A PROJECT REPORT

ON
“Researching social networking websites for identifying customer base in global
market”
With Special reference to
1. Various features of different social networking website.
2. Identifying any other source for online marketing.
In the Partial Fulfillment of the requirement of the degree of
Master of Business Administration (MBA)
(University Of Pune)
(2010-2011)
Under guidance of
Miss Nutan Thoke
Submitted By,
Abhishek Sabharwal
MBA Part- II
K. R. Sapkal College of Management Studies,
Nashik-422212

ACKNOWLEDGEMENT
The Summer Internship at “Winjit Technologies Pvt. Ltd,” has been a quantum leap
in terms of practical savvy understanding of management concepts, sincerity, di
ligence, and responsibility and above all self-confidence.
In particular, I would like to extend my heartfelt gratitude to “Mr. Vignesh Iye
r (Project manager) Winjit Technologies Pvt. Ltd.”, who gave me the opportunity
to do my summer training at Winjit Technologies Pvt. Ltd, & without whose facili
tation and cooperation, this project would not have been so fulfilling.
I would like to take this opportunity to thank my project guide Miss Nutan Thoke
for her guidance and for keeping me on track through his expertise and experien
ce.
At the onset, I would like to thank Mr. B.B. Rayte (Director, K. R. Sapkal Colle
ge of Management Studies, Nashik) for giving me the opportunity to gain vital in
sights into the corporate world.
I would like to acknowledge the entire esteemed faculty at K. R. Sapkal College
of Management Studies, Nashik for providing me with the required theoretical bac
kground to approach the project.
Abhishek Sabharwal
MBA (2010-2011)
K.R.S.C.M.S,
Nashik

DECLARATION BY THE STUDENT

I hereby declare that this project report titled Researching social networking w
ebsites for identifying customer base in global market submitted by me is based
on actual work carried out by me under the guidance and supervision of Mr. Vigne
sh Iyer. any reference to work done by any other person or institution or any ma
terial obtained from other sources have been duly cited and referenced. It is fu
rther to state that this work is not submitted anywhere else for any examination
.
 K.R.Sapkal College of Management Studies. Signature o
f the student
Sapkal Knowledge Hub, Kalyani Hills,
Anjaneri-Wadholi, Trimbakeshwar Rd,
Nasik-422212.
Name of the student
Tel-(02594)220165.Fax-(02594)220166 Abhis
hek Sabharwal
Date:

TABLE OF CONTENTS
Sr. No Chapter Name Page No
1. INTRODUCTION
1.1 Selection of the topic.
1.2 Objective of the study.
1.3 Methodology of the study.
1.3.1 Method of survey.
1.3.2 Sample size.
1.3.3 Method of sampling.
1.3.4 Data Collection
1.3.5 Data analysis.
1.3.6 Data presentation and interpretation.
1.4 Scope of the study.
1.5 Limitations of the study.
1.6 Contribution of the study.
2. Profile of the company
2.1. History and general information.
2.2. Organizational structure.
2.3 HRM.
2.4 Marketing .
2.5 Finance.
3. CONCEPT OF SOCIAL NETWORKING
3.1
3.2
3.3
3.4
4. DATA ANALYSIS.
5. INTERPRETATION OF DATA.
6. CONCLUSION & SUGGESTION
6. BIBLOGRAPHY
 Chapter: I
Introduction to Project

1.1 Selection of the topic.

Pune University has introduced ‘Summer Project’ as an academic activity
for students of MBA. ‘Practical Knowledge’ is an important milestone in develop
ing the skills of management. Thus, at the end of first year, the students are r
equired to undergo a summer project for a span of min 50 days and max 60 days.
The purposes behind the project work can be summarized as follows:
-
1. It enables the students to use the theoretical concepts in the actual bu
siness environment.
2. It creates awareness in students about the real organizational problems
& challenges faced by business.
My project topic is Researching social networking websites for identifying custo
mer base in global market
Comapny: - Winjit Technologies Pvt. Ltd. , Nashik.
Defining Social Networking
Ever since man has developed communication, this has already existed. Even today
, all of us are bound by its mechanics and a very good example of this is your f
riends. Your group of friends alone can already be called a social network -- yo
u have the same interests. And when you meet new people, make acquaintances and
make new friends, this can be considered as social networking.
For those people who are aware of this idea can see this as an opportunity that
can be taken advantage of. An example of this would be the world of business and
trade. Companies and firms who share the same interests would forge ties with e
ach other to strengthen and fortify their businesses.
Simply put, this is making connections with a person or even a group of people w
ho share the same interests as you do.
Social Networking and Online Businesses
If it works "offline" then it would also work online. The citizens of the Intern
et, specifically the entrepreneurs of online business, have seen the power of so
cial networking. Because of this, they have developed methods on how to utilize
this to their advantage.
A method they have developed is called business bookmarking which is a variation
of the ever so popular social bookmarking. It utilizes the power of networking
online but this time in the context of businesses. It has become a very effectiv
e method for both small and big businesses who want to reach to people all over
the world. With the help of the network of business bookmarking, businesses were
given the opportunity to reach more people and have a bigger audience.
Just like networking in the real world, the basic rule still applies -- it is al
l about having the same interests. In the Internet, online businesses who have t
he same interest would contact each other. If all goes well, they would forge a
partnership, an alliance if you may call it, to boost their status.
1.2 Objective of the study
o The study was carried out on Quality system improvement at supplier end;
will help in reducing the rejection rate at customer end which will in turn red
uce the cost associated with rejection and improve supplier performance.
o To have comprehensive study of the organization.
o To understand various processes and products of the organization.
o To provide the measures for drawbacks, difficulties faced by organizatio
n to improve the quality system.
o To improve delivery to customer, saving the energy and cost.

