PROJECT REPORT TATA MOTORS LIMITED CHINHAT INDUSTRIAL AREA, LUCKNOW-226019

ON

THEME BASED ACTIVITIES FOR ISO/TS 16949:2009

Submitted by AYUSH ARPIT GARG Under the Guidance of Mr. AKSHAY BHARGAV (Manager, TM-3)

Mechanical Engineering Department BITS, Pilani

24th MAY-3rd JULY 2010

CONTENTS
CONTENTS Declaration . Page No. 3

Acknowledgement .. 4 TATA MOTORS- An Introduction 5 TATA Journey-Year by year .. 11 TATA Motors Limited (Lucknow Plant) . 14 Organization Structure . 15 Vehicle Classification .. 18 Eastern complex... 21 TATA Business Excellence Model.. 23 Project: Theme Based Activities for TS (ISO/TS 16949:2009) ISO: An Overview. 25 Introduction To Technical Specification(TS 16949). 26 Applicability Criteria For Applying For ISO/TS 16949:2009 ....27 Relating ISO 9001:2008 And ISO/TS 16949:2009... 28 Clauses In ISO/TS 16949:2009.. 29 Non Auditable Clauses... 29 Theme Based Activities: An Overview.. 33 Auditable Causes .. 47 Theme Based Activities. 47 Suggestions for future ....................... 61 Summary... 63

DECLARATION

I hereby declare that the project work entitled:

THEME BASED ACTIVITIES FOR TS (ISO 9001/TS16949:2009)

is an authentic record of my own work carried out at TATA MOTORS, LUCKNOW as requirements of six week summer project , under the guidance of MR. AKSHAY BHARGAV (Manager, TM-3) , during 10th May 2010 to 5th June, 2010.

AYUSH ARPIT GARG BE (Hons.), 1st Year Date: 5th June, 2010

Certified that the above statement made by the student is correct to the best of our knowledge and belief.

Mr. Akshay Bhargav (Manager, TM-3)

ACKNOWLEDGEMENT
Industrial training is a crucial period in engineering curriculum since it exposes a student to the real world which he or she is going to enter after the completion of the graduation. This is the period during which an engineer actually becomes an engineer by gaining the Industrial experience. I am very thankful to God who has given me the opportunity to get training in TATA MOTORS, LUCKNOW one of the most renowned organization of India. I would like to express my deep gratitude to my Project Head MR. MADHAV MORGAONKAR (AGM, CQ) for having provided me with the wonderful & conductive environment to work in. He has been ever helpful and supportive. All that, I have acquired would not have been possible without the kind guidance of my Project Guide, MR. AKSHAY BHARGAV (Manager, TM-3) interacting with whom was an experience. I would also like to thank all the engineers on the shop floor; it was impossible to complete the project without their help. 1. BIW Shop: Mr. Surendra Sahu, Mr. Sunil Pandit and Mr. Yogeshwar Pandey 2. Paint Shop: Mr. Anoop Khanna, Mr. M J Hussain 3. TCF Main Line: Mr. Lavkesh Deswal, Mr. Bijay Pradhan, Mr. Satya Sharma and Mr. Vivek Tyagi 4. TCF Trim Line: Mr. Hitesh Gupta 5. VQA: Mr. Jayant Sharma and Mr. Vinay Last but not the least I would like to thank MS. JASNEET RAKHRA (Asst. Manager HR) for providing me the opportunity to add a new dimension to my personality. I will remain indebted to her for her generous ways of dealing with industrial trainees. AYUSH ARPIT GARG, BE (Hons.), 1st YEAR, BITS, Pilani.

TATA MOTORS- AN INTRODUCTION

Established in 1945, Tata Motors is India's largest and only fully integrated automobile company. Tata Motors began manufacturing commercial vehicles in 1954 with a 15-year collaboration agreement with Daimler Benz of Germany. Since 1969, the company's products have come out of its own design and development efforts. Today, Tata Motors is India's largest commercial vehicle manufacturer with a 59 per cent market share and ranks among the top six manufacturers of medium and heavy commercial vehicles in the areas of business Tata Motors' product range covers passenger cars, multi-utility vehicles as well as light, medium and heavy commercial vehicles for goods and passenger transport. Seven out of 10 medium and heavy commercial vehicles in India bear the most trusted TATA mark.

CV Unit
Commercial Vehicle Business unit. The company has over 130 models of light, medium and heavy commercial vehicles ranging from two tones to 40 tones, buses ranging from 12-seaters to 60-seaters, tippers, special purpose vehicles, off-road vehicles and defense vehicles.

Passenger Car Unit

The Companys passenger car range comprises the hatchback Indica, the Indigo sedan and the Marina, its station wagon variant, in petrol and diesel versions. The Tata Sumo, its rural variant, the Spacio and the Tata Safari (the country's first sports utility vehicle) are the company's multi-utility offerings. The Tata Indica, India's first indigenously designed and manufactured car, was launched by Tata Motors in 1999 as part of its ongoing effort towards giving India transport solutions that were designed for Indian conditions. Currently, the company's passenger cars and multi-utility vehicles have a 16-per cent

market share.

In addition to the growth opportunities in the buoyant domestic market, the company is pursuing growth through acquisitions (it acquired Daewoo Commercial Vehicles, Korea, in 2004) and alliances (it has entered into a tie-up with MG Rover, UK, to supply 1, 00,000 Indicas to be budged as City Rover) in other geographies.

Research and Development

Tata Motors invests up to 1.3 per cent of its annual turnover on research and development, with an emphasis on new product / aggregates development and technology up gradation. Its Engineering Research Center in Pune employs over 900 scientists and engineers and has India's only certified crash-test facility and hemi-anechoic chamber for testing of noise and vibration. The company also draws on the resources of leading international design and styling houses like the Institute of Development in Automotive Engineering, SPA, Italy and Stile Bertoni, Italy. The company has also been implementing several environmentally sensitive technologies in manufacturing processes and uses some of the world's most advanced equipment for emission checking and control.

Environmental responsibility
Tata Motors has led the Indian automobile industry's anti-pollution efforts through a series of initiatives in effluent and emission control. The company introduced emission control engines in its vehicles in India before the norm was made statutory. All its products meet required emission standards in the relevant geographies. Modern effluent treatment facilities, soil and water conservation programs and tree plantation drives on a large scale at its plant locations contribute to the protection of the environment

Exports
Tata Motors' vehicles are exported to over 70 countries in Europe, Africa, South America, Middle East, Asia and Australia. The company also has assembly operations in Malaysia, Bangladesh, Kenya, South Africa and Egypt.

Associates
With an aim to expand its business horizons, Tata Engineering has always sought opportunities to form alliances with business leaders. In a world driven by specialization, this policy adopted by Tata Engineering has ensured overall business control and an edge over competition. The joint ventures that Tata Engineering has formed over the years were guided by the contemporary technologies of the partners. Tata Engineering entered into a joint venture with Cummins Engine Company, USA, in 1992 long before emission control norms were prevalent in India. Cummins was the leading name in manufacturing engines that used emission control technologies. This alliance was the result of Tata Engineerings foresight and concern for the environment. It is a business practice at Tata Engineering to make strategic investments. These investments provide technologies, markets and capabilities to strengthen the company's existing businesses. Tata Engineering is India's largest exporter of engineering goods. Tata Engineering invests in opportunities that can enhance and reinforce its presence in the corporate world. The Company has numerous subsidiary companies, Foreign Collaborations, Technical Collaborations and Financial Collaboration. Tata Motors has made substantial investments in building associate and subsidiary companies that complement and support its business activities. These include: Tata Daewoo Commercial Vehicle Company manufactures heavy trucks ranging from 15T GVW to 45T GVW. Tata Motors acquired this company in March, 2004HV

Transmissions, supplies gearboxes for the company's medium and heavy commercial vehicles. TAL Manufacturing Solutions manufactures painting systems, welding lines, material handling systems and robotics. It also develops factory automation solutions and provides consultancy services in the field of manufacturing processes and factory layouts. Concorde Motors (India): Retails Tata Motors' range of passenger vehicles. Tata Precision Industries, Singapore and Tata Engineering Services, Singapore, are engaged in the manufacture of high precision tooling and spare parts, and warehousing, respectively. Nita Company, Bangladesh, is engaged in the assembly of Tata vehicles for Bangladesh market.

