1.

INTRODUCTION

Every company has management organisations who they manage the work and their mission
and vision . The follow up of the work and management leads to success. In these there are
types of organisation so as to carried out the work. mostly Line and Staff organisation were
used. During my training period I was research on these organisation . The company was
followed the work and polices based on line and staff organisation . Line and staff
organization is a modification of Line organization and it is more complex than Line
organization. According to this administrative organization, specialized and supportive
activities are attached to the line of command by appointing staff supervisors and staff
specialists who are attached to the line authority. The power of command always remains
with the line executives and staff supervisors guide, advice and council the line executives.
Personal Secretary to the Managing Director is a staff official. Ashok Leyland is an emerging
company and leading with new technologies. Ashok Leyland, flagship of the Hinduja group,
is the 2nd largest manufacturer of commercial vehicles in India, the 4th largest manufacturer
of buses in the world, and the 10th largest manufacturers of trucks.Headquartered in Chennai,
9 manufacturing plants gives an international footprint - 7 in India, a bus manufacturing
facility in Ras Al Khaimah (UAE), one at Leeds, United Kingdom and a joint venture with
the Alteams Group for the manufacture of high-press die-casting extruded aluminum
components for the automotive andtelecommunications sectors, Ashok Leyland has a well-
diversified portfolio across the automobile industry. Ashok Leyland has recently been ranked
as 38th best brand in India.A US $ 4.2 billion (2018-19) company, and a footprint that
extends across 50 countries, we are one of the most fully-integrated manufacturing
companies this side of the globe.Ashok Leyland has a product range from 2.5T GVW (Gross
Vehicle Weight) to 49T GTW (Gross Trailer Weight) in trucks, 16 to 80 seater buses,
vehicles for defence and special applications, and diesel engines for industrial, genset and
marine applications. Ashok Leyland launched India’s first electric bus and Euro 6 compliant
truck in 2016. Over millions of passengers use Ashok Leyland buses to get to their
destinations every day and 7,00,000 trucks keep the wheels of the economy moving. With the
largest fleet of logistics vehicles deployed in the Indian Army and significant partnerships
with armed forces across the globe, Ashok Leyland helps keep borders secure.Pioneers in the
Commercial Vehicle (CV) space, many product concepts have become industry benchmarks
and norms.Ashok Leyland has IATF 16949:2016 Corporate Certification and is also the first
CV manufacturer in India to receive the OBD-II (on board diagnostic) certification for BS

1
IV-compliant commercial vehicle engines, SCR (selective catalytic reduction), iEGR
(intelligent exhaust gas recirculation) and CNG technologies. We are the first truck and bus
manufacturer outside of Japan to win the Deming prize for our Pantnagar and Hosur plants.
Driven by innovative products suitable for a wide range of applications and an excellent
understanding of the customers and local market conditions, Ashok Leyland has been at the
fore-front of the commercial vehicle industry for decades.The Company’s wide-spread
customer base is served through an all-India sales and service network, supplemented by
close to 3000 touch points.A global network of over 550 touch points that facilitate on-road
service for millions of vehicles. With technology-enabled customer engagement processes
and knowledge on the specific applications of the product range, Ashok Leyland sales team
are well equipped to fulfil customer’s needs. Ashok Leyland manages driver training
institutes across India and has trained over 8,00,000 drivers since inception. On-site service
training for technicians are provided by Ashok Leyland’s service training institutes located in
9 locations across India.People, Planet and Profit for all stakeholders especially our
customers is at the core of Ashok Leyland which resonates with our Philosophy of ‘AAPKI
JEET, HAMARI JEET’.

