1

CHAPTER-1

1.1 RANE GROUPS

Rane initially found as a distributor of automobile and subsequent parts in the year
1929. The Rane Groups started manufacturing from 1959 with several strategic Technical
Alliances. Rane Groups have access to state-of-the-art technology. In seven years the
company was incorporated as Public Limited Company. In the year 1959, Rane was
diversified in manufacturing and established plant for IC Engine Valves. Within a year Rane
established a facility to make Tie Rod ends and Friction materials, Manual Steering Gears
and Brake linings in the subsequent years. In 1995 Rane Institute for Employee development
was established. In the millennium year of 2000, Total Quality Management was launched
under the guidance of “Union of Japanese Scientist and Engineers” which later went to be the
root cause for several ground breaking achievements.

The production facilities in Mysore caters to the tractor and commercial vehicle
segment; the Pondicherry plant to the passenger car segment; the plant in Chennai caters to
the light commercial vehicle, heavy commercial vehicle and utility vehicle segment; the
Kancheepuram plant to the export market and the manufacturing facility in Pantnagar
(Uttarakahnd) supplies gears exclusively to Tata motors limited. Rane (Madras) limited was
incorporated on the march 31, 2004as a public limited company with the name Rane Holding
Limited.

The name of the company was subsequently changed to Rane (Madras),

Manufacturing ltd. with effect from February 22, 2005. In April 2005, the manufacturing
undertaking of the erstwhile Rane (Madras) limited was de-merged and transferred to the
company with effect from July 1, [Link] terms of the scheme, the de-merged company was
renamed as Rane Holding limited and name of the company was changed from Rane
(Madras) Manufacturing limited with effect from May 19, 2005. During the year 2005-06, the
company increased the production capacity of steering gear products from 590,300nos. to
579,500nos. During the year 2006-07, the company set up a new plant for manufacture of
ball joints in Ambakkam. Varanasi village steering gears exclusively to Tata motors limited.

Rane holding limited made additional investment in the company, and thus the
company became a wholly owned subsidiary of the Rane holding limited, with effect from
March 26, 2007.
 2

1.2 VISSION OF RANE GROUP

To be a socially and environmentally

Responsive organization
Committed to improve quality of life
Within and outside.

1.3 MISSION OF RANE GROUP

 Provide superior products and services to our customers and maintain market
leadership.
 Evolve as an institution that serves the best interests of all stakeholders.
 Pursue excellence through total quality management.
 Ensure the highest standards of ethics and integrity in all our actions
 3

1.4 Rane Companies and Product Range

Engine Valves Manual Steering Gears Friction

Steering Linkages
Valve Guides Hydraulic Products Material
Tappets Suspension Components Products
Rane Engine Rane (Madras) Rane Brake
Valve Limited Limited Lining Limited

Large Engine Valves Hydraulic Power

for Power Generation, Steering Systems
Marine & Special Occupant Safety
Applications Systems
Kar Mobiles Rane TRW Steering
Limited Systems Limited

High Pressure
Steering Columns
Aluminum Die
Electric Steering
Casting Products
Rane NSK Steering Rane Die cast
Systems Limited Limited

Over the years Rane (Madras) Limited has grown to be the largest in the group, both
in terms of size and turnover, with five manufacturing plants in

 Chennai,Tamil Nadu (PLANT-1)

 Kancheepuram, Tamil Nadu, (PLANT-2)
 Thirubuvani, Puducherry (PLANT-3)
 Mysore, Karnataka (PLANT-4)
 Pantnagar, Uttarkhand. (PLANT-5)
 4

CHAPERT-2
RANE (MADRAS) LIMITED
Rane (Madras) Limited (RML), Puducherry is one of the Rane Group of companies;
RML Puducherry was started in 1996 in technical collaboration with M/s TRW, UK. The
factory has a total land area of 73008 Sq. meters and builds up area of 4025 Sq. meters. The
plant started with supply of Manual Rack & Pinion to Maruti Suzuki, small 10% share of
business. Since then it has grown significantly. The plant currently manufactures manual
Rack & Pinion Steering gear, steering suspension and linkage products for passenger car
application.

2.1 OBJECTIVES OF THE COMPANY

 Provide superior products and services to our customers and maintain market
leadership.
 Evolve as an institution that serves the best interests of all stakeholders
 Pursue excellence through Total Quality Management
 Ensure the highest standards of ethics and integrity in all our actions
 5

2.2 VISION
 To be the leader in the domestic Steering business
 To establish global presence.

2.3 MISSION AND VALUE

 Provide superior products and services to our customers and maintain market
leadership
 Evolve as an institution that serves the best interests of all stake holders
 Pursue excellence through total quality management
 Ensure the highest standards of ethics and integrity in all out actions

2.4 MAJOR CUSTOMERS

Major Customers include Maruti Suzuki, Tata Motors, Fiat and Ford, Ashok Leyland;
Eicher, Hero Honda, Renault, Toyota, TVS Motors Company, Mahindra, Yamaha, Swaraj
Mazda, Hyundai, Fiat, and Honda. The major overseas customers are CNH UK, DEUTZ
Germany, Electro motive USA, HATZ Germany, YAMAHA Asia, and TRW Europe &
USA.
 6

2.5 MAJOR SUPPLIERS

Major Suppliers are

 Hi Tech Engineering, Puducherry
 STM Engineering, Puducherry
 LG Forging, Chennai
 Electroplate, Chennai.
The plant also supplies Inner Ball joints and Outer Ball joints for Power Rack&
Pinion application to Rane TRW Steering Systems.

