COLLEGE OF

ENGINEERING &
RURAL TECHNOLOGY
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ggg

MAHINDRA & MAHINDRA Ltd.

SIDCUL, HARIDWAR (UTTRA KHAND)
An industrial training report submitted
In partial fulfillment of my Bachelor degree
In
(Mechanical Engineering)
&
PROJECT
ON
BOLERO SLX/SLE MOULDED ROOF WRINKLES

Submitted To: Submitted By:

Mr. D.P. Singh Mr. MOHAN TYAGI
Lect. -ME-Dept. ME- 4th YEAR
CERT MEERUT R.No.-0707040033

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DECLARATION

This training program has been undertaken during the summer break 2010 as

a trainee by me after completion of my third year under the guidance of my

mentor Mr. Sanjay Kumar Samantaray (Asst. Manager CQA).

Further I would like to declare that this project is my original work and has

been prepared solely for academic purpose.

This project has not been presented in any seminar or submitted elsewhere

for the award of any degree or diploma.

Countersigned by:

Mentor:

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Acknowledgement

GRATITUDE IS THE HARDEST EMOTION TO EXPRESS AND OFTEN

ONE DOES NOT FIND ADEQUATE WORDS TO CONVEY ONE’S ENTIRE
FEELING. I EXPRESS MY SINCERE GRATITUDE AND DEEP INDEBTEDNESS
TO THE H.R. MANAGEMENT FOR GRANTING ME THE PERMISSION ME AS A
SUMMER TRAINEE.
I OWN MY GRATITUDE TO MAHINDRA & MAHINDRA Ltd.
HARIDWAR FOR PROVIDING ME THE OPPORTUNITY TO UNDERGO
PROJECT AND ALLOWING ME TO GAINED VAST KNOWLEDGE ABOUT THE
INDUSTRY AND THE OTHER ASPECTS OF THE ORGANISATION DURING
OUR TRAINING PERIOD.
IT IS MY FOREMOST DUTY TO EXPRESS MY DEEP SENSE OF
GRATITUDE AND RESPECT TO Mr. SANJAY Kr. SAMANTARAY (Asst. Manager
CQA) FOR HIS VALUABLE GUIDENCE AS WELL AS UPLIFTING TENDENCY
AND INSPIRING ME FOR TAKING UP TRAINING AND COMPLETING IT
SUCCESSFULLY.
I GREATLY APPRECIATE HIS MOTIVATION AND UNDERSTSNDING
EXTENDED FOR THIS PROJECT WORK AND VERY THANKFUL TO HIM FOR
HIS ENCOURAGEMENT AND INSTRUCTIONS OTHERWISE IT COULD NOT
HAVE BEEN POSSIBLE FOR ME.
I AM ALSO VERY THANKFUL TO EACH AND EVERY STAFF OF
MAHINDRA & MAHINDRA WHO GAVE THEIR SUPPORTS IN THEIR OWN
WAYS.
AS WE KNOW WELL THAT NO WORK IS POSSIBLE WITHOUT THE
HELP OF PARENTS AND TEACHERS SO I THANK MY PARENTS AND
TEACHERS WITH MY HEART WHO MOTIVATED ME TO EXTEND TO MY
REACH AND WITH THEIR SUPPORT I HAVE BEEN ABLE TO COMPLETE THIS
WORK.

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Training Details

NAME: MOHAN TYAGI.

YEAR: 2010.

ORGANIZATION: MAHINDRA & MAHINDRA Ltd. SIDCUL,

HARIDWAR (UTTRA KHAND).

PLACE OF TRAINING: SIDCUL, HARIDWAR

(UTTRA KHAND).

DESIGNATION OF GUIDE: Mr. SANJAY KUMAR SAMANTARAY

Asst. MANAGER CQA (CUSTOMER QUALITY ASSURANCE) Dept.

PERIOD: FROM- 6th JULY 2010 To 2nd AUGUST 2010.

DURATION: 28- DAYS.

FIELD OF TRAINING: CQA. (CUSTOMER QUALITY

ASSURANCE) Dept.

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TABLE OF CONTENTS
DECLARATION………………………………………….3
ACKNOWLEDGEMENT………………………………..4
TRAINING DETAIL……………………………………...5
 
INTRODUCTION OF COMPONY…………………………7
1.1 AIM & ESTABLISHMENT OF THE COMPANY………………12
1.1.1      Establishment of the company
1.1.2    Types of services/products given/produced
1.1.3      Mission statement and aim of the company
 
1.2       POLICY OF THE COMPANY…………………………………15

1.3 MAHINDRA QUALITY SYSTEM…………………………….16

      

1.4      DEPARTMENTS OF THE COMPANY………………………..25

1.5 LIMITATIONS……………………………………………………27
Do’s and Don’ts in the Organization

2. WORK EXPERIENCE …………………………………………..28

     Description the department I worked in.
A brief introduction
        

4. CONCLUSION…………………………………………..44
  What did I learn?
     How will this experience help me in the future?

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INTRODUCTION OF COMPONY
History
Few groups can identify as closely with India's destiny and
industrial progress as the Mahindra Group. In fact, Mahindra
is like a microcosm of India. Both were born around the same
time, had the same aspirations and both experienced the
inevitable troughs
and crests in the journey towards their goals. And both continue to march on the path
to progress and global recognition.

The birth of Mahindra & Mahindra began when K.C.

Mahindra visited the United States of America as Chairman
of the India Supply Mission. He met Barney Roos, inventor
of the rugged 'general purpose vehicle' or Jeep and had a
flash of inspiration: wouldn't a
vehicle that had proved its invincibility on the battlefields of World War II be ideal
for India's rugged terrain and its kutcha rural roads?
 
