Fmea

M-Tech in Advanced Manufacturing and Production Management
Industrial Training (MMEMP 301)
CHAPTER-1 INTRODUCTION
Organizations play a vital role in the development of any economy. With the growth of industries, the economy will prosper and generate more employment and opportunities. In an organization there is a group of individuals who work together to achieve a common goal. It refers to the structure of relationships among positions and jobs built up for realizing common objectives. It assembles the four Ms of management i.e. men, machine, material and money. Management is the dynamic, life-giving element in every business. An organization may have raw materials, machines, human resources and other factors, but these cant produce want satisfying products unless they are efficiently managed. Managing is an essential activity in every sphere of an organized activity. Management is concerned with internal faces, i.e., objectives plans and policies of the organization. Management is the brain of any enterprise. The organizational study provides an opportunity to engineering & management students have an in-depth knowledge about the organizational set up. Industrial Training Training refers to the acquisition of knowledge, skills and competencies as a result of the teaching of vocational or practical skills and knowledge that relates to specific useful skills. The objectives of industrial training are to provide a hands-on experience of how industries work. This training is designed in away to impact basic skill in managing an industry. 1.1 OBJECTIVES OF THE INDUSTRIAL TRAINING
To have a general awareness about the functioning and management of an organization. To study the various department and their functions. To outline a descriptive profile about the organization. To identify strengths, weakness, opportunities and threats of the departments. To relate theories and concepts into practice and thereby to identify and suggest feasible solutions and recommendations.
Department Of Mechanical Engineering, SJCET, Palai
1.2 METHODOLOGY Methodology is the way and design of conducting the study. An important aspect of methodology is the data collection. The primary data was collected, by interacting with the personnel in the company, collections details regarding their departments and observation. Apart from the primary data, secondary data was also collected from the annual reports of the company, journals, websites etc. 1.3 AREAS OF TRAINING The organizational study is limited to acquire the knowledge regarding the functions as well as the managerial aspects of the company. The study was to get a general awareness of the functions of the various departments and management of Kerala Electrical and Allied Engineering Co Ltd. There are many departments like materials, finance, personnel, production etc. The attaining of information about different departments helped to analyze the strengths, weakness, opportunities and threats of the company. The production processes in the company were observed and carefully studied. It helped to have an exposure to the work environment and to understand the overall performance of the company. As the part of training, the area selected is the Production department (Foundry). There, a Failure Mode and Effects Analysis of the defects occurred in the casting was carried out. The FMEA analysis performed helped to improve the quality, reliability of the casting. 1.4 LIMITATIONS
The workers were busy in their work and had little time available for interview or conversation. The managers time available for discussion were limited and frequently interrupted due to official commitments especially the finance department.
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1.5 STATE SCENARIO

The first public sector electrical equipment industry setup in Kerala was the Metropolitan Engineering Company limited in Trivandrum in 1945. It was followed by the starting of Electrical and Allied Industries Pvt. Ltd (EAIT) at Kundara in 1946. EAIT at 1964 was taken over by Govt., which was registered as a Govt. of Kerala undertaking.
At present there are five public sector electrical equipment industries working in Kerala and they are: Metropolitan Engineering Company Ltd. United Electricals Ltd. Traco Cables. Kerala Electrical & Allied Company Ltd. Kerala State Electronics Development Corporation Ltd
PERIOD OF STUDY The period allotted for Industrial Training in Kerala Electricals and Allied Engineering Co. Ltd (KEL) is from 30-09-2012 to 15-01-2013.
CHAPTER-2 COMPANY PROFILE