The plant entered into exports in 2003 by supplying steering gears for M/s SAIPA - a
joint venture between Kia Motors, Korea and the Iranian Government. the Exports
Destination are USA, Mexico, Germany, UK, Italy, Bulgaria, Jordon, Kenya, Taiwan, Iran,
Bangladesh, Sri Lanka, Singapore, Indonesia, Australia and Japan. In 2005, the plant started
supplying to M/s John Deere US, for their farm utility vehicle.
The company had been facing space constraints in view of its growing as exports. It
will also expand its product range by including hydrostatic steering gear for farm tractors.
Rack & pinion steering gear for electro power steering. Some more Rane Group Units is
expanding their operation. Rane NSK Steering System limited, which manufactures energy
absorbing steering columns, is setting up a production facility at Uttaranchal. Similarly Rane
Brake Linings Limited and Rane Engine Values Limited are also contemplating building a
new plant in Chennai.
 7

TECHNOLOGY
Rane group brings to its clientele, the best of technology & Expertise through
strategic technical partnership with leaders from around the – State-of-the-art Technology.

 TRW Automotive US LLC, Power steering system, Ball Joint Seat belt system and
engine valves.
 NSK Japan, Energy absorbing steering columns and Manual RCB SG.

2.6 FACILITIES
Rane Group partners with a wide spectrum of Auto majors to provide the concept to
product solution. It is made possible by manufacturing and testing facilities at each group of
companies.

FACILITIES

MODERN MANUFACTURING PRODUCT DEVELOPMENT

FACILITIES FACILITIES

2.6. 1. MODERN MANUFACTURING FACILITIES

Facilities consistently upgraded to meet technological advancements integrated
production lines for all group of companies on par with world standards.

2.6.2. PRODUCT DEVELOPMENT FACILITIES

Significant portion of the group's turnover is invested in Research and Product
Development. Simulation techniques and exhaustive testing mechanisms are implemented
which are regarded as the industry standards.

CHAPTER-3
 8

PRACTICES IN RML
3.1 TOTAL QUALITY MANAGEMENT

 Total Quality Management is a comprehensive and structured approach to

organizational management that seeks to improve the quality if products and services
through ongoing refinements in response to continuous feedback.
 TQM requirements may be defined separately for a particular organization for
standardization’s ISO9-000 series.
 A core definition of Total Quality Management describes a management approach to
long-term success through customer satisfaction. In TQM efforts, all members of an
organization participate in improving processes, products, services nd the culture in
which they work.
 TQM processes are divided into four sequential categories:

1. Plan: In PLANNING PHASE, people define the problem to be addressed, collect

relevant data, and ascertain the problem’s root cause.
2. Do: In DOING PAHSE, people develop and implement a solution, and decided
upon a measurement to gauge its effectiveness.
3. Check: In CHECKING PHASE, people confirm the results through before and
after data comparison.
4. Act: In ACTING PAHSE, people document their results, inform others about
process changes, and make recommendations for the problem to be addressed.

3.2 THE VARIOUS ELEMENTS OF TOTAL QUALITY MANAGEMENT

Total quality management can be summarized as a management system for a

customer-focused organization that involves all employees in continual improvement.
It uses strategy, data, and effective communications to integrate the quality discipline
into the culture and activities of the organization.
 9

 Customer-focused. The customer ultimately determines the level of quality. No

matter what an organization does to foster quality improvement—training
employees, integrating quality into the design process, upgrading computers or
software, or buying new measuring tools—the customer determines whether the
efforts were worthwhile.

 Total employee involvement. All employees participate in working toward

common goals. Total employee commitment can only be obtained after fear has
been driven from the workplace, when empowerment has occurred, and
management has provided the proper environment. High-performance work
systems integrate continuous improvement efforts with normal business
operations. Self-managed work teams are one form of empowerment.

 Process-centered. A fundamental part of TQM is a focus on process thinking. A

process is a series of steps that take inputs from suppliers (internal or external) and
transforms them into outputs that are delivered to customers (again, either internal
or external). The steps required to carry out the process are defined, and
performance measures are continuously monitored in order to detect unexpected
variation.

 Integrated system. Although an organization may consist of many different

functional specialties often organized into vertically structured departments, it is
the horizontal processes interconnecting these functions that are the focus of
TQM.

i. Micro-processes add up to larger processes, and all processes

aggregate into the business processes required for defining and
implementing strategy. Everyone must understand the vision, mission,
and guiding principles as well as the quality policies, objectives, and
critical processes of the organization. Business performance must be
monitored and communicated continuously.

ii. An integrated business system may be modeled after the Baldrige

National Quality Program criteria and/or incorporate the ISO 9000
 10

standards. Every organization has a unique work culture, and it is

virtually impossible to achieve excellence in its products and services
unless a good quality culture has been fostered. Thus, an integrated
system connects business improvement elements in an attempt to
continually improve and exceed the expectations of customers,
employees, and other stakeholders.

 Strategic and systematic approach. A critical part of the management of quality

is the strategic and systematic approach to achieving an organization’s vision,
mission, and goals. This process, called strategic planning or strategic
management, includes the formulation of a strategic plan that integrates quality as
a core component.

 Continual improvement. A major thrust of TQM is continual process

improvement. Continual improvement drives an organization to be both analytical
and creative in finding ways to become more competitive and more effective at
meeting stakeholder expectations.

 Fact-based decision making. In order to know how well an organization is

performing, data on performance measures are necessary. TQM requires that an
organization continually collect and analyze data in order to improve decision
making accuracy, achieve consensus, and allow prediction based on past history.

 Communications. During times of organizational change, as well as part of day-

to-day operation, effective communications plays a large part in maintaining
morale and in motivating employees at all levels. Communications involve
strategies, method, and timeliness.

These elements are considered so essential to TQM that many organizations define
them, in some format, as a set of core values and principles on which the organization
is to operate.
 11

3.3 TOTAL PRODUCTIVE MAINTENANCE

Total Productive Maintenance is a holistic approach to equipment
maintenance that strives to achieve perfect production:
 No breakdowns
 No small Stops or Slow Running
 No defects
In addition it values a safe working environment that ensures that NO
ACCIDENTS take place.