1.3. Methodology of study.

A. Method :-
What is Research: Research in common word refers to search for knowledge. One ca
n also define research as scientific and systematic search for pertinent informa
tion on specific topic. In fact, research is an art of scientific investigation.
Research as a movement. Research is an academic activity and as such the term s
hould be used in technical sense. According to Clifford Woody research comprises
defining and redefining problems, formulating hypothesis or suggested solutions
, collecting, organizing and evaluating data making deductions and reaching conc
lusions and at last carefully testing the conclusions to determine whether they
fit the formulating hypothesis
Objective of Research:
The purpose of research is to discover answers to questions through the appl
ication of
scientific procedures. The main aim of research is to find out the truth whi
ch is hidden
and which has not been discovered as yet.
1. To gain familiarity with a phenomenon or to achieve new insights into it
.
2. To portray accurately the characteristic of a particular individual, situ
ation or a group .
3 To determine the frequency with which something occurs or with which it is
associated with something else.
Types of Research:.
1. Descriptive Vs Analytical:
Descriptive research includes survey and fact findings enquiries of different ki
nds. The major purpose of descriptive research is description of the state of af
fairs as it exist at present. The main characteristic of this method is that res
earcher has no control over the variables; he can only report what has happened?
Or what is happening? In analytical research, on the other hand, the researcher
has to use facts or information already available, and analyze these to make a
critical evaluation of the material.
2. Applied Vs Fundamental:
Research can either be applied (action) or fundamental (pure) research. Applied
research aims at finding a solution for an immediate problem facing an industria
l organization, whereas fundamental research is mainly concerned with generaliza
tions and with the formulation of the theory. The central aim of the applied res
earch is to discover a solution for a pressing practical problem, whereas basic
research is directed towards finding information that has a broad base applicati
on and thus, adds to already existing organized body of scientific knowledge.
3. Quantitative Vs Qualitative :
Qualitative research is based on the measurement of quantity or amount. It is ap
plicable to phenomenon that can be expressed in terms of quantity. Qualitative r
esearch, on the other hand, is concerned with qualitative phenomenon i.e. phenom
ena relating to or involving quality of kind.
4. Conceptual Vs Empirical:
Conceptual research is that related to some abstract idea or theory. It is gener
ally used by philosophers and thinkers to develop the new concept. Empirical res
earch relies on experience or observation alone. It is data based research, comi
ng up with conclusion which are capable of being verified by observation or expe
riment. We can also call it as experimental type of research. In such research,
the researcher must first provide himself with working hypothesis. He then works
to get enough data to prove or disprove his hypothesis. Evidence gathered throu
gh this type of empirical studies is today considered to be most powerful suppor
t possible for given hypothesis.
The research type used in this project is analytical as well as qualitative type
of research.

• Research approaches:
1. Historical research:
2. Descriptive research:
3. Experimental research:
4. Case study research:
Case study method is used in this study.
Case study approach is recent development in research. in this approach a single
unit may be an individual , a firm, a solution, an institution which is studied
intensively. Case study approach has been developed essentially as a problem so
lving technique. The case study is , thus, a form of qualitative analysis involv
ing the very careful and complete observation of a person , a situation or an in
stitution. Case study approach is flexible in character as a researcher has comp
lete independence in approaching the problem. Case study approach does not suffe
r from rigidity of the historical data as compared to historical approach. Now a
days, most of the researcher from social sciences management and commerce are u
sing this approach for their research. Rather than using samples and following a
 rigid protocol (strict set of rules) to examine limited number of variables, ca
se study methods involve an in-depth, longitudinal (over a long period of time)
examination of a single instance or event: a case. They provide a systematic way
of looking at events, collecting data, analyzing information, and reporting the
results. As a result the researcher may gain a sharpened understanding of why t
he instance happened as it did, and what might become important to look at more
extensively in future research. Case studies lend themselves to both generating
and testing hypotheses.
Another suggestion is that case study should be defined as a research strategy,
an empirical inquiry that investigates a phenomenon within its real-life context
. Case study research means single and multiple case studies, can include quanti
tative evidence, relies on multiple sources of evidence and benefits from the pr
ior development of theoretical propositions. Case studies should not be confused
with qualitative research and they can be based on any mix of quantitative and
qualitative evidence. Single-subject research provides the statistical framework
for making inferences from quantitative case-study data. This is also supported
and well-formulated in (Lamnek, 2005): "The case study is a research approach,
situated between concrete data taking techniques and methodological paradigms.
B. Data collection:-
The information was collected from mainly two sources:
• Primary Data Source.
• Secondary Data Source.
Primary Data Source:-
1. Observation
Project Guide: - My Company guide Mr. Padmanbha Wadekar and my mentor Mr. Shyam
Pal support me to analyze the data & supported me to resolve practical problem.
As quality head he supported me starting from my project to end of my project. D
uring project I have discussed with employee related to my project & taken gener
al view of the specific object i.e. survey method.
Secondary Data Source:-
1. Reference Books: - The theory through reference books was studied to learn th
e techniques used in project in relation to quality concept i.e. objective of qu
ality system, measurement of quality etc
2. Google Search:-The some information is collected of net from www.google. Co
m. Which supports me to complete my project with the help of Google side I searc
h quality related information which helps me to complete my project.
3. International automotive task force, ISO 9001:2008.( Reference no. ISO/TS 169
49:2009)
4. Magazines, books, newspapers, historical documents, personal collection of co
mpany.
.
C. Data analysis:-
Analysis of data is a process of inspecting, cleaning, transforming, and modelin
g data with the goal of highlighting useful information, suggesting conclusions,
and supporting decision making. Data analysis has multiple facets and approache
s, encompassing diverse techniques under a variety of names, in different busine
ss, science, and social science domains.
Data mining is a particular data analysis technique that focuses on modeling and
knowledge discovery for predictive rather than purely descriptive purposes. Bus
iness intelligence covers data analysis that relies heavily on aggregation, focu
sing on business information. In statistical applications, some people divide da
ta analysis into descriptive statistics, exploratory data analysis, and confirma
tory data analysis. EDA focuses on discovering new features in the data and CDA
on confirming or falsifying existing hypotheses. Predictive analytics focuses on
application of statistical or structural models for predictive forecasting or c
lassification, while text analytics applies statistical, linguistic, and structu
ral techniques to extract and classify information from textual sources, a speci
es of unstructured data. All are varieties of data analysis.
D. Data interpretation:-
• Data presented through observation of the activities of the manufacturin
g.
• Problems were identified by actual walking through the process.
• Workers were informally interviewed. .
• To analyze the data it was tabulated and then respective graphs were dra
wn so as to know the Statistical significance of the data. Based on the observat
ion of the charts and graphs, recommendations were given.
• Secondary data was collected from the website and Manual of the Organiza
tion
Tools used in this study to interpret the data:-
• Fishbone diagram
• Pareto charts

1.4 Scope of the study:-

The organization were in the study was conducted is one of the reputed organizat
ion, which provided a lot of scope.
The project was conducted under the qualified expert staff in their fields.
• More knowledge could be acquired in the fields of quality system.
• Scope to know culture of the company
• Fruitful experience of working at corporate level and knowing about mana
gement Strategies and policies.
• It will help me when I will go to work with the organization.

1.5 Rational of the study:-

By studying this project
Utility to me:-
• I will get practical exposure.
• I will get knowledge about Quality system & what tools it requires.
• I will get knowledge about how quality implementation takes place in MNC
Company.
Utility to organization
• Company will get better idea how to improve Quality system at supplie
r end.
• They will get idea , in which area they can reduce cost and improve prod
uctivity with
 Quality.
Utility to customer & society
• Customer & society will get information about Lear Corporation.
• By focusing on development needs of the communities they engaged with, a
dopting responsible business policies and making the sustained effort to preserv
e the environment.
• Value through quality products, service. Understanding of the customer r
equirements and providing them the solutions.
• For shareholders, high returns on investments, a profitable and sustaina
ble platform, developing spirit of the enterprise.

1.6 Limitations of the study:-

• Time constraint.
• Complete implementation of robust quality management system (TS 16949) a
t supplier end is not possible within the time span of 2 months. Its a time cons
uming process , furthermore ,
o As per Company policies, organization will not allow to disclose some da
ta on pretext of secrecy.

Chapter II
Profile of the Lear Corporation ltd. (India)
2.1. History and general information.