2.1 HISTORY Kerala Electrical And Allied Engineering Company Limited known as KEL was started in the year 1947 with 50% of the share for government and taken over by government in 1964 as an undertaking of Government of Kerala engaged in the manufacture of electrical engineering goods. Another unit was set up at Mamala (Ernakulam District) as part of KELs expansion programme which became operational in 1968. KEL was also entrusted with the charge of Enclose, a sick unit in Palakkad that was taken over by the government of Kerala in 1977, which was developed as their 3rd unit. In 1986, a High-tech mechanized foundry at Kundara was added to KEL group of production units. In 1990 a new unit established in Bedradka (Kasargod District), Kerala with latest technology and modern equipments. 2.2 CORPORATE PROFILE The corporate office of KEL is located at Kochi. In addition to these production centers a project division for execution of turnkey projects, an R & D wing and centralized marketing network are having Head Quarters in the Corporate Office. The organization has strength about 200 qualified Managerial staff and about 1500 employees including special skilled works. The present product range of the company includes Brushless Alternators for train lighting and air conditioning, ground power unit (GPU) for aircrafts, high frequency alternators for defense application and Antarctica expedition, distribution and power transformers, HRC fuses, switch gears, brushless ac generators. The present sales turnover of the unit is about Rs. 20 crores. 2.3 MANUFACTURING UNITS o Kundara unit, Kollam (dist), Inception: 1964 This is an ISO 9001 certified unit which was started in the year 1964 imbibing technical know-how from EVR of France for the purpose of manufacturing Statodyne Brushless Alternators used for lighting and air conditioning of Railway coaches.
There are three divisions in this unit namely: (a) Statodyne Alternator Division: Statodyne Alternator Division manufactures Statodyne Brushless Alternators used for lighting and air conditioning of Railway coaches. Statodyne Alternator Division has installed capacity of 3000 numbers of alternators per annum. More than 25000 alternators are in service with the Indian Railway Station alone. (b) Foundry Division: Foundry Division has a capacity of 1500MT per annum and manufactures Spheroidal Graphite Iron and Grey Iron Castings. This unit has fully mechanized molding lines with sophisticated testing equipments to ensure quality castings. (c) Battery charging systems division: Manufactures brushless alternators for automobile battery charging system. The product has been developed through the companys own R & D efforts. The alternator caters to the high power needs of modern vehicles and heavy earth moving equipment. It offers long life and maintenance free operation. o Mamala Unit, Ernakulam District, Inception: 1968 The transformer Division of KEL at Mamala, Ernakulam, was established in 1968, with the technical assistance of BHEL to manufacture supreme quality transformer for various State electricity Boards, Government Departments, Public and Private Sector Companies. This division, ISO9001 is certified by TUV, boasts of a long sustained list of extremely satisfied clients, many of whom who have stood by KEL, for decades. Over the years relying on the unmatched quality of KEL transformers, electricity boards across India perfectly maintain a healthy power distribution supply system. The Transformer Division has production and distribution of medium range power transformers up to 1600KVA. Manufacturing custom-build transformers, for specific requirements is yet another specialty of KEL. This division undertakes design, fabrication and commissioning of hydraulic control gates and hoists for power and irrigation projects, cranes, pressure vessels and other industrial structure.
o Olavakkod Unit, Palakkad District, Inception: 1977 Unit started in the year 1977 with technical know-how from UNELEC of France. This unit manufactures Isolators/Changeovers, Switch fuses, Fuse units/Cutouts, Distribution fuse boards/Panels and castings used for Industrial, Commercial and domestic applications through their LT Switchgear Division.
Product Range Fuse Switches, Changeover switches, Porcelain Fuse Units.
Distribution fuse Boards and industrial type switch boards, Distribution Boards. o Edarikkod Unit, Malapuram District, Inception: 1988 Unit was commissioned in 1988 for the manufacture of Brushless Alternator for Automobiles (BAA). But as per the instruction of the government the execution of the BAA project was suspended as the government wanted to give top priority for the implementation of the Kasargod project. The capital outlay originally envisaged for BAA project was Rs.6.42 crores, which was subsequently enhanced to Rs.12.75 crores due to the cost overrun which is in turn, was consequent to the delay in execution. Now this unit is used for the manufacturing of Power and Distribution Transformers. R&D Wing: The R&D wing of KEL has designed and developed much vital type of equipments as import substitution.KEL has recently launched Silent Generators in the market. The acoustic controlled Genset is designed &developed by the R&D wing of KEL. During operation, the heat generated in the chamber will be pushed out through heat exchangers, thereby reducing the heat and the sound at a considerable extent. This Genset can be used in any type of environment with its easy mobility. The development of Ground Power Unit for starting aircrafts is another feather added to the cap of KELs R&D wing. The East West Airlines in Bombay is using KEL GPU Successfully for their operation. The special Genset power package required for the countrys most prestigious missile projects like Trishul, Prithvi and Falcon are uses KELs generator set.
Project Division: KEL project wing headed by the GM attached to its corporate office undertakes turnkey projects in design, fabrication, supply and erection of gates, hoists and controlling equipments for power and irrigation projects and civil works including heavy machinery erection. Marketing Division: The corporate marketing Division piloted by the GM (Marketing) is controlling the various service centers and Regional Offices in New Delhi, Bombay and Madras. And sales and service centers in Kanpur, Calcutta, Bhopal, Hyderabad, Bangalore, Coimbatore and Trivandrum. Expansion Project: While trying to consolidate its exciting units by means of technological up gradation, KEL in a head on its way with future expansion projects including brushless alternator for automobiles, Nickel, Cadmium Battery ,special purpose motor project with technical collaboration from Austria. Over Seas Partnerships: As a company in tune with modern technology, KEL have had associated with reputed overseas manufactures who are experts in their respective fields. Inductor type brushless alternators for lighting and air conditioning of rail coaches-EVR of France. HRC fuses ---UNELEC of France. General purpose brushless A.C generators ---Moteurs Leroy Somer of France. Nickel, Cadmium battery project with technical assistance from Honda, Japan. Technical collaboration with T-Lin of Austria.
Major customers: Integral Coach Factory, Rail Coach Factory Indian Railway Tanzania Railway Corporation Rites Station Power Controls Ltd L&T
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CGL Paras Electricals Ltd AVISH AVIATION Equipment Pvt. Ltd Medha Servo System DIGHI , Pune Indian Defense, Air Force Bharat Heavy Electricals Ltd(BHEL) Bharat Earth Movers Ltd(BEML)
NAME OF THE COMPANY :
KERALA ELECTRICAL AND ALLIED ENGINEERING COMPANY LTD.
REGISTERED OFFICE
7 th floor, housing Board office complex, Panampilly Nagar Kochi - 68203 Kerala state, South India.
Year of Establishment
Year of Inception
:
:
1946
1964
Unit under reference
Kundara Unit Kundara Kollam -691501 Kerala.
2.4
KEL, KUNDARA UNIT The Kundara unit of the company was established in the year 1947 in private sector for
the manufacture of low tension switches and was taken over by the Govt. of Kerala in 1964.In the early 70s the unit was diversified into the field of brush less alternators for Railway lighting. As a part of diversification programme, new mechanical equipments and facilities were added to the unit.KEL has setup a modern iron foundry which manufactures spherical granite iron and gray iron castings of various grades at Kundara unit. The Kundara unit of KEL has manufacturing brushless alternators which is acclaimed and accepted by the Railways as the most efficient and reliable one. More than 25000 number of alternators manufactured in KEL are already in operation with the Indian Railway alone.
Vision:
The policy of KEL, Kundara is to achieve customer satisfaction by providing the right product and service at the right time, every time as per the customers requirements. Mission: Ensuring team work at all levels Establishing and maintaining vendor system and rating. Establishing and maintaining a quality system for meeting customer requirements. Continuous improvement through constant up gradation of technology/process and skilled manpower. 2.5 PRODUCT PROFILE: Product Range Inductor type brushless alternator for train and air conditioning 1kw to 40 KW. Inductor type brushless alternator for automobiles and for charging system in diesel engines. Variable sped alternator for windmill application up to 1000 KVA. High frequency alternator for radar installation up to 100 KVA. Ground power units for powering Boeing Aircrafts up to 100 KVA. Ground support aggregate with dual voltage system for starting MIG and fighter aircrafts.
Department Of Mechanical Engineering, SJCET, Palai 9
DC, AC power freq and high freq power pack for missile firing auxiliary power support.
Standard Products
3 KW, 24V Brushless alternator 4.5 KW, 24V Brushless alternator 4.5 KW, 110V Brushless alternator 12 KW, 110V Brushless alternator 18 KW, 110V Brushless alternator 25 KW, 110V Brushless alternator 12 KW Auxiliary alternator 18.5 KW Auxiliary alternator 2KW DG Set 20 KVA Alternator 25 KVA Alternator 5 KVA Alternator 25 KW & 4.5 KW ERRU BLDC Fan A/C 2 Tier (Meter gage) Broad gage Roof mounted AC Coaches DEMU Coaches DEMU Coaches Ground power units Ground power units DG set for Defence DG set for Defence Train lighting Ordinary Coaches Railways Train lighting Ordinary coaches
Technology: Technology for manufacturing 3 and 4.5KW and 18 KW train testing alternators were obtained from EVR France. Thus this unit developed the technology for the rating of alternators and special purpose alternators, but this needs further improvements. Now a days KEL started establishing a full- fledged D&D department with all modern facilities.
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2.6 ORGANIZATIONAL CHART
Chart (1): organizational structure An organizational structure means the framework typically, hierarchical within which an organization arranges its line of authority and allocates rights and duties. A structure depends entirely on the organization's objectives and the strategy chosen to achieve them. In a centralized structure, the decision making power is concentrated in the top layer of the management and tight control is exercised over departments and divisions. In a decentralized structure, the decision making power is distributed and the departments and divisions have varying degrees of autonomy.
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In KEL, Kundara unit there are eight departments like; 1. Planning Department 2. Design and Development Department 3. Marketing Department 4. Materials Department 5. Finance & Accounts Department 6. Production & Maintenance Department 7. Quality Assurance Department 8. Personnel & Administration Department The General Manager is the top most authority of KEL units. Each department in KEL has its own structure. The General Manager is the key player for each departmental operation. Manpower Strength: Top/ Middle management Workers : 30
: 254
There are around 50 temporary members and 75 apprentices in KEL
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CHAPTER-3 DEPARTMENT STUDY