TPM emphasizes proactive and preventive maintenance to maximize the operational

efficiency of equipment. It blurs the distinction between the preventative maintenance by
placing a strong emphasis on empowering operators to help maintain the equipment

The implementation of a TPM program creates a shared responsibility for equipment

that encourages greater involvement by plant floor workers, In the right environment this an
be very effective in improving productivity.

3.4 THE TRADITIONAL TPM MODEL

The traditional approach to TPM consists of 5S as a foundation and eight activities:
 12

CHAPTER-4
ACHIEVEMENTS
4.1 THE DEMING PRIZE

The Deming Prize is one of the highest awards on TQM (Total Quality Management)
in the world. It was established in 1951 in commemoration of the late Dr. William Edwards
Deming who contributed to Japan’s proliferation of statistical quality control ager the World
War II.
The Deming Prize is given for organizations such as companies, institutes, divisions
of organizations, operational business units and headquarters offices whose quality of
products is the pinnacle of their respective cadre.
The first of the RANE group to win this prestigious award was Rane Brake Lining
Limited in the year 2003. The same award was presented to Rane Engine Valve limited and
Rane TRW Steering Systems Limited in the year 2005 for culminating their product quality.
In the year 2007, this distinguished award was bestowed on Rane (Madras) Limited for its
significant development of quality of the products delivered to its customers.
 13

4.2 THE DEMING GRAND PRIZE

The Deming Grand Prize was created to commemorate the first International
Conference on Quality Control (ICQC), held in October 1969 in Tokyo, and to maintain and
upgrade the spirit of the conference long into the future. With the purpose of further
developing the world of quality control, the Deming Grand Prize was established with a fund
from surplus conference revenues.
An organization may apply for the Deming Grand Prize three years or more
(including the award year) after it has received the Deming Prize or the Quality Control
Award for Operations Business Units. When it is recognized that an applicant's
implementation of TQM has improved substantially beyond the level at the time it won the
Deming Prize, the organization is awarded the Deming Grand Prize.
Rane (Madras) Limited was named the winner of this award for its audacious
developments in quality in the year 2012. This signifies that the products produced from
Rane (Madras) Limited are of such quality that the customer takes no pain to verify them for
standards.
 14

CHAPTER-5

5.1 INTRODUCTION TO STEERING GEARS

Steering System: The steering gear mechanism is used for changing the direction of two or
more of the wheel axles with reference to chassis. The condition for correct steering is that all
the four wheels must turn about the same instantaneous centre of rotation. It prevents the
excess wear of tyres.

The steering system works with the suspension system to provide directional control
with a comfortable amount of steering effort. It must do this while allowing for the necessary
movement in the vehicle’s suspension system. Some parts serve both systems. The steering
system consists of a steering gear, steering linkage, a steering column and a steering wheel.
Two types of steering systems are widely used in today’s vehicles: rack-and-pinion steering
and “conventional” steering.

Rack-and-pinion Steering

 Rack-and-pinion steering transmits circular motion from the steering wheel to

a pinion that meshes with teeth on a flat rack.
 The pinion moves the rack in a linear direction, steering the wheels. Rack-
and-pinion steering can be found on cars, mini-vans and small SUVs.
 It is simpler and less expensive to produce than conventional steering
systems.

 15

Conventional Steering

 Conventional steering transmits the circular motion from the steering wheel
through a gear that moves an arm through a back-and-forth arc, acting on a set
of linkages to steer the wheels. It is also referred to as “recirculating ball” or
“worm gear” steering, for the type of gear it uses, or parallelogram, trapezium
or simply linkage steering, for the shape formed by the shape formed by the
linkage set. This type of system can be found on most rear wheel drive cars,
light trucks and full size vans.

REQUIREMENTS OF THE STEERING SYSTEM

For smooth performance of the system, the steering system of any vehicle should
fulfil the following requirements:

1. It should multiply the turning efforts applied on the steering wheel by the
driver.
2. It should be to a certain degree irreversible so that the shocks of the raod
surface encountered by the wheels are not transmitted to the driver’s hands.
3. The mechanism should have self-rightening effect so that when the driver
releases the steering wheel after negotiating the turn, the wheel should try to
achieve straight ahead position.

STEERING SYSTEM FUNCTIONS

The functions of the steering system are as follows:

1. It helps in swinging the wheels to the left or right.

2. It helps in turning the vehicle at the will of the driver.
3. It provides directional stability.
4. It helps in controlling wear and tear of tyres.
5. It helps in achieving the self-rightening effect
6. It converts the rotary movement of the steering wheel into an angular
turn of the front wheel.
7. It multiplies the effort of the driver by leverage in order to make it
fairly easy to turn the wheels.
 16

8. It absorbs a major party of the rod shocks thereby preventing them to

get transmitted to the hands of the driver.

Types of Steering Gear Boxes

The steering gear is a device for converting the rotary motion of the steering wheel
into straight line motion of the linkage with a mechanical advantage.

The steering gears are enclosed in a box, called the steering gear boxes. There are
many different designs of steering gearbox, some of them are as follows:
 Worm and Sector Steering Gear Box
 Worm and Roller Steering Gear Box
 Cam and Double Lever Steering Gear
 Worm and Ball bearing Nut steering Gear
 Cam and Roller Steering Gear
 Cam and Peg Steering Gear
 Recirculating Ball Steering Gear
 Rack and Pinion Steering Gear

In the Rack and Pinion steering gear, a pinion is mounted on the end of the steering
shaft. It engages with a rack which has ball joints at each end to allow for the rise and fall of
the wheels. The rods connect the ball joints to the stub-axles. The rotary movement of the
steering wheel turns the pinion which moves the rack sideways. The movement of the rack is
converted to the wheels.
 17

CHAPTER-6
PLANT-3 (PUDUCHERRY)
The Rane (Madras) Limited consists of two main plants:
1. The Steering Gear Products (SGP) Plant
2. The Steering & Suspension Linkage products (SSLP) Plant.
The Steering and Suspension and linkage products plants produces Inner Ball joints (IBJ),
OBJ (Outer ball joints), housing to hold them together and also perform assembly of the
above mentioned parts.
The SGP plant produces the rack and pinion necessary for the rack and pinion
assembly used in the steering mechanism. The housing to hold them together is also produced
in this plant. The assembly of the all the parts is performed in the assembly section in this
plant.
 18

