In-Plant Training (IPT)

at
INTEX Technologies Ltd.

REPORT
Submitted by-

PRAKARSH TRIPATHI (14BEC0453)

B.Tech, Electronics and Communication Engg.

Vellore Institute of Technology, Vellore

 ACKNOWLEDGEMENT

The internship opportunity I had with INTEX TECHNOLOGIES, NOIDA was a great
chance for learning and professional development. Therefore, I consider myself as a very
lucky individual as I was provided with an opportunity to be a part of it. I am also grateful for
having a chance to meet so many wonderful people and professionals who led me though this
internship period.

Bearing in mind previous I am using this opportunity to express my deepest gratitude and
special thanks to Mrs. Nidhi Sardana, Director & Head - CDIT, INTEX Technologies who in
spite of being extraordinarily busy with her duties, took time out to hear, guide and keep me
on the correct path and allowing me to carry out my project at this esteemed organization and
extending during the training.

It is my radiant sentiment to place on record my best regards, deepest sense of gratitude to

Mr. Avdhesh Kumar, Production Manager and Mr. Puran Chandra Joshi, Senior Engineer, for
their careful and precious guidance which were extremely valuable for my study both
theoretically and practically.

I perceive as this opportunity as a big milestone in my career development. I will strive to use
gained skills and knowledge in the best possible way and I will continue to work on their
improvement, in order to attain desired career objectives. Hope to continue cooperation with
all of you in the future,
Sincerely,

Prakarsh Tripathi

Place: Noida

Date: December 2, 2017

 PREFACE

Organizations are made up of people and function through people. Without people,
organizations cannot exist. The resources of men, money, material, machinery, and
mechanism are connected, coordinated and utilized through people. Engineers need to
concentrate more on mechanism and the way in which things have been made. The need of
training arises for doing things yourself, understanding its way.

Practical exposure for doing things makes a person conversant to the technicalities involved
in any job. In view of such benefits, imparting of vocational training has been made an
integral part of any academic structure.

In INTEX Technologies, training is given to Engineering Aspirants to secure future in the

dynamic world of Electronics specially Mobile Handsets. Today Electronics and
telecommunication industry is one of the very fastest growing industries in the world.

In this regard, I have taken an opportunity to experience a 28 days trainings at this

organization and I have presented all the concepts I have learned and the Contributions I have
made, as an undergraduate trainee, to the industry.
 CONTENTS

1. About INTEX

2. Mobile Phone Manufacturing Process

3. Parts Inside a Mobile Phone

4. Lean Manufacturing

5. Lean 6 Sigma Methodology

6. Research.

7. Important Terms

8. IPS Flowchart

9. Quality Control Flowchart

10. Summary
 ABOUT INTEX

Intex Technologies (India) Ltd, incorporated in 1996, is a leading Mobile Phones Company
that has a strong presence in Consumer Durables & IT Accessories. Founded with the aim to
improve people's quality of life, we focus ourselves on technological innovation to provide
the highest quality products at reasonable prices to consumers worldwide.

Founder- Mr. Narendra Bansal is a first generation entrepreneur and a visionary in the true
sense.
He founded Intex Technologies in 1996. His visionary and sharp business acumen has
established Intex as a most formidable brand in the Mobile and Consumer Durables segment.
He has strengthened the culture of innovation at Intex, explored new markets and extended
the brands product portfolio and global reach. His penchant to build effective and efficient
organization has brought Intex to the pole position. He has built a family of 11000+
Intexians. He was conferred with the UDYOG RATTAN AWARD by the Institute of
Economics Studies in year ended 2017.

VISION

Make Intex a globally respected name

Improve the quality of life of the people

MISSION AND GOALS

Focus on customer delight

Seek technologies and trade leadership
Ethical practices
Caring for the stakeholders
Conducting ourselves as good citizens

By 2000, Intex introduced multimedia speakers and expanded its business outside Delhi.
Overall company's turnover reached 32 Crores by 2003. By 2006 consumer electronics, with
offerings like DVD players, LED/ LCD TVs, induction cookers, home theatre solutions were
introduced to the business. Intex technologies started its mobile phone business in the year
2007.
Intex Technologies achieved a turnover of Rs 4000 crore in FY14-15.
Intex has signed up with Mukesh Ambani-led Reliance Jio Infocomm to supply 4G handsets.
These handsets will be enabled with voice over LTE feature.
R&D and Manufacturing

The company has Centre for Research and Development in India and China. Intex's
manufacturing domain comprises factories in India and China manufacturing various
products.