The first real task in designing an organization structure is the identification of activities and grouping them properly. The process of grouping the activities is commonly known as Departmentation. General Manger is the head of the Organization. KEL is mainly divided into 8 departments. Each department is under control of an HOD. Departments are classified as: 3.1. PLANNING DEPARTMENT The objective of the planning department is to co-ordinate the manufacturing operations in line with the marketing plan so as to achieve the production target in time. Policy: To establish and maintain a documented procedure for planning the production, availability of materials and schedule of dispatches for enabling the organization to provide the right product and services at the right time, every time as per customers requirement. Objectives: o To minimize the difference between planned and achieved production. o Monthly plan and monthly production schedule for the next month will be issued on the last working day of every month. Departmental structure:
General Manager Asst Manager
Foreman GR1 Staff
Chart (2): Department structure of Planning Department
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Functions of Planning Department:

Quarterly Planning, Monthly Planning Preparation Of Work Order, Issue of work order to various departments Raising Purchases Requisition Monitoring Of Production Analysis Of Products, if there is shortfall, inform to production, materials and store Maintenance Of Records
FLOWCHART OF PLANNING
Chart (3): Flowchart Planning

3.2 DESIGN AND DEVELOPMENT DEPARTMENT Policy: To establish and maintain a documented procedure for designing the right product in right time, this is achieved through continual improvement through constant technology up gradation and team work at all levels, so that customer satisfaction can be achieved. Objective:
o To design the alternators and its accessories as per design plan on receipt of the
approved drawings within the delivery period with zero design error so that field failure are eliminated. Departmental structure:
General Manager
HOD
Asst. Manager
Staff
Chart (4): Department Structure of D&D Department The D&D department activities are:
Collection of inputs Design calculation Preparation of drawings, preparation of material list, material Issue of drawings, TDS, material list etc Prototype manufacturing, preparation of QAP and validation plan Validation of design, review of validation design, modification, if required Offering of prototype for customer inspection.
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Flowchart of Design & Development
Chart (5): Flowchart D&D 3.3. MARKETING AND AFTER SALES DEPARTMENT The main function of the marketing department in KEL is to establish and maintain a quality system suitable for organizations vision, commitments towards products and services rendered to the customers. Policy: To provide customer satisfaction and confidence to the customers that quality is being maintained and will be continuously sustained in the delivered products by providing the right product at the right time.
Objective: o To meet customer needs both stated and implied in order to maximize the order realization by 10% within one year. o To reduce sundry debtors by maximizing the collection. o Increasing the sales by minimum 10% by supplying the items in time. Departmental structure:
General Manager
Asst. Manager (HOD) Foreman
Staff
Chart (6): Department structure Marketing and after sales Department (a) Marketing Department Functions: Liaison with customer for receipt of tender enquiries. Purchase of tender documents. Evaluation and review both technical and commercial Pricing of the product, Preparation of order, Submission of tender. Tender opening, Negotiation, Follow up of order Receipt of order review and acceptance Order register Amendments from customers Issue of sale order and follow up, Road permits. Arranging of inspection. Preparation of delivery Chelan
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Invoicing Collection of payments. Management information and records keeping.
(b) Marketing strategies followed by KEL: o Strict quality control o Prompt supplier o Trained sales personnel o Credit facility o Reasonable price o Penetrating new markets o Appropriate advertisement (c) List of registers used in Marketing Dept: Tender Register Sales Order Register Payment Register
(d) Market Share Analysis: COMPANY KEL HMTD, CHENNAI STONE INDIA, CALCUTTA PRESS TECH INDIA STEASALITE LTD UNILEC CROMPTON GREAVES LTD, CHENNAI MARKET SHARE 26% 8% 28% 8% 28% 0% 2%
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MARKET SHARE
0% 2%
KEL HMTD, CHENNAI STONE INDIA, CALCUTTA
28%
26%
PRESS TECH INDIA STEASALITE LTD
8% 8% 28% UNILEC CROMPTON GREAVES LTD, CHENNAI
Chart (7): Market share Analysis
Competitors BHEL (formally KEL Kasargod) HMTD Chennai Stone India Ltd Press Tech India IC Electricals Crompton Greaves Ltd, Chennai P D Steels KAPSON UNILEC
3.4. MATERIALS DEPARTMENT Policy: To establish and maintain the process for procurement of right material and time for approved suppliers as per our requirement. Objectives: o Procurement of required quality and the quantity of materials at the best price. o Maintaining continuity of supply to ensure production schedule at the minimum investment. service at right
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o Avoiding of duplication of materials leading to waste of materials and equipments. o Creation of goodwill for the company through dealings with suppliers. o To achieve 100% on time delivery by suppliers o To develop alternative sources to the maximum extent possible Department structure:
GM
Manager HOD
Manager
Asst. Manager
Engineer
Staff
Chart (8): Department structure Materials Department (a) Methods of purchasing: Purchase by requirements Goods are used so infrequently that they are not kept in stock in huge quantity. Such stock is purchased on month to month basis. Contract purchasing The contract for the future delivery that means buying a sufficient supply is even needs over a period of time, this type of supply subject to review and cancellation with an appropriate period of notice.
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(b) Inventory control techniques: EOQ: Economic order quantity used for determining how much quantity should be ordered and how many orders are to be placed in a year. The quantity ordered should be such that the ordering cost and carrying cost are minimum. ABC ANALYSIS: The raw materials are classified into three groups such as A, B, and C, according to their price and amount utilized in the production. The A group materials are maximum cost materials, which are used in least amount. B group are medium cost and medium utilized in amount. The C group materials are minimum cost materials, which are used in maximum amount. Right service Right price Right quantity
Right equality
Right time Ordering system
Right place
(c) Supplier rating process: Supplier rating shall be calculated by giving due weightage for each of the following. 1) Quality rating : 60 points 2) Delivery rating : 15 points 3) Service rating : 20 points 4) Organizational rating : 5 points SR=QR+DR+SR+OR
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1) Quality rating (QR): Quality rating for a consignment/lot is given below. QR= (Q1+ x*Q2/Q)*60 Where Q1=quantity accepted, Q2= quantity accepted with deviation =total quantity supplied, X=demerit fact 2) Delivery rating (DR) DR= (D1/D)*15 Where D1=promised delivery time, D= actual delivery time 3) Service rating (SR) SR=S1+S2+S3+S4 Where S1=cooperation and readiness to help emergencies promptness in reply S2= readiness to replace rejected materials and providing supporting documents S3= cooperation in delivery, developing and implementing measures of improvement, S4= attractive credit statement 4) Organizational Rating (OR): Due weight age shall be given for government organization and other organizations having ISO9000 certification. Maximum 5 points shall be awarded for governmental / ISO certified Organizations.
GENERAL STORES
The general store is under the material management department. The components and raw materials required for production are stored here. Stock for the production for next three months are purchased and stored in advance. The raw materials required for the various departments are issued from here. Department structure of General Store:
GM
AM (QAD) HOD AE STORE
Chart (9): Department structure General store
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3.5. FINANCE & ACCOUNTS DEPARTMENT Finance department headed by finance manager. The main responsibility of finance manager is to take finance decisions, which include investment decision, Financing decisions, dividend decision etc At the end of every year financial manager is responsible for making the financial statements. To maintain all books of account up to date as per the statutory requirements and to maintain working capital, preparation of budget, ensuring discipline in the case of financial resources preparation and analysis the books of account. Department Structure: General Manager