Lear Corporation is one of the world s largest suppliers of automotive seating s

ystems and electrical power management systems. The company s world-class produ
cts are designed, engineered and manufactured by a diverse team of 75,000 employ
ees at 197 locations in 35 countries.
The Early Years
Lear was founded as American Metal Products in Detroit, Mich., on August 24, 191
7. The company began operations as a single plant with 18 employees manufacturin
g tubular, welded and stamped steel assemblies for the aircraft and automotive i
ndustries. Its first major automotive customers were Ford Motor Company and Gene
ral Motors Corporation.
By the early 1930s, American Metal Products had added Chrysler and International
Harvester as customers and by 1939, the company had broken the $1 million sales
mark. By the end of 1941, the company had 12 customers, seven automotive manufa
cturers and five automotive parts suppliers and approximately 900 employees.
During the World War II period of 1944-1947, all non-military automotive and tru
ck manufacturing was suspended and American Metal Products converted production
to military airplane assemblies and parts as well as axle housings for military
trucks. After the war, the company continued a strong growth pattern and expande
d its customer base to the Canadian automotive industry with the purchase of Gen
eral Spring Products of Ontario in 1954.
Growth in the trucking industry in the 1960s prompted American Metal Products to
invest $7 million in an automated process for manufacturing truck-axle housings
. The new program earned a story in Newsweek magazine entitled, "How to Put Stea
m in American Business."
Expansion Overseas; Introduction of the Lear Name
In 1961, the company s expansion extended to Europe in its first successful bid
in the overseas market with Fiberglide bearings. In 1963, the purchase of the No
-Sag Spring Company was the most important acquisition of the decade for America
Metal Products, adding 22 new plants in the United States, Canada, Europe and L
atin America as well as eight licensee companies overseas. With its expansion ab
road, the company had become the sole manufacturer of truck and furniture seatin
g on a worldwide basis.
The Lear company name dates to 1964, when American Metal Products merged with Le
ar Siegler, Inc. creating the nation s largest independent supplier of automotiv
e seat assemblies. Lear Siegler was formed two years prior when Lear Inc. founde
r William Lear sold the automotive radio and electrically operated actuating sys
tems company to The Siegler Corporation after failing to convince his business c
olleagues to branch off into the passenger jet business.
Lear Siegler became a multi-market corporation with 47 divisions and subsidiarie
s grouped into six major areas: avionics, fabricated products, commercial electr
onics, climate control, power equipment and systems & services. By 1967, it main
tained 92 facilities in 27 states and 16 foreign countries.
The 1970s marked the decade during which the company s sales reached $1 billion,
positioning Lear Siegler as the largest independent supplier of seating assembl
ies in the worldwide market. The company manufactured 2% of the car seat assembl
ies and 20% of the truck seats produced by independent sources in North America.
Working to strengthen its role in the automotive and agricultural industries, Le
ar Siegler reduced its market categories to three: electronic & electromechanica
l products; vehicle components and industrial & agricultural products.
The 1980s presented the most historic years for the company, which was now organ
ized into six areas: aerospace, automotive/agricultural, automotive service prod
ucts, material handling/machine tool, electronics & commercial products. In 1987
, a leveraged buyout of Lear Siegler was launched that resulted in the sale of a
ll of the company s divisions, but left the automotive division undisturbed. The
General Seating Division was incorporated as the Lear Siegler Seating Corporati
on and a year later, Lear Holdings Corporation was organized by management to bu
yout the automotive operations.
The Transition into Global Auto Supplier
Lear Siegler Seating entered the 1990s determined to further strengthen its posi
tion as the leader in automotive seating and changed the company name to Lear Se
ating Corporation to distance itself from the former operations. The growth the
company had attained through a leadership position in service, quality, technolo
gy and price was a catalyst for the 1993 decision to file an initial public offe
ring registration statement with the Securities & Exchange Commission to gain ap
proval to sell shares of Lear Seating to the general public. Lear Seating went p
ublic on the New York Stock Exchange in 1994, with the ticker symbol LEA.
In 1995, Lear Seating advanced from the world s largest seat manufacturer to bec
ome the largest, fully integrated automotive interior supplier in the world. Str
engthening its "one-stop-shopping" even further in 1996, the company became the
world s only independent automotive supplier with in-house capabilities in five
interior systems: seating; flooring & acoustics; door panels & interior trim; ov
erhead systems and instrument panels. To more closely match its total interior c
apability, Lear Seating dropped the word "seating" from its name and became simp
ly Lear Corporation.
The 1990s marked a period of phenomenal growth for Lear, with 17 major acquisiti
ons, including the $2 billion purchase of United Technologies Automotive in 1999
as well as its 18th acquisition in 2004 of Grote & Hartmann which further grew
Lear s electronics and electrical distribution systems business.
Lear Today
In March 2007, Lear transferred to IAC North America substantially all of its In
terior business in the U.S., Canada and Mexico, consisting of 26 manufacturing f
acilities as well as interests in two joint ventures in China related to the pro
duction of instrument panels and cockpit systems, headliners and overhead system
s, door panels and interior trim for various original equipment manufacturers. T
he divestiture was part of Lear s strategy to focus on delivering superior quali
ty and service to its customers and to invest in further strengthening the core
automotive Seating and Electrical Power Management Systems businesses.
In 2009, Lear established a global operating structure for its Seating and Elect
rical Power Management Systems businesses. This new structure best supports the
global strategies of Lear s customers and allow the Company to take full advanta
ge of its global scale, leverage its worldwide engineering and product developme
nt resources and access the lowest possible manufacturing and sourcing available
. Louis R. Salvatore was appointed president, Global Seating Systems, and Raymon
d E. Scott was named president, Global Electrical Power Management Systems.
Lear Corporation is a leading global supplier of automotive seating systems, and
electrical power management systems. In 2009, Lear ranked #195 among the Fortun
e 500. Lear s world-class products are designed, engineered and manufactured by
a diverse team of more than 75,000 employees at 202 facilities in 35 countries.
Lear s headquarters are in Southfield, Michigan. Lear is traded on the New York
Stock Exchange under the symbol [LEA].
Lear was founded in 1917 in Detroit as American Metal Products, a manufacturer o
f tubular, welded and stamped assemblies for the automotive and aircraft industr
ies. Lear has grown to meet the changing needs of the industry with 18 major acq
uisitions since 1994, when Lear went public.
Today, the company provides complete seat systems, and electrical power manageme
nt systems. With annual net sales of $9.7 billion in 2009, Lear ranked #195 in 2
009 among the Fortune 500. The company s world-class products are designed, engi
neered and manufactured by a diverse team of 75,000 employees, 202 facilities, 3
5 countries. Lear s headquarters are in Southfield, Michigan, and Lear is traded
on the New York Stock Exchange under the symbol [LEA].
The success of Lear is a result of our dedication to provide the best possible s
ervice to the world s automakers - which includes understanding their customers,
the automotive consumer - by delivering increased value through the latest vehi
cle interior technologies and the continuous improvement of our processes and pr
oduct quality. All of this is reflected in Lear s exclusive People-Vehicle-Inter
face Methodology.
• Vision
To be consistently recognized by:
Our customers, employees, shareholders, suppliers.
(The communities where we do business as the leader of the com
pany of first choice)
• Mission
Exceed our customers’ needs and expectations by:
• delivering the highest quality products and services
• providing low-cost and high-value added solutions
• Continually improving our operating efficiency
• conducting our business with integrity
Provide our employees, our most valuable resource, with an environ
ment that:
• treats all individuals with dignity and respect
• allows everyone to reach their full potential
• encourages inclusion and active participation
• nurtures the ‘can-do’ spirit of the Lear team