Swift action followed this thought. The Mahindra brothers joined hands with a
distinguished gentleman called Ghulam Mohammed & on October 2nd, 1945,
Mahindra & Mohammed was set up as a franchise for assembling Jeeps from Willys,
USA.
   
Two years later, India became an independent nation and Mahindra & Mohammed
changed its name to Mahindra & Mahindra. Ghulam Mohammed migrated to
Pakistan post-partition and became the first Finance Minister of Pakistan.
   
Since then, Mahindra & Mahindra has grown steadily in size and stature and evolved
into a Group that occupies a premier position in almost all key sectors of the
economy. The Group's history is studded with milestones. Each one taking the
Group forward. In fact, today, its total turnover is about 6.3 billion dollars.
  
Mahindra is a group in a hurry, engaged in an ambitious, sustained and prolonged
penetration into the global arena. Its spirit can be encapsulated in the words of the
poet Robert Frost, a favourite of India's first Prime Minister, Pandit Jawaharlal
Nehru:
"The woods are lovely, dark and deep,
But I have promises to keep,
And miles to go before I sleep,
And miles to go before I sleep."
For Mahindra & Mahindra, this translates into many more milestones to be set up

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before it rests. If ever.

Group Overview

Mahindra embarked on its journey in 1945 by assembling the Willys Jeep in India
and is now a US $7.1 billion Indian multinational. It employs over 1,00,000 people
across the globe and enjoys a leadership position in utility vehicles, tractors and
information technology, with a significant and growing presence in financial
services, tourism, infrastructure development, trade and logistics. The Mahindra
Group today is an embodiment of global excellence and enjoys a strong corporate
brand image.
Mahindra is the only Indian company among the top tractor brands in the world. It is
today a full-range player with a presence in almost every segment of the automobile
industry, from two-wheelers to CVs, UVs, SUVs and sedan. Mahindra recently
acquired a majority stake in REVA Electric Car Co Ltd. (now called Mahindra
REVA), strengthening its position in the Electric Vehicles domain.
The Mahindra Group expanded its IT portfolio when Tech Mahindra acquired the
leading global business and information technology services company, Satyam
Computer Services. The company is now known as Mahindra Satyam.
Mahindra is also one of the few Indian companies to receive an A+ GRI checked
rating for its first Sustainability Report for the year 2007-08 and has also received
the A+ GRI rating for the year 2008- 09.

The Group at a Glance

 
  Automotive
  Domestic Operations
  International Operations
  Mahindra Renault Private Limited (MRPL)
  Mahindra Navistar Automotives Limited (MNAL)
  Mahindra Navistar Engines Private Limited (MNEPL)
 
 
After-Market Sector
  Mahindra Spares Business
  Mahindra First Choice

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  Mahindra First Choice Wheels Ltd.

 

 
Farm Equipment Sector
  Domestic Operations
  International Operations
  Mahindra Gujarat Tractor
  Mahindra Agribusiness
  Mahindra Powered
  Mahindra USA
  Mahindra Australia
  Mahindra China Tractors
 
 
Financial Services Sector
  Mahindra & Mahindra Financial Services Ltd (Mahindra Finance)
  Mahindra Insurance Brokers Ltd.
  Mahindra Rural Housing Finance Ltd (MRHFL)
 
 
Infrastructure Development Sector
  Mahindra Holidays & Resorts
  Mahindra Life spaces Developers Limited
  Mahindra World City
  Mahindra Infrastructure Developers
  Acres Consulting Engineers
 
  Information Technology Sector
  Tech Mahindra
  Bristlecone
 
  Mahindra 2 Wheelers
 
  Mahindra Systech
  Forgings
  • Mahindra Forgings Limited - India
   
  • Mahindra Forgings Europe - Ag

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  - GSA
  - Schonoweiss & Co GMBH
      - JECO
  - Stokes UK
  - Falkenroth
  Engineering Services
  • Mahindra Engineering
      • Engines Engineering Italy
  • Mahindra Aerospace
  Stampings
  Steel
  Ferrites
  Contract Sourcing
  Telematrices
  Composites
  Castings
  Gears
      • Mahindra Sar Transmissions
  • Metalcastello Italy
 
 
Speciality Businesses
  Mumbai Mantra
  Mahindra Defense System
 
 
Mahindra Partners
  Mahindra Odys sea
  Mahindra Inter trade
  Mahindra Steel Service Center
  Mahindra Middle East Electrical Steel Service Centre (MMESSC)
  Mahindra Logistics Ltd.
  Mahindra Retail

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The Management > Board of Directors

The Board of Directors of the Company has, as its members, eminent persons
from Industry, Finance, Investment and other branches of business, who bring
diverse experience and expertise to the Board.
 