2
 1.2 HISTORY
 Ashok Motors was founded in 1948 september 7 by Raghu Nandan Saran.
 He is an Indian freedom fighter from Punjab.
 After Independence, he was persuaded by India's first Prime Minister Nehru to invest
in a modern industrial venture.
 Ashok Motors was incorporated in 1948 as a company to assemble and manufacture
Austin cars7from England, and the company was named after the founder's only son,
Ashok Saran and The company had its headquarters in Rajaji Saalai , Chennai(then
Madras) with the plant in Ennore, a small fishing hamlet in the North of Chennai.
 The collaboration ended sometime in 1975 but the holding of British Leyland, now a
major British Auto Conglomerate as a result of several mergers, agreed to assist in
technology, which continued until the 1980s. After 1975, changes in management
structures saw the company launch various vehicles in the Indian market, with many
of these models continuing to this day with numerous upgrades over the years
 During the early 1980s Ashok Leyland entered into a collaboration with Japanese
company Hino Motors from whom technology for the H-series engines was sourced.
 Many indigenous versions of the H-series engine were developed with 4 and 6
cylinders and also conforming to BS2, BS3 & BS4 emission standards in India.These
engines proved to be extremely popular with the customers primarily for their
excellent fuel efficiency. Most current models of Ashok Leyland come with H-series
engines.
 Ashok Leyland Defence Systems (ALDS), Russia's Rosoboronexport and ELCOM
Group have signed a cooperation agreement in defence business to provide tracked
vehicles to Indian Armed Forces.
 The agreement was signed on the side lines of the International Military Technical
Forum Army – 2017 held at Kubinka, near Moscow, on 25 August 2017.
 Ashok Leyland and Indian Institute of Technology Madras (IIT Madras) signed a
memorandum of understanding, on 19 August 2017, for Ashok Leyland to sponsor the
Centre of Battery Engineering (CoBE) at IITMadras.
 In 26.07.2019 oyster bus Ashok Leyland has launched the its next generation A.C.
midi-bus, in the premium category, in Indi and it's called Oyster. The Oyster has been
designed and manufactured in-house, for staff and tourist commute. The Ashok
Leyland Oyster comes with 41 reclining seats.

3
1.2.1 PERIOD FROM 1948 TO 1955

After establish of plant of Ashok Leyland introduced new vehicles with Govt approval and
the India’s first automobile plant of the heavy vehicles. For Transportation and mining the
Comet vehicles were introduced. The Ashok Motors was changed into Ashok Leyland.

4
1.2.2 TENURE FROM 1969 TO 1974

From 1969 the changes was made in technical aspects that were in steering. The Power
steering was introduced which having high efficient of vehicle driving system. Power
steering is a steering mechanism in which force required at steering wheel to steer the wheels
is reduce by multiplying the force with the help of hydraulic pressure. This way driver gets
better degree of control over vehicle and driving becomes more effort free. During 1972 the
financial year of the target was reached by the production of 10,000 vehicles by Ashok
Leyland. In 1974 the Globally turn over of 1,000 Million Rupee. For Indian Army the
special vehicle was designed with less tyres of heavy vehicle 6tracks rods and last double
tyres having fitted for carrying more load .

5
1.2.3 TENURE FROM 1976 TO 1982

The India’s most vehicles were introduced in these tenure between 1976 to 1982 the vehicles
were Viking bus, Vestibule bus, Cheetah and two major New Truck of load capacity of
125HP with multi axle . The manufacturing units were established and productions units were
doubled .The Output of vehicles were more by New manufacturing units.

6
1.2.4 PERIOD FROM 1982 TO 1997

ASHOK LEYLAND is the first Indian Auto Company to receive ISO 9002 certificate and
later gotten ISO 9001 Certificate. For The Defence Of Military the Vehicles were
Manufactured by The Leyland introduced the Stallion vehicle which is capable to ride any
roads and fighting in the field. To be Reduced the accidents on the roads introduced Training
and awareness of Automobile components for The drivers to be expert in the driving field.