Locations

PANTNAGAR LUCKNOW SANAND PUNE JAMSHEDPUR

Corporate Head Quarters: Mumbai Manufacturing Plants: Jamshedpur Pune Lucknow Dharwad Sanand Pantnagar

MUMBAI

DHARWAD

Tata Motors has manufacturing plants at Jamshedpur, Pune, Lucknow, Sanand, Pantnagar and Dharwad as well as a well-integrated national sales, service and spare parts network that is focused on providing users with easy access service solutions

BUSINESS AREAS:
The activities of the enterprises promoted by the TATAS are classified in 11 sectors: 1. 2. 3. 4. 5. 6. 7. 8. 9. Metals and associated Industries Automobiles Energy Engineering Chemicals and Pharmaceuticals Consumer products Services Agro Industries Information Technology and Communication

10. Exports and Overseas Operations 11. Finance

MARKET SHARE:
Tata Motors Ltd, the Tata group flagship company, is the leader in the commercial vehicle segment with 63% market share in Light Commercial Vehicle (LCV) and 66% market share in Medium & Heavy Commercial Vehicle (M&HCV). In addition, Telco has a market share of 26% in the utility vehicle (UV) segment and 9% in the passenger car industry. Being the oldest company in the business, Telco has a wide-ranging product portfolio to match customer requirements.

MILE STONES:
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1945- Incorporated as a Public Ltd. Company with a factory at Jamshedpur for manufacturing steam locomotives1954- Collaboration with Daimler-Benz AG, Germany, for manufacturing MCVs at Jamshedpur - Introduced commercial vehicle with 5T payload1959- Research & Development Centre set up at Jamshedpur1961Collaboration with M/s. Pawling & Harnischfeger (P&H), USA, for manufacturing cable type excavators and cranes1964- Introduced 7.5T payload CV1966- Acquisition of Investa Machine Tool Company and setting up of Machine Tool Division at Pune1967Engineering Research Centre set up at Pune1970- Last locomotive manufactured1976- First commercial vehicle produced in the second plan at Pune1983 - Introduced HCV, including articulated vehicles1984- Collaboration with M/s. Hitachi Construction Machinery Co. Ltd., Japan for manufacturing hydraulic excavators1985 - First hydraulic excavator manufactured - Collaboration with Niigata Engineering Co., Japan, for NC/CNC Horizontal Machining Centers and with Nachi-Fujikoshi Corpn. Japan, for NC/CNC In-line Machining Centre and Flexible Manufacturing Systems 1986- First indigenously-developed 4T (407) Light Commercial Vehicle meeting fuel efficiency norms specified by the Government manufactured1987- Indigenously developed high-end 6T (608) Light Commercial Vehicle manufactured1989Sophisticated LCV Tatamobile Pick-up (206) introduced Collaboration with M/s. Kloth Senking Metal, West Germany, for manufacturing knowhow of aluminum castings - Collaboration with Hitachi, Japan, to manufacture new generation EX-series hydraulic excavators 1990- First EX model hydraulic excavator produced - Indigenously-designed Front End Wheel Loader TWL-3036 introduced 1991Introduction of first Multi-Axle 2416 Vehicle - Introduction of indigenously-designed cars Tata Sierra & Tata Estate - TAC-20 crane produced - One millionth vehicle 1992Production commences in third plant at Lucknow1993-

Technical collaboration with Cummins, USA for joint venture company, Tata Cummins Private Ltd., to manufacture highly-efficient diesel engines for HCVs & MCVs Introduction of popular 2213 Multi-Axle Vehicle 1994- Popular Multi-Utility Vehicle, "Tata Sumo", introduced - Collaboration with Mercedes Benz AG, Germany, for manufacturing E-class cars in India by setting up a joint venture company

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Mercedes Benz India Ltd. 1996 - First Cummins-powered vehicle introduced - Tata Sumo Deluxe launched 1997 - Tata Sierra Turbo launched - The 100,000th Sumo rolled out LPT 909 (1st intermediate commercial vehicle launched) 1998- Two millionth vehicle Tata Safari launched - Tata Indica car launched 1999- Record 115,000 fully paid bookings for Tata Indica2000- 50,000th Tata Indica sold in 12 months since commencement of deliveries - Entire passenger car and multi-utility vehicle range becomes Euro II compliant Two distinct Commercial Vehicles Business and Passenger Cars Business Units formed Indica 2000 launched.

TATA JOURNEY YEAR BY YEAR:

1868: Jamsetji Nusserwanji Tata starts a private trading firm, laying the foundation Of the TATA group. 1874: The Central India Spinning, Weaving and Manufacturing Company is set up, marking the Group's entry into textiles. 1902: The Indian Hotels Company is incorporated to set up the Taj Mahal Palace and Tower, India's first luxury hotel, which opened in 1903. 1907: The Tata Iron and Steel Company (now Tata Steel) is established to set up India's first iron and steel plant in Jamshedpur. The plant started production in 1912. 1910: The first of the three Tata Electric Companies, The Tata Hydro-Electric Power Supply Company, and (now Tata Power) is set up. 1911: The Indian Institute of Science is established in Bangalore to serve as a centre for advanced learning. 1912: Tata Steel introduces eight-hour working days, well
law in much of the West. before such a system was implemented by

1917: The Tatas enter the consumer goods industry, with the Tata Oil Mills Company being established to make soaps, detergents and cooking oils. 1932: Tata Airlines, a division of Tata Sons, is established, opening up the aviation sector in India. 1939: Tata Chemicals, now the largest producer of soda ash in the country, is established.

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1945: Tata Engineering and Locomotive Company (renamed Tata Motors in 2003) is established to manufacture locomotive and engineering products. Tata Industries is created for the promotion and development of hi-tech industries. 1952: Jawaharlal Nehru, India's first Prime Minister, requests the Group to manufacture cosmetics in India, leading to the setting up of Lakme. 1954: India's major marketing, engineering and manufacturing organization, Voltas, is established. 1962: Tata Finlay (now Tata Tea), one of the largest tea producers, is established. Tata Exports is established. Today the company, renamed Tata International, is one of the leading export houses in India. 1968: Tata Consultancy Services (TCS), India's first software services company, is established as a division of Tata Sons. 1970: Tata McGraw-Hill Publishing Company is created to publish educational and technical books. Tata Economic Consultancy Services is set up to provide services in the field of industrial, marketing, statistical and techno-economic research and consultancy. 1984: Titan Industries - a joint venture between the Tata Group and the Tamil Nadu Industrial Development Corporation (TIDCO) - is set up to manufacture watches. 1991: Tata Motors rolls out its millionth vehicle. (The two-million mark was reached in 1998 and the third million in 2003) 1995: Tata Quality Management Services institutes the JRD QV Award, modeled on the Malcolm Baldrige National Quality Value Award of the United States, laying the foundation of the Tata Business Excellence Model. 1996: Tata Tele services (TTSL) is established to spearhead the Group's foray into the telecom sector. 1998: Tata Indica - India's first indigenously designed and manufactured car is launched by Tata Motors, spearheading the Group's entry into the passenger car segment. 1999: The new Tata Group corporate mark and logo are launched. 2000: Tata Tea acquires the Tetley Group, UK. This is the first major acquisition of an international brand by an Indian business group. 2001: Tata-AIG - a joint venture between the Tata Group and American International Group Inc (AIG) - marks the Tata re-entry into insurance. (The Group's insurance company, New India Assurance, was nationalized in 1956). The Tata Group Executive Office (GEO)

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is set up to design and implement change in the Tata Group and to provide long-term direction. 2002: The Tata Group acquires a controlling stake in VSNL, India's leading international telecommunications service provider Tata Consultancy Services (TCS) becomes the first Indian software company to cross one billion dollars in revenues. Titan launches Edge, the slimmest watch in the world. Idea Cellular, the cellular service born of a tie-up involving the Tata Group, the Birla Group and AT&T, is launched. Tata Indicom, the umbrella brand for telecom services from the Tata Tele services stable, starts operations. 2003: Tata Motors launches City Rover Indicas fashioned for the European market. The first batch of City Rovers rolled out from the Tata Motors stable in Pune on September 16, 2003. 2004: Tata Motors acquires the heavy vehicles unit of Daewoo Motors, South Korea. TCS goes public in July 2004 in the largest private sector initial public offering (IPO) in the Indian market, raising nearly $1.2 billion. 2005: Tata Steel acquires Singapore-based steel company NatSteel by subscribing to 100 per cent equity of its subsidiary, NatSteel Asia. In June 2008, Tata Motors Ltd. announced that it had completed the acquisition of the two iconic British brands - Jaguar and Land Rover (JLR) from the US-based Ford Motors for US$ 2.3 billion. Tata Motors stood to gain on several fronts from the deal. One, the acquisition would help the company acquire a global footprint and enter the high-end premier segment of the global automobile market. 2009: Tata Motors launched Tata Nano, worlds cheapest family car.