Asst. manager (HOD)
Asst. Accounts Officer 2 :
Jr. Officer Staff Chart (10): Department structure Finance and Accounts Department.
Objectives: o To ensure maximum efficiency of operation and healthy relations with suppliers, workers, financiers etc.
o To maintain all books of accounts up to date as per the statutory requirements. o To manage working capital o Preparation of budget ensuring discipline in case of financial resources. o Preparation and analysis of books of accounts.
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In KEL Financial statements are audited internally and externally. The internal audit is done by corporate office while the external audit is done by government officials. Also includes financial forecasting and planning, acquisition, safe keeping of securities and other valuable documents like insurance policies etc. Source of Fund: Main source of fund are from Government and from banks, Mainly 5 banks that offer funds to KEL. They are: State Bank of India State Bank of Travancore State Cooperative Bank Federal Bank State Bank of Mysore
3.6. PRODUCTION AND MAINTENANCE DEPARTMENT: The main function of the production department is the creation of a product or service required satisfying customer needed wants and desire. Main problem that KEL Kundara faces is that the freight charge of raw materials is high. KEL mainly purchases raw materials from France, Germany and from some other states in India. This will lead to the increase in the cost of production and also there will be an increase in the selling price. Policy: Right product at right time resulting in customer satisfaction through team work. Objective: o Right product: Reducing the Rework/ Rejection/ In-house failures. Reducing rework/ failures by 25% at the following stages: Shaft ground End shield/turned/drilled. High voltage test/Wound frames. Testing of Alternator with Rectifier regulator unit.
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o Right time: Achieving better on-time delivery by interesting the number of satisfied customers by 85% within the next three months and 90% within one year. o Team work: Improving employee involvement and team work through generation of two suggestions per quarter and implementing a minimum of two improvement projects per year. Department Structure:
GM Work Manager
Manager 3
Asst. Manager
Forman
Worker
Chart (11): Department structure Production Department Product Features: The system consists of brushless induction type alternators and a completely static regulator rectifier unit. The alternator is completely devised of any type of moving cost on sliding contacts and this ensure a trouble free operation without periodically any maintenance. The regulator rectifier unit makes use of silicon diodes, transformers and magnetic amplifier. All the components used in the rectifier regulator units are unlike transistors and the thyristors tailor made to the requirements of the hazardous application to which they are put into rolling stock. As such the reliability of the KEL generating system is high.
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Production Process: Planning the daily activities and intimation of material shortage Receipt of material tools/drawings Projecting the requirements of measuring and testing the equipments Production process Review of non-critical items found during process Offering inspection to QAD Finished goods transfer note issuing Return of excess material Monitoring production Break down intimation
Equipments used in Production: Lathes Vertical turret lathes Milling machines Hydraulic press Drilling machine Slotting machine Shapers Bending machine Welding machine
Different Sections of Production Department: o Fabrication shop o Old machine shop o New machine shop
o Winding & assembling section o Foundry Process Flow:
Chart (12): Process flow Alternator Production Process: Production of alternators comprises of two main stages:
Component Manufacturing:
70% of the components used in the alternators are made in the house. These can be classified into the following groups.
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Supplementary activities are as given below.
The main activities of these sections are explained below. Press Shop:
Infrastructure available includes hydraulic pressure mechanical presses, rolling machines, shearing machine and press brake. But many of the presses and shearing machine are old and need progressive replacement. Automatic press protection systems need to be installed to prevent accidents. The workers are all qualified ITI holders in this section. Machine Shop:
The main works that take place in this section are boring, drilling, facing, centering, turning, milling, grinding and balancing. Two machine shops are there, they are Old Machine Shop and New Machine Shop. Central lathes, Capstain lathes, Radial drilling machines, milling machines, grinding machines are being used. The operators are all qualified ITI holders. Fabrication Shop:
The stator frames, the regulator boxes and the terminal boxes are being fabricated here. Welding machines are used in this section. Grinding work is also done here. Painting:
The regulator boxes and the terminal boxes are zinc plated after pre-treatment. The stator and pulleys are painted with enamels after surface treatment. The process is manual and conventional. For better consistency, semi/fully automated painting system could be established.
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Tool Room:
The tool room functions solely on the skill of the die makers. The tools are made using conventional methods of hand-marking and filing. Modernization has been kept abeyance due to scarcity of finance. Making of new tools for replacing worn out ones takes long time due to the conventional techniques of tool making. Accuracy also varies from person to person. Hence modernization of tool room is to be speeded up. Assembly, Testing and Finishing:
The alternator section comprising assembly, testing and finishing is headed by the Asst. Manager. The assembly, testing and finishing section are given below: Assembly:
Assembly mainly involves the following operations, 1. Assembly of rotor and stator 2. Fixing bearing and end shields 3. Fixing alternator pulleys. Assembly operations are carried out manually. Since there is no pneumatic puller, the dismantling operations are not so easy. Testing:
There are 3 test beds. There s provision for mounting the alternators near the drive and subjected to all the routine tests as per the RDSO specifications. Internal inspection is done for all the machines (100%). The RITES and RDSO inspectors conduct type test and their inspection, the inspection affix seal on each tested alternator. The test beds needs modernization. The computer aided testing is to be provided so as the increase the output and consistency. More over automatic error printout from the computer eliminates the manual recording of test data as well. The huge cost cannot be afforded during the present stage of the company. Finishing:
Finishing work on alternators comprises general checking, tightening the T.B screws, cover fixing, sealing and packing in wooden cases. Pneumatic screw drivers are better for consistent tightening of screws.
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Finishing is the last stage in the manufacturing cycle, before physical dispatch to the customer, the worker in this section should have a better orientation towards quality and customer satisfaction. Other important sections of Production Department: Regulator Section: Functions are: AC to DC conversion (Rectification) To Charge Battery.
Foundry Unit:
Foundry or casting is the process of producing metal/alloy components parts of desired shape by pouring the molten metal/alloy into a prepared mould and then allowing the metal/alloy to cool & solidify. The solidified piece of metal/alloy is known as casting. The Foundry unit in KEL was established in the year 1985. Silica sand is brought to KEL from Cherthala for the processing of silica sand is 1500 degree Celsius where Ordinary sand requires only 1000 Degree Celsius to melt. The silica sand is dried and then only will used for processing. Furnace:
The total capacity of the furnace is 31/2 ton. The main advantage is that we can prepare any grade metal. This furnace is worked under induction principle. The voltage required for the furnace is from 350volt to 1500volt. 3.7. QUALITY ASSURANCE DEPARTMENT Department structure:
GM
Manager 2
Staff
Chart (13): Department structure Quality Assurance Department