7
1.2.5 PERIOD FROM 1997 TO 2005

IN 1997 India’s first Compressed natural gas (CNG) (methane stored at high pressure) is a
fuel which can be used in place of gasoline, diesel fuel and propane/LPG. CNG combustion
produces fewer undesirable gases than the afore mentioned fuels. IN 2002 hybrid vehicle was
introduce uses two or more distinct types of power, such as internal combustion engine to
drive an electric generator that powers an electric motor, e.g. in diesel-electric trains using
diesel engines to drive an electric generator that powers an electric motor, and submarines
that use diesels when surfaced and batteries when submerged. Other means to store energy
include pressurized fluid in hydraulic. The basic principle with hybrid vehicles is that the
different motors work better at different speeds; the electric motor is more efficient at
producing torque, or turning power, and the combustion engine is better for maintaining high
speed (better than typical electric motor). Switching from one to the other at the proper time
while speeding up yields a win-win in terms of energy efficiency, as such that translates into
greater fuel efficiency.

8
1.2.6 PERIOD FROM 2006 TO 2010

In 2006 The acquisition appetite of Indian firms just got bigger. Hinduja group's flagship firm
Ashok Leyland on Wednesday acquired a loss-making Czech Republic-based truck maker
Avia as part of its plans to secure a foothold in the growing light commercial vehicle market
in India.

9
1.2.7 PERIOD FROM 2010 TO 2013

IN 2013 the future-ready ‘Neptune’ engine was introduced in BS-III and BS-IV versions and
is also package protected for BS-V and BS-VI. The highly modular sub-system design
ensures maximum vehicle uptime and better NVH characteristics, while the CRS with
electronic-governance ensures high fuel efficiency, easy serviceability, lower life cycle cost
and reliability. NEPTUNE engines will range from 160 hp to 380 hp and will be deployed
across a range of trucks and buses in a phased manner.

10
1.2.8 PERIOD FROM 2013 TO 2016

MiTR Staff Bus is a modern bus powered by the advanced and proven ZD 30 engine –
ensuring best of both worlds; Power and Fuel Efficiency. It takes comfort to a whole new
level with its ergonomically designed interiors. Its well planned safety features. Designed
keeping Indian roads and driving conditions in mind, makes it extremely safe.

11
1.2.9 PERIOD OF 2017

IN 2017 October 1 the Ashok Leyland was introduced the concept of Exhaust Gas
Recirculation (EGR) and Selective Catalytic Reduction (SCR) were the only technologies
that were being talked about during the transition to BSIV norms. Ashok Leyland had
introduced SCR in 2010 in select markets. EGR was also being offered by the company
simultaneously. After conducting extensive studies, the company came to the conclusion that
while SCR wasn’t a practical solution for emerging markets, traditional EGR, though
simpler, faced the challenge of returning a lower fuel efficiency. Putting customer needs first,
Ashok Leyland developed a unique solution for Indian roads – iEGR uses the best of both
Common Rail System (CRS) and EGR technologies to improve engine life. iEGR also
increases fuel efficiency by 10% in some applications. The major problem with EGR is that it
can only be used for engines up to 130 horsepower, while SCR can only be used beyond.
iEGR triumphs this problem as it can be used for engines up to 400 horsepower. Right now,
Ashok Leyland is the only domestic manufacturer to implement this technology for its
products above 130HP.

12
 2 .0 FIRM OPERATION

Ashok Leyland Products are Owned by Automotive Manufacturers Privated Limited.

.Then Automotive Maintains the requirements of the Customer and services to customer

to the various departments .

.Customer needs are full filling satisfied by the Automotive manufacturers.

AUTOMOTIVE
MANUFACTURERS
DEALER

CUSTOMER

Fig 1

2.1.0Vehicles Classification

ICV (Integrated Commercial Vehicles)

MDV (Medium Commercial Vehicles)

HCV (High Commercial Vehicles)