Distribution and Global Presence

Intex has 29 branches - stock and sales offices, a distribution network comprising 1,100+
distributors and 80,000+ dealers spread across the country. Products are also available at
more than 250 dedicated counters of reputed chains of hyper markets and specialty stores
across the country, on TV shopping channels and e-commerce sites. Intex has a Pan-India
network of sales and service centers comprising 29 branches and over 900 service touch
points. Intex has a global presence with its products available in more than 90 countries.

Advertising Campaigns
Suresh Raina has been currently roped in as Intex's new brand ambassador for speaker's
segment. 2016, Intex roped in Bollywood actor Madhuri Dixit for its consumer products for
two years. From 2013, Bollywood actor Farhan Akhtar was contracted as a brand
ambassador of Intex. Intex, in the year 2014 also appointed leading superstar of Kannada
film industry, Sudeep as its new brand ambassadors for better association with South Indian
customers
In August 2015, Telugu Superstar Mahesh Babu was roped in as a brand ambassador with the
launch of a new Intex smartphone Intex Aqua Trend. Suriya, Tamil superstar was roped in
by Intex as a brand ambassador for Tamil Nadu, in August 2015.
 MOBILE PHONE MANUFACTURING PROCESS

Concept and Prototyping

All cell phone manufacturer's start the process in the conceptual phase. Several sketches and
wireframes are created using different designs, features, and interface options, such as keypad
only and touchscreen. These sketches also determine the phone's weight, scale, size and
portability. Because the goal of most phones is to be compact and portable, this phase is the
most intensive. During this process, a team decides what designs will become prototypes.
Once a list is determined, several prototypes are created. These models are usually non-
functional and only for visual purposes. Prototypes are constructed from plastic, Styrofoam
and other re-usable materials. Once a final design is created, the concept is pushed to
engineers, who decide what electronics are necessary.

Parts and Software

The key part of every cell phone is its electronics. The electronics control everything from the
way the phone displays information, places calls, sends location information and more.
Depending on the features determined during the conceptual phase, different electronics can
be used. For most cell phones, there are three key components: a printed circuit that controls
the keypad and signal reception, a battery, and screen. In addition to the hardware, software is
also required for the phone to operate. Almost all cell phone manufacturer's use proprietary
software for their phones. The software is designed by a series of programmers that develop
the design of the interface, the phone's basic/advanced operations, and other features. By
default, most modern cell phones are programmed with basic features like text messaging,
calendar and clock. After these components and software are determined, the phone moves
on to final construction.

Construction and Fabrication

Each piece of the cell phone is created separately. First, the casing for the phone is made.
Most cell phones use a simple plastic that is created using a process known as injection
molding. Once the casing is created, the printed circuit board is made and loaded with the
necessary software/operating system. The circuit board is then placed in the casing, using a
series of eyeglass screws. Next, the other components of the phone are added: screen, keypad,
antenna, microphone and speaker. After the phone is constructed, it is moved on to testing.
During the testing phase, the battery for the phone is added and a worker checks the phone
for power, button functionality and reception. Finally, the necessary documentation for the
phone is produced and sent to be packaged with the phone. Once all of these components are
verified, the phone is packaged and shipped to retail outlets.
 PARTS INSIDE A MOBILE PHONE

The cell phone is a complex radio device with a simple function: communication. To provide
voice, text and data services, manufacturers must work dozens of important parts into a small
space. The end result is a small but sophisticated machine -- a handheld computer -- that
offers several of the same functions as older, more costly electronic devices that are rapidly
becoming obsolete.

Circuit Board

The circuit board holding microchips and processors inside a cell phone serves as the brains
of the outfit. A digital signal processor, or DSP, converts an analog signal -- your voice -- to
digital for transmission through the provider's network. The DSP also converts a received
digital signal to analog and moves the analog to the phone's speaker and your ear. Radio
frequency transmitters and receivers handle the signal as it moves to and from the phone.
A microprocessor on the circuit board controls the phone's various other functions, such as
the keyboard and display. The phone's operating system works from a memory chip, and the
power management system keeps the device operating under battery power. A baseband
chip serves as the phone's antenna, grabbing and emitting digital signals when the phone is in
use.

