 5S are powerful, visual and easily
measured. However without self-discipline, elements for sustainability the success of
5S program is brief and everything will atrophy or revert to the previous messy state .
In daily life, when we diet to lose weight, we still need discipline to help us maintain
our objective. Therefore discipline and motivation go hand and hand to reach your goals
To continue the gains from implementing the 5S system, efforts should be taken to
install the importance of maintaining employee dedication for a neat, orderly and safe
workplace and reinforcing good work habits. Every employee needs to understand the
importance of safety, order and cleanliness and be willing to take the necessary steps
that guarantee the prescribed standards are accommodated when every square foot of
a production floor is assigned to an associate then clutter will not build up.

4.7Study :-
Well organized, clean, high effective and high quality workplace is the creation of
5S methodology. The study was carried out in the manufacturing company signtronics
Company,narhe. During the study it was executed that selection of process
parameters/procedure in chosen production process, on each workplace. The 5S
methodology was introduced to workers and control questions have been asked. Each
rule has been implemented and in consequence the great changes have appeared as
reflected in figures.Also our objective is to research was to increase the storing place
with 30%, create and preserve standards and service procedures specific to the
workshop, reduce unproductive time with 10%, redefine access, working and storage
spaces, readjust the location.
4S:
 The standards of the company came to next level.
 Improvement in safety has supported in reducing the injuries of workers.
 Slips and falls of the material have been reduced.
 Travel time of materials is reduced which led to reduction of work hazard
5S:
 It gives a scope for Workers participation in the work area design and maintenance.
 Workers absenteeism has been lowered down.
 Increasing of the awareness and morale.
 Decreasing of mistakes quantity resulting from the inattention.
 Proceedings according to decisions.
 Improvement of the internal communication processes.
 Improvement of the inter human relations.

5.8Application :-
It is often simple to talk about how lean approaches work and about 5S in
particular. However, the implementation of lean tools on the floor is totally different.
This is because 5S is not just a methodology; it is a culture change that involves all
parties to drive the organization towards effectiveness and continuous improvement.
Thus, we had to first make it clear to all project parties why we are adopting the 5S
lean technology.
 Space is crowded with parts and tools

 Unneeded items are stacked between workers
 Excess inventory on the floor
 Excess items and machines make it difficult to improve
process flow
 Equipment is dirty and a collection point for
miscellaneous materials
 5S provides the infrastructure necessary for plant-wide
improvement
 5S is essential for streamlined process flow and layout
redesign
 5S is essential for worker motivation and increased
loyalty
 5S is the key for clean production environment
 5S is essential to deploy safety measures and reducing
accidents
 Minimizing waste and reusing waste materials
 Minimizing effort and time wasted in searching.

5.9 CONCLUSION :-
Several plant conditions have called for the improvement of the manufacturing
process (a combination of job shop and assembly operations). The process flow at the
Signtronics Company, Narhe Unit is not streamlined due to the wide variety in product
specifications, the growing demand, the push production policy, and the nature of heavy
metal and woodwork operations. Due to that, the plant has turned into a jungle of dirty
machines and excess materials, scrap, and rework spread all over plant floor creating a
plenty of flow complications and causing space and production issues.
When we implement the 5s approach in our compony we found great results,

like reduction in waste, flexibility of plant flow, arrangement of inventory according to
the FIFO concept,etc.

ASSIGNMENT-2
STUDY ON THE SHEET METAL WORKING PROCESSES &

POST PROCESSES

ASSIGNMENT-2
5. STUDY ON THE SHEET METAL WORKING PROCESSES &

POST PROCESSES
5.1 INTRODUCTION:-
Sheet metal is metal formed by an industrial process into thin, flat pieces. Sheet
metal is one of the fundamental forms used in metalworking and it can be cut and bent
into a variety of shapes. Countless everyday objects are fabricated from sheet metal.
Thicknesses can vary significantly; extremely thin sheets are considered foil or leaf,
and pieces thicker than 6 mm (0.25 in) are considered plate.
Sheet metal is available in flat pieces or coiled strips. The coils are formed by
running a continuous sheet of metal through a roll slitter. In most of the world, sheet
metal thickness is consistently specified in millimeters. In the US, the thickness of sheet
metal is commonly specified by a traditional, non-linear measure known as its gauge.
The larger the gauge number, the thinner the metal. Commonly used steel sheet metal
ranges from 30 gauge to about 7 gauge. Gauge differs between ferrous (iron based)
metals and nonferrous metals such as aluminum or copper; copper thickness, for
example is measured in ounces, which represents the weight of copper contained in an
area of one square foot.
here are many different metals that can be made into sheet metal, such as
aluminium, brass, copper, steel, tin, nickel and titanium. For decorative uses, some
important sheet metals include silver, gold, and platinum (platinum sheet metal is also
utilized as a catalyst.)