CHAPTER – 7
7. Rack Cell in Rane Madras Limited
The Steering Gear Products (SGP) plant includes both the pinion cell and
Rack Cell. Four active rack lines perform this job of producing rack of various types based on
the necessity of the customer. The two major types of racks are the male and the female rack.
The racks produced here are MUL, ALTO, YR9, D40, etc.
The processes involved in the production of a rack is listed below:
 19

7.1 Raw Materials

The raw material used is the ferrous material, grade EN8C, which is of higher
standards based on studies from the Iron-Carbon phase diagram. This material is
brought to the desired shape through casting and then the following processes are
performed on the raw material to give the resultant product, the female rack in our
case.

7.2 Parting

 Parting is a shearing operations that performs two cuts simultaneously

in order to separate a piece of metal from the original stock.
 A parting operation produces metal scrap along with the part.
 The cylindrical raw material is thus converted into machine ablework
pieces.
 Parting employs POWER BANSAW machine.
 This equipment is used to cut the ground material to be employed in
the rack process flow in bundles.
 20

7.3. Outer Diameter Grinding OR Centreless Grinding

The outer diameter or the surface of the parted work piece is grinded so as to obtain a
smooth surface and also to have the advantages of easy machinability and safety
during handling.
 21

7.4. Facing and Turning

a) Facing is the process of removing metal from the end of the work piece to
produce a flat surface. Most often, the work piece is cylindrical. When a lathe
cutting tool removes metal it applies considerable tangential force to the work
piece.

b) To safely perform facing operation, the end of the work piece must be
positioned close to the jaws of the chuck. The work piece should not extend
more that 2-3 times its diameter from the chuck jaws unless a steady rest is
used to support the free end.

c) Turning is by far the most commonly used operation in a lathe. In turning, the
work held in the spindle is rotated while the tool is fed past the work piece in a
direction parallel to the axis of rotation. The surface thus generated is a
cylindrical surface.
 22

7.5. Flat Milling

Milling is the machining process of using rotary cutters to remove material

from a work piece advancing in a direction at an angle with the axis of the tool. It
covers a wide variety of different operations and machines, on scales from small
individual parts to large, heavy-duty gang milling operations. It is one of the most
commonly used processes in industry and machine shops for machining parts to
precise sizes and shapes.
Flat Milling is milling the ends of the Rack in order to facilitate easy handling using
the spanners. It is also done to hold the rack in position to in the steering mechanism.
A specially designed machine is used for this process. The process is performed
immediately after the turning and facing operation so as to facilitate or prevent time
lag and ensure that the flow of the work-in-process occurs without any hindrance.
7.6. Broaching
 23

Broaching is a machining process that uses a toothed tool, called a broach, to remove
material. This is the bottleneck operation of this flow process. Broaching operations
are used for processing of various internal and external surfaces. This is also
recommended for processing of round and irregular shaped holes which may have flat
or contoured surfaces. Some of the cavities and holes are directly machined by
broaching operations, the example is spline hole. Sometimes execution of broaching
operation requires more than one pairs. The teeth of a gear or spline may be broached
altogether or one or a few at a time. Normal indexing operation (see milling machine
operation for details) is done for cutting teeth by broaching. After completion of
broaching of one tooth indexing action is performed and another tooth is broached
and this continues till all the teeth are [Link] is widely used for faster
finishing operations in metal working so it is a fit case for mass production. Merits
and demerits of broaching operations are described below.
 24

(a) It gives high rate of production so recommended for mass production.

(b) Production run time in case of broaching is very large as a broach has very
long life. The whole processing load is shared by so many teeth.

(c) Due to faster operation and longer tool life, it is relatively cheaper.

(d) Both rough cutting as well as finished cutting can be completed in a single
pairs of tool.

(e) Little skill or employment of semi-skilled manpower is sufficient to

perform broaching operation.

(f) Broaching provides accurate and excellent quality of surface finish. It is

capable to maintain tolerance of the order of ± 0.007 mm and surface finish
CLA value up to 0.8µ.

(g) It is also capable to process internal and external surface including intricate
shaped cavities.

(h) Broaching makes the effective use of cutting fluids as it facilitates the flow
of cutting fluid into the cuts.
In addition to the above merits the operation of broaching has some demerits, which
are described below:
(a) Broach is a multipoint cutting tool having multi cutting edges. Preparation
of cutting edges is a costly affair. Its initial cost is quite high.

(b) There is a limitation of size of work piece in case of broaching. Very large
sized work pieces cannot be subjected to broaching operation.

(c) Broaching is not possible for the surfaces having obstructions.

(d) Application of broaching is restricted up to finishing and accurate sizing as

it can remove only small stocks of material. Removal of larger stocks is not
possible in broaching operation.
 25

7.7 Degreasing

 In the fabrication of metal components the parts often contain residual

machining lubricants which need to be cleaned before being surface treated or
coated. Consequently, metal component degreasers are widespread
throughout the manufacturing sector. Two common methods of degreasing
which present pollution prevention opportunities are liquid solvent cleaning
(cold cleaning) and vapour degreasing.
 In vapour degreasing which is contained in a specially designed tank is
heated to its boiling point to produce a controlled solvent vapour zone. The
article to be degreased is then mechanically immersed into the vapour zone,
the vapour condensing on the metal surface. The condensed solvent runs off
the metal, washing away the impurities. The metal dries when it reaches the
temperature of the vapour. At this stage the clean article can be slowly
removed from the tank.
 The commonly used solvents are as follows:
i. 1,1,1-trichloroethane – (methyle chloroform, chloroethane)
ii. Trichloroethylene – (1,1,2 – trichloroethene)
iii. Perchloroehtylene (perc)
 26