Microphones, Cameras and Speakers

Cell phone microphones perform the same function as any other microphone, although they
do it in a much smaller space. Microphones go live when the phone powers up and are
actively listening whenever the power is on, even if there's no call in progress. That's why it's
possible to hack into a phone, surreptitiously turn it on and record anyone speaking in the
vicinity. It has also become possible for hackers to track a cell phone's location, intercept
voice calls and texts, copy address books and activate the camera without the user's
knowledge.

Batteries

Cell phone batteries provide power and take up most of the space inside the device. At one
time, all cell phones allowed their batteries to be easily removed and replaced by allowing
access to the interior. More recent devices such as the iPhone have embedded batteries that
are not designed for replacement. This attribute makes sealed covers and a slimmer, smoother
and more contoured design possible for the manufacturer.

SIM Cards

A cell phone identifies its user with a subscriber identification module, or SIM, card. The
card carries information associated with the individual user, such as her phone number,
address book and other personal data, such as text messages. SIM cards, which are necessary
for the phone to work, can be switched between phones, allowing a user purchasing a new
model to easily install essential information on the replacement.
LCD and Keyboard

For techies who design and repair cell phones, the exterior surfaces of the device are known
as back and front fascia. On the front fascia, every cell phone has a display screen as well as
a keyboard, which may be integrated into the display. A speaker (or "ringer") is positioned at
the top of the phone and a microphone at the bottom. The exterior has an on/off switch and
inputs for charger cords and useful attachments such as headsets. The back fascia, on some
models, allows access to the interior fascia, which is the structural skeleton of the device,
holding the board and the miscellaneous electronic components such as the vibrator, the light-
emitting diode (LED), charging and headphone connectors and memory card.
 LEAN MANUFACTURING
Lean Manufacturing or Lean Production is centred on making obvious what adds value by
reducing everything else. It is a systematic method for the elimination of waste within a
manufacturing system. Lean also takes into account waste created through overburden and
waste created through unevenness in workloads . According to research conducted by the
Lean Enterprise Research Centre (LERC), fully 60% of production activities in a typical
manufacturing operation are waste they add no value at all for the customer. Working
from the perspective of the client who consumes a product or service, "value" is any action or
process that a customer would be willing to pay for.

A Brief History of Lean Manufacturing

Henry Ford was one of the first people to develop the ideas behind Lean Manufacturing. He
used the idea of "continuous flow" on the assembly line for his Model T automobile, where
he kept production standards extremely tight, so each stage of the process fitted together with
each other stage, perfectly. This resulted in little waste.

But Ford's process wasn't flexible. His assembly lines produced the same thing, again and
again, and the process didn't easily allow for any modifications or changes to the end product
a Model T assembly line produced only the Model T. It was also a "push" process, where
Ford set the level of production, instead of a "pull" process led by consumer demand. This led
to large inventories of unsold automobiles, ultimately resulting in lots of wasted money.

Other manufacturers began to use Ford's ideas, but many realized that the inflexibility of his
system was a problem. Taiichi Ohno of Toyota then developed the Toyota Production System
(TPS), which used Just In Time manufacturing methods to increase efficiency. As Womack
reported in his book, Toyota used this process successfully and, as a result, eventually
emerged as one the most profitable manufacturing companies in the world.

Components of Lean Manufacturing-

5S Just-In-Time (JIT)
Andon Kaizen (Continuous Improvement)
Bottleneck Analysis Kanban (Pull System)
Continuous flow KPIs (Key Performance Indicators)
Gemba Muda (Waste)
Heijunka (Level Scheduling) Overall Equipment Effectiveness
Hoshin Kanri (Policy PDCA (Plan,Do,Check,Act)
Development)
Poka-Yoke (Error Proofing)
Jidoka (Autonomation)
 Root Cause Analysis Standardized Work
Single-Minute Exchange of Dies Total Productive Maintainance
(SMED) (TPM)
Six Big Losses Value Stream Mapping
SMART goals Visual Factory
Takt Time

Lean Manufacturing focuses on optimizing your processes and eliminating waste. This helps
you cut costs and deliver what the customer wants and is willing to pay for.With a lean
philosophy, you enjoy the benefit of continuous improvement. So, rather than making rapid,
irregular changes that are disruptive to the workplace, you make small and sustainable
changes that the people who actually work with the processes, equipment, and materials will
take forward.This systematic and simple approach is very effective across all types of
industries. What's more, ultimately, a process without waste is much more sustainable.