TELCO (LUCKNOW PLANT):

Year of commencement: 1991

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Plant Area: Number of employees Divisions

600 acres 835 Assembly Training

TATA MOTORS Lucknow Works is a third manufacturing unit of Tata Engineering and Locomotive Company. This unit covers an area of 600 acres. In this unit the assembly of chassis and spare parts takes place. On 14th January 1992 the recruitment of operators started in Lucknow plant. On 25th June induction of Engineers (first phase) started which also included ITI's and Occupancy of administration office of assembly shop in September 1992. First vehicle rolled out from Lucknow plant on 20th October 1992 which was LP 1210 52. Construction of MRS finished on 6th January 1993. It took approximately 9 years since the conception of the plan and to rollout the first vehicle from this latest manufacturing facility of Tata Motors.

ORGANIZATION STRUCTURE (Lucknow Plant)

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A K Saxena Plant Head ( Lucknow )

Mr. Mukesh Chandra DGM ( Manufacturing ) S N Verma AGM Veh Fac D Sharma Sr. Manager (Trans. ) Mr. R K Singh AGM ( IBF) D K Singh AGM( TCF) Manish Goyal AGM (PPC) Mr. U Tauheed AGM ( BIW)

Mr. M C Pandey GM ( Planning Sustenance & Projects) Mr. S M Singh AGM (Support Service) Mr. V Agarwal AGM ( Construction )

Mr. Anil Singh GM ( Materials)

Mr. Madhav Morgaonkar AGM ( CQ )

Mr. R B Naladkar AGM( PLG & Sourcing & VQA ) Mr. R Pandey AGM ( SQIG & Propriety Dev)

Mr. Somesh Tondon Sr. Mgr. ( QS & CRM ) Mr. Hitesh Goyal Sr Mgr. ( Metall. & Warranty ) Mr. Rajesh Choudhary Sr. Mgr ( LM)

Mr. Tirbhuvan Kr. AGM ( Planning Assembly & Sust ) Mr S Awasthi AGM (NPI & TS)

There are three divisions in TATA Motors Lucknow: Training division

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The Training Center at the Lucknow plant aims at providing high quality Apprenticeship Training. In addition, the Centre provides both internal and external training, support to operators, supervisors and managers in areas like special skills and technology, safety, personnel practices etc. The Lucknow plant, after a major restructuring exercise, executed a smooth transition from function-based to process-based structure. By this structure, process owners are required to meet stretched targets, and in order to do so, are required to encourage individual learning and development of employees. A structured process is being followed to establish and reinforce an environment that encourages innovation.

Assembly division
Lucknow Plant started with the assembly of Medium Commercial Vehicles (MCVs) to meet the demand in the Northern Indian market. However, in 1995, the unit started manufacturing bus chassis of Light Commercial Vehicles (LCVs) and SUMOs. The facilities for manufacturing the spare parts were set up and started supply of Crown wheel & pinion (CWP) in 1994. Subsequently, G-16 & G-18 Gear Parts started in 1998. With the availability of G-16 gear parts manufacturing facility, the Plant also started assembly of G16 Gear Box to meet in-house requirement for SUMO vehicles in the year 2000.Now TATA Motors Lucknow has started assembling of CNG MCV`s to meet the consumers demand. TATA Motors is also producing Rear Engine CV`s.

Manufacturing Division

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In TATA Motors Lucknow Crown Wheel and Pinion are manufactured by various gear cutting process. Machining (grinding and heat treatment) of Gear Box parts is also done here. These gears are used in gear boxes or as spares. Now TATA Motors is

Assembling Gear Box of ACE (Newly launched small CV) in Lucknow itself. The Manufacturing unit of Tata Motors at Lucknow is the latest manufacturing facility of Tata motors and is located towards East of Lucknow plant. There are five factories in Tata Motors, Lucknow: - CV-CX (Commercial Vehicle) Factory - Transmission Factory - TATA MARCOPOLO MOTORS Limited - Integral Bus Factory (IBF) - RECON Factory Departments in TATA Motors Lucknow are: Planning Technical services Central tool room Central procurement Dispatch Central logistics Factory logistics group-CV Factory logistics gear-transmission Factory logistics Gr-sumo SQIG Engineering services Central maintenance FPIG - CV factory 17

 FPIG-transmission factory Central quality (CQ) Area office, Lucknow Regional sales office (Lucknow) Service deptt., Lucknow works Plant head office Manufacturing head office Human resources Get training Business excellence Finance Internal audit ERC Lucknow Administration Construction

COMMERCIAL VEHCILES CENTER OF EXCELLENCE

Over the last fifty years, Tata Engineering has built up an impressive line up of commercial vehicles that can match international benchmarks. Today Telco is Indias largest and among the worlds top ten commercial vehicles manufactures. They have over 130 models and variants of vehicles designed to transport almost anything. Their commercial vehicles can haul loads ranging from 2 tonnes to 40 tonnes. They have mini buses that can seat 12 people and bushes that can accommodate as many as 60.Tippers, tractors trailers, and 4x4off road vehicles. In Telco Lucknow assembly of commercial vehicles (CV) and assembly of MUVs are done. With the increasing demand assembling of CNG buses are in full vogue Telco Lucknow has also started assembling of Rear Engine models and export quality buses.

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Different models of CV assembled in Lucknow plant are:

1. 207 DI-MOBILE 2. SFC 407 (Semi Forward Control) CLB/COWL 3. SFC 407 F/L (27 & 31 WB) 4. SFC 709 5. LP 709 (Laden Passenger) 6. LPT 709 (Laden Passenger Truck) 7. LP/LPT 407 8. LP 407(TT)(Twin Tyre) 9. LP 407 CNG 10. LPO1512 TC (Laden Passenger Overhung- Tata Cummins Engg.) 11. LPT 1613 TC 12. LPT 1613 CMVR (CMVR Engines) 13. LPO 1520 CNG 14. LPT 2515 TC Ex 15. LPT 3118 TC BS II 16. RE 1615 SLF (Semi Lower Floor) 17. LPO 1510 CNG 18. LP 1510 TC/CMVR 19. LPO 1510CMVR 20. SE 1613 CMVR 21. LPO 1616(EURO 1, EURO 2 & PNEU. SUSP.) 22. LPO 1651 ULF (HCBS) 23. LPO 1623 ULF (HCBS)

Abbreviations used
VIN Vehicle Identification Number CNG Compressed Natural Gas HLA Head Lamp Aimer FIP Fuel Injector Pump 19

 PLC Programmable Logic Controller R/B test Roll and Brake Test ABS Anti Locking Brake System CMVR Common Motor Vehicle Rules FA Front Axle R/T Axle Rear/Tandem Axle HCBS High Capacity Buses Service TMML Tata MARCOPOLO Motors Ltd. BIW - Body In White TML TATA MOTORS LTD.

ABOUT VEHICLE CLASSIFICATION

In the Commercial Vehicle Business Unit, the models are classified on the basis of GVW as under: HCV: MCV: LCV: Heavy Commercial Vehicles Medium Commercial Vehicles. Light Commercial Vehicles.

The HCV segment can be further classified into three segments based on gross vehicle weight as follows: ICV: MCV: HCV: Intermediate Commercial Vehicle with GVW of 8 to 10 ton. Medium Commercial Vehicle with GVW of 10 to 15 ton. Heavy Commercial Vehicle with GVW of 16 ton and above.

MCV & HCVs can also be classified into two categories depending on their usage as Trucks and Buses. Buses are passenger carriers. Trucks include goods carriers along with specialized vehicles like dumpers, tractor-trailers etc. the ICVs fall in the load category of 8 to 10 ton GVW and are often substituted for medium or heavy commercial vehicles in trunk routes or cities. EICHER Motors and SWARAJ MAZDA are two manufacturers operating in this segment.