13
2.1.1 TECHNICAL SPECIFICATIONS OF VEHICLES 2518HD

14
 2.1.2 MINING AND CONSTRUCTION VEHICLE 3118HD

Fig .2

TECHNICAL SPECIFICATIONS

Model CT 3118 HD
Engine Power: 180 HP @ 2500 rpm Torque: 660Nm @ 1200~1900 rpm
Clutch Single plate dry type - 15” Axial spring clutch
Gear Box Synchromesh - ZF 9S1110 - Crawler-12.73 I - 8.83
Prop Shaft 3nos - C2040 series - Coupling shafts & Drive Shaft with serrated and Inter axle shaft
Rear Axle Fully floating single speed (MT 1497) – RAR 6.17: 1
Front Axle I’ section, non-driven, Reverse Elliot type
Front – Multi-leaf Spring - Shock Rear Inverted Semi-elliptic multi leaf with V-
Suspension Absorbers: Spring width – 90 mm Rod
Frame Dimensions Bolted construction Cranked chassis Frame -279 x 90 x 8mm
Steering Integral power steering
Brakes Dual circuit, full air S cam. Parking brakes on rear wheels only
Fuel Tank 300 (Plastic) Rectangle shape
Electrical 24V ; 110 AH battery X 2 nos. 85A alternator capacity
Tyres 10 X 20 – 16 PR Cross ply and Radial Option
Max Speed 60 Kmph
Gradeability 29.50%
Cab New G45 Day cab
Tipping Cylinder &
PTO Front End - 4 Stage) PTO Ratio: 0.952:1

15
2.1.3 SUPER STALLION 10x10

Fig.3

Super Stallion 10x10 is a heavy duty vehicle catering various applications, dedicated to operate in
different terrains under extreme weather conditions. It is fitted with indigenously designed,
developed and manufactured drive train Hub reduction axles, Hydraulic Tri Axle Steering and
pneumatic brakes with ABS that provides excellent mobility and man ever ability. GVW : 44 T |
PAYLOAD : 27 T | Cab : 2+2

 CTIS
 Self recovery winch
 Heated ORVMs
 Rear view camera and GPS
 NBC protection system with masks
 Air conditioned & heated cab
 Transmission: Manual / Automatic
 Tyre : 14R20 / 16R20
 Engine – 360 HP / 450 H
 Used in the Ammunition carrier with 7.9m loading capacity
 with Crane for loading and unloading material
 Tiltable cab with sleeper berth
 Used for mounting 46m and 14mModular Bridging system
  Multi-Axle_Tipper

16
2.1.4 MULTI-AXLE 2518C/3

Fig.4

Technical
Specifications
Engine H series 180 HP turbocharged intercooled, CRS
Maximum power 180 HP @ 2400 rpm
Maximum torque 660 Nm @ 1200-1900 rpm
Clutch 380 mm dia with booster
Transmission 6 speed gear box with FGR 8.51:1
Front axle Non-driven, 'I' section, Reverse Elliot type
Rear axle Fully floating, single speed, hypoid with 5.83:1 RAR
Frame 228.2 X 75 X 6 mm bolted ladder frame with 9 cross members
Suspension Semi-elliptic, multileaf
Brakes Full air, dual line with ABS and ASA
Parking brakes Pneumatic, flick valve operated on rear wheels only
Fuel tank capacity 300 litres tank
Wheel Base 5029mm
Battery 24V (2 X 12V) single, 110 Ah
Tyres 10X20 - 16 PR Cross ply, Radial Option

he 2518C/3 6X4 MAV from Ashok Leyland provides comfortable and smooth operations and its
tailor made for Concrete Boom pump mounting. This model is the preferred choice of customers
as its Powered by H-series BS4 engine with iEGR, that offers better drivability and fuel efficiency.
The 2518C/3 6X4 MAV built to mount 36-38mm Boom pumps efficiently and it offers low

17
2.1.5 TRACTOR 4623

Fig.5

H series CRS engine with iEGR technology

Engine
Maximum power 225 HP @ 2400 rpm
Maximum torque 800 Nm @ 1300-1900 rpm
Clutch 380 mm dia , single plate dry type with clutch booster
Transmission 9 speed gear box with FGR of 8.83 and 12.73 crawler gear ratio
Front axle Forged I beam, reverse Elliot type
Rear axle Heavy duty fully floating, single speed hypoid, with 5.63:1 RAR
Frame 228.2 X 75 X 6 mm
Suspension Semi-elliptic multi leaf at front and rear
Brakes Full air dual line with ABS
Pneumatic flick valve operated on rear wheels only
Parking brakes
Fuel tank capacity 400 lts cross link polymer
Battery 2 X 12V