Board of directors:-
Listed below is the board of directors for Lear Corporation.
• Chairman, Chief Executive Officer & President
Lear Corporation
Robert E. Rossiter is chairman, chief executive officer and presiden
t of Lear.
• Chairman
Dollar Thrifty Automotive Group, Inc.
Mr. Capo has been a director of Lear since November 2009.
• Chairman, CEO and President
Hayes Lemmerz International, Inc.
Mr. Clawson has been a director of Lear since November 2009
• Managing Director
Current Capital
Mr. Foster has been a director of Lear since November 2009. .
• Chief Executive Officer and President
Sinai-Grace Hospital
Justice Mallett, who has been a director of Lear since August 2002.
• Former Chief Executive
Chrysler Asia Pacific Operations
Mr. Murtaugh has been a director of Lear since November 2009.
• CEO
EcoMotors International
Mr. Runkle has been a director of Lear since November 2009.
• Retired Group Vice President and Chief Financial Officer and
Former President of Mazda Motor Corporation, Ford Motor Company
Mr. Wallace has been a director of Lear since February 2005.

2.2 Organization
Lear India overview
1. India operation established 1986.
- 100% Lear owned operation 50:50 joint venture.
2. Three JIT manufacturing facilities for seating and interiors.
-HALOL –(Gujarat)
-Nasik –(Maharashtra ) , 2 plants.
-Lear / Lear JV in Chennai, (Tamilnadu), 3palnts.
3. Customer-
-GM motors
-Ford india
-Hyundai
-Mahindra and Mahindra
-Mitsubishi
-Renault
-BMW
-TATA motors (Pune)
4. Lear is the only total system and designer, manufacturer, integrator and JIT
supplier to automotives OEMs in India.
5. Fully integrated with facility for seat frame manufacturing, painting and sea
t trim, include equipments for vehicle interiors.
6. 2005/2006 good growth year for Lear India with new programme wins.

2.3 Products / Branches of the organization.

Leading Position in Automotive Seating Structures
Lear Corporation was the first seating manufacturer in the industry to introduce
a common, seat architecture. We work with all of the world’s automakers supplyi
ng structures for programs ranging from the highest volume car and truck platfor
ms to specialty applications for premium and performance vehicles. Lear offers e
conomies of scale, proven quality, and performance record in delivering a full r
ange of seat structures that meet all global requirements at competitive prices.

P r o d u c t s - a d j u s t e r s

Lear Nasik
• Location – Ambad (Asia pacific division )
• Manufacturing area – 4500 sq.meter
• Warehouse area – 1700 sq.me
• Total land area – 18210 sq.meter
• Start production – March 2007
• Products – Seats
• Customer – Mahindra & Mahindra (Nasik) , Mahindra Renault LTD
• Quality certification – ISO/TS 16949 & ISO14001
• Estimated Annual Sales: $13,570,500,000
• Estimated no. of Employees: 91,000
• Estimated Employees for This Location: 281
Few of the innovative products from Lear

Lear India Operation

• Delhi – Administration office , ( Suzuki Honda )
• Pune – Programme office , (TATA Motors )
• Halol (Gujrat ) – ( GM )
• Nasik – ( Mahindra & Mahindra , Renault )
• Banglore – ( Toyota )
• Chennai – ( Hyudai , Ford , Mitsubishi , BMW )
Lear India Programs:
• Hyundai Asscent
• GM Optra
• M & M Scorpio
• GM Tavera
• Hyundai Getz
• Hyundai Santro
• M & M Bolero

A v e n t i n o ™ C o l l e c t i o n

Lear India Milestones

• June 1996 – commenced operation in India.
• Sept. 1996 – facility for GM at Halol for India.
• Sept. 1997 – Chennai facility for supply of complete interiors to Hyunda
i Motors for
India.
• Jan 1998 – signed contract with M&M for design, manufacturing of complet
e interiors
for SUV Scorpio.
• Jully 1998 – facilities at Mumbai & Nasik for supply of seats for M&M ut
ility vehicle.
• Sept.1998 – SOP for supply of complete interiors for Hyundai Santro.
• Oct 1999 – supplies complete interiors for Hyundai Assent.
• March 2000 – supplies seating system to GM India for Opel Corsa.
• June2000 - signed contract with Ford India for Sun Visors.
• July 2000 – signed contract with Mitsubishi for truck trims.
• Aug 2001 – SOP Hyundai’s premium model Sonata.
• Feb 2002 – new seating at Gondhe, Nasik, for supply of seating and inter
iors to M&M.
• June 2002 – contract with Gm for seat for new MUV, also with Nissan for
Visors.
• June 2003 – awarded GM 200, Ford India J 97, U268.
• Apr 2003 – awarded Hyundai Getz and Elantra seating interiors.
• Dec 2004 – GM India program T200 awarded.
• July 2005 – T200 awarded Renault L90, Logan seating business.
• Oct 2005 – M&M new utility vehicle seating business.
• Apr 2006 – BMW 3 & 5 system awarded.
• May 2006 – GM India M200 seating business awarded.

New trend automotive fabric by Lear….