5.2 OBJECTIVE :-
The sheet metal technology is one of the oldest form of metal application and,
yet it is still one of the many processes crucial to the manufacturing industry.
Historically, an important use of sheet metal was in plate armor worn by cavalry, and
sheet metal continues to have many decorative uses, including in horse tack. The
objective behind the study of the sheet metal working process is that this is a versatile
manufacturing process which is used in many streams and branches of industries. Sheet
metal is used in automobile and truck (lorry) bodies, airplane fuselages and wings,
medical tables, roofs for buildings (architecture) and many other applications. Sheet
metal of iron and other materials with high magnetic permeability, also known as
laminated steel cores, has applications in transformers and electric machines. The
purpose of this assignment is to study the sheet metal processes and post processes to
gain knowledge about the technology and the areas of application of the technology
that has many applications in present day industries.
5.3 SHEET MATERIAL :-
5.3.1 Stainless steel:
Grade 304 is the most common of the three grades. It offers good corrosion resistance
while maintaining formability and weldability. Available finishes are #2B, #3, and #4.
Grade 303 is not available in sheet form.
Grade 316 possesses more corrosion resistance and strength at elevated temperatures
than 304. It is commonly used for pumps, valves, chemical equipment, and marine
applications. Available finishes are #2B, #3, and #4.
Grade 410 is a heat treatable stainless steel, but it has a lower corrosion resistance than
the other grades. It is commonly used in cutlery. The only available finish is dull.
Grade 430 is popular grade, low cost alternative to series 300's grades. This is used
when high corrosion resistance is not a primary criterion. Common grade for appliance
products, often with a brushed finish.

5.3.2 Aluminium:
Aluminum is also a popular metal used in sheet metal due to its flexibility, wide range
of options, cost effectiveness, and other properties. The four most common aluminium
grades available as sheet metal are 1100-H14, 3003-H14, 5052-H32, and 6061-T6.
Grade 1100-H14 is commercially pure aluminium, highly chemical and weather

resistant. It is ductile enough for deep drawing and weldable, but has low strength. It is
commonly used in chemical processing equipment, light reflectors, and jewelry.
Grade 3003-H14 is stronger than 1100, while maintaining the same formability and low
cost. It is corrosion resistant and weldable. It is often used in stampings, spun and drawn
parts, mail boxes, cabinets, tanks, and fan blades.
Grade 5052-H32 is much stronger than 3003 while still maintaining good formability.
It maintains high corrosion resistance and weldability. Common applications include
electronic chassis, tanks, and pressure vessels.
Grade 6061-T6 is a common heat-treated structural aluminium alloy. It is weldable,

corrosion resistant, and stronger than 5052, but not as formable. It loses some of its
strength when welded. It is used in modern aircraft structures.
Hot dip galvanized steel sheet with excellent surface appearance
The hot dip galvanized steel sheets (GI) have the advantage of low
manufacturing cost in comparison to the electrogalvanized sheets, but the improvement
of surface quality problems and various other quality properties related to assembly of
the auto body was necessary. This report describes a manufacturing technology for GI
which solves these problems and has been applied successfully to automobile outer
panels, together with the quality features of this product.

5.4 SHEET METAL PROCESSES :-
5.4.1 Bending: -
Bending is a manufacturing process that produces a V-shape, U-shape, or channel shape

along a straight axis in sheet metal. Commonly used equipment includes box and pan
brakes, brake presses, and other specialized machine presses. Typical products that are
made like this are boxes such as electrical enclosures and rectangular ductwork.
Fig.5.4. 1 (a) Sheet Metal Bending

The bend allowance (BA) is the length of the arc of the neutral line between the tangent
points of a bend in any material. Adding the length of each flange taken between the
center of the radius to the BA gives the Flat Pattern length.
Fig.5.4.1(b) Bending Allowances
5.4.2. Punching: -
Punching is a metal forming process that uses a punch press to force a tool, called a
punch, through the workpiece to create a hole via shearing.
Fig. 5.4.2 Punching

5.4.3. Blanking and Piercing: -
Blanking and piercing are shearing processes in which a punch and die are used to
modify webs. The tooling and processes are the same between the two, only the
terminology is different: in blanking the punched-out piece is used and called a blank;
in piercing the punched-out piece is scrap. The process for parts manufactured
simultaneously with both techniques is often termed "pierce and blank."
Fig. 5.4.3 Blanking vs. Piercing
5.4.4. Notching: -
Notching is a metal-cutting process used on Sheetmetal. A shearing process is used in

a press, so as to cut vertically down and perpendicular to the surface, working from the
edge of a workpiece. Sometimes the goal is merely the notch itself, but usually this is a
precursor to some other process: such as bending a corner in sheet or joining two tubes
at a tee joint, notching one to fit closely to the other.
Fig. 5.4.4 Vee-notched tube, bent for assembly of a mitred join