QAD Functions: Incoming material inspection and analyze each and every inputs received. In process inspection Final inspection Quality System Procedure for Control of Inspection/Measure/ Test Equipment QSP for Calibration of Jigs /Fixtures/ Gauges/ Templates Decide on error declarations period
Quality testing is done at QAD (Quality Assurance Department). Quality testing is done at 3 stages. They are: (a) Incoming Material Inspection: The test conducted in the QAD and they verify every incoming raw material against the relevant ISO specification. When the material fails to the criteria, the whole lot of batch is rejected, however when it require the materials urgently department will reject only the fault item. The activities include: Acknowledgement Receipt of GRN Verify GRN with drawing/P.O Inspection of material and Record Data Indicate status Record non-conformity(QAD) Return GRN to the store
(b) In processing Materials Inspection: In process inspection which is sometimes called stage inspection, aims at detecting Non-conformity at the earlier stage of processing to avoid wasteful effort on output that is going to be rejected. If the Non-conformity is detected at an early stage, it may be possible to rectify the Non-confirming product and make adjustment in the process, thus preventing further production of Non-confirming products. In process Inspection assures the persons responsibility for next stage of manufacturing process that they are receiving correct input materials.
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This test is conducted by the QAD during the production. The production department offers the materials at various hold points for verification. Then QAD checks the products and maintains record of conformity. The activities include: Offering materials from production Indicating inspection and test status Maintain record of non-conformity Analysis of defective materials returned from production.
(c) Final test: A final test for the reliability is carried out by KEL, on all alternators and regulators as per specification given by RITS and Indian standard alternators will perform. Its intended function verified for a specified period under certain experimental conditions. Test status for using suitable identification system identifies the product by making tag, stamping etc. no product shall be dispatched until activities specified in quality plan or documented procedure has been completed. 3.8. PERSONNEL AND ADMINISTRATION DEPARTMENT: The term personnel management has now been modified as Human Resource Management. But in KEL, they still follow the old term Personnel Management. The Personnel Management controls the personals in company. Personnel management function has a great role in productivity and quality. A human performance is the product of his/her ability and motivation, right personnel/HOD policies are important for sustaining ability and motivation in the human element. The technical functions of this department include recruitment, performance, deployment, wage-agreements, discipline, performance appraisal, termination as well as activities. There are 8 unions representing the workmen and the staff. The labor relation climate has long been peaceful and conductive to production. Policy: To achieve competency of our skilled manpower through constant training, education and experience in order to gain product quality.
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Objective: o To educate and train our skilled manpower on a half yearly basis at the rate of 8 hours training per employees to upgrade the skill level and to reduce the rate of absenteeism to 3% from 5% which will be measured on a monthly basis. Department Structure:
General Manager
Manager (HOD) Asst. Personnel officer Staff
Chart (14): Department structure Personnel and Administration Department Duties of Personnel Manager: Manpower planning Recruitment, Selection Placement procedures, Training and Development Performance Appraisal Transfer and Promotion Employees welfare administration, Disciplinary action Wages and Salary administration, Leave administration
(a) Training and Development: Its an effective tool for employees development. Three types of training are mainly adopted in KEL. They are: 1. Induction Training: The fresh employees and the transferred employees from other units must undergo this training. A training schedule is prepared by the department and directs the employees to the various sections or departments for the training.
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2. External Training: This is given to the permanent employees such as engineers, officers and other executives conducted by external agencies or external organization. 3. Internal Training: This type of training is given to technical persons working in various division/sections. Apprentice training also given as a part of internal training. Work rotation is another technique for internal training. Management gives training for a period of one year for the fresh employees. After the successful completion of training he is recruited on probation and after he is appointed in regular service. This training is compulsory for the company. (b) Wages and Salary Administration: Wages: Wages depends on the long term agreements exist for duration of four years. Wages are fixed after bilateral discussion with labor unions and management. These wages are enacted only after the approval from the management. There is no profit sharing, but they get indirect benefits out of realized profits. Salary: Salary = Basic Pay + DA + HRA + Allowance DA is based on the cost of living index at Kollam district. Department of Economics and Statistics fix the index. Government fixes the DA for officers. Allowances include washing allowance, risk allowance, heat treatment allowance and night shift allowance etc. In fact there are 7 unions exist in KEL. But of these 7 unions only 4 unions are affiliated unions. KEL has got 4 affiliated unions: Electrical & Allied workers Union (UTUC) Electrical & Allied Industries employee Union (INTUC) KEL employees organization (STU) KEL employees union (CITU)
34
(c) Time Office Attendance: Bio-metric punching system is being followed for all employees. Attendance bonus is used for motivating employees. The scheme provides with 12 days bonus salary for employees with full attendance. There are 3 shifts with a general shift: General Shift A Shift B Shift C Shift 8 am to 4 pm 4 pm to 12 am 12 am to 8 am 9.30 am to 4.30 pm
Table (1): Shift system in KEL (d) Transfer: At the time of appointment every employee is given a declaration to the management regarding, they are willing to work in all over India wherever the company has units and regional offices. As per the manpower requirements transfer the employees to different units. In the case when employee request for transfer as per his convenience, if the management found the reason is relevant they gives consent. But the employees are posted as the junior most employee of that unit in the same category. (e) Promotion: It is based on the promotion policy agreement. Its strictly based on the seniority service. If there is a vacancy in the higher post, then on the seniority base the promotion to the higher post is done otherwise give the higher grade scale.
35
CHAPTER- 4 PRODUCTION DEPARTMENT - FOUNDRY