Products –Head restraint.
Global Footprints:-

2.4 Flow chart of the organization.

QUALITY DEPT.:-
 Chapter: III
Concept

3.1:- QUALITY MANAGEMENT IN AUTOMOBILE INDUSTRY

In times of severe competition, it is of crucial importance to create a competit
ive advantage to
differentiate from the competitors and to sustain the business of the company. T
his shows
that a customer-focused quality management is one way to create a sustainable co
mpetitive
advantage. Quality controls along the whole value chain -before, during and afte
r production-
leads to failure free products, which save costs on the one hand and have thus a
positive
influence on the company’s revenue. On the other hand failure free products that
meet the
customers’ expectations lead to satisfied customers who build up a brand loyalty
and conduct
retention sales, which have a positive influence on the company’s sales, market
share as well
as the overall image.
Furthermore, it is important to listen to ‘the voice of the customers’ and get a
n insight in the
customer’s needs and wants. To fulfill or even exceed their expectations leads t
o customer
satisfaction, which is a key to success in today’s business world. In addition,
the customer
demands in regard of quality are growing continuously and new technologies are a
ppearing
on the markets on a regular basis. Therefore the producers are forced to keep to
the latest
technology developments and to get hold on the changing customer needs. But even
without
this external pressure, quality improvement is justified from a cost point of vi
ew. The
applicability of a customer-oriented quality management is shown in the practica
l part of this
thesis, when the quality of the Saab models is analyzed from the customer’s pers
pective.
Today’s business environment creates a growing need for quality management. Toug
her
competition leads to the demand for cost savings and higher profitability. These
days the
consumer can choose from a variety of similar products, which are often exchange
able in the
eyes of the customer. If they are not satisfied with a product’s performance, th
ey switch to the
competitors brand. Thus the focus on the customer’s needs and wants in line with
quality is
one way of differentiation from the vast number of competitors. Satisfied custom
ers are likely
to build up a brand loyalty and this helps to ensure long term sales. The explos
ive growth of
technology led to a higher product complexity and thus favored the quality movem
ent.
Some technical products bear threats to human safety and to the environment whic
h resulted
in an expansion of governmental quality regulations as well as warranty laws in
order to
protect the consumers. In addition, the product life cycles are shortening along
with the
technological development and producers have to be prepared for increas
ed quality
requirements from the customers´ side as well as to respond to fast changing cus
tomer wants.
Especially, on such a competitive market as the world market for passenger cars,
the
contenders are forced to reduce costs and to fulfill their customers’ wants and
satisfy their
needs to be successful.

3.2:- QUALITY ASSURANCE MANAGEMENT IN AUTOMOBILE INDUSTRY

The accent on quality was lost in American industry in the post World War II era
, when the
country s industry could sell almost anything that it can make, at a time when t
he quality level
of foreign made products was of no great worry. To be sure, there were advocates
of quality
control in the United States (US), such as Edwards Deming; however, American ind
ustry was
in no mood to listen to them. Unfortunately for American industry, someone else
did listen to
Deming the Japanese. The superior quality control procedures of today s Japanese
industry
were originally developed under the guidance and tutelage of Edwards Deming. Fur
ther, the
statistical and mathematical element of Deming s procedures, and, in turn, those
of Japanese
industry were based on the work of another American quality control expert, Walt
er
Shewhart. Deming insisted that true quality control began with a real
commitment from top
management. American companies, particularly automobile manufacturers, however,
made
quality control a minor function of middle or lower level management. People wou
ld agree
that fear is the enemy of success. According to Deming, fear is the enemy of inn
ovation and
improvement.
"No one... can put in his best performance unless he feels secure. Secure means
without fear...," stated Deming.
Creating a positive stress-free work environment, eliminating fears and anxietie
s is important
for any company. Employees working in a supportive non-threatening work atmosphe
re
display significantly better results. Dr. Deming s philosophy does not target a
specific area of
business. If implemented, it will be extremely beneficial to any organization, i
nstitution, or
business that has growth, prosperity, and customer satisfaction as its goal. Wha
t Deming
sought was a mathematical means of controlling the level of quality by seeking "
ever finer
manufacturing tolerances". While this system of quality control demanded a commi
tment
from the highest management levels, it depended upon the participation of person
nel from all
levels of the organization involved in the production process. Participation mea
nt more than
input from production workers. It also meant that managers must be a part of the
production
process. In American industry in the 1950s and 1960s, however, the concept of th
e
professional manager developed though an MBA education and a fast track manageme
nt
development program meant that managers would have little or no contact with the
actual
production process. Short term financial goals took precedence over all else par
ticularly
quality control. Thus, the American automobile manufacturing industry in the 196
0s
demanded an increasing accommodation by the production function for the norms es
tablished by the organizational finance function.
Lee Iacocca, who, at that time, headed Ford, established the Profit Improvement
Program
(PIP), the purpose of which was to reduce costs by taking them out of an existin
g budget.
This program was financially based, and had a detrimental impact on product qual
ity at Ford.
As an example, a decision was made to equip Mercury automobiles with less expens
ive Ford
Automobile upholstery, with an underlying philosophy that the customer would be
unaware of
the quality deterioration. It was this approach to product quality, with its pat
ronizing attitude
toward consumers, which has been cited by some analysts as the underlying of the
company s
Pinto automobile disaster in 1970. Cost control was the imperative with America
n automobile manufacturers, and quality control and safety were considered to be
undesirable initiatives from annoying industry outsiders.
At Ford under Iacocca, production line facilities and equipment were worked hard
, and
maintained lightly. In an effort to push for maximum profit, both physical facil
ities
maintenance and product innovation were sacrificed. In turn, product quality was
sacrificed
by each of these factors. In the late 1950s, Ford developed a paint application
process (E
coat), which improved significantly both the external finish and rust proofing o
n automobiles.
Ford would not introduce the process into its North American production, because
(1)The top management believed that the competition did not demand it, and
(2) It would increase costs.
Ford did, however, introduce the process into its European production, because c
ompetition did demand it. Ford s, and Iacocca s, arrogance toward quality and th
e North American consumer were not shared by all automobile manufacturers. The J
apanese automobile manufacturers and General Motors paid Ford a royalty to incor
porate the E coat process into their production. By the mid 1970s, Ford had intr
oduced the process into only about one half of the company s North American prod
uction plants. The process was introduced into the last of ford s North American
plants only in 1984.
A continued emphasis on product quality control may be expected in the American
automobile manufacturing industry. It is not just the Japanese now, but also the
Koreans who are maintaining quality level pressures on the domestic manufacture
rs. People involvement through quality circles may be expected to continue. Addi
tionally, new innovations in online precision testing and measurement may be exp
ected.
3.3:- QS 9000 - QUALITY MANAGEMENT SYSTEMS IN AUTOMOBILE SECTORS
(A)INTRODUCTION
QS-9000 is the industry specific adaptation of the ISO-9000 standards for the No
rth
American auto industry. It applies to all first-tier suppliers, i.e. companies s
elling components
to be used or installed directly in the products of the Big Three automakers. It
is a QUALITY
SYSTEM REQUIREMENT STANDARD developed by three U.S.automobile giants:
* CHRYSLER: Supplier quality assurance manual.
* FORD: Q-101 quality system standard.
* GENERAL MOTOR: NAO targets for excellence.
The first edition was issued in August 1994 and the second edition in February 1
995.The
Automotive Industry Action Group in U.S.A. are authorized for distribution of th
e document
and training co-ordination. The Truck Manufacturers who have participated in t
he
development of this standard and adopted it as their basic quality system are Fr
eightliner
Corporation, Mack Trucks, Navistar, PACCR and Volvo GM Heavy Truck Corporation.
(B) GOAL
The goal for Quality System Requirements QS-9000 is the development of fundament
al quality system that provides for continuous improvement, emphasizing defect p
revention and the reduction of variation and waste in the supply chain.
(C) PURPOSE
QS-9000 defines the fundamental quality system expectation of Chrysler, Ford, Ge
neral
Motors, Truck Manufacturers and other subscribing companies for internal and ext
ernal
suppliers of production and service parts and materials. These companies are com
mitted to
working with suppliers to ensure customer satisfaction beginning with conformanc
e to
quality requirements, and continuing with reduction of variation and waste to be
nefit the final customer, the supply base, and themselves.
(D) APPROACH
QS-9000 is a harmonization of Chrysler s Supplier Quality Assurance Manual, Ford
s Q-101
Quality System Standard and GM s Targets for Excellence, with input from The Tru
ck
Manufacturers. ISO-9001:1994 Section 4 has been adopted as the foundation for th
is
standard. Interpretations and supplemental quality system requirements have been
added.
While other companies may adopt this document, Chrysler, Ford and GM retain full
control
over the content except for ISO-9001:1994. The mandatory requirements are indica
ted by use
of "shall" and the word "should" indicates a preferred approach. Suppliers using
other
approaches must be able to show that their approach meets the intent of QS-9000.
Paragraphs
marked "Note" are for guidance and the words, "Typical" and "examples" are used
to indicate
that the appropriate alternative for the particular commodity or process should
be chosen.
(E) APPLICABILITY
QS-9000 applies to all internal and external suppliers of:
1) Production Materials.
2) Production or Service Parts, or
3) Heat Treating, Painting, Plating or other finishing services directly to Chry
sler, Ford, GM or other OEM customers subscribing to this document.
REQUIREMENTS
The requirements in the standard are contained in three sections:
SECTION 1: ISO-9000 Based Requirements & Supplements.
SECTION2: Sector-Specific Requirements: This section contains Sector-specific
requirements on topics like
1) Production Part Approval Process,
2) Continuous Improvement, and
3) Manufacturing Capabilities
SECTION 3: Customer-Specific Requirements.
(F) IMPLEMENTATION
Chrysler, Ford, General Motors, The Truck Manufacturers and other subscribing co
mpanies require that suppliers establish document and implement an effective qua
lity system based on QS-9000 in accordance with timing requirements established
by their customers. All requirements of QS-9000 are to be incorporated in the su
pplier s quality system and described in the Quality Manual.

