Professional Documents
Culture Documents
Submitted By:
Name:Kumar Gaurav Kaundal Saurabh Parashar Ankush Choudhary
CONTENTS
1.Company profile
Page no. 7 8 10 11 13 14 15
2 .List of director 3 .Print media 4 .Sales figures 5. Yamahas plan for INDIA 6. Neo, Fino & Spark in INDIA 7. Projects Project 1-Quality level improvement
1.1 Yellow plate implementation 1.2 C/head fins dent & scratches. 1.3 Part kit tray improvement -small part kit tray. 1.4 Part kit tray improvement medium part kit tray
16 20 22 23
26 29 31
Project 3-Policy of Motivation 3.1 Reward policy operator Project 4-Process standard implemention
4.1 Operation standard display : process strengthening
34
35
5.2 Tools
37 38 39
ACKNOWLEDGEMENT
We thankfully acknowledge the encouragement and correct guidance provided by all the yamaha staff members, who were very kind and generous to their approach. We specially thank Mrs. Surabhi Dixit(H.R), Mr V.Raina (Division Head), Mr. Bijender Kaushik (Sr. Manager, Engine Assembly), Mr. D.Bhatti(Manager,Engine Assembly), Mr.Sanjeev Chaudhary (Manager, Engine Assembly), Mr. Amit Gupta(Asst. Manager, Engine Assembly), Mr. Gaurav Verma (Asst. Manager in Engine Assembly), Jagbindra Singh(D.E.T.),Miss Tripti Sharma(D.E.T. ) Mr.Shiv Singh(Trainner, Engine Assembly) and all other staff members who helped us a lot. We express our sincere gratitude and thanks to the hard working and devoted staff members, who have helped us a lot to gain some of the technical knowledge, which is surely a boon for any technical graduate.
DECLARATION
We hereby declare that the, INDUSTRIAL TRAINING report, submitted as part of Bachelors degree at India Yamaha Motor Ltd. - Surajpur plant ,is an authentic record of our work carried out under the supervision of Mr.Bijender Kaushik Manager, Engine Assembly) . (Sr.
COMPANY PROFILE
Genichi Kawakami was the first son of Kaichi Kawakami, the thirdgeneration president of Nippon Gakki (musical instruments and electronics; presently Yamaha Corporation). Genichi studied and graduated from Takachiho Higher Commercial School in March of 1934. In July of 1937, he was the second Kawakami to join the Nippon Gakki Company.
Genichi Kawakami
In 1953, Genichi was looking for a way to make use of idle machining equipment that had previously been used to make aircraft propellers. He explored producing many products, including sewing machines, auto parts, scooters, three-wheeled utility vehicles, and motorcycles. Market and competitive factors led him to focus on the motorcycle market. Genichi actually visited the United States many times during this period. In January of 1955 the Hamakita Factory of Nippon Gakki was built and production began on the YA-1. With confidence in the new direction that Genichi was taking, Yamaha Motor Co. Ltd. was founded on July 1, 1955. Staffed by 274 enthusiastic employees, the new motorcycle manufacturer built about 200 units per month. By 1956, a second model was ready for production. This was the YC1, a 175cc single cylinder two-stroke. In 1957 Yamaha began production of its first 250cc, two-stroke twin, the YD1.
LIST OF DIRECTORS
Directors of Yamaha Motor Co., Ltd. are as follows;
Title President and Representative Director Representative Director Director Director Director Director Director Director (Outside) Director (Outside) Director (Outside) Name Hiroyuki Yanagi Takaaki Kimura Toyoo Ohtsubo Yoshiteru Takahashi Masahito Suzuki Hiroyuki Suzuki Kozo Shinozaki Yuko Kawamoto Masamitsu Sakurai Mitsuru Umemura
Standing Corporate Auditor Standing Corporate Auditor Corporate Auditor (Outside) Corporate Auditor (Outside) Corporate Auditor (Outside) As of March 24, 2011
Yutaka Kume Shigeki Hirasawa Naomoto Ohta Norihiko Shimizu Tetsuo Kawawa
PRINT MEDIA
Confirming this news Mr. Pankaj Dubey (Head of Marketing and Sales) said that the company is studying the market conditions after that it will be decided on which model perfectly compliments the Indian customer base. Speaking of the scooters, all the three are unique as far the looks and the features are concerned. There is no word from the company officials regarding the costs of these scooters but they are expected to be priced high in India. Yamaha has got gear less scooters starting from 50 cc and above. All the three scooters viz. Neo, Fino and Spark are gear less. While Neo and Fino are air cooled scooters, Spark is a liquid cooled one.