The Company's current Board of Directors is as follows:
 
NAME DESIGNATION
     
1. Mr. Keshub Mahindra   Chairman
     
2. Mr. Anand G. Mahindra Vice Chairman and Managing
Director
     
3. Deepak Shantilal Parekh Director
     
4. Nadir Burjorji Godrej Director
     
5. M. M. Murugappan Director
     
6. Bharat Narotam Doshi Executive Director & Group Chief
Financial Officer (Group CFO) 
     
7. Arun Kumar Nanda Executive Director
     
8. Narayanan Vaghul Director
     
9. Dr. Ashok Sekhar Ganguly Director
     
10. R. K. Kulkarni Director
     
11. Anupam Pradeep Puri Director
     
12. Arun Kanti Das Gupta Nominee of LIC
 
 
 

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AIM & ESTABLISHMENT OF THE

COMPANY
Establishment of the company
The birth of Mahindra & Mahindra began when K.C. Mahindra visited the
United States of America as Chairman of the India Supply Mission. He met
Barney Roos, the inventor of the rugged 'general purpose vehicle' or Jeep
and had a flash of inspiration: wouldn't a vehicle that had proved its
invincibility on the battlefields of World War II be ideal for India's rugged
terrain and its kutcha rural roads?
Swift action followed this thought. The Mahindra brothers joined hands
with a distinguished gentleman called Ghulam Mohammed & on October
2nd, 1945, Mahindra & Mohammed was set up as a franchise for assembling
Jeeps from Willys, USA.
Two years later, India became an independent nation and Mahindra &
Mohammed changed its name to Mahindra & Mahindra. Ghulam
Mohammed migrated to Pakistan post-partition and became the first
Finance Minister of Pakistan.

Types of products produced

Haridwar Plant:
Haridwar i.e. 'Hari ka dwar'- the gateway to God, is around 190kms from
Delhi and is very well connected by trains and buses. It is also one of the
many pilgrimage spots that are situated along the length of the holy Ganga.
In Hindu mythology, it is known as Kapilsthan. According to the myth,
drops of nectar churned out from the primordial ocean and fell at the four
sites of the Kumbh fair, which included Haridwar

This holy land is also the location of Mahindra's fifth full scale plant after
Kandivli, Nasik, Igatpuri and Zaheerabad. The plant is set up primarily for
the manufacture of three wheelers of different load capacities and range.
The total plant area is 34.78 acres with a built up area of 6.05 acres. The
total employee strength at the plant is around 226.With manufacturing
facilities like Conveyorized Assembly line the Vehicle Assembly Capacity
is 80 units per day.

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The Mahindra Group’s Automotive Sector is in the business of

manufacturing and marketing utility vehicles and light commercial vehicles,
including three-wheelers. It is the market leader in utility vehicles in India
since inception, and currently accounts for about half of India’s market for
utility vehicles.

Although created in 1994 following an organizational restructuring, the

Automotive Sector can trace its antecedents back to 1954. The iconic Jeep
that led American G.I.s to victory in World War II is the very same vehicle
that drove the Mahindra Group to success in the Automotive Sector.
Mahindra & Mahindra Limited, the flagship company of the Group, was set
up as a franchise for assembling general purpose utility vehicles from
Willys, USA.
Over the years, the Group has developed a large product portfolio catering
to a diverse customer base spanning rural and semi-urban customers,
defense requirements and luxurious urban utility vehicles. In 2002, it
launched the indigenously engineered world-class sports utility vehicle-
Scorpio, which bridges the gap between style and adventure, luxury and
ruggedness, and performance and economy.

Presenting India's first compact truck. A truck that’s built to save for you. It
gives an unmatched mileage of 27 kmpl and scores really low on

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maintenance. Its 0.5 ton, compact truck box ensures maximum space is
utilised in intra city operations.

MAHINDRA VEHICLES

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Mission statement and aim of the company

 Core Purpose
'We don't have a group-wide mission statement. Our Core Purpose is what
makes all of us want to get up and come to work in the morning.'
Anand G.
Mahindra
Indians are second to none in the world. The Founders of our nation and of
our Company passionately believed this. We will prove them right by
believing in ourselves and by making Mahindra & Mahindra Limited
known world-wide for the quality of its products and services.

POLICY OF THE COMPANY

       ‘The customer is always right’
      ‘Do not harm the environment’
      ‘Staff must wear uniform’

Core Values
Our Core Values are influenced by our past, tempered by our present, and
will shape our future. They are an amalgam of what we have been, what we
are and what we want to be.

Professionalism
We have always sought the best people for the job and given them the freedom and
the opportunity to grow. We will continue to do so. We will support innovation and
well reasoned risk taking, but will demand performance.

Customer First
We exist and prosper only because of the customer. We will respond to the changing
needs and expectations of our customers speedily, courteously and effectively.

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Quality Focus
Quality is the key to delivering value for money to our customers. We will make
quality a driving value in our work, in our products and in our interactions with
others. We will do it 'First Time Right'.

Dignity of the Individual

We will value individual dignity, uphold the right to express disagreement and
respect the time and efforts of others. Through our actions, we will nurture fairness,
trust and transparency.

MAHINDRA QUALITY SYSTEM (MQS)

In Mahindra quality system there are many techniques used. The techniques are:

1. 7 QC TOOLS
 Flow Chart
 Check Sheet
 Histogram
 Pareto Diagram
 Scatter Diagram
 Cause and Effect Diagram
 Control Chart

2. KAIZEN
3. POKA YOKE
4. BRAIN STORMING
5. 5W + 1H Questions

FLOW CHART:
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What Is a Flowchart?
A diagram that uses graphical symbols to depict the nature and flow of the steps in a
process.

Benefits of Using Flowcharts

• Promote process understanding
• Provide tool for training
• Identify problem areas and improvement opportunities
• Depict customer-supplier relationships

Symbols Used in Flowcharts

Start / End

Process Step

Decision NO

YES
Connector

Measurement

How do we get started?

Many methods for constructing Flowcharts have been described and you can safely
use any one of them, as long as you start out by doing these things:
! Identify the right people to develop the chart.
! Determine what you expect to get from the Flowchart.
! Identify who will use it and how.
! Define the level of detail you need.
! Establish the boundaries of the process to be improved.