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Naming conventions:
Any Bus/Truck will always be named by its classification. The last two digits multiplied by 10 indicate the Brake Horse Power (BHP) rating of the engine. The digits prior to last two digits indicate the Gross Vehicle Weight (GVW) GVW = payload + vehicle weight That is:

607 : 4018 :
LP

GVW = 6 Tonnes, 7 * 10 = 70 BHP. GVW= 40 Tonnes, 18 * 10 =180 BHP.

stands for full forward control bus model.

LPT stands for full forward control truck model. LPK stands for full forward control tipper. LPO stands for full forward control with extra overhang SFC stands for semi forward control.

EASTERN COMPLEX:
TATA Motors Ltd. Lko, has total plant area of 600 acres of which 280 acres are covered in the Western Part called the Western Block which has a present production capacity of 120 vehicles per day and now they have planned to increase its daily production capacity to 520 vehicles by extension which is already going in the form of eastern complex on the other side of Dewa road covering the remaining 320 acres. The production capacity of this new assembly plant will expected to be 320 vehicles per day. The eastern complex would have longest conveyor line of India i.e. 375 meters. This eastern complex will have two conveyers formed by the combination of single chain conveyor and double chain slat conveyor. These conveyors are named as Line-2 and Line-3 (Line-1 is the name given to the conveyor at western complex). There is also a provision of a future expansion in form of Line-4 and Line-5 and two more trim lines to

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cater their cowl/cab needs.Line-2 and Line-3 will be composed of 30 stations of 12.5 meters each in comparison to the 19 stations in the existing line. The complete assembling activity for the vehicle chassis will be done in these 30 stations. The assembly of cowl/cab will be catered by the two trim lines, which will be composed of 34 and 40 stations respectively. Apart from this, it would also have the biggest paint shop, which will be dedicated for the painting of cowls and cabs along with the BIW (Body in White) shop. Presently the cowls are being received from the Jamshedpur which carries a lot of extra transportation charges will now be seized with the start of Eastern Complex. Moreover in the Eastern Complex there are many other changes made for the efficient working on the line. Firstly the line will accommodate the assembling of chassis of various types of MCV`s and HCV`s up to the upcoming model WORLD TRUCK of TATA. All the equipments and tools etc. will operate over-head so as to make the more floor surface available and reducing hindrance on the shop floor. Platforms for accommodating different types of over-head equipments and machines are hanged to the top with various beams and hangers. Also the aggregates which are the heavy parts required during the chassis assembly (Engine, Axles, and Cab etc.) will now be moved from storage to the fitment station through EMS (Electric Monorail System) which will freeze the movement of fork-lifters on the shop floor. Moreover the docking stations are built aside the wall to dock the material from outside in front of the station in which that part will go to the assembly line directly. Above all the main thing is that the flow of work is made in efficient & systematic way to enhance the productivity with the increased safety.

TATA MOTORS BUSINESS EXCELLENCE MODEL

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Commercial Vehicle Business Unit- Journey to Excellence

Our Core Values Integrity Customer Focus Corporate Citizenship Passion for Engineering

Purpose To create economic assets for road transportation for bulk movement of goods and people and participating in managing these over the life of assets in order to create and capture economic values.

Our Vision To be a world class corporate constantly furthering the interests of all its stakeholders.

Our Mission Shareholders: To consistently create share holder value by generating returns in excess of Weighted Average Cost of Capital (WACC) during the upturn and at least equal to WACC during the downturn of the business cycle.

Customers: To strengthen the Tata brand and create lasting relationships with the customers by working closely with business partners to provide superior value for money over the life cycle.

Employees: To create a seamless organization that incubates & promotes innovation, excellence and the Tata core values.

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Vendor and Channel Partners: To foster a long term relationship so as to introduce a broad range of innovative products and services, that would benefit our customers and other stakeholders.

Community: To proactively participate in reshaping the countrys economic growth. To take a holistic approach towards environmental protection.

PROJECT:

THEME BASED ACTIVITIES FOR TS (ISO/TS 16949:2009)

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ISO: An Overview
ISO (the International Organization for Standardization) is a worldwide federation of national standards bodies (ISO member bodies). The work of preparing International Standards is normally carried out through ISO technical committees. Each member body interested in a subject for which a technical committee has been established has the right to be represented on that committee. International organizations, governmental and nongovernmental, in liaison with ISO, also take part in the work. ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of electro technical standardization. The main task of technical committees is to prepare International Standards. Draft International Standards adopted by the technical committees are circulated to the member bodies for voting. Publication as an International Standard requires approval by at least 75 % of the member bodies casting a vote. In other circumstances, particularly when there is an urgent market requirement for such documents, a technical committee may decide to publish other types of normative document: -an ISO Publicly Available Specification (ISO/PAS) represents an agreement between technical experts in an ISO working group and is accepted for publication if it is approved by more than 50 % of the members of the parent committee casting a vote; -an ISO Technical Specification (ISO/TS) represents an agreement between the members of a technical committee and is accepted for publication if it is approved by 2/3 of the members of the committee casting a vote. ISO/TS 16949 was prepared by the International Automotive Task Force (IATF), with support from ISO/TC 176, Quality management and quality assurance. This third edition of ISO/TS 16949 cancels and replaces the second edition (ISO/TS 16949:2002), which has been technically amended according to ISO 9001:2008.

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In this Technical Specification, the word shall indicates a requirement. The word should indicates a recommendation. Paragraphs marked NOTE are for guidance in understanding or clarifying the associated requirement. Where the term such as is used, any suggestions given are for guidance only.

Introduction To Technical Specifications(TS 16949)

QS9000 is an industry specific standard developed by the big three (Ford, General Motors and Chrysler) with participation of member companies of TAG. A similar standard has been developed by ISO called ISO/TS 16949. Both these Standards are intended to define the fundamental quality system expected by the auto Original Equipment Manufacturer (OEM) is from their internal and external suppliers of production materials, production and service parts ,finishing services like heat treatment, painting, plating etc. and tools & equipments. Jointly developed by International Automotive Task Force (IATF), ISO/TS 16949 is the automotive industrys international quality management system standard intended to answer the need for global consistency, continual improvement, and increase customer satisfaction. It is approved, and released by the International Organization for Standardization (ISO). ISO/TS 16949 is based on a number of different standards: ISO 9001:2000, AVSQ (Italy), EAQF (France), QS-9000 (U.S.A.), and VDA 6.1 (Germany), and define quality system requirements for use in the automotive supply chain. It must always be used in conjunction with the customer specific requirements of the individual OEMs. The current third edition if ISO/TS 16949 cancels and replaces the second edition (ISO/TS 16949:2002) which has been technically amended according to ISO 9001:2008 which was initially ISO 9001:2002. Basic Goals of TS are:

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The goal of this Technical Specification is the development of a quality management system that provides for continual improvement, emphasizing defect prevention and the reduction of variation and waste in the supply chain. This Technical Specification, coupled with applicable customer-specific requirements, defines the fundamental quality management system requirements for those subscribing to this Technical Specification. This Technical Specification is intended to avoid multiple certification audits and provide a common approach to a quality management system for automotive production, and relevant service part organizations.

Applicability Criteria For Applying For ISO/TS 16949:2009

The requirements of ISO/TS 16949 are applicable to all manufacturers of parts which go into or onto a vehicle. The applicability requirements have been defined by IATF in such a way that producers of tools or of parts not intended for use in cars or providers of indirect services (for example engineering) are not eligible for ISO/TS 16949 certification. This implies that an Engineering College that provides engineers for an automobile industry is not applicable to apply for the ISO/TS 16949:2009 certification but a company even making plastic covers for the seat of a car or a car music player can go for this certification.

Relating ISO 9001:2008 And ISO/TS 16949:2009

ISO 9001:2008 and ISO/TS 16949:2009 are very much inter-related. There are six mandatory procedures in ISO 9001:2008 namely: 1. Control of Documents 2. Control of Records 3. Internal Audit 27

4. Control of Non Conforming Products 5. Corrective Action 6. Preventive Action In ISO/TS 16949:2009 a seventh mandatory procedure has been added which is of TRAINING. In TS 16949 Training has been given a huge importance that includes the on job training. Therefore ISO 9001:2008 is a part or subset of ISO/TS 16949:2009.

The basic difference between ISO 9001:2008 and TS 16949 is that ISO 9001 is a quality standard and almost anyone from a sweet shop owner to an educational institute or a big manufacturing industry can apply for the ISO 9001 certificate but the TS 16949 is specially designed for automobile industry and any industry that supports it i.e. no other industry or business house can apply for this except for the automobile related industries. In TATA Motors, Lucknow Plant 69 mandatory procedures have been identified.