3.4:- Automotive quality standard: The ISO /TS 16949

The ISO/TS16949 standard unites automotive industry quality requirements that ex
ist worldwide, and is therefore recognized by both the American and the European
automobile industries. The automotive industry has become increasingly internat
ional, and this has led to the need for a commonly accepted management system.
The ISO/TS16949 standard has been created by the International Automotive Task F
orce (IATF) and the International Organization for Standardization (ISO) to sati
sfy this need. The document unites the quality requirements that exist worldwide
, and is therefore recognized by both the American and the European automobile i
ndustries.
ISO/TS16949 is based on ISO9000, EAQF (French), VDA6.1 (German), AVSQ (Italian)
and QS9000 (US) automotive catalogues.
ISO/TS16949 is a breakthrough as it combines global quality system requirements
in one standard which can be used along the automotive supply chains. Automobile
manufacturers such as GM, Ford, Volkswagen, BMW, Nissan, Renault, Peugeot, Citr
oen and Daimler Chrysler require their suppliers to be ISO/TS16949 certified.
Certification in accordance with ISO/TS16949 has several advantages. It creates
transparency and comprehensibility for all processes. Thus, it becomes possible
to evaluate the profitability of all the divisions of a company. It is also the
door opener to the automotive supply chain. Instead of fulfilling several nation
al requirements, companies need only to comply with one international standard,
reducing the time and the cost of the certification process. Any company in the
automotive supply chain can obtain ISO/TS16949 certification, but the definition
of automotive only includes cars, buses, trucks and motorcycles, and not a
gricultural, industrial or off-highway vehicles. Moreover, the standard is only
applicable to plants where the specific automotive components are manufactured.
Depending on the situation, companies that manufacture products for the automoti
ve industry but are not permanently within the automotive supply chain can obtai
n the aforementioned certification.
3.5:- TQM
“Total Quality Management is defined as an integrated approach in delig
hting the customer (both internal & external) by meeting their expectations on a
continuous basis, through everyone involved with the organization, working on c
ontinuous improvement along with proper problem solving methodology.”
The term Customer refers to all those to whom we supply a product, service or in
formation. Thus apart from the ultimate users, the retailers, stockiest and tran
sporters become the external customers to the company. Departments within the co
mpany become internal customers to each other. Thus the Production department is
a customer to the Purchase department and the supplier to the sales and Dispatc
h departments.
Total = Quality involves everyone and all activities in the company.
Quality = Conformance to requirements (meeting customer requirements)
Management = Quality can and must be managed.
TQM = a process for managing Quality; it must be a continuous way of life;
a philosophy of perpetual improvement in every thing we do.
(A) TQM compared to ISO 9000:-
ISO 9000 is a Quality System Management Standard. TQM is a philosophy of
perpetual improvement. The ISO Quality Standard sets in place a system to deploy
policy and verifiable objectives. An ISO implementation is a basis for a Total
Quality Management implementation. Where there is an ISO system, about 75 percen
t of the steps are in place for TQM. The requirements for TQM can be considered
ISO plus. Another aspect relating to the ISO Standard is that the proposed chang
es for the next revision will contain customer’s satisfaction and measurement re
quirements. In short, implementing TQM is being proactive concerning Quality rat
her than reactive.
(B) TQM as a Foundation:-
TQM is the foundation for activities which include;
• Meeting Customers’ Requirements
• Reducing Development Cycles Times
• Just In Time/Demand Flow Manufacturing
• Improvement Teams
• Reducing Product and Service Cost
• Improving Administrative Systems Training
(C) Principles of TQM:-
The Principles of TQM are as follows:
1. Quality can and must be managed.
2. Everyone has a customer and is a supplier.
3. Processes, not people are the problem.
4. Every employee is responsible for quality.
5. Problems must be prevented, not just fixed.
6. Quality must be measured.
7. Quality improvements must be continuous.
8. The quality standard is defect free.
9. Goals are based on requirements, not negotiated.
10. Plan and organize for quality improvement.
(D) Elements of TQM:-
Focus on Quality and Prevention of Problems
Many definitions of quality exist. Quality can be defined as consistently p
roducing what the customer wants while reducing errors before and after delivery
to the customer. More importantly, however quality is not so much an outcome as
a never-ending process of continually improving the quality of what your comput
er produces.
Encourage the Proper Climate, Empower Employees
For continuous improvement to work, management must empower employees, so t
hey are willing to innovate and act in an atmosphere of trust and respect. All o
f the other components can be in place, and TQM still fail. Employees motivated
to improve service to their customers with the climate allowing them to do so is
a potent combination.
Use the problem solving/problem prevention cycle
This cycle describes the steps that TQM problem solving groups uses. Its maj
or elements are
1. The gathering of information and its analysis before actions are taken,
2. the use of brainstorming(creating possible solutions) before evaluating
ideas generated and
3. Evaluation of success.
This cycle using different terminology, is also called the Deming cycle, whe
re its components are
PDCA (Plan, Do, Check, and Act).
(E) Need for TQM
1. Rising customer expectations
2. Increasing competitive pressure and competitive position of organization
3. Internal pressure for improvement
4. Low value addition in existing methods
5. To get the best from the people
6. Changing perceptions of vendors and customers
7. Managers and work force perceptions
8. Organizational priorities for improvement
9. To survive
(F) Main Components of TQM
For Six Sigma practitioners who may not be familiar with TQM, the program
has three main components -- Just in Time (JIT), Total Quality Control (TQC) and
Total Employee Involvement (TEI). The relationship between the three legs of TQ
M is: JIT exposes the cause of problems; TQC helps provide a solution to problem
s. Lastly, since the employees do all improvements; they need to be involved in
the process of change. TEI helps elicits this involvement.
(G) Benefits of having TQM
• Increased customer satisfaction and loyalty
• Gain a competitive advantage
• Large market share
• Elimination of scrap, waste, errors, etc
• Increase employee involvement
• Teamwork and co-operation
• Information sharing
• Enhanced customer requirements knowledge
• Standardized recommended award amounts
• Defined customer satisfaction issues
• Examination of the strategic planning process
 3.6:- Strategic Sourcing
(A) Introduction
In today’s competitive business scenario, the market decides the price of the pr
oduct and hence the profit of any organization depends on controlling the cost o
f operations. In most of the manufacturing organization, 60% to 70% of the cost
is spending on the procurement function. Hence, there is a significant opportuni
ty in improving the bottom line through Strategic Sourcing
“Strategic Sourcing is a comprehensive process aimed at obtaining maximum advant
age on cost, technology, process and quality, by leveraging the company’s buying
power”
“Strategic Sourcing is a comprehensive process designed to pursue all value leve
rs by leveraging a company’s buying power with select suppliers, conducting best
price evaluations, sourcing globally and conducting company/supplier joint proc
ess improvements”
The strategy is to shift the company’s focus from the current “transaction” orie
nted independent buying of goods and services to a “product” oriented strategic
approach.
The Strategic Sourcing approach is designed to:
• drive reduction in total cost of acquisition of goods and services
• drive a thorough understanding of both the supply market and internal company
requirements
• deliver significant earnings to bottom line
• deliver improved value to all