The process has three key stages:

Stage 1 Identify Waste

According to the Lean philosophy, waste always exists, and no matter how good your process
is right now, it can always be better. This commitment to continuous improvement is known
as Kaizen .
One of the key tools used to find this waste is a Value Stream Map (VSM). This shows how
materials and processes flow through your organization to bring your product or service to
the consumer. It looks at how actions and departments are connected, and it highlights the
waste. As you analyze the VSM, you'll see the processes that add value and those that don't.
You can then create a "future state" VSM that includes as few non-value-adding activities as
possible.

Stage 2 Analyze the Waste, and Find the Root Cause

For each waste you identified in the first stage, figure out what's causing it by using Root
Cause Analysis. If a machine is constantly breaking down, you might think the problem is
mechanical and decide to purchase a new machine. But Root Cause Analysis could show that
the real problem is poorly trained operators who don't use the machine properly. Other
effective tools for finding a root cause include Brainstorming and Cause and Effect
Diagrams

Stage 3 Solve the Root Cause, and Repeat the Cycle

Using an appropriate problem-solving process, decide what you must do to fix the issue to
create more efficiency.
 APPLICATION OF THE COMPONENTS OF LEAN
MANUFACTURING
5S-

1. Defined a RED TAG area in the zone to accumulate waste/unwanted material.

2. Labelling of all assets to specify the function of each system.

3. Focus on 3R activities to define right places of child parts, their location and their quantity.

Andon-

Hourly monitoring of per line production is displayed in front of every line so that it is easy
to increase or decrease the production as and when required.

Bottleneck Analysis-

Testing is one of the most important stages of Production. Hence main focus while
assigning manpower to the line, is on the testing stage.

Continuous Flow
Manufacturing where work-in-process smoothly flows through production with minimal (or no)
buffers between steps of the manufacturing process is termed as Continuous flow. It Eliminates
many forms of waste (e.g. inventory, waiting time, and transport).
Gemba-

Learning the process through personal interaction with the line operator helped in
understanding the complexity of the work and where all the problems are being faced by
them so that measures can be taken to make their work time efficient.

Heijunka (Level Scheduling)

It is a form of production scheduling that purposely manufactures in much smaller batches by
sequencing (mixing) product variants within the same process.

It Reduces lead times (since each product or variant is manufactured more frequently) and
inventory (since batches are smaller).

Hoshin Kanri (Policy Deployment)

Keeping the ultimate aim and mission of the company in mind, the tactics for
implementation of plans were discussed with the managers and were monitored on the
plant floor. Changes, wherever required, were informed to the line leaders.

Jidoka (Autonomation)
Design equipment to partially automate the manufacturing process (partial automation is
typically much less expensive than full automation) and to automatically stop when defects are
detected.

After Jidoka, workers can frequently monitor multiple stations (reducing labor costs) and many
quality issues can be detected immediately (improving quality).

Examples- Auto Testing System (ATS). On entering the code, the device automatically
checks the functioning of various parts and notifies if there is any fault.
RF Testing. On inserting the battery and placing the device on the RF Monitoring system,
various parameters like Communication port, Maximum power, Antenna signals are
checked.

Kaizen (Continuous Improvement)

1. ESD mats for soldering process .

2. ESD Bins and Trays.

3. Proper area defined for defected items and sample sets.

4. Preventing generation of waste by placing the solder wire on a roll.

Muda (Waste)
Identified Non Value Adding Process in a line such as removal of PCBs from poly packets
so that they can be directly used by the line operator, separating the components like
antennas or FPC which stick with each other, detangling the wired of the components like
speakers, camera, MIC etc.

Takt time

Calculated as Planned Production Time / Customer Demand. The Takt time for every process
in the Production area was calculated and monitored on a daily basis. If there was a discrepancy
with respect to the standardized value, re-organizing of manpower was done.

Standardized work

Complete IPS Flowchart, Quality Control chart, IMEI Testing chart and Work Instruction was
displayed on a board at the plant floor so that it is easy for the Operators and Leaders to stick to the
standard plan and strategies of Production.