Clauses In ISO/TS 16949:2009

There are eight clauses in ISO/TS 16949:2009. They are: 1. Scope 2. Applications 3. Terms and Definitions 4. Quality Management System 5. Management Responsibility

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6. Resource Management 7. Product Realization 8. Measurement, Analysis and Improvement Out of the above eight clauses the first three clauses are not auditable and the rest five i.e. from no 4 to 8 are auditable implying that in TS there are only 5 auditable clauses.

NON-AUDITABLE CLAUSES Scope

Remote locations that support sites cannot achieve standalone certification to ISO/TS 16949:2009. The automotive application of the process-oriented audit approach includes the review, identification, and management of linked activities. The process audit approach examines the ongoing control over the linkage between the individual processes within the system as well as their combination and interaction in meeting the requirements of the Technical Specification. In particular, evidence should be obtained of the links between the processes identified for the audited site and the processes identified in the supporting entities such as design centers, headquarters, and distribution centers that the output from one process directly forms the input.

Applications
The following referenced documents are indispensable for the application of this document. For dated references, only the edition cited applies. For undated references, the latest edition of the referenced document (including any amendments) applies. ISO 9000:2005, Quality management systems Fundamentals and vocabulary

Terms And Definitions

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For the purposes of this document, the terms and definitions given in ISO 9000 apply. Throughout the text of this International Standard, wherever the term product occurs, it can also mean service. Terms and definitions for the automotive industry For the purposes of this document, the terms and definitions given in ISO 9000:2005 and the following apply. Control Plan Documented description of the systems and processes required for controlling product Design Responsible Organization Organization with authority to establish a new, or change an existing, product specification NOTE: This responsibility includes testing and verification of design performance within the customer's specified application.

Error Proofing Product and manufacturing process design and development to prevent manufacture of non conforming products Laboratory Facility for inspection, test or calibration that may include, but is not limited to, chemical, metallurgical, dimensional, physical, electrical or reliability testing Laboratory Scope

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Controlled document containing - specific tests, evaluations and calibrations that a laboratory is qualified to perform, - a list of the equipment which it uses to perform the above, and - a list of methods and standards to which it performs the above Manufacturing Process of making or fabricating - production materials, - production or service parts, - assemblies, or - heat treating, welding, painting, plating or other finishing services

Predictive Maintenance Activities based on process data aimed at the avoidance of maintenance problems by prediction of likely failure modes Preventive Maintenance Planned action to eliminate causes of equipment failure and unscheduled interruptions to production, as an output of the manufacturing process design

Premium Freight Extra costs or charges incurred additional to contracted delivery NOTE: This can be caused by method, quantity, unscheduled or late deliveries, etc.

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Remote Location Location that supports sites and at which non-production processes occur

Site Location at which value-added manufacturing processes occur

Special Characteristic Product characteristic or manufacturing process parameter which can affect safety or compliance with regulations, fit, function, performance or subsequent processing of product.

THEME BASED ACTIVITIES: AN OVERVIEW

Before going any further into the rest of the five auditable clauses we must look into certain things. TATA Motors, Lucknow Plant has two main complexes the Western Complex and the Eastern Complex. The Western Complex is the older one and is already ISO/TS 16949:2009 certified while the Eastern Complex is the new complex that got operational in May, 2009 and is not yet certified. So to get this certification certain needs are to be fulfilled according to the five clauses, therefore we identified certain activities and gave the shop owners certain specified time i.e. from 3 to 4 days to fulfill the requirements of these 32

activities. Responsibilities were given to a certain shop owner for their respective shop owners and the work was done. These activities are actually mandatory for TS certification because through them we were able to get all the required documentation and implementation of processes done of each shop. All these activities were called the THEME BASED ACTIVITIS.

AUDITABLE CLAUSES Quality Management System

General Requirements: The organization shall establish, document, implement and maintain a quality management system and continually improve its effectiveness in accordance with the requirements of this International Standard. The organization shall a) Determine the processes needed for the quality management system and their application throughout the organization, b) Determine the sequence and interaction of these processes, c) Determine criteria and methods needed to ensure that both the operation and control of these processes are effective, d) Ensure the availability of resources and information necessary to support the operation and monitoring of these processes, e) Monitor, measure where applicable, and analyze these processes, and f) Implement actions necessary to achieve planned results and continual improvement of these processes. These processes shall be managed by the organization in accordance with the requirements of this International Standard. Where an organization chooses to outsource any process that affects product conformity to requirements, the organization shall ensure control over such processes. The type and extent

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of control to be applied to these outsourced processes shall be defined within the quality management system.

Documentation Requirements: Records established to provide evidence of conformity to requirements and of the effective operation of the quality management system shall be controlled. The organization shall establish a documented procedure to define the controls needed for the identification, storage, protection, retrieval, retention and disposition of records. Records shall remain legible, readily identifiable and retrievable. The control of records shall satisfy statutory, regulatory and customer requirements. This is also called RECORD CONTROL (Activity 1).

Management Responsibility
Management Commitment: Top management shall provide evidence of its commitment to the development and implementation of the quality management system and continually improving its effectiveness by a) Communicating to the organization the importance of meeting customer as well as statutory and regulatory requirements, b) Establishing the quality policy, c) Ensuring that quality objectives are established, d) Conducting management reviews, and e) Ensuring the availability of resources.

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Process Efficiency: Top management shall review the product realization processes and the support processes to assure their effectiveness and efficiency. Customer Focus: Top management shall ensure that customer requirements are determined and are met with the aim of enhancing customer satisfaction Quality Policy: Top management shall ensure that the quality policy a) Is appropriate to the purpose of the organization, b) Includes a commitment to comply with requirements and continually improve the effectiveness of the quality management system, c) Provides a framework for establishing and reviewing quality objectives, d) Is communicated and understood within the organization, and e) Is reviewed for continuing suitability.

TATA MOTORS QUALITY POLICY

Tata Motors is committed to maximizing customer satisfaction and strives to achieve the goal of excellence by continual improvement through ongoing design and development, manufacture and sale of reliable, safe,

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cost-effective, quality products and services of international standards, by using environmentally sustainable technologies for improving levels of efficiency an productivity within its plants and ancillaries. Tata Motors also has commitment towards improving the quality of life of its employees, both within and outside its plants and offices, through improved work practices and social welfare schemes. Mumbai July 29, 2003

Responsibility for Quality: Managers with responsibility and authority for corrective action shall be promptly informed of products or processes which do not conform to requirements. Personnel responsible for conformity to product requirements shall have the authority to stop production to correct quality problems. Production operations across all shifts shall be staffed with personnel in charge of, or delegated responsibility for, ensuring conformity to product requirements. Management Representative: Top management shall appoint a member of the organization's management who, irrespective of other responsibilities, shall have responsibility and authority that includes

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a) Ensuring that processes needed for the quality management system are established, implemented and maintained, b) Reporting to top management on the performance of the quality management system and any need for improvement, and c) Ensuring the promotion of awareness of customer requirements throughout the organization. In TATA MOTORS LTD., Lucknow the Management Representative for the current TS 16949 audit is the Manufacturing Head Mr. Mukesh Chandra. Customer Representative: Top management shall designate personnel with responsibility and authority to ensure that customer requirements are addressed. This includes selection of special characteristics, setting quality objectives and related training, corrective and preventive actions, product design and development. In TATA MOTORS LTD., Lucknow the Customer Representative for the current TS 16949 audit is the AGM, Central Quality Mr. Madhav Morgaonkar.