As the part of training, the area selected is the Production department (Foundry). Foundry or casting is the process of producing metal/alloy component parts of desired shape by pouring the metal/alloy into a prepared mould and then allowing the metal/alloy to cool & solidify. The solidified piece of metal/alloy is known as casting. The foundry unit in KEL was established in the year 1985, Silica sand is brought to KEL from Cherthala, the processing of silica sand is 1500oC where ordinary sand requires 1000oC. The silica sand is dried and then only will used for processing. There, a Failure Mode and Effects Analysis of the defects occurred in the casting process was carried out. The FMEA analysis performed has helped to improve the quality, reliability of the casting. There is an induction furnace in the foundry. The total capacity of the furnace is 3 ton. The main advantage is that we can prepare any grade metal. This furnace is worked under induction principle. The voltage required for the furnace is from 350 volt to 1500 volt. Department structure:
Chart (15): Department structure Foundry

4.1 TECHNICAL DETAILS: Capacity: 125 mt/month Process: Grey iron, SG iron Nature of mold: Hand, Machine Molding technique: Green sand molding CO2 sand molding Oil sand molding Maximum size of castings: Machine molding: 750mm X 450mm X 400mm Hand molding: 2500mm X 800mm X 800mm Weight range: Machine molding: 2-200kg Hand molding: up to 2000kg Fettling: short blasting, grinding, chipping Heat treatment: Annealing (a) Types of Molding: 1. Green sand molding