CHECK SHEET:
What it is:
A check sheet is a simple form you can use to collect data in an organized
manner and easily convert it into readily useful information. With a check
sheet, you can:
• Collect data with minimal effort.
• Convert raw data into useful information.
• Translate opinions of what is happening into what is actually happening.
In other words, “I think the problem is . . .” becomes “The data says the
problem is . . .”

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How to use it:

Clearly identify what is being observed. The events being observed should
be clearly labeled. Everyone has to be looking for the same thing.
Keep the data collection process as easy as possible. Collecting data should
not become a job in and of itself. Simple check marks are easiest.
Group the data. Collected data should be grouped in a way that makes the
data valuable and reliable. Similar problems must be in similar groups.
Be creative. Try to create a format that will give you the most information
with the least amount of effort.

HISTOGRAM:
What is a Histogram?
A Histogram is a vertical bar chart that depicts the distribution of a set of data. Unlike
Run Charts or Control Charts, which are discussed in other modules, a Histogram
does not reflect process performance over time. It's helpful to think of a Histogram
as being like a snapshot, while a Run Chart or Control Chart is more like a movie.

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4
3 Series 1
Series 2
2 Series 3
1
0
Category 1 Category 2 Category 3 Category 4

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When should we use a Histogram?

When you are unsure what to do with a large set of measurements presented in a
table, you can use a Histogram to organize and display the data in a more userfriendly
format. A Histogram will make it easy to see where the majority of values
falls in a measurement scale, and how much variation there is. It is helpful to
construct a Histogram when you want to do the following
! Summarize large data sets graphically. When you look at Viewgraph 6,
you can see that a set of data presented in a table isn’t easy to use. You can
make it much easier to understand by summarizing it on a tally sheet
and organizing it into a Histogram
! Compare process results with specification limits. If you add the
process specification limits to your Histogram, you can determine quickly
whether the current process was able to produce "good" products.
Specification limits may take the form of length, weight, density, quantity of
materials to be delivered, or whatever is important for the product of a given
process. Viewgraph 14 shows a histogram on which the specification limits,
or "goalposts," have been superimposed. We’ll look more closely at the
implications of specification limits when we discuss Histogram interpretation
later in this module.
! Communicate information graphically. The team members can easily
see the values which occur most frequently. When you use a Histogram to
summarize large data sets, or to compare measurements to specification
limits, you are employing a powerful tool for communicating information.
! Use a tool to assist in decision making. As you will see as we move
along through this module, certain shapes, sizes, and the spread of data have
meanings that can help you in investigating problems and making decisions.
But always bear in mind that if the data you have in hand aren’t recent, or you
don’t know how the data were collected, it’s a waste of time trying to chart
them. Measurements cannot be used for making decisions or predictions.

PARETO DIAGRAM:
What is a Pareto Chart?
A Pareto Chart is “a series of bars whose heights reflect the frequency or impact of
Problems. The bars are arranged in descending order of height from left to right.
This means the categories represented by the tall bars on the left are relatively more
significant than those on the right”. The chart gets its name from the Pareto
Principle, which postulates that 80 percent of the trouble comes from 20 percent of
the problems. Viewgraph 1 highlights the elements of this definition.

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Why should teams use Pareto Charts?

You can think of the benefits of using Pareto Charts in economic terms (Viewgraph
2). “A Pareto Chart breaks a big problem into smaller pieces (and) identifies the
biggest contributors. . . (It can) help us get the most improvement with the resources
available by showing where to focus efforts in order to maximize achievements. The
Pareto Principle states that a small number of causes accounts for most of the
problems. Focusing efforts on the ‘vital few’ causes is usually a better use of
valuable resources”

When should we use a Pareto Chart?

A Pareto Chart is a good tool to use when the process you are investigating
produces data that are broken down into categories and you can count the number of
times each category occurs.
No matter where you are in your process improvement efforts, Pareto Charts can be
helpful, “. . . early on to identify which problem should be studied, later to narrow
down which causes of the problem to address first. Since they draw everyone's
attention to the ‘vital few’ important factors where the payback is likely to be greatest,
(they) can be used to build consensus. In general, teams should focus their attention
first on the biggest problems—those with the highest bars”.
Making problem-solving decisions isn’t the only use of the Pareto Principle. Since
Pareto Charts convey information in a way that enables you to see clearly the
choices that should be made, they can be used to set priorities for many practical
applications in your command. Some examples are:
! Process improvement efforts for increased unit readiness
! Skills you want your division to have
! Customer needs
! Suppliers
! Investment opportunities

CAUSE AND EFFECT DIAGRAM:

What is a Cause-and-Effect Diagram?
A Cause-and-Effect Diagram is a tool that helps identify, sort, and display possible
causes of a specific problem or quality characteristic (Viewgraph 1). It graphically
illustrates the relationship between a given outcome and all the factors that influence
the outcome. This type of diagram is sometimes called an "Ishikawa diagram"
because it was invented by Kaoru Ishikawa, or a "fishbone diagram" because of the
way it looks.

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When should a team use a Cause-And-Effect Diagram?

Constructing a Cause-and-Effect Diagram can help your team when you need to
! Identify the possible root causes, the basic reasons, for a specific effect,
problem, or condition.
! Sort out and relate some of the interactions among the factors affecting a
particular process or effect.
! Analyze existing problems so that corrective action can be taken.