7.8 Date Marking

 The date marking is an important process as it determines the date, time and
batch the particular job is produced.
 In Rane(madras) Limited a specific date is used to mention the various
information as mentioned below:

Month
Name of the
Company

R 11 K 15 B D
H Batch
Year of Production Code

Date

Shift

 This process is performed in a specially designed machine and the process

performed on two jobs simultaneously.
 27

7.9 Induction Hardening

 This is a surface hardening process which utilises the principle of

electromagnetic induction for the production of heat inside the surface later of
a work-piece.
 In induction hardening the metals are heated to austenite phase
 Then the metal is quenched rapidly to perform the transformation from
austenite to martensite phase.
 This is done because the martensite determines the hardness of a material. It is
the hardest microstructure.
 This operation is performed in an induction hardening machine and has a
certain poka-yoke system to ensure the proper fixation of the job. This is done
to make sure the hardening is performed uniformly.
 28

7.10. Hardness Testing

 Hardness is a measure of how resistant solid matter is to various kinds of permanent

shape change when a force is applied.
 The Rockwell hardness test method consists of indenting the test material with a
diamond cone or hardened steel ball indenter. The indenter is forced into the test
material under a preliminary minor load F0 usually 10 kgf.
 When equilibrium has been reached, an indicating device, which follows the
movements of the indenter and so responds to changes in depth of penetration of the
indenter is set to a datum position. While the preliminary minor load is still applied an
additional major load is applied with resulting increase in penetration.
 When equilibrium has again been reach, the additional major load is removed but the
preliminary minor load is still maintained. Removal of the additional major load
allows a partial recovery, so reducing the depth of penetration.
 The permanent increase in depth of penetration, resulting from the application and
removal of the additional major load is used to calculate the Rockwell hardness
number.
 Hardness HR = E - e
 29

7.11 Tempering

 Tempering is a process of heat treating, which is used to increase the

toughness of iron-based alloys. This is usually performed after hardening, to
reduce some of the excess hardness, and is done by heating the metal to a
much lower temperature than was used for hardening.
 The exact temperature determines the amount of hardness removed, and
depends on both the specific composition of the alloy and on the desired
properties in the finished product.
 Precise control of time and temperature during the tempering process is
critical to achieve the desired balance of physical properties. Low tempering
temperatures may only relieve some of the internal stresses, decreasing
brittleness while maintaining a majority of the hardness. Higher tempering
temperatures tend to produce a greater reduction in the hardness, sacrificing
some yield strength and tensile strength for an increase in elasticity and
plasticity.
 30

7.12 Straightening

 Due to the process of the tempering, there are chances that the job might have
undergone tensile forces and would have curved or lost straightness.
 In order to bring the job back to its original straight stature straightening is
performed.
 The straightness is verified manually using dial gauges and if any deformity is
noticed the job is straightened.
 31

7.13 Crack Detection

 Crack detection is performed for the detection of minute cracks that might
have formed due to tempering and the other tensile operations that have been
performed.
 Here crack detection is performed following non-destructive testing method.
 The most reliable method of non-destructive testing would be by using
radiography. The radiation used in radiography testing is a higher energy
(shorter wavelength) version of the electromagnetic waves that we can see as
visible light. The radiation can come from an X-ray generator or a radio-active
source.
 The part is placed between the radiation source and a piece of film. The part
will stop some of the radiation. Thicker and denser area will stop more of the
radiation. The film darkness will vary with the amount of radiation reaching
the film through the test object.
 32

7.14 Polishing and Buffing

 Polishing a piece of metal removes a moderate amount of metal from the

piece, using coarse to medium abrasives in stages. The piece will have a
"brushed" look and you will not be able to see any reflections in it. Polishing
removes scratches and minor surface imperfections which are too deep for
buffing compounds to remove efficiently. If you run your fingernail over a
scratch and it gets caught, then the piece should be polished before buffing.
 Buffing is a finishing operation similar to polishing, in which abrasive grains
are not glued to the wheel but are contained in a buffing compound that is
pressed into the outside surface of the buffing wheel while it rotates. As in
polishing, the abrasive particles must be periodically replenished.
 Buffing removes very small surface irregularities and makes the surface
almost perfectly smooth by removing a very small amount of metal. Just like
polishing, buffing is done in stages from coarse to fine. Buffing compound
grits are so fine that we might not be able to tell the difference between
compounds by rubbing some between your fingers.
 33

7.15 Final Inspection

 A final inspection is performed on the job that is produced. This is done to

ensure all dimensional and surface accuracies.
 The job is checked for diameter, length, pitch of the thread and all other
primary parameters that determine the zealous quality of the product.
 This also ensures that the product has the required surface finish so that no
hindrance is offered while the operation of the steering mechanism.
 Utmost care is taken so that the quality standards are never compromised and
there is no defect in the component produced.
 34

CHAPTER – 8

PROBLEM IDENTIFICATION

8.1 PARETO ANALYSIS

1. Pareto analysis is a formal technique where many possible courses of action are
competing for attention.
2. It is a creative way of looking at causes of problems because it helps stimulate
thinking and organize thoughts.
3. This technique helps to identify the top portion of causes that need to be addressed to
resolve majority of the problems.
4. Once predominant causes are identified, then tools like the Ishikawa diagram or
Fish-bone analysis can be used to identify the root causes of the problems.
5. It is common to refer Pareto as “80/20” rule, under the assumption that, in all
situations, 20% of cause determine 80% of problems.
6. The application of Pareto analysis in risk management allows management to focus
on those risks that have the most impact on the project.

 By Pareto analysis chart it is found that first 3 defects are contributing for 80%
of total defects.
 Based on this concept we had taken Rack cell rejection for further studying.

8.2 PROBLEM DATA BANK

 35

 Rack cell problem data book is made on the basis of rejection quantity in PPM.
Then ranking is made based on

1. Customer severity
2. Interruption in production
3. Defect detection

 Based on this rank problem are classified as A, B, C type category of which A

type is given high priority.