4623 comes equipped with iEGR, a newly improved system to meet the required emission
levels. Owing to the lower injection pressure as compared to EGR, iEGR leads to better
engine life. The overall system is also made less complex with reduced electronics in the
engine, operating with limited sensors. The total cost of ownership is also reduced with the
new iEGR system. 4623 is a powerful, heavy-duty tractor designed and developed for tough
and demanding applications. It is powered by the 230 HP H series CRS engine with iEGR
technology. The optimised engine power provides high mileage Reliability is another
important factor that influences the decision to buy a tractor. We understand that the tractor
has to be equipped with inbuilt features that can handle rough road conditions and long
distance terrains. 4623 is built with durable parts to handle tough terrains and transport goods.

18
3. 0 ORGANISATION STRUCTURE

An organizational structure is a system that outlines how certain activities are directed in
order to achieve the goals of an organization. These activities can include rules, roles,
and responsibilities. The organizational structure also determines how information flows
between levels within the company. For example, in a centralized structure, decisions flow
from the top down, while in a decentralized structure, decision-making power is distributed
among various levels of the organization. Having an organizational structure in place allows
companies to remain efficient and focused. This structuring provides a company with a visual
representation of how it is shaped and how it can best move forward in achieving its goals.
Organizational structures are normally illustrated in some sort of chart or diagram like a
pyramid, where the most powerful members of the organization sit at the top, while those
with the least amount are at the bottom.Not having a formal structure in place may prove
difficult for certain organizations. For instance, employees may have difficulty knowing to
whom they should report. That can lead to uncertainty as to who is responsible for what in the
organization.

3.1. Types of Organizational Structures

Four types of common organizational structures are implemented in the real world. The first
and most common is a functional structure. This is also referred to as a bureaucratic
organizational structure and breaks up a company based on the specialization of its
workforce. Most small-to-medium sized businesses implement a functional structure.
Dividing the firm into departments consisting of marketing, sales, and operations is the act of
using a bureaucratic organizational structure.

The second type is common among large companies with many business units. Called the
divisional or multidivisional structure, a company that uses this method structures its
leadership team based on the products, projects, or subsidiaries they operate. A good example
of this structure is Johnson & Johnson. With thousands of products and lines of business, the
company structures itself so each business unit operates as its own company with its own
president.

Flatarchy, a newer structure, is the third type and is used among many start ups. As the name
alludes, it flattens the hierarchy and chain of command and gives its employees a lot of

19
autonomy. Companies that use this type of structure have a high speed of implementation.
The fourth and final organizational structure is a matrix structure. It is also the most
confusing and the least used. This structure matrixes employees across different superiors,
divisions, or departments. An employee working for a matrixed company, for example, may
have duties in both sales and customer service.

3.1.2 LINE AND STAFF ORGANISATION STRUCTURE

Line-staff organization, in management, approach in which authorities (e.g.,managers)

establish goals and directives that are then fulfilled by staff and other workers. A line-staff
organizational structure attempts to render a large and complex enterprise more flexible
without sacrificing managerial authority

Classical theories of organization associated with Henri Fayol, Frederick W. Taylor, and
others who pioneered new administrative strategies in the late 1800s and early 1900s define
formal organizations as collective enterprises identified by a clear division of labour and
authority. These theories view decision-making power as flowing from a unified command
structure. Relationships between individuals, groups, and divisions are based on lines of
authority that are predetermined. Typically, work is carried out in accordance with
specialized functions, and authority is exercised in a hierarchical manner. In a highly
centralized structure, decisions are made by a few executives or managers and flow
downward through the enterprise. However, as organizations grow in scope and complexity,
they need to be flexible in the extent to which coordination and control are centrally applied.
The principle of line-staff organization introduces flexibility into hierarchical lines of
authority while trying to preserve a unified command structure. Line groups are engaged in
tasks that constitute the technical core of the firm or the subunit of a larger enterprise. They
are directly involved in accomplishing the primary objective of the enterprise. In
manufacturing, line groups engage in work related to production. In the service sector, the
line group is responsible for its customers. Line groups have final decision-making authority
regarding technical organizational purposes.