CONTROL CHART:
What is a Control Chart?
A control chart is a statistical tool used to distinguish between variation in a process
resulting from common causes and variation resulting from special causes.
It presents a graphic display of process stability or instability over time
Every process has variation. Some variation may be the result of causes which are not
normally present in the process. This could be special cause variation. Some variation is
simply the result of numerous, ever-present differences in the process.
This is common cause variation. Control Charts differentiate between these two
types of variation.

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Why should teams use Control Charts?

A stable process is one that is consistent over time with respect to the center and the
spread of the data. Control Charts help you monitor the behavior of your process to
determine whether it is stable. Like Run Charts, they display data in the time
sequence in which they occurred. However, Control Charts are more efficient
that Run Charts in assessing and achieving process stability.
Your team will benefit from using a Control Chart when you want to (Viewgraph 2)
Monitor process variation over time.
Differentiate between special cause and common cause variation.
Assess the effectiveness of changes to improve a process.
Communicate how a process performed during a specific period.

SCATTER DIAGRAM:

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A Scatter Diagram is used to interpret data by graphically displaying the relationship

between two variables.

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10
8
6
4
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0 2 4 6 8 10 12

A SCATTER DIAGRAM IS USED FOR:

1. Validating "hunches" about a cause-and-effect relationship between types of
variables (examples: I wonder if students who spend more time watching TV have
higher or lower average GPA's?; is there a relationship between the production
speed of an operator and the number of defective parts made?; is there a
relationship between typing speed in WPM and errors made?)
2. Displaying the direction of the relationship (positive, negative, etc.) (examples:
Will test scores increase or decrease if the students spend more time in study
hall?; will increasing assembly line speed increase or decrease the number of
defective parts made?; do faster typists make more or fewer typing errors?)
3. Displaying the strength of the relationship (examples: How strong is the
relationship between measured IQ and grades earned in Chemistry?; how strong is
the relationship between assembly line speed and the number of defective parts
produced?; how strong is the relationship between typing faster and the number of
typing errors made?)

KAIZEN

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Kaizen focuses on small, gradual, and frequent improvements over the long
term with minimum financial investment and with participation by everyone
in the organization.
My own work people oriented low costs shared information an
Accumulatio of Small Changes Continuous Improvement.

POKA YOKE
POKA YOKE (mistake-proofing) is an approach for mistake-proofing
processes using automatic devices or methods to avoid simple human error.

POKA YOKE Examples

Machines have limit switches connected to warning lights that tell the
operator when parts are positioned improperly on the machine.

Fast food restaurants use automated french-frying machines that can only be
operated one way; the french fries are prepackaged and the equipment
automated to reduce the chance of human error.

BRAIN STORMING:
It is a tool used by a team for creative exploration of options in an
environment of free criticism.
It provide creative and restricted exploration of options or solutions.

BENEFITS OF BRAIN STORMING

 Creativity
 Large number of ideas
 Involvement of team member
 Sense of ownership in decision
 Input to other tools

GROUND RULES
 Active participation by everyone
 NO discussion no debate
 Build on other ideas
 Display ideas presented ideas

5W + 1H Questions
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What is done? Why should it be done?

Who does the work? Why does she do it?

Where is the work done? Why should it be done here?

When is the work done? Why should it be done this time?

How is the work done? Why is it be done this way?

DEPARTMENTS OF THE COMPANY:

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There are many departments in the company described below:

1. CQA (Central Quality Assurance) Dept.
2. R&D (Research & Development) Dept.
3. Logistics Dept.
4. Production Dept.
5. IT’S Dept.
6. PD&C (Product Development & Control) Dept.
7. Maintenance Dept.
8. SQA Dept.

CQA (Central Quality Assurance) Dept.:

The general objective of quality assurance department is to enhancement of product and

service quality and an increase of customer satisfaction. To achieve this objective, CQA
should reach the following goals:

 Continuous and consistent development, implementation and maintenance of

quality assurance management system
 Staff training and compliance with the requirements of the quality assurance
management
 Quality control over provided products and services in accordance with The Rules
and Standards of the company
 Developing and making arrangements for enhancing the quality of provided
products and services
 Organizing and conducting internal audit of the quality assurance management
system
 Organizing and controlling corrective and preventing actions of quality
management
 Control over equipment and production process
Control over product output
Investigation of customer claims

R&D (Research & Development) Dept.:

The phrase research and development (also R and D or, more often, R&D), according
to the Organization for Economic Co-operation and Development, refers to "creative
work undertaken on a systematic basis in order to increase the stock of knowledge,
including knowledge of man, culture and society, and the use of this stock of knowledge
to devise new applications"
New product design and development is more often than not a crucial factor in the
survival of a company. In an industry that is fast changing, firms must continually revise
their design and range of products. This is necessary due to continuous technology
change and development as well as other competitors and the changing preference of
customers.

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Logistics Dept.:

The work of logistics department is to provide the inventory to the company. It ensures
the demand of a company and provide sufficient inventory to the company when
required.

Production Dept.:

The work of production department is to ensure the market demand and to produce the
product according to it. So the measure concern of production department is the quantity
of the product that is demanded in market.

IT Dept.:

The work of IT department is to ensure the connectivity of server to the computers and to
check the data of all computers with an audit. The audit takes after a constant period or
suddenly to check unused data.

PD&C (Product Development & Control) Dept.:

The phrase product development & control, according to the Organization for Economic
Co-operation and Development, refers to "creative work undertaken on a systematic basis
in order to increase the stock of knowledge, including knowledge of man, culture and
society, and the use of this stock of knowledge to devise new applications"
New product design and development is more often than not a crucial factor in the
survival of a company. In an industry that is fast changing, firms must continually revise
their design and range of products. This is necessary due to continuous technology
change and development as well as other competitors and the changing preference of
customers.