5.5. WATER JET CUTTING: -
A water jet cutter, also known as a water jet or waterjet, is an industrial tool
capable of cutting a wide variety of materials using a very high-pressure jet of water,
or a mixture of water and an abrasive substance. The term abrasive jet refers specifically
to the use of a mixture of water and abrasive to cut hard materials such as metal or
granite, while the terms pure waterjet and water-only cutting refer to waterjet cutting
without the use of added abrasives, often used for softer materials such as wood or
rubber.
Waterjet cutting is often used during fabrication of machine parts. It is the
preferred method when the materials being cut are sensitive to the high temperatures
generated by other methods. Waterjet cutting is used in various industries, including
mining and aerospace, for cutting, shaping, and reaming.
Fig. 5.5 Water Jet Cutting

5.6. LASER CUTTING: -
Laser cutting is a technology that uses a laser to cut materials, and is typically
used for industrial manufacturing applications. Laser cutting works by directing the
output of a high-power laser most commonly through optics. The laser optics and CNC
(computer numerical control) are used to direct the material or the laser beam generated.
A typical commercial laser for cutting materials involved a motion control system to
follow a CNC or G-code of the pattern to be cut onto the material. The focused laser
beam is directed at the material, which then either melts, burns, vaporizes away, or is
blown away by a jet of gas, leaving an edge with a high-quality surface finish. Industrial
laser cutters are used to cut flat-sheet material as well as structural and piping materials.
Fig. 5.6 Schematics of a LASER Cutting Machine

5.7. METAL CHARACTERISTICS IN SHEET WORKING :-
Elongation Determines the capability of the sheet metal to stretch without necking
and failure; high strain-hardening exponent (n)and strain-rate
sensitivity exponent (m)desirable.
Yield- Observed with mild-steel sheets; also called Lueder’s bands and
point stretcher strains; causes flamelike depressions on the sheet surfaces;
elongation can be eliminated by temper rolling, but sheet must be formed within a
certain time after rolling
Anisotropy Exhibits different behavior in different planar directions; present in

(planar) cold-rolled sheets because of preferred orientation or mechanical
fibering; causes earing in drawing; can be reduced or eliminated by
annealing but at lowered strength.
Anisotropy Determines thinning behavior of sheet metals during stretching;
(normal) important in deep-drawing operations.
Grain size Determines surface roughness on stretched sheet metal; the coarser the
grain, the rougher the appearance (orange peel); also affects material
strength.
Residual Caused by nonuniform deformation during forming; causes part
stresses distortion when sectioned and can lead to stress-corrosion cracking;
reduced or eliminated by stress relieving
Springback Caused by elastic recovery of the plastically deformed sheet after
unloading; causes distortion of part and loss of dimensional accuracy;
can be controlled by techniques such as overbending and bottoming of
the punch.
Wrinkling Caused by compressive stresses in the plane of the sheet; can be
objectionable or can be useful in imparting stiffness to parts; can be
controlled by proper tool and die design.
Surface Depends on rolling practice; important in sheet forming as it can cause
condition tearing and poor surface quality;
of sheet
Table 5.1. Metal characteristics

5.8. SHEET METAL POST PROCESS :-
Post process for sheet metal is carried as per the customer requirement in our
company, such as powder coating. Powder coating is the process which is performed
by our company vendors as per the client requirement.
5.8.1 Powder Coating: -

Powder coating is a type of coating that is applied as a free-flowing, dry powder.
The main difference between a conventional liquid paint and a powder coating is that
the powder coating does not require a solvent to keep the binder and filler parts in a
liquid suspension form. The coating is typically applied electrostatically and is then
cured under heat to allow it to flow and form a "skin". The powder may be a
thermoplastic or a thermoset polymer. It is usually used to create a hard finish that is
tougher than conventional paint. Powder coating is mainly used for coating of metals,
such as household appliances, aluminum extrusions, drum hardware, and automobile
and bicycle parts.
Fig. 5.8.1 Powder Coated Parts

5.9. CONCLUSION :-
From this study assignment, we get to learn various processes and post-
processes on sheet metal. We could acquire basic knowledge of sheet metal processing
and post-processes (if any). We get to know real life and industrial application and
actual working of the sheet metal processes and post-processes.
We studied the operation, material, chemical composition, mechanical
properties, and application in sheet metal. The most common properties considered are
strength ,ductility, hardness, impact resistance, and fracture toughness. Most structural
materials are anisotropic, which means that their material properties vary with
orientation.
Sheet metal is metal formed by an industrial process into thin, flat pieces. It is
one of the fundamental forms used in metalworking and it can be cut and bent into a
variety of shapes.