20
3.2 WORKING PROCESS OF AUTOMOTIVE MANUFACTURERS
PRIVATE LIMITED

Fig 6

From the Branch Manager the financial targets and work guidance is carried out to other
departments by the Sub-ordinates. The Human resource management (HRM) the term used
to describe formal systems devised for the management of people within an organization. The
responsibilities of a human resource manager fall into three major areas: staffing, employee
compensation and benefits, and defining/designing work. Essentially, the purpose of HRM is
to maximize the productivity of an organization by optimizing the effectiveness of its
employees. This mandate is unlikely to change in any fundamental way, despite the ever
increasing pace of change in the business world. The sale department sales the vehicle and
the repairs of vehicle are done at the workshop the Manager work is carried by his superiors
and technical problem is determined and solved by the technical service advisors and
technicians. The Front Office manages intermediate works and data of the work done.

21
3.2.1 Customer Relation Service

 Post feed back Services

Ex =10 vehicles servicing are done

3 rd day called from post service feed back

 Post service feed back = Making call to the customer and ask vehicle feedback about
vehicle service and also ask about rating of servicing done to the vehicle.

When the customer gives the rating of the vehicle service done then the details given
by the customer will be forwarded to the higher department or work manager through
emails.

 Free service = calling to customer answering to them and making remainder to

them for the vehicle due for the service.

Fig 7

22
3.2.2 Customer Feed Back Form by CRE

Fig 8

After the servicing done of the vehicle the Customer feed back will taken by the front office
members and the feed back is entered into the system by the CRE. Further is to be forwarded
to the officials and high authority of Automotive branch and Ashok Leyland. Any efficiency
of the work is to looked forward for the implementation. The mistakes done by the staff
members is given auditing is given to them and Memo will be given.

23
3.2.3 SECURITY CHIT

SL.NO 363
CHECK IN DATE 17/04/19 TIME 8.40 AM/PM
REGISTRATION NO. TS 29T-9733
ENGINE NO XBE1-462172
DRIVER NAME XXXXXX
DRIVER MOBILE NO. XXXXXXXXX

When the cse fixes the date of the servicing the vehicle will come for the regular services or
if the eventually trouble occurred to the vehicle then the vehicle is brought to the show room
while entering inside the vehicle data is to be carried out. Then the security writes in a chit
known as security chit. The details are carried as follows SL.NO ,vehicle check in date and
time ,Registration no ,Engine no ,Driver Name ,Driver mobile no .After these written the
vehicle is entered into the bay of the workshop.

3.2.4 Security: Receiving Vehicle at Gate Process

FIG.9

The vehicles arrives at gate of the showroom for servicing then the security greets him and
gives the intimation to the Data Base management operator person then with vehicle number
takes the history of it .With that data he checks the inventory list and spares need to service of
the vehicle.

24
3.2.5 DBM Operator: Vehicle Inward system & Manual Job Order Process

FIG 10

From the above we can see the process of the work DBM OPERATOR can be observed.

3.2.6 Technical Advisor; Upfront diagnosis at designated area

Critical Step For Increasing Customer Satisfaction

FIG 11

The technical advisor writes the job card and he approaches to driver then he greets to him.
Later Technical advisor enquires about the problem of the vehicle and he checks whether the
drivers problem of vehicle said is correct or not. After detection of the problem he handover
to the Technical advisor .
25
 3.2.7 Service Advisor; Preparing Parts & Labour Estimate and getting
Customer approvals

Fig 12

The Service Advisor looks the vehicle history and job card order and he look out the
whatever the spares are needed and to be replaced. The SA informs the driver to be waited at
the Front office and job card order will be hand over to the DBM Operator and estimates the
parts and labour charges for the Reparing of the vehicle done These are entered into the
system and forwarded to managers by the DBM operator.
3.2.8 DBM Operator & Service Advisor; Sign-off from driver on printed
estimate for job card creation

Fig .13

When the job card is handovered to the DBM Operator then he creates SRQT and estimate the cost of repair.
Later is handover to the Service Advisor then the service advisor shows to the driver what the work has done
and cost will be intimated to him. Then he signs on the JO.