Resource Management
Provision of Resources: The organization shall determine and provide the resources needed a) to implement and maintain the quality management system and continually improve its effectiveness, and b) to enhance customer satisfaction by meeting customer requirements Human Resources: Personnel performing work affecting conformity to product requirements shall be competent on the basis of appropriate education, training, skills and experience. Competence, Training and Awareness: The organization shall 37

a) Determine the necessary competence for personnel performing work affecting conformity to product requirements, b) Where applicable, provide training or take other actions to achieve the necessary competence, c) Evaluate the effectiveness of the actions taken, d) Ensure that its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives, and e) Maintain appropriate records of education, training, skills and experience Product Design Skills: The organization shall ensure that personnel with product design responsibility are competent to achieve design requirements and are skilled in applicable tools and techniques. Applicable tools and techniques shall be identified by the organization. Training: The organization shall establish and maintain documented procedures for identifying training needs and achieving competence of all personnel performing activities affecting conformity to product requirements. Personnel performing specific assigned tasks shall be qualified, as required, with particular attention to the satisfaction of customer requirements. NOTE 1: This applies to all employees having an effect on quality at all levels of the organization. NOTE 2: An example of the customer-specific requirements is the application of digitized mathematically based data. In TATA MOTORS LTD., Lucknow a Training Center is there in the Western Plant where the workers are given initial training before induction to the line and training records are maintained. On Job Training: The organization shall provide on-the-job training for personnel in any new or modified job affecting conformity to product requirements, including contract or agency personnel. Personnel whose work can affect quality shall be informed about the consequences to the customer of non-conformity to quality requirements.

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In TATA MOTORS LTD., Lucknow on job training is provided on the line through standard work sheets(SWS) and standard operation procedure sheets(SOP). Engineers on line take classes whenever needed and an on job training record is maintained. Employee Motivation and Empowerment: The organization shall have a process to motivate employees to achieve quality objectives, to make continual improvements, and to create an environment to promote innovation. The process shall include the promotion of quality and technological awareness throughout the whole organization. The organization shall have a process to measure the extent to which its personnel are aware of the relevance and importance of their activities and how they contribute to the achievement of the quality objectives. This comes under the policy of SQDCME where S-Safety, Q-Quality, D-Delivery, C-Cost, M-Moral and E-Environment. Through this policy TATA MOTORS LTD. Is taking into consideration the safety of its employees and also the moral of its employees. It also helps them to achieve quality objectives. Personnel Safety to Achieve Conformity to Product Requirements: Product safety and means to minimize potential risks to employees shall be addressed by the organization, especially in the design and development process and in manufacturing process activities. Safety Policy in TML,Lucknow

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Product Realization
Planning of Product Realization: The organization shall plan and develop the processes needed for product realization. Planning of product realization shall be consistent with the requirements of the other processes of the quality management system.

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In planning product realization, the organization shall determine the following, as appropriate: a) Quality objectives and requirements for the product; b) The need to establish processes and documents, and to provide resources specific to the product; c) Required verification, validation, monitoring, measurement, inspection and test activities specific to the product and the criteria for product acceptance; d) Records needed to provide evidence that the realization processes and resulting product meet requirements. The output of this planning shall be in a form suitable for the organization's method of operations. Customer requirements and references to its technical specifications shall be included in the planning of product realization as a component of the quality plan. Acceptance Criteria: Acceptance criteria shall be defined by the organization and, where required, approved by the customer. For attribute data sampling, the acceptance level shall be zero defects. Control Plan: The organization shall - develop control plans at the system, subsystem, component and/or material level for the product supplied, including those for processes producing bulk materials as well as parts, and - have a control plan for pre-launch and production that takes into account the design FMEA and manufacturing process FMEA outputs. The control plan shall - list the controls used for the manufacturing process control, - include methods for monitoring of control exercised over special characteristics (see 7.3.2.3) defined by both the customer and the organization, - include the customer-required information, if any, and

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- initiate the specified reaction plan when the process becomes unstable or not statistically capable. Control plans shall be reviewed and updated when any change occurs affecting product, manufacturing process, measurement, logistics, supply sources or FMEA. NOTE: Customer approval may be required after review or update of the control plan. In TML there is a very systematic control plan for every production line i.e. BIW, Paint Shop, TCF Main Line and TCF Trim Line all have a fixed control plan on the basis of which the lines are working. Work Instructions: The organization shall prepare documented work instructions for all employees having responsibilities for the operation of processes that impact conformity to product requirements. These instructions shall be accessible for use at the work station. These instructions shall be derived from sources such as the quality plan, the control plan and the product realization process. In TML there is work instruction available for every process. Preventive and Predictive Maintenance: The organization shall identify key process equipment and provide resources for machine/equipment maintenance and develop an effective planned total preventive maintenance system. As a minimum, this system shall include the following: - planned maintenance activities; - packaging and preservation of equipment, tooling and gauging; - availability of replacement parts for key manufacturing equipment; - documenting, evaluating and improving maintenance objectives. The organization shall utilize predictive maintenance methods to continually improve the effectiveness and the efficiency of production equipment. Control of Monitoring and Measuring Equipment: The organization shall determine the monitoring and measurement to be undertaken and the monitoring and measuring

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equipment needed to provide evidence of conformity of product to determined requirements. The organization shall establish processes to ensure that monitoring and measurement can be carried out and are carried out in a manner that is consistent with the monitoring and measurement requirements. Where necessary to ensure valid results, measuring equipment shall a) Be calibrated or verified, or both, at specified intervals, or prior to use, against measurement standards traceable to international or national measurement standards; where no such standards exist, the basis used for calibration or verification shall be recorded; b) Be adjusted or re-adjusted as necessary; c) Have identification in order to determine its calibration status; d) Be safeguarded from adjustments that would invalidate the measurement result; e) Be protected from damage and deterioration during handling, maintenance and storage. In addition, the organization shall assess and record the validity of the previous measuring results when the equipment is found not to conform to requirements. The organization shall take appropriate action on the equipment and any product affected. Records of the results of calibration and verification shall be maintained. When used in the monitoring and measurement of specified requirements, the ability of computer software to satisfy the intended application shall be confirmed. This shall be undertaken prior to initial use and reconfirmed as necessary. NOTE Confirmation of the ability of computer software to satisfy the intended application would typically include its verification and configuration management to maintain its suitability for use.

Calibration/Verification Records: Records of the calibration/verification activity for all gauges, measuring and test equipment, needed to provide evidence of conformity of product to determined requirements, including employee- and customer-owned equipment, shall include

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- Equipment identification, including the measurement standard against which the equipment is calibrated, - Revisions following engineering changes, - Any out-of-specification readings as received for calibration/verification, - An assessment of the impact of out-of-specification condition, - Statements of conformity to specification after calibration/verification, and - Notification to the customer if suspect product or material has been shipped.

Measurement, Analysis and Improvement

The organization shall plan and implement the monitoring, measurement, analysis and improvement processes needed a) To demonstrate conformity to product requirements, b) To ensure conformity of the quality management system, and c) To continually improve the effectiveness of the quality management system. This shall include determination of applicable methods, including statistical techniques, and the extent of their use. Internal Audit: The organization shall conduct internal audits at planned intervals to determine whether the quality management system a) Conforms to the planned arrangements, to the requirements of this International Standard and to the quality management system requirements established by the organization, and b) Is effectively implemented and maintained. An audit program shall be planned, taking into consideration the status and importance of the processes and areas to be audited, as well as the results of previous audits. The audit criteria, scope, frequency and methods shall be defined. The selection of auditors and conduct of audits shall ensure objectivity and impartiality of the audit process. Auditors shall not audit their own work. A documented procedure shall be established to define the responsibilities and requirements for planning and conducting audits, establishing records and reporting results. Records of the audits and their results shall be maintained.

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The management responsible for the area being audited shall ensure that any necessary corrections and corrective actions are taken without undue delay to eliminate detected nonconformities and their causes. Follow-up activities shall include the verification of the actions taken and the reporting of verification results. Quality Management System Audit: The organization shall audit its quality management system to verify compliance with this Technical Specification and any additional quality management system requirements. Manufacturing Process Audit: The organization shall audit each manufacturing process to determine its effectiveness. Product Audit: The organization shall audit products at appropriate stages of production and delivery to verify conformity to all specified requirements, such as product dimensions, functionality, packaging and labeling, at a defined frequency. Internal Audit Plans: Internal audits shall cover all quality management related processes, activities and shifts, and shall be scheduled according to an annual plan. When internal/external nonconformities or customer complaints occur, the audit frequency shall be appropriately increased. NOTE Specific checklists should be used for each audit. Internal Auditor Qualification: The organization shall have internal auditors who are qualified to audit the requirements of this Technical Specification. Continual Improvement: The organization shall continually improve the effectiveness of the quality management system through the use of the quality policy, quality objectives, audit results, analysis of data, corrective and preventive actions and management review. Continual Improvement of the Organization: The organization shall define a process for continual improvement. 45

Corrective Action: The organization shall take action to eliminate the causes of nonconformities in order to prevent recurrence. Corrective actions shall be appropriate to the effects of the nonconformities encountered. A documented procedure shall be established to define requirements for a) Reviewing nonconformities (including customer complaints), b) Determining the causes of nonconformities, c) Evaluating the need for action to ensure that nonconformities do not recur, d) Determining and implementing action needed, e) Records of the results of action taken and f) Reviewing the effectiveness of the corrective action taken. Error-Proofing: The organization shall use error-proofing methods in their corrective action process. In TML error proofing is done by identifying all the poke-yoke on the line and indicating them in the control plan. Moreover new poke-yoke are identified from time to time as per the requirement for quality or some major defects come during production. Preventive Action: The organization shall determine action to eliminate the causes of potential nonconformities in order to prevent their occurrence. Preventive actions shall be appropriate to the effects of the potential problems. A documented procedure shall be established to define requirements for a) Determining potential nonconformities and their causes, b) Evaluating the need for action to prevent occurrence of nonconformities, c) Determining and implementing action needed, d) Records of results of action taken, and e) Reviewing the effectiveness of the preventive action taken. In TML a Preventive action plan is made and time to time preventive action is taken for every equipment on the line. Moreover the adherence to this PM plan is more than 90% which is a very good adherence percentage.