ASSIGNMENT-3
SIPOC PREPARATION FOR PROCESS ANALYSIS

&
INTRODUCTION TO THE TOOL’S OF QUALITY

ASSIGNMENT-3
6. SIPOC PREPARATION FOR PROCESS ANALYSIS

&
INTRODUCTION TO THE TOOL’S OF QUALITY
6.1 INTRODUCTION:-
Six Sigma is an innovative and adaptive set of methodologies geared toward

improving the efficiency and effectiveness of corporate processes.
Six Sigma is a smarter way to manage business or department. It is a vision of quality
that equates with only 3.4 defects for million opportunities for each product or
service transactions. Strives for perfection.
Six Sigma means several things. It is a statistical measurement of how good our
product, services and process really are. Bill Smith, father of six sigma, introduced his
statistical approach aimed at increasing profitability by reducing defects. His approach
was, “if you want to improve something, involve the people who are doing the job.” He
always wanted to make it simple, so people would use it. Sigma (σ) is Greek letter that
is used in statistic to describe variability of a process. This means “standard deviation”.
The Six Sigma system is a Top Driven, Disciplined Approach (DMAIC) for
Continual Improvement of Quality for Benefit to all concerned. It comprises of a system
of practices to improve processor by eliminating defects. In this sense, the sigma scale
of measure provides us with a “goodness micrometer” for gauging the adequacy of our
products, services, and process.
The origin of six sigma can be traced to the 1970s when Motorola faced with
serious quality – related problems, embarked on ambitious journey to achieve “Zero
defects” in its products. This project was named “Six Sigma” by Mikel Harry, then a
senior staff engineer with Motorola’s Government Electronic group.problems, improve
the quality, profitability and customers satisfaction.

Figure No. 6.1: Phases Of six sigma
6.2 OBJECTIVE :-
The main objective of any business is to make profit. For increasing the
profit, the selling price should increase and/or the manufacturing cost should come
down. Since the price is decided by the competition in the market, hence the only the
way to increase the profit is to cut down the manufacturing cost which can be
achieved only through continuous improvement in the company’s operation. Six
sigma quality programs provide an overall framework for continuous improvement
in the process of an organization. Six sigma uses facts, data and root cause to solve
problems.
The main objective of this assignment is to study the Six Sigma approach in
Quality of the product. The use of SPC tools for the measurement of Quality is studied
in this assignment. The concept of FMEA is studied through a case study. SIPOC is
prepared to identify CTQ’s and CTP’s which are critical for the quality and the
customer satisfaction of the product or the service. Using SIPOC, we can apply safety
measures like RCO and ICD without which the process cannot be finished or serviced
to the customer.

Figure No. 6.2 : goals of six sigma
6.3. SIX SIGMA METHODOLOGY :-
Six Sigma uses two different sets of methodologies, DMAIC and DMADV,
as lenses to examine and address complementary aspects of business processes.
The DMAIC and the DMADV distinctions are aimed at viewing different sectors
of a business simultaneously but addressing them separately. Despite unique
distinctions, the methodologies overlap during the examination process and share
the same end goal - improvement of business processes.
6.3.1 DMAIC:-
The set of Six Sigma methodologies that is most applicable to the

manufacturing or production side of a product or service, DMAIC includes these
project stages:
Define - address the identification of specific processes to be examined

Measure - record data and use metrics to track effectiveness and
evaluate efficiencies
Analyze - utilize critical thinking skills to review data and clarify goals
Improve - create changes in business processes geared toward improvement
and better alignment with corporate goals
Control - build a system of checks and adjustments for ongoing improvement
in production processes.

6.3.2 DMADV:-
The complementary set of Six Sigma processes that is most applicable to

examining and improving the customer relations side of a company, DMADV
includes these project stages:
Define - address customer needs in relation to a product or service
Measure - involve the use of electronic data collection to measure
customer needs, response to product, or review of services
Analyze - utilize metrics to evaluate areas where product or service can
be better aligned to customer goals and needs
Design - overlap the improvement of business processes that
streamline corporate goals to best meet client and customer needs
Verify - build a system of tests and models to check that
customer specifications are being met through on-going
improvements
Figure No. 6.3 : Six sigma Methodology

6.4. WHAT IS QUALITY:-
The most accurate definitions of the term “Quality” was given by the Quality
Gurus – Juran, Deming and Shewart. Juran states that- “The components are said to be
of good quality, of they work well in the equipment for which they are meant.” Deming
and Shewart gave the definition as- “Quality is customer satisfaction”
In general, quality is the totality of features and the characteristics of a product or
service that bears on its ability to satisfy stated or implied needs.
6.5. TERMINOLOGY IN SIX SIGMA FOR SIPOC GENERATION:
6.5.1 Customer: Anybody who is Recipient of a product of service is called a customer.