Maintenance Dept.

The maintenance department ensures the working condition of machines in the company.
Means maintenance department work on the maintenance of machines used in
production. It also ensures the timing of plant of whole assembly line.

LIMITATIONS:

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The limitations of the company are described in

terms of Do’s and Don’ts in the Organization:

Do’s and Don’ts in the Organization:

Do’s and Don’ts means what should be done and what should not be done in the
organization;

 Do’s-

 Punctuality (timeliness),

 Maintaining healthy and cordial relationship with the people in

organization.

 Understanding the work culture.

 Obeying direct orders from the seniors.

 Showing a sense of belonging with the organization.

 Maintaining proper Line and Staff Relationship with the seniors and
subordinates (If Any).

 Don’ts-

 Do not take the training lightly and casually.

 Do not give an impression that you are doing the training just for the sake
of it. Put your heart and soul.

 Do not involve in internal politics.

 Do not reveal you weaknesses.

 Do not lie to your seniors.

 Do not waste your time.

 Do not copy any material. Be original.

 Do not go for leave unless it is indispensable.

 Do not ask for favors.

WORK EXPERIENCE:

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I worked in the company as a trainee in CQA department and I learn many things in the
company. The experience cannot be described in words.
The experience gained by me in the company is;

Description the department I worked in:

I work in the CQA department which described below:

CQA (Central Quality Assurance) Dept.

Quality assurance is a part of quality management which represents a complex process
focused on creation of the confidence that the corresponding requirement to quality is
kept, and includes all the factors and the actions needed for achievement of the
appropriate quality level of products and services. Many enterprises have Quality
assurance departments which provide, develop and maintain a system of quality
assurance management. Such system covers not only processes of sampling, working
with specifications and organizing researches, but also development of documentation
and techniques which guarantee satisfactory quality of products and services.

The work of CQA is focused, first of all, on preventing the claims from customers. In
case of receiving such claims on quality of provided products and services, the
department starts searching the reasons and effects of the revealed discrepancies. Quality
Assurance means the completion of a project in accordance with the previously agreed
specifications and functionality required without defects and possible problems.

The general objective of quality assurance department is to enhancement of product and

service quality and an increase of customer satisfaction. To achieve this objective, CQA
should reach the following goals:

 Continuous and consistent development, implementation and maintenance of

quality assurance management system
 Staff training and compliance with the requirements of the quality assurance
management
 Quality control over provided products and services in accordance with The Rules
and Standards of the company
 Developing and making arrangements for enhancing the quality of provided
products and services
 Organizing and conducting internal audit of the quality assurance management
system
 Organizing and controlling corrective and preventing actions of quality
management
 Control over equipment and production process
Control over product output
Investigation of customer claims

 Based on our wish that future generations may live in safety and comfort, we are
adopting the user perspective and always aim to create and deliver reliable

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products that are environment-friendly and that generate true customer

satisfaction.

Systematic Quality

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In order to ensure the effective, positive

operation and implementation of the
quality management systems, TQS 9000
Audits are performed, which also provide
further opportunities to raise quality levels.
Guidance for Internal Audits is provided
continuously and actions are taken
regularly to enhance the skills of auditors
so that TQS 9000 assessments lead directly
to quality improvements.

Guidelines help in ensuring uniformly high quality across the organization

CQA has created its own unique quality framework in the form of the TQS 9000 system.
To implement the system, various guidelines were established in order to help to
eliminate differences between departments and ensure uniformity. Guidelines exist for
tasks such as internal audits, clean room management, and manufacturing plant
information handling. While not absolutely binding, the guidelines are very useful in
raising awareness and improving the overall level of the quality system.

Human Resource Quality

Fostering quality awareness among employees

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CQA's quality assurance activities are implemented under participation of the entire staff.
"Human Resource Quality" plays a major role in achieving quality that really inspires
customer satisfaction.
What is required of all employees, whether they work in research and development,
manufacturing, or administrative divisions, is maintaining a high awareness of quality.
This is premised on the philosophy of working awareness; what customer satisfaction
means to CQA and what each individual should do to achieve it.
In addition to training and education, practical implementation tests, and information
sharing, quality awareness among all employees is also raised through best practices and
"quality enlightenment" programs. Quality related feedback from the field is always
incorporated into these activities.

Fostering and improving the skill level of quality engineers

Quality engineers and technicians of course play a leading role in quality assurance
activities. Their operations are divided into three major categories as depicted below. In
order to consistently create and deliver high-quality products, a deep-rooted company
culture must be sustained by skills that are constantly updated and improved. We are
always aiming at skill improvement and are training specialists in the respective fields.

Comment from a quality engineer    

As a quality engineer, my daily work involves the development of methods for
evaluating the reliability of new products. This is aimed at producing high quality
output and trying to prevent problems before they happen. I try to go to actual
production sites as often as possible, in order to see conditions for myself and to

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communicate with the engineers and staff there. I believe that sharing information in
this way helps us develop better methods. At the same time, we also apply trial and
error techniques in order to improve the efficiency of product evaluation. I will
continue to strive for even better and more meaningful evaluation methods, so that we
can meet the high expectations and justify the trust that customers are placing in us.
The end result is bound to be higher customer satisfaction.