[Link] PROBLEM REJECTION PPM CUSTOMER SEVERITY RANKING IN INTERRUPTION DEFECT DETECTION TOTAL RANK

1 Rack flat thread rejection 1208 3 3 3 9 A

2 Rack overall length under size 648 3 2 2 7 B
3 C less line mark 531 3 2 2 7 B
4 Thread no go ans 442 3 2 2 7 B
5 Rack overball variation 295 3 1 3 7 B
6 Buffing line mark 236 3 2 1 6 B
7 Groove milling not ok 206 3 2 1 6 B
8 Mid gash not ok - Broaching 118 3 1 1 5 C
9 Flat milling not ok 59 3 1 1 5 C
10 IH case depth not ok 59 3 1 1 5 C

 As per ranking ‘A’ type category as ‘Rack flat thread rejection’ is high priority
problem and also its contributing high rejection as 1208 PPM. So Flat Thread
Rejection is taken as a QC Project.
 36

8.3 PROBLEM DEFINITION

o In threading operation crest formation in ‘Flat shape’ instead of ‘Sharp shape’ is

called as flat thread.

8.4 IMPORTANCE OF THE PROBLEM

If the thread formation is OK on the Rack there will be proper steering control. If flat
thread occurs in rack. Rack and IBJ connecting end breaks which leads the car to travel in
varied path apart from original path ultimately leads to Accident.
 37

8.5 UNDESIRABLE RESULTS

 Improper flat thread result to steering out of control and it may leads to fatal accident
 High rejection – 1208 PPM
 Rework of rack at final assembly is non value added activity.
 Operator fatigue is high
 Low operator morale
 Scraping of bought of parts at the time of rework at assembly leads to increase in cost
of quality

8.6 ACTION PLAN

 38

8.7 UNDERSTANDING THE CURRENT SITUATION

8.8 DATA COLLECTION

DATE SHIFT MACHINE MODEL JOB DIA PRODUCED QTY REJ QTY TYPE OF REJECTION

25.09.14 I YP8 25 273 1

25.09.14 II YR9 23 272 1
26.09.14 I CNC TURNING P501 21 269 2 FLAT THREAD
26.09.14 II m/c YP8 25 272 2
27.09.14 I P501 21 270 1
27.09.14 II YR9 23 279 1
All models occurred the same type of rejection.
 39

8.9 PROBLEM INVESTIGATION

Corrective actions made at Time of Rejection are

• Whenever the job got rejected, we will check the spindle and job run out.

• At the time of rejection we observed job run out.

• So the jaws have been re bored.

 40

8.10 ANALYSIS OF SPECIFICATION

 Since all the three jaws does not meet with the specification they should be rebored.

 There also found that reboring of jaws takes much time.

 Installation of rebored jaws needs more time and skilled labour.

 Separate jaw setting for different diameter requires more space for spare maintenance.

 Quick setting / Adjustment training for operators requires more time for establishing.

 So team will decide to taking job run out issue for further study.
 41

CHAPTER-9
ANALYSIS OF ISSUE

9.1 BRAINSTORMING ANALYSIS

Brainstorming is a group or individual creativity technique by which efforts are

made to find a conclusion for a specific problem by gathering a list of ideas spontaneously
contributed by its member.

It is classified into various techniques namely

 Nominal group technique

 Group passing technique
 Team idea mapping method
 Directed brainstorming
 Guided brainstorming
 Individual brainstorming
 Question brainstorming
 42

Nominal group technique is usually done with the help of facilitator. It involves 5 stages
namely
 Introduction and explanation
 Silent generation of ideas
 Sharing ideas
 Group discussion
 Voting and sharing

9.2 POSSIBLE CAUSES

Based on this analysis method possible causes of the problem Flat Thread Rejection
have been found and these have to be applied in Cause and Effect Diagram.
We have Eliminate some possible causes By Experience/ Gemba.
 43

9.3 CAUSE EFFECT DIAGRAM

It is also known as Ishikawa diagrams. Common uses of these diagrams are

Product design and Quality defect prevention, to identify potential factors causing an overall
effect. Each cause or reason for imperfection is a source of variation. Causes are usually
grouped into major categories to identify the source of variation. The categories typically
include

 Man
 Machine
 Method
 Material

Man - Anyone who involved with the process.

Methods - How the process is performed and the specific requirements for doing it, such as
procedures, rules, regulations and laws.
Machines - Any equipment, computers, tools required to complete the job.
Materials - Raw materials used to produce final products.
 44

Based on these probable causes for the defects identified from Brainstorming Analysis are
classified according to the categories in the diagram and then validate the causes which is
responsible for the defects.

9.4 VALIDATION OF PROBABLE CAUSES

CATEGORY METHOD

Job length projection

 45

Rack overhanging distance checked with various trials and found the same flat thread
rejection. Hence it is Insignificant.

9.5 Jaw teeth location

Visually checked jaw teeth location. Mismatching of jaws will lead to uneven clamping .but
found all 3 jaws located with even distance and jaws properly engaged with spindle teeth.
Hence it is Insignificant.
 46

9.6 Job run out at parting

Checked incoming material run out and found 0.03 mm against the spec of 0.05 mm (Pre
straightening operation done at parting cell) . Hence it is Insignificant.
9.7 Job contact area with jaw
 47

During setting changes jaw adjustment and re boring is compulsory activity. We

checked all 3 diameter (21ф, 23ф and 25ф) during various setting changes and found
properly contact the jaws with jobs. Hence it is Insignificant.

9.8 CATEGORY MATERIAL

EN8C Bar material checked and found 54 HRA against the spec. of 50 to 54 HRA .Also
chemical parameters has ensured against of spec and found no difference. Hence it is
Insignificant.