He may be external or internal.
6.5.2 Voice of Customer: An organization going in for Six Sigma must listen to the
customer. Customers requirements may be in the form of LINGALOR
SPECIFICATIONS. Hence customers requirements have to be translated into criteria’s
to be incorporated in the development of a process leading to product or service.
6.5.3 Critical To Satisfaction(CTS) of customer, the aspects which will give him
sufficient confidence on the party. For example: Critical bugs will be fixed within a
stipulated time. Medical productivity in terms of Number of Transactions per unit time
is at least0.90. Call Quality rating is at least 0.85. The other measures are cost (CTC)
and Delivery (CTD).
6.5.4 CTQ Tree is a tool that aids in translating customer Language into Quantified
requirements for products or services. This helps in translating Broad Customer
requirement in specifics. Ensures all aspects of customer needs are identified.
6.5.5 Critical to Quality (CTQ) is a parametric Representation of the voice of the

customer. Usually external customer specifies product / service CTQ. For example, call
center application the maximum time for waiting for response is 60 seconds.

6.5.6 What is Critical To Quality Characteristics (CTQ):

 The requirements of the output of the process and measures of Critical process
issue are called a CTQ.
 CTQs have to be derived from customers’ requirements, risks, economics,
regulations and process / product FMEAs
6.5.7 In terms of KANO Model (See Figure on next page):
Basic Attributes (Unstated / Understood Needs):
Attributes which must be present in order for the product / service to be useful.
(However, the customer will remain neutral towards the product / service even if quality
of these aspects is increased to a higher level).
Linear Attributes (Stated Needs):
These characteristics have a linear co-relation to the customer satisfaction. Increased

quality of execution will result in increased customer satisfaction. If quality on these
aspects is reduced, the customer satisfaction will reduce.
Expectations (Exciters / Delighters):
Customers may get great satisfaction from an added feature - and are willing to pay a
price premium. However, satisfaction will not decrease (below neutral) if the product
lacks the feature.

Figure No. 6.5 : KANO Model
6.5.8 Quality in Six Sigma: A state in which value entitlement is realized for the
customer as well as for the provider in every aspect of the business relationship covering
the entire supply chain. It is a WIN –WIN approach for all.
6.5.9 Cost of poor Quality: The cost of poor quality is defined as those costs associated
with the non-achievement of product or service quality as defined by the requirements
established by the organization and its contracts with customers and society.
6.5.10 Cost of poor Quality categories and Elements: There are four categories –
prevention, appraisal, internal failure and external failure. Each category contains
elements and sub elements.

6.5.11 Prevention: The prevention is defined as the experience gained from the
identification and elimination of specific causes of failure cost to prevent the recurrence
of the same or similar failure in other product and services.
Prevention cost like planning and training.
6.5.12 Appraisal Cost: The appraisal cost is the assurance that the product or service
is acceptable as delivered to customers. Appraisal cost like inspection and testing.
6.5.13 Internal failure costs: Internal failure costs is defined to include basically all
costs required to evaluate, dispose of, and either correct or replace non-confirming
products or services prior to delivery to the customer and also to correct or replace
incorrect or incomplete product or service description. Internal failures like re-design
of modules, reworking on effort estimation, loss on productivity etc.
6.5.14 External failure cost: The External failure cost includes all costs incurred due
to nonconforming or suspected nonconforming product or service after delivery to the
customer. External failures like Delayed submission of developed modules, customers
dissatisfaction etc. All these costs are called components of cost of it is the hidden cost
of failing quality to meet customer requirement.
6.5.15 Process: Process is the requires of activities which result in a product or service.
6.5.16 Unit: A unit is the item (e.g. product or component, service or service step or
time period to be studies with a Six Sigma project).
6.5.16 Defective: A non-conforming unit is a defective unit.
6.5,17 Defect: A defect is a non-conformance on one of many possible quality

characteristics of a unit that causes customer dissatisfaction.
6.5.18 Defect Opportunity: A defect opportunity in each circumstance in which a CTQ

can fail be met. There may be many opportunities for defects within a defined unit.
6.5.19 Defects per unit (DPU): Defects per unit refers to the average of all the defects
for a given number of unit, that is, the total number of defects for n units divided by n,
the number of units.

6.5.20 Defects per Opportunity (DPO): Defects per opportunity refers to the average
of all the defects for a given number of unit, that is, the total number of defects for units
divided by the total number of opportunities. DPO = DPU / Total number of
opportunities.
6.5.21 Defects Per Million Opportunities (DPMO): DPMO equals DPO multiplied
by one million.
6.5.22 RCO: Poka Yoke is a technique of preventing mistakes by designing the process
/ equipment such that an operation just cannot be performed incorrectly.
We refer to this as Reduce Chances of Occurrence (RCO) of mistake.

E.g.
• Pen-drive will enter the USB port in one direction only
• Microwave will shut down the moment we open its door.
6.5.23 ICD: Another form of Poka Yoke is that any attempt to perform a process /
operation incorrectly, is met with a warning signal or alarm.
We refer to this as Increase Chances of Detection (ICD) of mistake.