Six Big Losses

Machinery defects (Nagicco, machine teaching, RF machine, USB cable etc)

Manpower/Kit
 Pendings
Reduced conveyer Speed
Startup Rejects (PCB mixing, wrong Kit feed)
Production Rejects (OQC Fail)

These loses were kept to the minimum by replacing the Defected machinery with a new one,
Increasing the conveyer speed wherever required. Wherever there arose a pending of devices to
be completed, strategies were implemented to clear the pending.

Root Cause Analysis

A problem solving methodology that focuses on resolving the underlying problem instead of
applying quick fixes that only treat immediate symptoms of the problem .A common approach
is to ask why five times each time moving a step closer to discovering the true underlying
problem. Whenever there was a low level of Input to a line, the reasons were found out as Kit
not available or shortage of manpower etc.

Poka-Yoke (Error Proofing)

Separate stages for testing of the assembled devices is made. The device goes through auto
testing and manual testing to be sure of proper working.

Faulty devices are sent to TRC(Total Repairing Centre) which then rectifies the problem and
forwards the device for testing again.
 LEAN 6 SIGMA METHODOLOGY

Six sigma is a set of techniques and tools used for process Improvement. It seeks to
Improve the quality of output of a process by identifying and removing the causes of
defects and minimizing variability in manufacturing and business processes. It uses a set of
Quality management methods mainly empirical, statistical methods and creates a special
infrastructure of people within the organization who are experts in these methods. Each Six
sigma project carried out within an organization follows a defined sequence of steps and
has a specific value targets, for example: reduce process cycle time, reduce pollution,
reduce costs, increase customer satisfaction and increase profits.

Six Sigma projects follow two project methodologies inspired by Deming's Plan-Do-
Check-Act (PDCA) cycle. These methodologies composed of five phases each, bear the
acronyms DMAIC and DMADV.

DMAIC- Used for projects aimed at improving an existing business process.

D - Define
M - Measure
A - Analyze
I - Improve
C - Control

Design for Six Sigma (DFSS)

Design for Six Sigma (DFSS) is a business-process management method related to
traditional Six Sigma. It is used in many industries, like finance, marketing, basic
engineering, process industries, waste management, and electronics. It is based on the use of
statistical tools like linear regression and enables empirical research similar to that performed
in other fields, such as social science. While the tools and order used in Six Sigma require a
process to be in place and functioning, DFSS has the objective of determining the needs of
customers and the business, and driving those needs into the product solution so created.
DFSS is relevant for relatively simple items / systems. It is used for product or
process design in contrast with process improvement. Measurement is the most important part
of most Six Sigma or DFSS tools, but whereas in Six Sigma measurements are made from an
existing process, DFSS focuses on gaining a deep insight into customer needs and using these
to inform every design decision and trade-off.

There are different options for the implementation of DFSS. Unlike Six Sigma, which is
commonly driven via DMAIC (Define - Measure - Analyze - Improve - Control) projects,
DFSS has spawned a number of stepwise processes, all in the style of the DMAIC procedure.
DMADV, define measure analyze design verify, is sometimes synonymously referred
to as DFSS, although alternatives such as IDOV (Identify, Design, Optimize, Verify) are also
used. The traditional DMAIC Six Sigma process, as it is usually practiced, which is focused
on evolutionary and continuous improvement manufacturing or service process development,
usually occurs after initial system or product design and development have been largely
completed. DMAIC Six Sigma as practiced is usually consumed with solving existing
manufacturing or service process problems and removal of the defects and variation
associated with defects. It is clear that manufacturing variations may impact product
reliability. So, a clear link should exist between reliability engineering and Six Sigma
(quality). In contrast, DFSS (or DMADV and IDOV) strives to generate a new process where
none existed, or where an existing process is deemed to be inadequate and in need of
replacement. DFSS aims to create a process with the end in mind of optimally building the
efficiencies of Six Sigma methodology into the process before implementation; traditional
Six Sigma seeks for continuous improvement after a process already exists.