1. Rule
2. Education
3. Implementation
4. Check sheet
Rule:
1. Yellow plate should be used in every stage ,whenever there is stop in a line like:- lunch break, tea-break, shift change etc. 2. Yellow plate availability should be ensure by group leader/line in charge. 3. In case of replacement, contact to line in charge. 4. Location of yellow plate should be proper.
5.
Yellow plate should only be used 5mins after the line stopped.
Education:
1. Ensure yellow plate availability on your respective stage. 2. If its not then keep it on proper location. 3. Use when-ever line stop. 4. Cross check by group leader.
Check sheet:
Check sheet column should be filled by group leader/line-incharge whenever line stops.
Audit:
Check sheet should be audited by senior manager once in a week to ensure proper implementation of yellow card. .
QUALITY MANAGEMENT
F eb.201 1
70 60 50 40 Total SPR Total Rejection Appeareance Firing Leakage
e g a %
COUNTER-MEASURE & ACTION PLAN TO REDUCE THE APPEAREANCE REJECTION %AGE 1.2- C/HEAD FINS DENT & SCRATCHES Problem Back Ground :
C/Head Absorber Pressing Jig Wear Out , During Absorber Pressing it was generating minor dents on Cylinder Head Fins . But this condition was acceptable in Other Model except 45P1 Model Nos. of Engine Rejected for same problem : 187
Old Jig
SCRATCH
Before Improvement
After
Soft Teflon Rubber Pad provided to avoid Scratches / Paint Peel off
Soft Teflon
During Assy.
AFTER
SEPERATE
(Stand for Keeping Part Kit Tray Redesigned to making separate platform for keeping Wrench / Hand Tools to avoid Dent / Scratches)
Fig. 1
Fig. 2
Fig. 3
Fig. 4
ACTION PLAN
Fig. 1 At wall area of Bin some cushion required to avoid hitting of C.C.-1 with Bin walls Fig. 2 Fig. 3 Fig. 4 At wall area of Bin some cushion required to avoid hitting of C.C.-2 with Bin walls Cover-2 required to be supply out of Tray Head Cover required to be supply out Of Tray
SCHEDULE :
Schedule will be finalized after discussion with M.E.
% of Appeareance age
problem in March2011
CC-2(Bolt paint peeloff) CC-1(Bolt paint peeloff) Self m otor scratch
In Feb. %age of appearance problem-22.8% In March 2011 %age of appearance problem-4.8% After taking counter measure , actions were taken which lead to reduction from 22.8% to 4.8%
PROJECT NO.2 IRREGULAR COST REDUCTION 2.1- PROBLEMS DUE NON STD.SUPPLY OFMATERIAL IN ENGINE ASSEMBLY
SN . IE N. TM O PR N M AT A E P E E TS P L R SN U PY C NI I N O DTO P O LM R BE A RV D U RI E D E T P EE T O RS N S PL U PY RQ I E E UR D S PL U PY C NI I N O DTO TM I E WS A TD E /1 E. G TRE A GT DT AE FR O RQ I E UR E D S PL U PY
D on ent parts T e im consum ing H indrance inw orker m ovem ent 5s concept not satisfying
3Sec
D on ent parts T e im consum ing H indrance inw orker m ovem ent 5s concept not satisfying
7Sec
D on ent par ts T e im consum ing H indr ance in w ker or m ovem ent 5s concept not satisfying
3Sec
21C -E 4812 00
Pipe -2
D on ent par ts T e im consum ing H indr ance in w ker or m ovem ent 5s concept not satisfying
3Sec
Dent on parts Time consuming H indrance in worker movem ent 5s concept not satisfying
5Sec
Dent on parts Time consuming H indrance in worker movem ent 5s concept not satisfying
2Sec
D on ent parts T e im consum ing H indrance in w orker m ovem ent 5s concept not satisfying
2Sec
54B -H 1410
D on ent parts T e im consum ing H indrance in w orker m ovem ent 5s concept not satisfying
5Sec