26
 FIG.14 Manual job card

The manual job card which is filled by the Technical Advisor by listening the customer voice
and troubles of vehicle said by him. After that the details are to be filled in the job card and
entered into system .

27
3.2.9 PARTS REQUISITION SLIP

Request No. 1836 Job Card 2004917481 Date 27.06.19

Model 3118 Reg. No TS07UF6008
Sl. No Part No Description Job Type Requested Qty Issued Qty Mechanic Sign
CULTUCH
1 B1307004 DISC 35.56CM N 1 1 XXX XXX
2
3
4
5
6
7
8
9
10
Prepared By Issued By
Signature Authorized Signatory

The Parts Requistion Slip is filled by the Technical Service Advisor and forwarded to the
Spares department then the details are entered in the SAP application
3.2.10 TECHNICAL ADVISOR JOB RESPONSIBILITIES AND
PERFORMANCE LEVEL

Fig15

28
3.2.11SERVICE ADVISOR –JOB RESPONSIBILITIES
ANDPERFORMANCE CRITERIA

Fig16
In the figure we can work nature of the work can be observed.

3.3 DBM OPERATOR JOB ROLE AND PERFORMANCE CRITERIA

Fig 17

The DBM is the main playing key role in the company work he is responsible from starting to
ending work to keep up document proofs in paper mode.

29
3.3.1 Closure of job; Technical Advisor to confirm repair quality before
closure of JC

Fig. 18
The Shop floor supervisor looks the work whether his sub ordinates doing the work or nor .he
looks keen forward of the work .Finally the DBM operator Invoice the bill and gives to the
customer to pay the bill to the cashier.
3.4 Organization Chart For Workshop –Front Office &Inside Workshop

Fig. 19
The Works Manager had Co-ordinates the work by both sides of the inside Workshop and as
well as Front-Office. The Manager has to collaborates work with Floor
supervisors,Mechanics,Technical Advisor,Service Advisor DBM Operator,Service marketers.

30
3.4.1 KANBAN SHEET

KAN BAN SHEET

Technician EMP
SL.NO Date ROT Code Code Name of Technician Process Time

Start
Time End time

In this sheet we have fill up the Technical codes of the spares changed and work done of the
vehicle. The Technician allotted for this and process started time and end up time should be
mentioned . ROT means Repair of time taken .
3.4.2 VEHICLE STATUS REPORT

Fig 20

By this card we know the work done of vehicle how much time taken and if delayed the
reasons should be mention.This process helps to improve the Work efficiency.

31
3.4.3 VEHICLE INSPECTION

Fig 21
The vehicle is to be inspected after servicing any other problems are to be determined. The
sheet to be filled to check whether are parts are in good working conditions.

32
3.4.4. FAILURE OBSERVATION SHEET

Fig .22
When the parts are subjected to failure the n the reason are to be find out by the technical
advisor .The cases failure to be mentioned.

33
3.4.5 SPARES IVENTORY LIST

Fig.23

When the parts are inwarded into the company then they are placed into various bins and
locations. So whenever the company is needed the parts for an example PLUG FRONT C/S
BORE the price, quantity , the bin no will be displayed.

34
3.4.6 VEHICLE MODEL CATLOUGE

Fig.24
From the Catlouge as per vehicle models spares are shown in design format.

Fig 25

Here as per the vehicle model from system by cursor it select to show the parts of the vehicle.