Sand contains silica sand 85%, river sand 2-5% saw dust, raw dust about 2-3%, water about 5% and clay 6-0%. Molds and cores are both made of green sand. Molds are not dried, rather poured in green condition. To prevent defect in the casting, control permeability and moisture content. Used for the production of End shield for alternators.
Dry silica sand (free from clay) and sodium silicate liquid binder 3-5%, mulled for about 5-6 min. Moisture content less than 3%. CO2 gas at pressure is 1.5 kg/cm2 is diffused through mixture. Na2SiO3+CO2 Na2CO3+SiO2, The formation of Silica gel hardens the sand. Used for the producing Axle pulleys and Alternator pulleys.
2. Carbon dioxide molding
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3. Oil sand molding In this type, the rejection of materials is low. But the cost is high. We can also obtain a higher quality material.
Chart (16): Process Chart Foundry
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(b) Melting of metal: Induction furnace Clean, energy-efficient and well-controllable melting process. 3 ton capacity Charge : Primary ingot- pig iron Secondary ingot- iron and steel scrap, foundry returns like runners, risers. Pouring temperature is around 1400C. Ladle handlers are used to carry molten metal to the molding box.
(c) Knock out: When casting has solidified, it is removed from the molding box. This operation is called Knock out/Shake out. Here, the Molding box is placed in a vibrating platform and the Molding boxes are shaken to loosen and break up sand portions. Castings and boxes remain in the platform. Sand falls into a hopper beneath the platform. (d) Fettling and finishing: Includes: - Removal of cores - Removal of adhering sand and oxide scale - Removal of gates, risers, runners - Removal of fins, unwanted projection Sand portions sticking inside are removed by poking using a metal rod, sand from surfaces are removed using hand methods and mechanical methods. - Hand methods including wire brush, file etc - Mechanical methods: Shot blasting Removal of gates and risers is by chipping hammers or by flogging. Removal of fins is by chipping, sawing, grinding. Finishing operations include grinding, machining, polishing, welding, painting.
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(e) Testing and inspection: o Testing : - Tensile test - Fracture test - Microscopic examination - Hardness test o Inspection : - Visual inspection - Dimensional inspection (f) Layout of Foundry Department:
Figure (1): Layout of the foundry department 4.2 CASTING DEFECTS: Castings contain certain imperfections which contribute to normal quality variations, called as Defects. It may be the result of a single clearly defined cause or of a combination of factors.
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Defects in casting may be divided into three classes : - noticed on visual examination or measurement. - revealed by machining, sectioning. - discovered by mechanical testing. While working through the production process in KEL foundry the following defects were observed. The defects include Mismatch, Pulls, Blowholes, Coldshuts, Misrun, Excessive penetration, defects due to human errors etc. 1. Mismatch: It produces a casting which does not match the parting line. This is due to wornout, loose, bent molding box clamping pin; faulty registering the top and bottom halves etc. 2. Pulls: they are internal/ external cracks having ragged edges. This is due to faulty design, slow running of metal, high sulphur content, low pouring temperature etc. 3. Blowholes: are smooth, round holes seen inside and outside the casting. Excess moisture in the sand, low permeability, extra rammed sand is responsible for this. 4. Misrun: If molten metal is too cold or casting section is too thin, entire mold cavity is not filled during pouring before the metal starts solidifying and will result in Misrun. Too cold molten metal, metal lacking fluidity etc is responsible for Misrun. 5. Sand Fusion: Sand may fuse and stick to the casting with a resultant rough glossy appearance. Too high molten temperature, lack of refractoriness of sand is responsible for this. 6. Excessive penetration: occurs because of excessive fluidity of molten metal, due to high casting temperature/ high phosphorous content. 7. Defects due to human Errors: the errors may occur during placing the cope and drag arrangement, pouring metal, preparation of mold, sand mixing etc. A failure mode and effect analysis is to be performed, based on the defects found in casting process so as to identify the major defect that cause the casting failure during production and provide some recommended actions. While working through the department, there are evidences that blowholes that are seen inside the castings are the major problems in KEL as it is found only after machining.
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CHAPTER- 5 FAILURE MODE AND EFFECT ANALYSIS (FMEA) OF DEFECTS DURING CASTING PROCESS
5.1 INTRODUCTION TO FMEA A failure modes and effects analysis (FMEA) is a procedure in product development and operations management for analysis of potential failure modes within a system for classification by the severity and likelihood of the failures. A successful FMEA activity helps a team to identify potential failure modes based on past experience with similar products or processes, enabling the team to design those failures out of the system with the minimum of effort and resource expenditure, thereby reducing development time and costs. It is widely used in manufacturing industries in various phases of the product life cycle and is now increasingly finding use in the service industry. Failure modes are any errors or defects in a process, design, or item, especially those that affect the customer, and can be potential or actual. Effects analysis refers to studying the consequences of those failures. In FMEA, failures are prioritized according to how serious their consequences are, how frequently they occur and how easily they can be detected. An FMEA also documents current knowledge and actions about the risks of failures for use in continuous improvement. FMEA is used during the design stage with an aim to avoid future failures (sometimes called DFMEA in that case). Later it is used for process control, before and during ongoing operation of the process. Ideally, FMEA begins during the earliest conceptual stages of design and continues throughout the life of the product or service. The outcome of an FMEA development is actions to prevent or reduce the severity or likelihood of failures, starting with the highest-priority ones. 5.2 STEPS IN FMEA The process for conducting a FMEA is straightforward. It is developed in three main phases, in which appropriate actions need to be defined. But before starting with a FMEA, it is important to complete some pre-work to confirm that robustness and past history are included in the analysis.
42
To start it is necessary to describe the system and its function. A good understanding simplifies further analysis. Before starting the actual FMEA, a worksheet needs to be created, which contains the important information about the system. The steps involved in FMEA include:
Step 1: Severity
Determine all failure modes based on the functional requirements and their effects. A failure mode in one component can lead to a failure mode in another component; therefore each failure mode should be listed in technical terms and for function. Hereafter the ultimate effect of each failure mode needs to be considered. A failure effect is defined as the result of a failure mode on the function of the system as perceived by the user. In this way it is convenient to write these effects down in terms of what the user might see or experience. Examples of failure effects are: degraded performance, noise or even injury to a user. Each effect is given a severity number (S) from 1 (no effect) to 10 (critical/very high). These numbers help an engineer to prioritize the failure modes and their effects. A severity rating of 9 or 10 is generally reserved for those effects which would cause injury to a user or otherwise result in litigation. Step 2: Occurrence In this step it is necessary to look at the cause of a failure mode and how many times it occurs. This can be done by looking at similar products or processes and the failure modes that have been documented for them. A failure cause is looked upon as a design weakness. All the potential causes for a failure mode should be identified and documented. Again this should be in technical terms. A failure mode is given an occurrence ranking (O), again 110. This step is called the detailed development section of the FMEA process. Occurrence is usually rated on a scale from 1 to 10, where 1 is extremely unlikely and 10 is inevitable. Step 3: Detection First, an engineer should look at the current controls of the system, that prevent failure modes from occurring or which detect the failure before it reaches the customer.
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Hereafter one should identify testing, analysis, monitoring and other techniques that can be or have been used on similar systems to detect failures. From these controls an engineer can learn how likely it is for a failure to be identified or detected. Each combination from the previous 2 steps receives a detection number (D). The assigned detection number measures the risk that the failure will escape detection. A high detection number indicates that the chances are high that the failure will escape detection, or in other words, that the chances of detection are low. Detection is usually rated on a scale from 1 to 10, where 1 means the control is absolutely certain to detect the problem and 10 means the control is certain not to detect the problem (or no control exists). Step 4: Risk priority numbers RPN do not play an important part in the choice of an action against failure modes. They are more threshold values in the evaluation of these actions. After ranking the severity, occurrence and detectability, the RPN can be easily calculated by multiplying these three numbers.
RPN = S O D
This has to be done for the entire process and/or design. Once this is done it is easy to determine the areas of greatest concern. The failure modes that have the highest RPN should be given the highest priority for corrective action. This means it is not always the failure modes with the highest severity numbers that should be treated first. Step 5: After these values are allocated, recommended actions with targets are noted. These actions can include specific inspection, testing or quality procedures, redesign, adding more redundancy and limiting environmental stresses or operating range. Step 6: Once the actions have been implemented in the design/process, the new RPN should be checked, to confirm the improvements. These tests are often put in graphs, for easy visualization. Whenever a design or a process changes, an FMEA should be updated.
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5.3 ADVANTAGES Improve the quality, reliability and safety of a product/process Improve company image and competitiveness, Increase user satisfaction. Reduce system development timing and cost, Collect information to reduce future. failures, capture engineering knowledge Reduce the potential for warranty concerns, early identification and elimination of potential failure modes.
Emphasize problem prevention, Minimize late changes and associated cost.