E.g.
• In some cars you get an alarm if you do not tie the seat belt.
• Spell Check indicates entry of a wrong spelling.
Using these terminologies, a company can prepare SIPOC for processes to

identify CTQ and CTP and eliminate chances of defects and fool-proofing the processes
by using Poka Yoke techniques (RCO,ICD).
Using SIPOC, we can implement 80:20 principle for customer satisfaction in terms of
quality.

6.6. 7 Steps to Create SIPOC Diagram in Six Sigma:-
In a Six Sigma project, the SIPOC diagram is one of the important tools in
the Six Sigma DEFINE phase of the DMAIC framework. In Lean Six Sigma Green
Belt course, and even in free Lean Six Sigma course, you will learn that it is an acronym
that stands for Suppliers, Inputs, Process, Outputs, and Customers. The SIPOC
diagram is fairly common among business process experts as a logical way of looking
at a process in terms of a series of steps; that converts an input into an output. Inputs
come from suppliers, and the outputs go to customers. It helps clearly understand the
purpose and the scope of a process. Let’s have a look at the SIPOC diagram in more
detail.
When to use SIPOC?
Let us now see when we need to use that important diagram. It is useful for
focusing a discussion and helping team members agree upon a common language and
understanding of a process for Continuous Improvement. In Six Sigma, SIPOC is
often used during the “Define” phase of the DMAIC improvement steps. One should
use this diagram when process management or an improvement activity is underway
since it’s important to get a high-level understanding of the process’s scope first.
Why do we need SIPOC in process improvement?
It is equally important to understand why we need SIPOC.

The SIPOC tool is particularly useful when the following is not clear:
 Who supplies inputs to the process?

 What specifications are placed on the inputs?
 Who are the true customers of the process?
 What are the requirements of the customers?
The benefits of constructing a SIPOC diagram take place when a team:
 Needs to understand the basics that make up the process

 Needs to record knowledge about a process in an easy-to- view format
 Needs to make concise communication to others about a process

Generating an effective SIPOC diagram :-
To generate a SIPOC, that is effective, requires an effective brainstorming

session. During a brainstorming session, team members often fill in SIPOC charts by
starting with the center column: Process. The process column is kept simple; ideally, it
lists no more than five steps and each step consists of an action and a subject. Once the
team agrees upon how the process gets documented, they move on to list the outcomes
and customers of the process. Then they work backwards from the center of the diagram
to identify the input and suppliers. Because SIPOC diagrams are often completed in this
manner, they are sometimes referred to as POCIS, Process, Output, Customers, Inputs
and Suppliers diagrams.
Why work backwards in SIPOC?
Applying COPIS as a tool can be described as “operational COPIS.” It is limited

to the scope of an individual project—usually a single process, or at best, a few more
processes that affect that process. It is actually true that businesses can derive much
broader and more sustained benefits through strategic COPIS and not just limit it to an
individual process or project.
Please note that SIPOC and COPIS is not equivalent to Process Mapping or
Flow-charting. SIPOC is considered as a traditional tool while COPIS is the latest tool.
Nowadays, many process improvement projects directly begin with COPIS framework.
It’s just a matter of your approach towards the problem area.

Steps to create SIPOC diagram
Let us now look at the steps to create the diagram.
1. The first step is to establish a name or title for the process

2. The second step is to define the starting point and the ending point of the
process to be improved. These should already be listed in the scope section of
the team charter
3. The third step is to state the top-level process steps of the process. Keep the
list to four to eight main steps. These steps do not contain any decision points
or feedback loops
4. The fourth step is to list the key outputs of the process. Usually, this list
includes up to three or four main outputs even though the process may produce
more
5. The fifth step is to define who receives those outputs, i.e. the customers.
These customers may be internal (part of the business) or external
6. The sixth step is to list the inputs to process. Stick with one to four main inputs
7. In seventh step, define who supplies the inputs to the process

6.7. TOOL’S OF QUALITY :-
6.7.1 Statistical process control (SPC):
SPC is comprised of seven tools. Pareto diagram, Cause and effect diagram,
Check sheets, Process flow diagram, Scatter diagram, Histogram & control
charts and Stratification.
6.7.2. Pareto Diagram:
Alfredo Pareto (1848-1923) conducted extensive studies of the distribution of

wealth in Europe. He found that there were a few people with a lot of money and many
people with little money. The unequal distributions of wealth become an integral part
of economy theory. Dr.Joseph Juran recognized this concept as a universal that could
be applied to may filed. He coined the phrases “vital few and useful many”.
Types of field failure Construction of a Parato diagram is every simple There are steps:
• Determine the method of classifying the data, by problem, cause,
type of non-conformity, and so forth.
• Ranks data classification in descending order from left to right.
• Decide of dollars (belt), weighted frequency or frequency is to
be used to rank the characteristics.
• Collect data for an appropriate time interval.
• Summarize the data and rank order categories from largest to
smallest.
• Compute the cumulative percentage if it is to be used.
• Construct the diagram and find the vital few.
Pareto diagram are used to identify the most important problems, Usually, 80%
of total results from 20% of the items. The Pareto diagram is a powerful quality-
improvement tool. It is applicable to problem identification and measurement of
progress.