(B) High Value Opportunities

How can a company identify the highest impact cost reduction opportunities? To b
egin, they must understand what they buy and from whom they buy it. Thoroughly r
eviewing accounts payable history and mapping expenditures, can provide tremendo
us insight into corporate savings opportunities. There are varieties of solution
s to address
• Increase customer leverage and buying power – By harnessing intra-company expe
nditures and selecting fewer suppliers in each buying category, companies can ga
in significant leverage. They can also deepen their advantage through inter-comp
any aggregation and supplier rationalization.
• Rationalizing product specifications – By developing processes that clearly de
fine the need before translating that to a specification, companies can avoid un
necessary costs
• Source more effectively – By engaging a large number of qualified suppliers du
ring supplier selection and creating a more competitive negotiating environment.
• Improve financial controls and contract compliance – To achieve bottom line be
nefits, buyers need to buy against contracts easily and need to control spend ac
tivity through a procurement tool.
• Doing Procurement Right – To extract the maximum value from procurement, compa
nies need to understand their spend, select the best approach to source, procure
each set of goods and services and continuously monitor performance.

(C) The Significant Steps

So how can a company effectively achieve measurable and sustainable cost savings
? They must address the entire procurement value chain from savings identificati
on, to negotiation and must importantly, realization. The THIRTEEN essential ste
ps are described below:
Step 1 - Assess the opportunities : A complete spend assessment will provide vis
ibility in company’s needs, their total buying power and the degree to which the
y are leveraging that power
Step 2 - Source for savings : An effective sourcing methodology will address pro
duct specification rationalization, recommend standard buying practices, use the
most appropriate sourcing and negotiation strategy for the category and achieve
the lowest total cost
Step 3 – Turn Contracts : Enable buyers and suppliers turn contracts into commer
ce - to realize savings, they must not only connect users to contracts but also
ensure that users can accurately and confidently buy against those contracts
Step 4 – Management Tools : Transact through management tools to capture savings
- by utilizing computerization, companies not only drive compliance against con
tracts but also streamline processes and increase control on spending
Step 5 – Improvements : Manage continuous improvements - in order to maximize an
d sustain savings, companies need to drive improvements and manage suppliers
Step 6 - Categorization Process : This involves a detailed analysis for all the
purchases made by the company for the past one or two years and broadly classify
the spend in few major sourcing groups (SG)

Step 7 - Spend-profile each sourcing group : Each of the Sourcing Groups need to
be clearly defined by identifying sub-groups, spend profile of each sub-group,
cost drivers involved and the supply market behavior for each SG.
Step 8 -Develop Strategy : Each SG is analyzed with respect to the supply market
. For the sourcing group with low market complexity, buyer has a strong position
 compared to supplier and should exploit its buying power through the tools of v
olume concentration, best price evaluation and global sourcing.
Step 9 -Develop Supplier Profile : Develop a list of current and new suppliers a
nd prepare profiles for later use. Define minimum requirements necessary to be m
et by any supplier and screen the preliminary supplier list. Establish qualifica
tion criteria to evaluate suppliers and to agree on shortlist of suppliers with
whom to conduct negotiations. Request for Information and develop a comprehensiv
e pre-qualification questionnaire (PQI) to seek detailed information from suppli
ers to develop their profiles.
Step 10 - Implementation Methodology : For the competitive selection process, an
d request for quotation (RFQ) is prepared to obtain a detailed understanding of
the supplier’s profile, scope of work/services, cost, specifications, alternativ
es etc. Supplier development approach is generally recommended when the company
is very confident of its key supplier with regards to their price, quality, deli
very and reliability. Here, the company works together with their key suppliers
towards joint process improvements, standardizing specifications and relationshi
p restructuring.
Step 11 - Competitive Supplier Selection : The responses to the RFQ issued, are
thoroughly analyzed for price and non price factors. This price analysis forms t
he basis for subsequent negotiation strategies, enabling the team to drive the b
est overall agreement. The price analysis forms the basis for subsequent negotia
tion strategies, enabling the team to drive the best overall agreement.
Step 12 - Integrate the strategic agreements into operations : With strategic al
liance agreements in place, it is of utmost importance to ensure the use of thes
e agreements by all concerned throughout the company. Top management’s convictio
n and total support is a must for integrating the strategic sourcing agreements
with the day to day operations of the company
Step 13 - Benchmark to Improve : This step ensures that sourcing group strategie
s continue to be effective and the supplier capabilities, arrangements and the p
urchasing process remain the leading edge. Continuous benchmarking of external a
nd internal factors is must to continue moving ahead on the success path.