5.4 CAUSE AND EFFECT DIAGRAM The cause and effect diagram of casting failures during the production process is shown below. During production, the main causes of failures are defects. The causes are sand conditions, molding box and pattern, molten metal, human etc. This will result in defects like mismatch, blowholes, human errors, pulls, Misrun etc and there by rejection of parts.
Figure (2): Cause and effect diagram

Scales for Severity, Occurrence, Detection (10 pt scale): (a) Severity Criteria Rejection of entire casting Rejection up to 80% Rejection up to 60% Rejection up to 40% Rejection up to 20% No rejection (b) Occurrence Criteria Inevitable Failure Repeated Failure Occasional Failure Few Failures A few Failures Failure Unlikely Classification Very high High Moderate Low Very low Remote Code 10 8 6 4 2 1 Classification Very high High Moderate Low Very low No effect Code 10 8 6 4 2 1
(c) Detection Criteria Remote chances Very low chance Low chance of detection Moderate chance High chance of detection Very high Classification Remote Very Low Low Moderate High Very high Code 10 8 6 4 2 1
Table (2): Scales for Severity, Occurrence, Detection

5.5 FMEA WORKSHEET (a) Calculation of RPN:

Process Failure mode Potential causes of failure 1.Mismatch Sand casting Casting failure 2. Pulls 3. Blowhole 4. Fusion 5. Misrun 6. Excessive Penetration 7. Human S O D RPN
4 8 10 4 6 4
4 6 8 6 6 6
2 8 10 4 4 4
32 384 800 96 144 96
10
10
800
Table (3): Calculation of RPN (b) Recommended actions: Potential causes of failure
1. Mismatch 2. Pulls
Recommended actions
3. Blowhole
4. Fusion 5. Misrun 6. Excessive Penetration 7. Human
Use of molding box clamping pin properly, Welding of cope and drag is recommended. Sulphur content shall be reduced, Metals to be poured at exact pouring temperatures, Preheating of ladler is permitted, Introducing non destructive testing method such as Ultrasonic inspection for detection of internal cracks. Reduce the moisture content in sand, Reducing the presence of gas producing ingredients in sand, Adequate vent should be provided, Introducing non destructive testing method such as Ultrasonic inspection for detection of internal holes. Metals to be poured at exact pouring temperatures, Preheating of ladler is permitted, Redesign the gating system. Metals to be poured at exact pouring temperatures, Preheating of ladler are permitted, uninterrupted flow of material from ladler to mold. Reducing excess fluidity of material, Reducing phosphorous content. Job oriented training should be given, Allot experienced workers in the shift.
Table (4): Recommended actions
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(c) Calculation of RRPN:

Process Failure mode Potential causes of failure 1.Mismatch Sand casting Casting failure 2. Pulls 3. Blowhole 4. Fusion 5. Misrun 6. Excessive Penetration 7. Human S O D RRPN
4 8 10 4 6 4
2 4 4 2 2 4
2 2 2 4 4 4
16 64 80 32 48 64
10
10
400
Table (5): Calculation of RRPN 5.6 COMPARISON OF RPN AND RRPN
900 800
700
600 500 400 300

200 RPN
RRPN
100 0 1 2 3 4 5 6 7
Chart (17): Comparison of RPN and RRPN It is observed that if the recommended actions are performed, the risk priority number for each failure mode can be considerably reduced. The Revised Risk Priority Number for all failure modes is less than the existing RPN. Therefore the chances of failure in the production process are reduced.
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5.7 SUGGESTIONS By conducting department study:
Layout of the plant to be modified such that material handling can be made easy. Modern material handling systems such as electrically operated cranes etc. should be used. Sophisticated machineries in place of conventional type machineries will increase productivity and delivery of the product in time. The prospective customer of the alternator is mainly Indian Railways. The company should find more customers for their products, so they can reduce their loss. Political interference should be minimized for the proper functioning of the company.
More safety awareness to be inculcated to the employees to reduce accidents.
By conducting FMEA:
There are evidences that blowholes that are seen inside the castings are the major problems in KEL as it is found only after machining. In KEL, they still have only two methods of Inspection; Visual and Dimensional inspection. Both the techniques were not able to identify the problems like blowholes, cracks etc which are seen inside the casting.
Introducing non destructive testing like Krautkramer ultrasonic testing machine-35 can easily detect the sub surface defect and there by increasing the detection rate. For a casting to be machined Rs 600 to be needed. The machine worth 2.1 lakhs and in long run it will at least reduces the machining rate performed on casting.
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CHAPTER- 6 CONCLUSIONS
KEL was established in 1947 in Kerala and is fully owned by state govt. of Kerala. It is an ISO 9001:2008 certified company. It has been the major supplier of Brush less alternators for the Indian Railways. It one of the biggest public sector companies in Kerala. As a part of the training program, the functions and activities of various departments have been studied. The study gave an idea about how every departments of an organization function together as system to achieve the goal of the company. Major asset of the company is the skilled and dedicated employees and managers. It has a very good quality management system. Political interference has to be controlled for efficient functioning of the organization. Sophisticated machineries in place of conventional type machineries will increase productivity and delivery of the products in time. The area selected for detailed study of a department is the Production department (Foundry). A failure mode and effect analysis (FMEA) is performed based on the defects found in casting process, so as to identify the major defect that cause the casting failure during production and some recommended actions were proposed. It was found that the risk priority can be considerably being reduced. It has helped in early identification and elimination of potential failure modes and to reduce the possibility of same kind of failure in future.
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CHAPTER-7 REFERENCES
1. ISO manual of each department of KEL 2. Annual report of KEL 3. Company brochure and Prospectus of KEL WEBSITE 4. www.fmea-fmeca.com 5. www.kelindia.com
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M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

1.5 STATE SCENARIO

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

CHAPTER-2 COMPANY PROFILE

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

NAME OF THE COMPANY :

KERALA ELECTRICAL AND ALLIED ENGINEERING COMPANY LTD.

Unit under reference

Kundara Unit Kundara Kollam -691501 Kerala.

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

2.6 ORGANIZATIONAL CHART

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

There are around 50 temporary members and 75 apprentices in KEL

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

CHAPTER-3 DEPARTMENT STUDY

General Manager Asst Manager

Foreman GR1 Staff

Chart (2): Department structure of Planning Department

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Functions of Planning Department:

Chart (3): Flowchart Planning

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Department Of Mechanical Engineering, SJCET, Palai

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Flowchart of Design & Development

M-Tech in Advanced Manufacturing and Production Management

Industrial Training (MMEMP 301)

Asst. Manager (HOD) Foreman