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In Theme Based Activities there are two very important people involved namely: Sponsor and Coordinator. Role of Coordinator: The coordinator has to hold the opening meeting with the sponsor and all the persons responsible from each shop. In this meeting the respective engineers from each shop were told how the activity was to proceed and what was needed from them. Role of Sponsor: The sponsor has the duty to review all the work done in these activities and tell anything that was not in accordance with the guidelines given in TS 16949.

THEME BASED ACTIVITIES Activity 1: Record Control

Part of TS 16949 it is Covered inThis activity is covered under the sub-clause 4.2.4-Control of Records in main clause 4Quality Management System. Objective of the ActivityThe objectives of this activity are: 1. To create a list of records with retention period 2. Create a master list of formats 3. Collect sample formats for each of the processes 4. Get all the required evidences in accordance with their defined retention period in the desired format Duration of the Activity: 3 days Starting Date: 27th May, 2010 47

Sponsor: Mr. R. K. Singh Coordinator: Mr. Akshay Bhargav Engineers Involved: 1. BIW Shop: Mr. Surendra Sahu 2. BIW Shop CQ: Mr. Sunil Pandit 3. Paint Shop: Mr. Anoop Khanna 4. Paint Shop CQ: Mr. Amit Tiwari 5. TCF Main Line: Mr. Lavkesh Deswal 6. TCF Main Line CQ: Mr. Satya Sharma 7. TCF Trim Line: Mr. Hitesh Gupta 8. VQA: Mr. Jayant Sharma and Mr. Vinay

Process: Every activity that we need to complete has to be done in a systematic manner and this activity was no different. 1. Firstly we identified all the processes that we follow on the shop floor 2. Then we referred to the 69 mandatory procedures given in TATA MOTORS LTD. and created an excel sheet with the format as shown: List of records for ISO / TS 16949:2009 procedures Record Record Retention Sr Procedure Title No. No. Description Period LAMR-P16A-F01 Storage Responsibility Media

3. After completion of this list another master list for formats was created.

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Master List of Formats for BIW process

Sr.No. Format No. Format Description
Rev. No.

4.

After this we collected sample formats for all the formats mentioned in the above list. If some process format wasnt available we made a new format for that process.

5. Every format carries a unique number to it and if any new format that had been made didnt have any unique format number then it was given that number. 6. After this work was done evidence were collected and compiled in the desired storage medium (soft/hard copy). This completed our 1st Theme Based Activity. Activity Report: The first two objectives of this activity were completed well in time but the rest of the two major parts werent completed in time. All the shop floor owners had compiled 90% of the formats in time but the evidence part was not completed on time.

Activity 2: Skill Matrix, On Job Training and Training Effectiveness

Part of TS 16949 it is Covered inFormat no : LAPR P09B_BIW_1 TATA MOTORS Lucknow Date & Shift S.No BIW No

BIW CAB/COWl LOGBOOK

Model No. Model Name Line In charge Remarks

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This activity is covered under the sub-clause 6.2.2-Training in main clause 6-Resource Management. Objective of the ActivityThe objectives of this activity are: 1. To prepare the skill matrix for all categories of operators. 2. To prepare a standard training material for on job training. 3. To set a standard qualification criterion for the operators. 4. To compile and prepare the on job training record. Duration of the Activity: 3 days Starting Date: 1st June, 2010 Sponsor: Mr. Mandar Puranik Coordinator: Mr. Naveen Agnihotri Engineers Involved: 9. BIW Shop: Mr. Surendra Sahu 10. BIW Shop CQ: Mr. Sunil Pandit 11. Paint Shop: Mr. Anoop Khanna 12. Paint Shop CQ: Mr. Amit Tiwari 13. TCF Main Line: Mr. Lavkesh Deswal 14. TCF Main Line CQ: Mr. Satya Sharma 15. TCF Trim Line: Mr. Hitesh Gupta 16. VQA: Mr. Jayant Sharma and Mr. Vinay Process: The action plan for this activity was as follows:

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1. Firstly a list of operators working in each process was made that included permanent, job trainee, temporary and casual workers. 2. Then we plotted the skill matrix for these workers in the format shown:

3. We then identified the gaps and made a plan on job training.

4. For on job training, a standard training material was prepared. E.g. SWS or SOP for production shop floors. 5. A standard qualification criteria was set for the operators according to their skill level in each activity which is as follows: a. Level 1- Learner b. Level 2- Can work under someones guidance c. Level 3- Can work independently d. Level 4- Can work independently and guide a Level 1 or Level 2 operator.

6. On job training was provided to the operators with low skill level. 51

7. The operators were tested on the basis of training provided and were given a particular skill level on the basis of their performance in the tests.

8. On job training record was maintained in the following way:

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9. Final skill matrix was prepared with future plans.

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Activity Report: This activity was also completed on time. Proper records were prepared according to the requirements of the standard of TS 16949. Moreover now it became easy for the shop owners to replace their man-power in case of absenteeism without any problems with quality as they were able to get him replaced with the same skill level person through the help of the skill matrix they had prepared. Proper training material ensured proper training and better quality of work on the line from the workers.

Activity 3: Poke-Yoke
Part of TS 16949 it is Covered inThis activity is covered under the sub-clause 8.5.2.2-Error-Proofing in main clause 8Measurement, Analysis and Improvement. Objective of the ActivityThe objectives of this activity are: 1. Identifying and list o all the Poke-Yoke on the shop floor and listing them with a unique identification number. 2. Prepare a validation plan of Poke-Yoke. Duration of the Activity: 2days Starting Date: 4th June, 2010 Sponsor: Mr. S. N. Verma Coordinator: Mr. Alok Arora Engineers Involved: 1. BIW Shop: Mr. Surendra Sahu 2. Paint Shop: Mr. Anoop Khanna 3. TCF Main Line: Mr. Lavkesh Deswal

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4. TCF Trim Line: Mr. Hitesh Gupta Process: This activity only involved engineers from the production shops. The activity proceeded as described in the following steps: 1. Firstly all the poke-yoke that were available on the shop floor were identified. 2. Next a list of these Poke-Yoke was made and a unique identification number was assigned to each of the error-proofing methods. For instance, if a poke-yoke has been identified on the very first station of the TCF Main line then the unique number given was TCFM1 where TCF identified the main area, M identified that it is on the main line and 1 tells us that it is the first poke-yoke on the line. 3. Next a picture of each of these was clicked and this whole list of poke-yoke was compiled in a standard format. 4. Next these poke-yoke were listed in the control plan under the column of errorproofing. 5. These were then validated. This completed our 3rd activity and we were half way through the Theme Based Activity for TS. Activity Report: This activity helped the shop owners identify the places where quality could not be an issue. If any problem with quality comes with respect to this station or activity then it became very easy to identify the root cause as the poke-yoke had failed. Moreover it has helped the company to get better and add on world class technology wherever possible. This activity was also completed as per the requirements of the international standard TS 16949.