Strategic Sourcing is an important activity for which certain basic features are
must to ensure its success and they are:
• Total long term commitment from top management
• Considerable involvement in terms of money and manpower
• Empowering the strategic sourcing teams
• Disciplined and consistent practice
• Continuous monitoring and tracking the progress
• Effective use of electronic tools like internet, e-mail etc., for quick commun
ication.
(D) Action Plans
• Rationalization of suppliers - weed off non performing suppliers and add best-
in-class suppliers through continuous vendor rating process
• Material cost reduction - increase share of business for performing suppliers
and develop cost sheets. Introduce two-bin and Kanban system, collect materials
through milk runs to achieve JIT supplies
• Supplier development - audit suppliers for process improvements and create cap
acity for increased demand, by introducing new suppliers. Introduce group buying
and look for global buying opportunities including e-sourcing.
 Chapter: IV
Collection & Presentation of data

PROCESS MAP :- (SUPPLIER END)

START STOP
INCOMING MATERIAL REWORK
TUBE CUTTING REJECTION
BENDING DISPATCH

LEVELLING FINAL INSPECTION

FULL WELDING SPATTER REMOVING
TAG WELDING SPRING FITTING
PRESS OPERATION DRILLING

1. Incoming Part Inspection:-

At this stage the incoming raw material (tubes, brackets, nuts, screws……..etc.)
are checked.
2. Tube cutting:
At this stage the tubes are cut into number of small pieces according to the nee
d such as 660mm,1258mm……etc.
3. Tube Bending:-
The cut pieces are then bended with desired specification.
4. Leveling:-
:

5. Welding:-
Tag welding
Spot welding done in fixture.
Full welding
Full and final welding is done at this stage.
6. Press Operation:
Some frames required press operation, so for those frames this operation takes p
lace.

7. Final Inspection:-
Final inspection for welding spatters, burrs, frame cd variation and other quali
ty parameters.

Types of frames produced at supplier end:-

Quality plan for each frame:-

Incoming parts inspection:-

Sampling plans for all process inspection:-
Part inspection report:-

Welding inspection report:-

Bending inspection report:-

Cutting inspection report:-

By studying this reports on daily basis and by own observation the data was coll
ected.

Fallowing data was collected during the project period for further analysis of d
efects and there reasons for occurrence.

DAILY 40 FRAMES CHECKED BY VISUAL OBSERVATION

Defect Types Dates ( No. of occurrence)
24/05/10 28/05/10 14/06/10 17/06/10 21/06/10
28/06/10 4/7/10 TOTAL
Blow holes 6 6 7 6 5 6 5 41
frame cd variation 2 1 1 2 1 2 2
11
weld spatter 8 8 8 7 7 8 8 54
burr on edges 5 6 5 5 6 6 5 38
weld broken 1 0 2 1 0 1 1 6
incomplete weld 1 1 0 1 0 0 0 3
hole missing 0 0 1 1 1 0 1 4
Rusty 3 2 1 2 1 2 1 12
MTG. bkt cd not ok 1 1 1 0 0 1 1
5
part missing 0 0 0 0 0 1 0 1
TOTAL 27 25 26 25 21 27 24 175

Chapter: V
Analysis & Interpretation of data
From the above observation data is analyzed through Pareto chart.
Pareto Chart:-

The first 4 Causes cover 82.86% of the Total Defects

Calculation:-
Cumulative Percentage Cutoff: 80%
No. Causes Defects Cumulative%
1 Weld spatter 54 30.9%
2 Blow holes 41 54.3%
3 burr on edges 38 76.0%
4 Rusty 12 82.9%
5 frame CD variation 11 89.1%
6 weld broken 6 92.6%
7 mtg. bkt CD not ok 5 95.4%
8 hole missing 4 97.7%
9 incomplete weld 3 99.4%
10 part missing 1 100.0%

Vital Few Useful Many Cut Off %

54 80%
41 80%
38 80%
12 80%
11 80%
6 80%
5 80%
4 80%
3 80%
1 80%
Defects 80%

So by above analysis it is interpreted that the first 3 defects need more attent
ion. The reasons for these defects are shown in fallowing Fishbone diagrams.
Fishbone diagrams:-
1. Overall defects-
2. Weld spatter-
3. Burr on edges-
4. Blow holes-
 Chapter: - VI
Suggestions & Recommendations

Operation: - Pipe Cutting

Checkpoint Error Remedies

Dimension of the pipe Wrong dimension material received Inspection, TC (
test) certificate check
ID,OD,Thk,Length Wrong length material received Check 1st setting, in pr
ocess inspection, pipe straightness checking
Burr check Pipe crack during cutting,
Burr on edges of pipe Check chemical properties in NABL approved lab, TC check
,
Sharpening of blade of die and proper setting of die.

Operation: - Pipe Bending

Checkpoint Error Remedies

Dimension of the pipe Wrong dimension material received Inspection, TC (
test) certificate check
ID,OD,Thk,Length Wrong length material received Check 1st setting, in pr
ocess inspection, use template for each bending.
Burr check Pipe crack during cutting,
Wrong degree of bending,

Same degree is not for same setting,

Frame twisted. Check chemical properties in NABL approved lab, TC check,
Do leveling operation after bending, make proper support,
Support while bending, use frame properly (in trolley)

Operation: - welding / Fabrication

Checkpoint Errors Remedies

Dimension of pipe, frames, BKTs, rods, other child parts
Wrong parts welded each other,
check 1st setting, in process inspection,
Take proper kit of all material
some part missing while fabrication
check 1st setting, in process inspection,
Check Fixture, spatters on fixture
Parts welded in wrong position,
dimension not achieved
check 1st setting, in process inspection,
check fixture also, make operation sequence
Poor quality of welding
Blow holes, incomplete welding, spatters, welding wires on frame, weldin
g not penetrate in matching parts, level of fabricated part is missing,
Dimension of welded part is not matching
Check 1st setting, in process inspection, make proper setting of machine
and use skilled manpower. Take welding penetration sample for each shift/operat
or and inspect it. Give training to welders, use safety equipments(Hand gloves,
goggles, shoes, aprons),
check 1st setting, in process inspection, make full welding in fixture, use fram
es properly(in trolley)

Operation: - Drilling

Checkpoint Errors Remedies

Drilling position, dimension
Wrong drilling (position, dimension)
Make marking on frames or use template while drilling

Operation: - Spring fitting

Checkpoint Errors Remedies
Check Drilling position, dimension
Wrong spring fitting
check 1st setting, in process inspection, use proper size spring, make c
hart/photo for spring
Check spring dimensions, tension
Spring noise after fitting on frame
check sleeve is available on spring edges, clamp spring ends properly in
spring clip
Check sleeve on spring
Spring break
use proper size spring, check material properties of spring (spring stee
l)
Check spring clip position on frames
Sagging of spring
use proper size spring, check tension of spring
 Appendices

Bibliography:-
1. www.google.com
2. www.wikipedia.com
3. www.lear.com
4. www.quprojects.org

Books-
1. Research Methodology by C.R.Kothari
2. Total Quality Management by SCDL
3. Company records
4. International automotive task force, ISO 9001:2008.( Reference no. ISO/TS 169
49:2009)

Abbreviations:-
FMEA-failure mode effective analysis
EDA-exploratory data analysis
CDA-confirmatory data analysis
JIT-just in time
OEMs-original equipment manufacture
PIP-profit improvement programme
ISO-international organization for standards
TQM-total quality management
TQC-total quality control
TEI-total employee involvement
SG-sourcing group
RFQ-request for quotation
CD-center dimension
e.g.-for example (exempli gratia)
i.e.-that is / to say
No.-Number(s)
etc.- and so forth (et cetera)