Lean Six Sigma to Reduce Excess and Obsolete Inventory

Excess and obsolete inventory write-offs are serious supply chain problems costing businesses
crores of rupees each year. Unfortunately, improvement projects that are deployed to eliminate
these problems often have a short-term focus. In other words, the current levels of excess and
obsolete inventory are usually addressed, but not the root causes of the problem. Often such
inventory is reduced by selling it below standard cost or donating it to charitable organizations.
Lean Six Sigma methods have been shown to be very effective in finding and eliminating root causes,
and thus preventing arbitrary year-end reductions in inventory investment.
Higher- and Lower-Level Root Causes

An analysis of excess and obsolete inventory often shows that its major root causes are
associated with long lead times, poor forecasting accuracy, quality problems or design
obsolescence. However, these higher-level causes can be successively broken down into
lower-level root causes such as Long lead time, Large lot sizes, Data Accuracy issues,
warranty issues and Product returns etc.

Using DMAIC to Find Root Causes

Define phase- To start with, an inventory analysis is done by defining the project's
goals. Building simple Excel-based inventory models or using off-the-shelf software,
are good ways to identify the key process input variables (KPIVs) or drivers of excess
and obsolete inventory problems. Relevant questions are developed to understand
how the system operates. The data fields are then organized in the form of an
inventory model to provide the information necessary to answer these questions and
understand the root causes of the inventory problem.

Measurement phase- After the Define phase, the team begins to evaluate
measurement systems and plan data collection activities. This is the Measure phase of
the project. An important activity in this phase is an on-site physical count by location
of inventoried items associated with the problem. This is done to measure valuation
accuracy relative to stated book value.

Analysis of the collected data- a simple inventory model is created using the
inventory formulas and These models are used to analyze an inventory population to
understand how key process input variables impact excess and obsolete inventory
investment (i.e. key process output variables).

Improvement - After the root causes of the excess or obsolete inventory problem are
identified, the development of countermeasures to eliminate these root causes takes
place the projects Improve phase. The Analyze phase often identifies other types of
process breakdowns within the supply chain that may serve as a justification for
subsequent improvement projects.

Control - The application of the Lean tool, 5S, or what can loosely be called
housekeeping, in the Control phase of a project, can help ensure that the resultant
improvements are sustained over time.
Conclusion: The Benefits

Typical benefits of defining and implementing improvement projects to reduce and eliminate
excess and obsolete inventory include higher system accuracy, creation of quantified
inventory models showing relationships between inventory investment versus lead time and
demand variation, higher inventory valuation and location accuracies, higher cycle counting
accuracies, and most importantly permanent reductions in excess and obsolete inventory
investment.
 RESEARCH

Aim -
To devise a cost efficient method for smooth movement of devices on the conveyer belt.

Problem statement-
Ideally, for effective production it is necessary to place one device per pitch on the
conveyer belt. But it has been observed that sometimes, more than one device is placed on
the pitch by the operators which causes a pending at some stage of the assembly line. As a
result, the line operator has to work fast to complete the designated work which might have
a negative impact on the quality of output.

Problem Solution-
Passive Infrared Sensors (PIR) can be used to detect the movement of device on the belt.
These sensors can be installed at 3 or 4 stages on the belt and as soon as a device comes in
front of the sensor, the belt stops. When the operator will pick up the device to add a
component to it, the belt will start moving again and will stop as soon as it detects another
device. In this way, if just one device is placed per pitch, the belt will stop after exactly that
much amount of time in which the operator can do a good quality work.

Theory-
A passive infrared sensor (PIR sensor) is an electronic sensor that measures infrared (IR)
light radiating from objects in its field of view. All objects with a temperature above absolute
zero emit heat energy in the form of radiation. Usually this radiation isn't visible to the human
eye because it radiates at infrared wavelengths, but it can be detected by electronic devices
designed for such a purpose.

The PIR sensor itself has two slots in it, each slot is made of a special material that is
sensitive to IR. The lens used here is not really doing much and so we see that the two slots
can 'see' out past some distance (basically the sensitivity of the sensor). When the sensor is
idle, both slots detect the same amount of IR, the ambient amount radiated from the room or
walls or outdoors. When a warm body like a human or animal passes by, it first intercepts one
half of the PIR sensor, which causes a positive differential change between the two halves.
When the warm body leaves the sensing area, the reverse happens, whereby the sensor
generates a negative differential change. These change pulses are what is detected.
Operation-
An individual PIR sensor detects changes in the amount of infrared radiation impinging upon
it, which varies depending on the temperature and surface characteristics of the objects in
front of the sensor. When a device will pass in front of it, the temperature in front of the
sensor will change from the room temperature to that of the device. The sensor converts the
resulting change in the incoming infrared radiation into a change in the output voltage, and
this triggers the detection. This output voltage can be used to stop the movement of the
conveyer belt.