Activity 4: Calibration

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Part of TS 16949 it is Covered inThis activity is covered under the sub-clause 7.6.2-Calibration/Verification Records in main clause 7-Product Realization. Objective of the ActivityThe objectives of this activity are: 1. To prepare a list of all instruments or gauges in each process. 2. To get the revised calibration process done. Duration of the Activity: 3 days Starting Date: 7th June, 2010 Sponsor: Mr. Madhav Morgaonkar Coordinator: Mr. Rakesh Misri Engineers Involved: 1. BIW Shop: Mr. Surendra Sahu 2. BIW Shop CQ: Mr. Sunil Pandit 3. Paint Shop: Mr. Anoop Khanna 4. Paint Shop CQ: Mr. Amit Tiwari 5. TCF Main Line: Mr. Lavkesh Deswal 6. TCF Main Line CQ: Mr. Satya Sharma 7. TCF Trim Line: Mr. Hitesh Gupta 8. VQA: Mr. Jayant Sharma and Mr. Vinay

Process:

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This activity required the involvement of both the engineers from the shop floor as well as engineers from maintenance department. The activity proceeded in the following way: 1. Firstly we identified all instruments, gauges and fixtures used in each process(CTQ also ) 2. Then we verified all the instruments, gauges and fixtures that were covered under calibration plan of metrology. 3. We also verified that all the instruments, gauges and fixtures had a unique identification number and recalibration date written on them. 4. Then we compiled a list in a standard format as attached in here. 5. We then got the instruments, gauges and fixtures calibrated by the metrology department. If ant of the instruments, gauges and fixtures were out of the scope of the metrology department then we got it calibrated from a NABL certified company. This completed our 4th Theme based activity on TS. Activity Report: This activity helped the shop owners to get all their instruments, gauges and fixtures recalibrated so that there are least possible measurement errors on the shop floor. Moreover getting them calibrated according to NABL made them fit for even producing vehicles for international markets. Hence the products produced by the company pertained to international standards. This also fulfilled the requirement for TS 16949 and we moved a step closer to make the company fit for getting TS certified.

Activity 5: Preventive and Predictive Maintenance

Part of TS 16949 it is Covered inThis activity is covered under the sub-clause 7.5.1.4 - Preventive and Predictive Maintenance in main clause 7 - Product Realization. Objective of the ActivityThe objectives of this activity are: 1. To prepare a list of all equipments under preventive and predictive maintenance. 2. To prepare a preventive and predictive maintenance plan for all the equipments present on the shop floor.

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3. To prepare check sheets for predictive and preventive maintenance. 4. To update history cards after every predictive and preventive maintenance Duration of the Activity: 3 days Starting Date: 11th June, 2010 Sponsor: Mr. D. K. Singh Coordinator: Mr. Alok Verma Engineers Involved: 1. BIW Shop: Mr. Yogeshwar Pandey 2. Paint Shop: Mr. M. J. Hussain 3. TCF Main/Trim Line: Mr. Vivek Tyagi Process: This activity required the involvement of engineers from the maintenance department only. The activity proceeded in the following way: 1. Firstly we identified all equipments that are to be covered under the PM plan. 2. Then we created a master list of all the equipments available on the shop floor. 3. A PM plan was made for all the machines. 4. Check sheets were prepared for all the equipments covered under the PM plan. 5. History cards were updated for all the equipments after every Preventive Maintenance. 6. Plan for predictive maintenance was also put forward. 7. Quotation for equipments were made and sent to the Planning department for starting preventive maintenance. 8. Records were kept for the shops where predictive maintenance was being followed for instance, condition monitoring in Paint Shop. This completed our 5th Theme based activity on TS.

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Activity Report: This activity ensured minimum breakdown of equipments on the shop floor during production. Moreover it reduced line stoppage due to equipment breakdown and also helped to prevent accidents as preventive maintenance was being done. A new initiative of predictive maintenance was also started for predicting machine failure and preventing that by doing the appropriate maintenance. This activity was completed on time and was done in accordance with the guidelines of the TS 16949.

Activity 6: Rework
Part of TS 16949 it is Covered inThis activity is covered under the sub-clause 8.3.2- Control of Reworked Product in main clause 8- Measurement, analysis and improvement. Objective of the ActivityThe objectives of this activity are: 1. To identify all the types of reworks done in each process. 2. To prepare work instructions for each rework and also prepare a re-inspection plan. Duration of the Activity: 3 days Starting Date: 15th June, 2010 Sponsor: Mr. Umair Tauheed Coordinator: Mr. Akshay Bhargav

Engineers Involved: 1. BIW Shop: Mr. Surendra Sahu 2. Paint Shop: Mr. Anoop Khanna 3. TCF Main Line: Mr. Lavkesh Deswal

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4. TCF Trim Line: Mr. Hitesh Gupta Process: This activity required the whole soul involvement of the engineers from the shop floor. The activity proceeded in the following way: 1. In the beginning we identified all the rework that can take place or that has taken place in the past through our records. 2. Then we made a sequential list of these rework activities shop wise. 3. It was followed by making the rework instructions for each and every identified activity in a standard format. This completed our 6th Theme based activity on TS. Activity Report: This activity helped the shop owners to identify all the rework going on due to their faults on the shop floor and thus it helped them to give solutions and identify places where some work was not being done properly. It also helped the on shop operators to follow a standard set of instructions for any rework that had to be done. This standardization helped improve product quality and lesser on field failures. This was the last major activity towards making the Eastern Complex adhere to the guidelines of the TS 16949 standards. The rest of the small activities are done regularly and no special attention is needed for them.

SUGESSIONS FOR FUTURE

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There are various things that should be looking into for betterment of the plant as a whole. There is no doubt that the work culture of TATA MOTORS LTD. is seen as a benchmark for all the other industries in India. The TBEM is also exceptional but even after able to achieve such high standards there are certain aspects that need to be looked into. They are: Improving Inter-Departmental Communication: The inter-departmental communication in TATA Motors Ltd is not very strong. There is a need for better relationship and understanding between the departments. At present due to their weakness there exists communication gap and hence this results in a lot of errors at various places. Major problem that arises with poor communication is of record maintenance. Records are either not available to the required department during the time of need or there is a lot of inconsistency with the records because information flow is not proper. There should be a strong bond between the departments. Improving Record Maintenance: As a consequence of the above problem there is no standard format defined for the entire eastern plant for keeping and maintaining records. Again people of various departments need to sit together to complete the daily records but this is not happening. Record management is also poor as the engineers are not able to find the records date wise. By completing our first activity we overcame the problem of standardizing the formats but the problem of proper completion and maintenance of records couldnt be addressed yet.

Improvement in Quality of Training to Workers: The current training given to the workers is not sufficient, hence the records maintained by them is not proper and dont pertain to the international standards as they

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dont have proper idea of the importance of the records they are told to maintain. This may lead to a major problem during external audits.

SUMMARY
This project helped me to learn a lot of things. It helped me gain some good managerial skills that are necessary in every production company. This project helped me learn how to 62

deal with engineers in an industry and get the work done on time without much fuss. It helped me identify defects during production, importance of PQR, safety audits, process audits etc and the role of Central Quality department in a production company. Being in touch with all the shop owners I gained a lot of technical knowledge regarding each shop. The BIW shop which is a weld shop I was able to see and understand MIG welding, Spot welding and Seam welding. Here I saw cowls and cabs being made which were then sent to pain shop for painting. In the paint shop I saw the PT-ED Line, the sealant line and the top coat line. I learnt the basic principles regarding the painting process. Moreover through the Maintenance Department I learnt the working principles about cooling towers, chillers and heat exchangers. I got an insight about the mechanical aspects about the carry lift, pumps and motors. In the Trim Line I saw the EMS and studied the system in detail. I saw the practical use of rack and pinions, motion sensors and bar code readers. On the Main Line I studied the pneumatic breaking system. The TS project helped me to see all the shop floor processes. I got a deep insight about auditing process in the company and the quality requirements during production as set by the international standards. Working with CQ helped me to understand important processes such as Kaizen and the importance of 5S on the shop floor. During the course of my project I also attended a training that gave me a very clear and vast understanding about the TS 16949. This training helped me improve the work quality during the project and it helped me do a better job as I now had an understanding about what was required out of each activity. So it helped me improve my work results and get the work that was only required. It helped me do smart work and not unnecessary hard work. Finally after collection of this huge amount of data, presentation was another major aspect hence I made the above shown format to compile all the data that was necessary for the TS 16949 activities. Through this I compiled all the data in a sequential order on the basis of each activity. This Excel sheet had links to all the data. Some of the data has been shown as an attachment after each activity description. This project helped me learn presentation skills which are of vital importance anywhere and everywhere.

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