35
 Fig.26

After selecting the vehicle model it will be shown the chassis type and vehicle part number
and further there will specifications of the vehicle as per that we have to select which is to be
known .

36
 Fig.27

There are Various Components will be there for a vehicle as per the sections it was divided

Fig .28 Assembly of Gear box

The Design of assembling Components where Gear Box ,Clutch and Casing.

37
3.5 .0 SPARES STOCK TRANSFER OUTWARD

Fig .29

Whatever the spares sending outward to other branches or Retailers

3.5.1 GATE PASS

Fig.30

When the Spares are sending outward we have to fill up the Gate Pass Form and the person
who is going to delivery the stock will be mention the name.
38
3.5.2 SPARES INWARD AND WAY BILL

Fig .31

39
4.0 WARRRANTY TERMS AND CONDITION

 The Period Of Warranty Shall be 3Years from the date of sale or 300000 km which ever
is earlier from the date of sale.
 For Regular Tippers ,2 years from the date of sale or 4000 hours of operation ,which ever
is earlier .
 Drive line warranty shall be 4 years or 4,00,000 km , which ever is earlier from the date
of the sale .
 This warranty is applicable for BS4 vehicles sold after 1.07.2017 onwards only.
 For Proprietary Parts not Manufactured by the AL such as Tyres and tubes the warranty
terms of the respective supplier will be applicable.
 The warranty shall become null and void when the vehicle is used in ways not
recommended by the company ,if any features of the vehicle are modified ,if the vehicle
is repaired or disassembled to AL’s authorized workshop ,if the vehicle is fitted with
body of design, size, position, and mounting other than what is prescribed by AL, if the
over hang is extended in excess of the original specification given in the Operator
Manual, if the failure of the tractor is due to faulty design/coupling of the trailer (in the
case of tractor trailer combination) or if the vehicle is loaded beyond its carrying capacity
as certified as by AL.
 If the Fuel control system including ECU calibration figures are altered or the relative
seals tampered with if unsuitable lubricants or fuels or coolants are employed or non
genuine spare parts fitted .
 If the integrity of wiring ,electrical system, Air intake, Fuel system and any other is
disturbed .
 If pressure relief valve setting is tampered in tipping and any other system.
 If the cleanliness of the hydraulic circuit is not maintained.
 If the Power Take Off (PTO) is not disengaged after the tipping operation.
 If the failure is due to operational abuse / improper driving or driver’s negligence.
 If the cleanliness of the lubricants, fuels and coolants are not maintained properly .
 Vehicle where odometer or engine hour meter is observed to be tampered/not working if
it is not working due to manufacturing issue it must to be brought to notice of AL Dealer

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4.1 WARRANTY PROCESS OF WORK IN SYSTEM AND TECHNICAL
INSPECTION;

Fig .32

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4.2 THANKS TO ASHOK LEYLAND AND GNI MECH

Gratitude to them for the showing care ,interest ,enhancing skills and guiding. Giving respect
as ex employee .

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REFERENCES

https://www.ashokleyland.com
https://www.ashokleyland.com/en/defence
https://www.ashokleyland.com/en/trucks
https://www.ashokleyland.com/en/lcv-overview
https://www.ashokleyland.com/en/light-vehicles/-/lcv/1407667/DOST+
https://www.youtube.com/channel/UCcsfE910TN0QI6ae4dWXI6w

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CONCULSION

Ashok Leyland is World 4 th Largest company in the world because of the follow ups of
Quality and Standards Vehicle Manufacturing, Ties Ups with Material Company for engine
Hino Motors, Brake Liners- Rane ,Filters- Fleet Guard ,Clutches- Setco ,Tyres-
MRF,electronic and Spark Plugs -Bosch, Bearings Gs and Orbit ,and other components and
spares are made by Ley Parts and Value Parts .They Follow Line Production and Line and
Staff Organisation. New Technologies and maintaining Equality Environmental balance of
low Fuel Emissions .The Bharat Stages engines and giving more life period warranty to the
customer .In this Company I Observed these factors.

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