Cost Estimate-
The cost of a good quality PIR sensor is around INR 1200. On installing 4 of such sensors per
line would cost INR 4800 and for each of the 10 lines in the plant, the total would sum up to
be INR 48,000. Thus in 50k the manufacturing plant could have PIR sensor based production
process.

Result-
The implementation of this idea could result in higher level of quality output providing a
hassle free environment for the operators to work in. This will have a direct impact on the
quantity of output too and the target Plan quantity could be more easily achieved.
 IMPORTANT MANUFACTURING TERMS

Cycle time

The period required to complete one cycle of an operation; or to complete a function, job, or
task from start to finish.
Or: In manufacturing, cycle-time is the total time it takes to produce an order.

Takt time

Takt time, derived from the German word Taktzeit which translates to cycle time, sets the
pace for industrial manufacturing lines. For example, in automobile manufacturing, cars are
assembled on a line, and are moved on to the next station after a certain time the takt time.
The time needed to complete work on each station has to be less than the takt time in order
for the product to be completed within the allotted time. The Takt time concept aims to match
the pace of production with customer demand.
It is calculated by the use of a simple formula:
T = Ta/Td
Where
T= Takt time, e.g. [minutes of work / unit produced]
Ta = Net time available to work, e.g. [minutes of work / day]
Td = Time demand (customer demand), e.g. [units required / day]

Supply-Chain/Logistics Systems:

Manufacturing software to optimize scheduling and other activities throughout the supply
chain.

Total Quality Management:

A company-wide approach to improving quality and customer satisfactionincluding fast

response and service, as well as product.

Throughput Time

Manufacturing throughput time is the amount of time required for a product to pass through a
manufacturing process, thereby being converted from raw materials into finished goods. The
concept also applies to the processing of raw materials into a component or sub-assembly.
The time required for something to pass through a manufacturing process covers the entire
period from when it first enters manufacturing until it exits manufacturing - which includes
the following time intervals:

Processing time. This is the time spent transforming raw materials into finished goods.
 Inspection time. This is the time spent inspecting raw materials, work-in-process, and
finished goods, possibly at multiple stages of the production process.

Move time. This is the time required to move items into and out of the manufacturing area,
as well as between workstations within the production area.

Queue time. This is the time spent waiting prior to the processing, inspection, and move
activities.

The concept of manufacturing throughput time is primarily oriented toward the reduction of
time required by the manufacturing process, so that you can increase the amount of
throughput flowing through your system and thereby increase profitability. Throughput is net
sales minus totally variable expenses. The bulk of the time spent in manufacturing tends not
to be in processing, but rather in the inspection, move, and queue times noted above. Thus, it
is easiest to reduce manufacturing throughput time by eliminating as much inspection, move,
and queue time as possible.

BOM (Bill of materials)

The list of parts or items that make up a product assembly. A complete product BOM often
includes subassemblies, which may represent different steps in the assembly process. For
instance, a lawn mower may include the following elements: a handle assembly, a metal deck
assembly, a control assembly, a motor and a blade assembly.

Child Part

An item that appears in the BOM of another item is said to be a child of that item. For
example, a Speaker would be a child item in the Feature phone model.

PLM (Product lifecycle management)

The management of the product record, including bills of materials, specifications, revisions
and changes, from prototype through end-of-life.

Smart manufacturing:

Aims to reduce manufacturing costs from the perspective of real-time energy management,
energy productivity, and process energy efficiency. Initiatives will create a networked data
driven process platform that combines innovative modeling and simulation and advanced
sensing and control. Integrates efficiency intelligence in real-time across an entire production
operation with primary emphasis on minimizing energy and material use; particularly relevant
for energy-intensive manufacturing sectors.