9.81 Job material specification

9.82 Job ovality

 48

We checked across diameter on the job and found ± 5 micron against the spec of
tolerance ± 10 micron . Hence it is Insignificant.
9.9 CATEGORY MACHINE

9.91 Chuck condition

Checked chuck lubrication points and jaw play and found no abnormalities-
Every 6 month chuck PM activity done by tool room. Ensured PM records for last 6 months
and found ok .Hence it is Insignificant.

9.92 Thread tool holder and insert

 49

Thread tool holder spec M14 X 1.5 pitch, thread depth 16 mm checked and found ok. Tool
life monitoring system checked and found ok. The tool tightening and edges found no
abnormalities. Hence it is Insignificant.

9.93 Spindle RPM

Spec of spindle speed is 1800 – 2000 rpm. Ensured with digital tachometer reading is
2000 rpm against of spec. Hence it is Insignificant.

9.94 Clamping Pressure

 50

During validation we found no variation of clamping pressure observed 20 kg/cm2

against the spec of 18 to 22 kg/cm2 . Hence it is Insignificant.
9.95 Tool offset

Checked and found program standardization done for all models. After standardization we
are using only 8 offset for all customers. Hence it is Insignificant.

9.96 Thread bore concentricity

 51

We checked concentricity of between the inner bore dia and outer dia. Spec is - 0.02 mm
and found 0.01 mm against of spec . Hence it is Insignificant.

9.97 Turret position repeatability

 52

Back lash variation checked and found 0 micron against component tolerance of ± 20
micron and machine tolerance 8 micron. Checked backlash program with 10 trials and found
no variation. Hence it is Insignificant.

9.98 Spindle run out

Checked spindle run out by dial gauge. spec is – 0.02 mm and found 0.01 mm against of
the spec . Hence it is Insignificant.
9.99 Turret indexing position
 53

Checked turret X axis and Y axis position. Found 0.02 mm against the spec of 0.03 mm.
Hence it is Insignificant.

Thread operation program

Program defined as 10 passes for M14 X 1.5 pitch threading operation. We checked
and found the same. Hence it is Insignificant.
Boring insert program
 54

Boring holder Insert and clamping screw combination tool set up verified and found ok.
Hence it is Insignificant.

Jaw edge condition

Jaws damages will lead to uneven clamping and job run out. So flat thread occurred
because of job run out. Hence it is Significant.
Problem identified but root cause of the problem still not identified. So team has
decided to further study in this issue.
CHAPTER-10
 55

INDENTIFICATION OF ROOT CAUSE

10.1 JAW DAMAGE ANALYSIS

How jaws getting damages over the period of time?

We conduct a trial with various operators for loading and unloading. During loading, the
job hitting on the jaws edges. So this is major root cause for jaws damage.

RESULT

During loading the job hitting of jaws repeatedly .So jaws got damaged, so while
running jobs getting run out, so flat thread rejection occurred. Hence it is
Significant.

10.2 JAW DAMAGE DURING LOADING

 56

 Jaw re boring frequency maintained by tool room But jaw bulge is our monitoring
point.
 We didn’t have preventive maintenance for jaw edge damages.
 During loading the job hitting of jaws repeatedly .So jaws got damaged.
 So while running jobs getting run out, so flat thread rejection occurred. Hence it is
Significant.
 So we have identify the root causes of rack flat thread rejection by validation through
data.

10.3 COUNTER MEASURES

WHY WHY ANALYSIS

It is an iterative method of question-asking technique used to explore cause and effect

relationship underlying a particular problem. The primary goal of the technique is to
determine the root cause of the defect or problem by repeating the question “Why”.
Each question form the basis of the next question.
Not all problems have single root cause. If one to wishes to uncover multiple root
causes, the method must be repeated asking a different sequence of question.

PROBLEM: Rack flat thread.

 57

PROBABLE CAUSE: Jaws edge condition.

ROOT CAUSE: Job run out due to Jaws edge damage while loading the job.

1. WHY: Jobs continually hitting the jaws during loading.

2. WHY: Jaws clearance gap is 3 mm only. More possibility of jaws edge

damages during job loading.

3. WHY: Soft jaws not withstand the job loading force given by operator.

4. WHY: Inadequate design.

COUNTER MEASURE: Job clamping method must be modified.

MACHINE SCOPE:

 Separate jaw set up for each diameter (21ф, 23ф, 25ф).

 Quick setting/adjustment training for operators.
 Collect type chuck.
 58

10.4 FUNDAMENTAL STUDY

10.5 SEPARATE JAW SETUP FOR EACH DIAMETER

 It requires high setting time.

 Skill dependent work.
 Job rejection during setting change
 More expenses.
 Increased operator fatigue.
 More space required for spare maintenance.

QUICK SETTING/ADJUSTMENT TRAINING FOR OPERATORS

 Less time only reduced. Major time reduction is not possible.

 Required more time for establishing.

COLLET TYPE CHUCK

Based on the study collet type chuck idea is considered for further analysis.

PROBLEM IN DIRECT IMPLEMENTATION OF COLLET TYPE CHUCK

 In machine part, six M12 holes provided for chuck mounting.

 In chuck having six M12 holes provision for mounting.
 But standard collet mounting holes are different.
 M10 holes only provided in standard collet available in market.
 Three holes provision in collet but six holes available in machine part.
 So directly collet cannot mounting in the machine part.

10.6 EXISTING 3-JAW CHUCK

 59

10.7 DESIGN OF INTERMEDIATE FLANGE

 60

Team has decided that one intermediate flange to provide between machine part and
collet. The intermediate flange have designed for connecting of machine part with collet. As
per design the team have made the flange by internal sources.

INCREASE IN LENGTH OF DRAW BAR

Additionally we have added one intermediate flange for collet mounting. So draw bar
length also increased for intermediate flange width. Draw bar length increased from 500 mm
to 550 mm Due to intermediate flange extension. Successfully we implemented the collet
type clamping method instead of chuck type clamping method.
 61

IMPROVEMENTS OF COLLET TYPE CLAMPING IN CNC MACHINE

 62

CHECKING RESULT

CONFIRMATORY TRIALS

After implementation of collet type clamping instead of chuck type clamping trials are
made for flat thread rejection. We found no rack flat thread rejection. Rack flat thread
rejection eliminated from 1208 PPM to 0.
 63

VERIFICATION OF CORRECTIVE ACTION SIDE EFFECTS

After side effects verification found rack flat thread rejection eliminated. But rack overall
length rejection obtained frequently.