Figure No. 6.7.2 : Pareto graph example
6.7.3 Cause and effect diagram (Why – Why Analyze):
A cause and effect (C&E) diagram is a picture composed of lines and symbols
designed to represent a meaningful relationship between an effect and it causes. It was
developed by Dr.Kaoru Ishikawa in 1943 and also called as on Ishikwara diagram.
C&E diagram are used to investigate either a “bad” effect and to take action to correct
the caused for “good” effect and to learn those cause responsible.
The figure shows the C&E diagram with the effect on the right and causes on the left.
The effects the quality characteristics that need improvement, Causes are usually
broken down into the major causes of man, machine, material, measurement, work
method and environment.
Management and maintenance are also sometimes used for major cause is
further subdivided into numerous minor cause. For example, under work methods, we
might have training, knowledge, ability, physical characteristic, and so forth. C&E
diagram also called. “Fish bone diagrams” because of their shape of the complete
structure.

Figure No. 6.7.3 : Fishbone chart example
6.7.4. Check sheets:
The main purpose of check sheet is to ensure that the data is collected carefully
and accurately by operation personnel or process control and problem solving. Data
should be presented in such a form that it can be quickly and easily used and analyzed.
6.7.5 Process flow diagram:
It is a schematic diagram that shows the flow of the product or service as it

moves through the various processing operations. The diagram makes it easy to
visualize the entire system, identify potential trouble sport, and locate control activity.
Engineers and Scientifics use many standard symbols. The common symbols and their
significance given below:
Figure No. 6.7.5 : Fishbone chart example

The diagram shows who is the next customer in the process¸ thereby increasing
the understanding of the process. Flow diagrams are best constructed by a team, because
it is rare for one individual to understand the entire process. Improvements to the
process can be accomplished by eliminating steps, combining steps, or making
frequently occurring steps more efficient.
6.7.6 Scatter Diagram:
A tool to study the cause and effect relationship between two variables is known
as scatter diagram.
The relationship or correlation between the two variables can be evaluated.
PURPOSE: TO FIND THE CTPs IN THE PROCESS
Y : Dependent Variable
Xs (X1, X2, X3, CCC..Xn): Independent variables.
We draw Scatter Diagram to see the kind of relationship of Y with each of the Xs i.e.
X1, X2, X3,CCC.Xn.
After plotting the data points for (say) Y Vs X1, we draw a best fitting line.
a) If Y increases as X1 increases, it’s a POSITIVE Co-relation.
b) If Y decreases as X1 increases, it’s a NEGATIVE Co-relation
Table No. 6.7.6 :scatter diagram guideline

6.8 FAILURE MODE AND EFFECT ANALYSIS (FMEA):
Failure mode and effect analysis (FMEA) is an analytical technique (a paper

test) that combines the technology and experience of people in identifying foreseeable
failure modes of a product, service, or process and planning for its elimination. FMEA
can be explained as a group of activates indented to.
• Recognize and evaluate the potential failure of product, service,
or process and its effects.
• Identify actions that could eliminate or reduce the chance of the
potential failure occurring.
• Document the process. FMEA is a “before-the-event” action
requiring a team effort to alleviate most easily and inexpensively
changes in design and production. There are two types of FMEA:
Design FMEA and process FMEA.
6.8.1 FMEA Principle:
The FMEA is a formal and systematic method to analyze and eliminate potential
failure cause in the design and manufacturing phase. FMEA should be applied as early
as possible in the design process and definitely before starting the manufacturing
process.
The FMEA is a relatively simple multi-step process consisting of the following
tasks:
1. List all reasonably possible failure, deficiencies, omissions, unintended
influences, etc. systematically.
2. Evaluate their effects and potential impact on the product, process or
customers.
3. Classify the severity or importance of the effect.
4. Identify causes of the potential failures, etc.
5. Estimate the probability of occurrence of the failure, etc.
6. Perform an evaluation of the product specification and/ or process monitoring
with regard to failure detection and avoidance.
7. Evaluate the probability of the failure detection.

8. Calculate the risk priority figure (RPF).

9. Based on these results, define sound proposals relative to design,
manufacturing and/or inspection and testing.
10. Assign the responsibilities, targets and completion dates for those changes.
11. Re-iterate the FMEA based on the changes and calculate the new risk
priority figure.
Risk Priority Figure (RPF): The result of the FMEA is the risk priority figure.
It is calculate based on three factors according to the following formula.
The value points of those three factors are contained in the following table.