Dent on parts Time consuming H indrance in worker movement 5s concept not satisfying
2Sec
Dent on parts Time consuming H indrance in worker movement 5s concept not satisfying
5Sec
CALCULATION:
Total time wastage/1 engine = 60sec Total time wastage/day= 60sec x 2000engine =120000sec Man power wastage/day=120000/26400 = 4.5man Irregular cost/day due to non std. parts supply = 4.5 x 40=1800/day Annually irregular cost due to non std. parts supply = 648000Rs Irregular cost due pats repair and rejection = under calculation
2.2 -NON STD. SUPPLY OF MATERIAL & IRREGULAR COST IN STORE DEPARTMENT PRESENT SUPPLY FROM DOMESTIC VENDOR
1.Present Situation 2.Unpacking of carton
3. Transfer to bins
5.Transfer to truck
4.Waste Flow
Irregular cost of man power per day =6personXRs250=Rs1500/day Irregular cost of man power per month=1500X30=Rs45000/month
PROJECT NO. 3 POLICY OF MOTIVATION 3.1- REWARD POLICY FOR OPERATOR RULE:
1.
Checking the working condition ,if its not proper, then inform to the line in-charge.
2. If operator one made any mistake and other operator finds it, then as per rule other operator has to provide some reward & operator one has to be given a warning(more then 3 warning, strict action should be taken on him/her} 3. Line in-charge has to inform the Group Leader.
4.
If Group Leader require its necessity / if problem is justified then he has to follow the following reward policy rule:
RANK B
If anyone find the fault concerning with market value then he/shell be rewarded as our norms.
RANK C
If anyone find the fault with-in the plant {engine-area} then he/shell be rewarded as our norms
PROCEDURE:
BENEFITS:
TRAINING/EDUCATION PROCESS:
1. Line in-charge 2. Group leader 3. Operator
CHECK SHEET:
PROJECT NO 4 PROCESS STANDARD IMPLEMENTION 4.1- OPERATION STANDARD DISPLAY : PROCESS STRENGTHENING
As Casual Operator keeps changing, there should be an operation std so that anyone can work as per std and there should no impact of operator change
BEFORE
AFTER
PROJECT NO. 5- SHOP FLOOR MANAGEMENT 5.1- SCHEDULE FOR TROLLEY CLEANING RULE FOR TROLLEY CLEANING
1.
2. Unwanted material in the trolley should be removed. 3. Each line manager will check the sheet timely.
IMPLEMENTATION
1. Paint the trolley. 2. Each trolley should be given proper sequence number. 3. Proper cover seat should be provided to each and every trolley
CHECK SHEET
S.No Activity Description 1 2 3 4 Paint condition Seat cover Wheel condition Dust and oil Date NG OK Remark
BEFORE
AFTER
AFTER
Tool position fixation. Exclusive trolley to be used for dismantled parts. Making the defects part clear
EXPERIENCE AT IYM
After doing our training in IYM, We felt the importance of training in the industry and the practical applications involved. During our training period in IYM, we got an exposure of the industrial culture and work environment which is prevalent in the organization. All the staff members and associates were very co-operative throughout the training and it was a learning experience in all the way. IYM is a highly professional company with very strong management fundamentals and extremely forward looking and cohesive approach with a strong emphasis on total quality management. Wishing IYM and its family all the best for the future endeavors and we look forward to being associated with the company for giving positive contribution in anyway possible.
REFERENCES
www.yamaha.com
www.wikepedia.com