PROJECT REVISIT

Why length under size rejection came after collet type clamping modification?
Trial taken for length under size frequent rejection.
 64

LENGTH UNDER SIZE REJECTION

10.8 FINDINGS

Draw bar pull the jaws during clamping so job cannot comes out while clamping.
Draw bar push the collet during clamping – So job slightly comes out while clamping,
so that job u/s rejection comes.
Trial contacted with various operator and various models. In that trial, Length u/s
rejection not occurred at particular operators to ran the machine.
Job slightly comes out during collet type clamping. Some operators always given
external support manually at the time of clamping.
If to give external support properly during clamping the rejection will be eliminated.
 65

COUNTER MEASURE THROUGH WHY WHY ANALYSIS

NATURE OF ISSUE: Rack length undersize.

ROOT CAUSE: Job comes out while clamping.

1. WHY: While clamping collet push the job outside.

2. WHY: Draw bar push the collet during clamping.
3. WHY: By design.

COUNTER MEASURE: To ensure job not move along with draw bar while clamping.

IDEAS GENERATION: Auto support butting stopper to be provided for rack clamping.

MACHINE SCOPE:
 We having 8 station in turret.
 4 station only using for current operation.
 We can utilize the turret station for auto butting stopper

SELECTION OF BUTTING STOPPER:

1. NYLON PUSH WITH RUBBER STEM

2. PLUNGER TYPE BUTTING STOPPER

DRAWBACKS IN NYLON PUSH STOPPER

 Frequently butting stopper damaged.

 Poor life of nylon push
 High replacement time.
 66

VERIFICATION OF IDEA

PQCDSM

P – production
Q – quality
C – cost
D – delivery
S – safety
M – morale
 67

CONCLUSION

Plunger type butting stopper have selected.

CHARACTERISTICS REQUIRED FOR BUTTING STOPPER

 Quick movement
 To Easley setting to machine
 Low cost
 Long life
 Simple design
Based on these characteristics simple design is made.

CONFIRMATORY TRIALS

SIDE EFFECTS

 Cycle time increased from 63 sec to 69 sec (6 sec for auto front butting).
 Setting adjustment time reduced from 31 min to 14 min.
 Productivity increased from 276 no’s to 282 no’s.
 68

FLAT THREAD AND LENGTH U/S RESULT CHECKING GRAPH

• Flat thread rejection completely eliminated.

• Length under size rejection due to collet clamping modification were eliminated.

SET UP TIME REDUCTION RESULT

For each shift setup has been changed 2 times. So the implementation of butting
stopper have reduced the setup time from 31 min to 14 min which will increases the output
per shift.
 69

TURNING CYCLE TIME RESULT

BEFORE THE IMPLEMENTATION OF BUTT STOPPER

AFTER THE IMPLEMENTATION OF BUTT STOPPER

Before
Total Available time = 7.33 * 3600 * 0.8 = 21110.4 secs = 351.84 mins
Where 0.8 is 80 % based on OEE since no one can work 100%.
Total cycle time in secs = 63.
Available time – setting time = 21110.4 – 3720 = 17390.4 secs.
Output per shift = 276 No’s.

After
Total Available time = 7.33 * 3600 * 0.8 = 21110.4 secs. = 351.84 mins.
Total cycle time in secs = 69.
Available time – setting time = 21110.4 – 1680 = 19430.4 secs.
Output per shift = 282 No’s.
 70

STANDARDIZATION

Standardization is the process of developing and implementing technical standards.

Standardization can help to maximize compatibility, interoperability, safety, repeatability or
quality. It can also facilitate commoditization of formerly custom processes.

5W – 1H CHART

Standardization is performed by the 5W – 1H technique. This stands for What, Why,

When, Who, Where and How method of establishing the standard.
It is summarized in the tabular column below:

BOOK OF LEARNING

The book of learning is a reference tool that has stored data from the inception of the
industry to the latest possible update in the process flow of various products produced
in the industry.
It is very important tool in the process of learning as it can be used for reference
purpose in case any new idea has been conceived.
It contain information about the previously achieved projects and improvements
which could act a perennial source of innovations and ideas.
For future reference, the data obtained from the various studies and observations have
been updated in the book of learning.
 71

CONCLUSION

SUMMARY OF THE PROJECT

So we have eliminated rack flat rejection from 1208 PPM to 0 PPM and rack length under
size rejection from 648 PPM to 0 PPM.

TOOLS AND TECHNIQUES USED

 PARETO ANALYSIS
 CAUSE AND EFFECT DIAGRAM
 BRAINSTORMING ANALYSIS
 WHY WHY ANALYSIS
 HISTOGRAM
 BAR CHART
 PIE CHART
 STRATIFICATION
 72

TANGIBLE AND INTANGIBLE BENEFITS

Tangible Benefits are

 Production improved from 276 to 282 No’s per shift which will be 18 No’s increase
per day.
 Flat thread rejection reduced from 1208 PPM to 0 PPM.
 Rack length undersize rejection reduced from 648 PPM to 0 PPM.
 Work satisfaction increased and operator morale reduced.

Intangible Benefits are

 The indirect benefits that have been achieved include the surge in confidence level for
further problem solving in similar situations.
 The morale of the operators have shot up that very little accidents have took place and
good companionship is observed.

HORIZONTAL DEPLOYMENT

WHAT – Collet type clamping method, Auto front support butt stopper.
WHERE – All 6 Jobber Machines.
WHEN – March’15.
WHO – Project Team & QCC Team.
HOW – By Designing as per dimensions.