Reliability Center
Reliability Center Analyzes and Assesses CQA Product Quality, Reliability, and
Safety
The Reliability Center, a subdivision of the Quality Assurance Department, is in charge
of supporting reliability testing at the time of new product development, assessment of
new products, and analyzing failures of products. In addition to the Technical Center in
Ichikawa City, Chiba Prefecture, the Center also has a testing site in the Akita region.
The results of analysis and assessments performed at each site are used to develop higher-
quality products. The Center also performs key research and technology development
work from a long-term perspective, including research on the latest electronics
technologies, to the research in the new fields that will be also important to CQA
operations.
In April 2000, the CQA Reliability Center obtained ISO/IEC17025 certification, as the
first such site in Japan in the area of environmental testing of electronic components. The
Hirasawa site of the CQA Reliability Center obtained ISO/IEC17025 certification in
January 2007 for chemical testing of harmful substances analysis.

Reliability and Safety Testing    

CQA products undergo rigorous and extensive testing under
every conceivable condition to ensure that they deliver the
performance required by customers under their respective use
environments and conditions. These tests verify that the tested
products have the quality required under international and Scanning electron
industry-wide standards, customer standards, as well as CQA microscope (SEM)
internal standards.

Failure Analysis Laser microscope

The Center analyzes failures relating to reliability and safety,

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clarifying the root causes, and providing the results to the

business groups for improvement.

Application Technology Support Random vibration testing

The Center provides support for practical application of machine
technologies in electronic components including electrode
formation, terminal soldering, protection using resin, and
packaging.

Evaluation of Restricted Substances Constant Temperature &

The center evaluates and analyzes products to ensure Humidity Chamber
compliance with environmental regulations regarding
restricted materials and substances, both for major
constituents and secondary materials. Equipment for testing is
also installed at product sites in Japan as well as overseas, to
provide evaluation and analysis capabilities.

Measurement Control Center

Periodic calibration is essential to maintain and regulate the accuracy of measurement
equipment. Based on a product quality system that conforms to ISO 9001 standards,
CQA operates sophisticated calibration equipment and highly reliable calibration services
in-house.
Measurement reference equipment meeting national and international traceability
requirements is installed at the Measurement Control Center and is used to maintain and
regulate the accuracy of the company's measurement devices. A companywide labeling
system for measurement devices serves for identification, and information on the devices
is recorded and managed by computer.
Using a periodic schedule based on accumulated past data, employees of the
Measurement Control Center make rounds in the CQA Measurement Testing Service
Car, providing testing and calibration services.

If testing reveals a problem, the Measurement    

Control Center informs the division using the
measurement device, which then decides in the
most appropriate course based on the results of the
tests.
Environmental test chamber

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When a problem with a measuring device is

detected, environmental testing is performed as
required to determine the reliability of the
equipment and the degree of stability. Block gauge auto calibration system

Testing processes are automated as much as

possible, using the latest state-of-the-art devices, in
order to minimize the risk of human error and
maximize the accuracy of measurement data.
Surface shape measurement system
An automatic calibration system developed in-
house aims at further improving measurement data
accuracy and speeding up the calibration process.

CS (Customer Satisfaction) Activities

CQA supplies components as a flagship product line not only to electronic device set
manufacturers directly linked to end consumers, but also to assembly manufacturers and
component manufacturers. In doing so, CQA makes every effort to ensure customer
satisfaction (CS), through the three avenues as follows, and strives to achieve general
satisfaction, encompassing quality, cost, delivery, environmental efforts and services, in
order to become the company of choice for potential customers.

 Supplier evaluation information, whereby our business customers evaluate

CQA products
 Product-related complaint information from our customers
 CS evaluation, whereby sales staff members evaluate CQA products from a
customer's point of view

Supplier Evaluation Information

CQA obtains the results of supplier evaluations as completed by its customers. The
evaluation ranks the different levels of customer satisfaction, with an "A" indicating that
the customer is fully satisfied. CQA keeps track of changes in the percentage regarding
the A rank, and passes this information to the relevant division responsible to improve
CS.

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Product-Related Complaints
CQA maintains a database of product-related complaints filed by customers both in India
and overseas. Information is sent online to the involved departments without delay, so
that swift action can be taken to improve CS.
In addition, this system is designed to automatically send significant complaints to top
management.

CS Evaluation
In order to become the supplier of choice for our customers, our sales staff members
make sure that they understand the needs of our customers. CQA makes every effort to
improve CS by quickly understanding the details of customer complaints, and providing
feedback to the relevant divisions so that they may take necessary remedial action.

And there many sub dept. for checking quality of the product.
1. Standard Room.
2. FAI (Final Assurance Infection).
3. CAI (customer assurance inspection)
4. WRAP (Warranty Related Action Points).
5. RFI (Ready for Inspection).
6. RFD (Ready for Dispatch).
7. NOVA-C (New Overall Vehicle Audit-Customer).
These all departments are for the customer satisfaction.

A BREIF INTRODUCTION:
Mahindra HARIDWAR Plant is actually an assembly line plant normally involved in the
production of:
1. Bolero 2. Alfa 3. GIO 4.Champion

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5 models of Bolero are being produced which are

1. SLX
2. SLE
3. DI
4. Longer(Non-AC)
5. Longer (AC)

Production of Bolero involves assembling of parts at 4 different levels or lines:

1. Trim Line
2. Chassis Line
3. Engine Line
4. Main Line

Trim Line
 Trim line involves the body and its various fitments.

Major Steps:
1. Removal of Facia.
2. Fitment of Felt, Firewall, PU foam, Roof Sealer (if absent), Roof Covering, etc.
3. Accelerator cable, Speedo Cable,Bonnet Cable, Clutch Beading fitment.
4. Brake Booster; Accelerator, Clutch and Brake Pedal fitment.
5. Combination Lamp, Instrument Cluster, Battery fitment.
6. Lock and Windscreen Fitment.
7. Blower Fitment and various Harness wire fittings.