Table No. 6.8.1 : FMEA Guidelines

6.9 CONCLUSION :-
The Quality is a critical and crucial aspect of any product or service of a

company. Measurement of quality statistically has drastic effects regarding the quality
improvement. Six Sigma Quality management is important when considering any
product or service delivery. From this study assignment, we get to learn various
methods and tools of statistical quality measurement.

7 CONCLUSION
Signtronics Company, one of the leading manufacturers, wholesalers, traders

and suppliers of the SMPS, Video Wall, Scrolling Display, was established in the
year 2015.
The process flow at the Signtronics Company, Narhe Unit is not streamlined
because it is start up company, the growing demand of products, the push production
policy, and the nature of operations. After 5s Implementation the process should be in
proper flow.
We get to learn the sheet metal processes and post-processes like powder
coating from vendor site of the company, Signtronics. We get to know the essential
characteristics of sheet metal and the also the actual working processes, CAD drawing
making and reading and its parameters.
Study of Six Sigma tools was beneficial for us to find out CTQ’s to satisfy
customer needs. We managed to avoid hazardous conditions in the company premises
that will affect the well-being of the concerned personnels through study of FMEA.

8 REFERENCES
Reference to a journal publication:
[1] Geoffrey K. Aligula, Chee Kuang Kok, Hock Kheng Sim, (2017) "Driving
quality in product development in a Malaysian optoelectronic firm", International
Journal of Lean Six Sigma, Vol. 8 Issue: 4, pp.482-498,
[2] Juliana Pascualote Lemos de Almeida, Simone Vasconcelos Ribeiro

Galina, Marcia Mazzeo Grande, Daiane Gressler Brum, (2017) "Lean thinking:
planning and implementation in the public sector", International Journal of Lean Six
Sigma, Vol. 8 Issue: 4, pp.390-410,
Reference to a book:
[3] Dr. Dheeraj Mehrotra, “Implementing Six Sigma In Education” EPH publishers.
[4] K S Madhavan, “5S Book - Comprehensive Book”, Shingo Institute of Japanese

Management; 3rd Reprinted edition (2015)
[5] Sharma P.C., “A Text Book of Production Technology- Manufacturing Processes”

,S. Chand & Co. ISBN 81-219-111-4-1.
[6] Jain R.K., “Production Technology”, Khanna Publishers, 2008, ISBN 81-7409-099-
1.
[7] HajaraChoudhari, Bose S. K., “Elements of Workshop Technology” Vol. II, Asia
Publishing House, 2002.
Reference to web sites:
[8] http://www.ijreat.org

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Signtronics, is one of the leading manufacturers, wholesalers, traders and

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Figure No.1.1: SMPS

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Nature of Business Manufacturer

 ATLAS COPCO, Pune, Maharashtra

S. No. 5 Ground Floor, Mauli Krupa , Shri Control Chowk

Manufacturing AND Trading of Outdoor LED Scrolling

Year of Establishment 2015

Legal Status of Firm Partnership Firm

Table No. 1.1: Company Factsheet

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Key Figures in Signtronics :

Location Type URBAN

Building Infrastructure Permanent

Size of Premises 950 square feet

Space Around Front porch

No. of Research / QC Staff 1 - 3People

No. of Skilled Staff 1 People

No. of Semi-skilled Staff 1 - 3 People

Table No. 1.2: Key Figures in Signtronics

Providing the customers with high quality products is what distinguishes us

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We very well understand that a state-of-the-art infrastructure is of utmost

 Research & Development

 Packaging & Distribution

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Enable effective, economical, and creative visual communication using

1.4.1. Keys to Support the Vision:

1.4.2. Quality in Focus:

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Figure No.2.1 SMPS

A switched-mode power supply (switching-mode power supply, switch-mode

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2.2 LED DISPLAY WALL :-

Figure No. 2.2 LED DISPLAY WALL

An LED display is a flat panel display, which uses an array of light-emitting

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2.3 LED XRAY VIEW BOX :-

Figure No. 2.3 LED XRAY VIEW BOX

 Adopt LED light source with life of 100,000 hours

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Figure No. 2.4 Dc Converter

A DC-to-DC converter is an electronic circuit or electromechanical device

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2.5 LED DIMMER CIRCUIT

Figure No. 2.5 Led Dimmer

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2.6 FLOOR STAND FOR ATLAS COPCO CONTROLLERS

Figure No. 2.6 FLOOR STAND

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3.1 WHAT IS QUALITY?

3.2 WHAT IS QUALITY IMPROVEMENT?

3.3 HOW QUALITY CAN BE IMPROVED?

3.4 THE NINE DIMENSIONS OF QUALITY:

 Response- of Dealer/ Mfgr. to Customer

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3.5 BENEFITS OF QUALITY:

 Higher customer satisfaction

 Better efficiency of operations

 More productivity & profit

 Better morale of work force

 Less wastage costs