Discrete Manufacturing:

Producing finished products that can be recognized as distinct physical units via serial
numbers or other labeling methods.
IPS FLOWCHART (INTEX PRODUCTION SYSTEM)
Planning and Stock Management-
Start
Create Model master
Create Part Master
Create BOM Master
GRN (stock upload)
Monthly Production Plan
RM Planning (Stock reservation)
Daily Planning( Execution order)
Issue to kitting

Material Movement and SFG (Semi Finished Goods)

Activate Daily Execution order
Issue to WIP (Work In Progress)
PCB Allocation
Assembly
Zero hour part segregation
Visual Inspection of PCB
Visual Inspection of TP
Visual Inspection of LCD
Visual Inspection of Camera
Soldering (FPC)
LCD soldering
Camera Soldering
Key soldering
Soldering (Point)
Speaker Soldering
Vibrator Soldering
MIC soldering
Torch/LED Soldering
Myler and Silver foam pasting
Camera fixing
Front Panel fixing
Middle cover fixing
 Unit Testing
Auto Testing (with code)
Battery
SIM card
SD card, Charger
Earphone
Screwing (Auto Torque Machine)
Drop/Vibration Test
RF Testing (using Wireless Network Simulator)
IMEI pasting and scanning
Manual Testing of battery, memory card, SIM card
Visual Inspection
If any of the above test FAILS-

Rejection Handling
1. TRC Acceptance
2. Material Issue from kitting to TRC
3. TRC Action
If PASS, Send back for Testing.
If FAIL, Analyze and Scrap.

SFG Stock Updated.

Packing Process
Activate Daily Execution Order
Issue to WIP.
GB Pack (Gift Box)
Weigh GB Box
Carton pack
Weigh Carton Box
If any of the Process FAILS, give for reworking.
FG (Finished goods) Stock Updated.
 QUALITY CONTROL FLOWCHART
IQC

1. Material issue to IQC.

2. IQC Testing
If OK, Handset Assembly 20 EA
If OK, Clearance in SAP and return to store.
If NG, Management.
If slight Deviation, Clearance in SAP and return to
store.
If NG, Hold for FOC/Vendor Solution.
After solution OK, Clearance in SAP and return
to store.
If NG, Segregation
FOC/Vendor solution
If OK, Clearance in SAP and return to store.

PQC

3. New Model.
If YES, 500 EA Pilot Run
Defect Analysis.
If <10%, INPUT.
If NO, INPUT.
4. Assembly
Line and ESD Audit, if good then
5. Testing.
If NG, Analysis/TRC.

Material Segregation.
If Possible, Input.
If Not Possible, Lot Hold.
Feedback to IQC. FOC/Vendor Solution.

MAN /method
Change the process
Give training /monitoring
6. Visual Inspection
If NG, TRC.
 If OK, then back to Assembly.

OQC

7. If Visual Inspection is OK,

OQC Inspection.
If OK, SAP clearance.
If NG, Rework and then back to OQC Inspection.
8. Finished Goods Dispatch.
 SUMMARY

As an intern working at a manufacturing plant, I got to acquire a lot experience in the

technical field as well as management field. Summarizing my stay at the plant, the experience
can be divided into two main parts.

Things Learnt-

Starting with the concept of how the materials (child parts) are brought in to the plant,
the functions of IQC department was made familiar with. The testing of child parts and
their storage in the Kitting area was understood. Most importantly, the understanding of
assembly line processes like soldering and testing were thoroughly understood by
visually examining the working or each line operator. To understand the practical issues
associated, a device was assembled by soldering the components and testing it. The
operations on a faulty device were understood as it went through the TRC stage.
Along with these manufacturing concepts, the ability to manage and assign the
manpower was obtained through analyzing the daily target required.

Contributions made-

Throughout the training period of one month, I constantly focussed on devising ways in
which the production process can be made more and more cost efficient with the aim of
improving the quality of output. Taking a component of Lean Manufacturing everyday,
plans were implemented so as to meet the requirement of the component. Special
importance was given to 'The 5S' and 'Kaizen' so that the manufacturing process can be
made simpler, ordered, organized and standardised. In addition to this, I also did a
research on how to improve the output quality. On applying my knowledge of the
subject, recommendation has been made to install IR sensors on the conveyer belt to
control its speed as per the takt time.
 BIBLIOGRAPHY AND REFERENCES

(I) BIBLIOGRAPHY:

1. RF Engineering for Wireless Networks: Hardware, Antennas, and Propagation by

Danial M. Dobkin

2. Printed Circuit Boards: Design - Fabrication by R.S. Khandpur

(II) REFERENCES:

4. www.intex.in

5. www.manufacturing.gov