Chassis Line
Steps following in
1. Chassis inversion and Rear axle fitment
2. Suspension Fitment involving leaf spring and rear shock absorber and upper and
lower suspension arms along with springs and shock absorbers
3. Pressure Application for joining upper and lower suspension arms
4. Filling differential oil and GB valve fitment
5. Power steering ,Stead wire, Stabilizing wire fitment
6. Fuel tank, Fuel pipe and Breather pipe fitment

Engine Line
Steps
1. Pressure plate and Clutch plate mounting on Engine
2. Assembling Transmission and Engine and mounting belt connecting Engine and
power steering.
3. Power Steering oil tank and Brake booster hose pipe fitment

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4. Engine harness fitment and some of its connections like ground connections,
connections to compressor, alternator, fuel injector pump and transmission
system.

Main Line
Steps
1. Brake Beading fitment( including that for handbrake) and connections to GB
valve and front and back wheels
2. Engine mounting on chassis, propeller shaft fitment
3. Body mounting followed by basic connections such as Brake Booster
connections, Battery connections, Power window switch connections etc.
4. Fascia preparation involving Headlight fitment, coolant tank fitment etc.
5. Radiator Fitment followed by Fascia Mounting, Brake and Clutch Bleeding and
Tire mounting
6. Horn and Bonnet Lock fitment, Air filter mount and Headlight and AC pipe
connections.
7. Ac gas filling , Steering fitment and finally Wiper Fitment

CONCLUSION

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What did I learn?

Summer training is an integral part of any B-Tech curriculum in the country. It serves as
the only direct exposure to an organization and its ways of functioning during the entire
curriculum. The summer training in any technology course is very important for the
students and it will help in future when an student goes to company.

“This program is the most effective aid in enabling the students to relate technical
theory to practice, and in making an informed career choice." Courses are intended
to provide a cross-functional orientation in basic technical concepts, quantitative methods
and analytical skills. Since immediacy of application is not stressed at this stage, the
person can take his own time to reflect on the subjects and internalize the concepts. Once
this conceptual framework is in place, it needs to be tested under real life conditions. The
technical institutes cannot simulate the real life conditions of an engineer. Although
innovative tools like case studies do attempt to address these limitations, they fail to
capture the reality. Therefore, we need some mechanism by which transfer of skills takes
place from the classroom to the workplace. Summer training beautifully fills this gap. It
gives him a chance to experiment because mistakes are not penalized while hard work is
definitely rewarded. Not only does a student get an opportunity to implement the
concepts, but skill learning is faster because of the constant and immediate feedback from
his peers and managers.

Students, especially those with little or no work experience, are slightly confused about
the discipline in which they want to specialize and pursue their career. Summer training
gives them an opportunity to closely interact with the organization and help identify the
pros and cons of various career choices. Armed with this knowledge and understanding,
they can take an informed decision about the portfolio elective courses in which they
want to specialize

Prof. K. Unnikrishnan Nair says:

“The student should not rigidly confine himself to the narrow boundaries of the project
which he is currently undertaking. He should also observe the processes, interactions and
the human relations in the organization. Just observing people at their work could be a
tremendous learning experience.”

During his summer training, which is for a period of one/two months, the trainee gets to
see the culture of the organization, how the organization copes with crises and how the
engineers handle stress under varied situations. When he goes back to the institute, he can
share his experiences with his fellow classmates and learn from their individual
experiences. This will help him in not only mentally preparing himself about the lifestyle
and pressures of a engineer but also evolving a distinct way of dealing with diverse
business situations.

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How will this experience help me in the future?

The meaning of Training is to learn a skill. Training is the act of increasing the
knowledge and skill of a person for doing a particular job. Training enables to acquire
latest skills, thus increase versatility for qualification for busting carrier. It provides better
safety, remuneration and security. It also enables to drive greater satisfaction and utilize
the full skills and capacity. Proper training teaches proper operation and changes the
wrong attitude and also tells the safe points.
You just imagine student who are in 2nd and/or 3rd year of their degree course right now
they will spend a few years finishing college and a few year just learning the ropes at
their first job. So it will really be about 5 year before their career really starts. What will
the software technology would be like at that student can work on acquiring right now to
ensure that they are well positioned to thrive.
Summer training for engineering students is important because it is the time to obtain as
much knowledge about their field. As an engineering student, training can help you to
implement the concepts you learned at your classes. After learning concepts from
professors, lecturers and also from books we feel like we now know everything and we
can now develop any type of program based on those concepts but the fact is that learning
a concept and implementing a concept both are different things, both are tightly coupled
but still there are differences. It is true that without learning a concept you can’t
implement it, but just learning a concept doesn’t mean that you can correctly implement
it.
Actual challenges appear when we have to develop real-world software. All the
software/program based on the concepts you may had already learned during your
engineering course, but there are lot more things involved in developing a live application
(that is to be used by some business organization) and those things can be learned only
from a good software companies productive environment and never taught at classes.
Training helps you to learn those things that are available only at production environment
and by working on a live project.
Training develops confidence in whatever we have learned. After completing training
you will feel much confident about your field. If your concepts not clear or you have
confusions with them, then at the time of interview, exams or in professional life you face
many problems. All experienced people always like to hear accurate to the point solution
to every problem, your carrier depends on your sharpness, intelligence and of-course your
confidence. So as much as possible, clear your confusions and get new ideas of your
fields with the help of summer training, project training and become confident and
sincere about your future.

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THANKINGYOU

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