adhunik metaliks limited project report
TRANSCRIPT
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BBA 3rd year, RIMS
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CONTENTS:
Serial No.
Topic PageNo.
1.
2.
3.
-3.1.
-3.2.
-3.3.
-3.4.
-3.5.-3.6.
-3.7.
-3.8.
-3.9.
4.
-4.1.
-4.2.
5.
-5.1
ACKNO!E"#E$ENT
%NT&O"'CT%ON
A(O'T A")'N%K $ETA!%KS !T".
CAPT%*E POE& P!ANT
COA! AS)E&+
"&% "%*%S%ON
$%N% (!AST ,'&NACE
O+#EN P!ANT&O!!%N# $%!!
S%NTE& P!ANT
STEE! $E!T%N# S)OPS
'A!%T+ CONT&O!
)AT %S TOTA! P&O"'CT%*E $ANA#E$ENT/
8 P%!!A&S O, TP$
%$P!E$ENTAT%ON O, TP$
)+ STEP-4 T&A%N%N# %S P&O*%"E"/
NO. O, PA&T%C%PANTS ,O& STEP-4 T&A%N%N#
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1. ACKNOWLEDGEMENT
I extend my deep gratitude and sincere thanks to our
principal Dr. K. K. Patra, RIMS for giving me anopportunity to carrying my summer proect at !dhunik
Metaliks "imited. It is my privilege to thank our head of
department Dr. S. K. Sarangi. I express my sincere thanks
to my guide Mr. Sandip #hadra, $Sr. %ngineer, !M"& for his
valua'le suggestions and guidance for doing the summer
proect.
I express my sincere gratitude to Mr. Ratan (. Ray$)eneral Manager * +ead, raining and Development& for
providing me this -onderful opportunity to do my
summer proect -ork on this topic.
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2. INTRODUCTION:
First of all, we fulfilled the formalities regarding gate pass and buspass. Then we were told to visit the Training and Development
department, where we were introduced to the company, Adhunik
Metaliks Limited. We were told to go through the lant !tudy "uide book to get a brief
overview of the plant. Then we came to know about different dos and don#ts for our safety
and protection inside the plant premises. Then we received a five$day orientation program schedule.
The orientation program was held so that we can gain knowledge
about the different departments of the plant. When the orientation program got over, we were send to our
respective department under the guidance of well$known person for
our pro%ect. &nder his valuable guidance we collected all re'uired data and
prepared our pro%ect. Then finally, we had submitted the pro%ect two days before the last
day of our training so as to rectify the errors if any.
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3. ABOUT AML:
Adhunik Metaliks Limited was incorporated as Neepaz Metaliks Private
Limited on ()th
*ovember ())+ under the ompanies Act, +-/. The
company subse'uently became a public limited company and received a
fresh certificate of incorporation in the name of *eepa0 Metaliks Limited
with effect from March (, ())1. The name of the company has been
further changed to Adhunik Metaliks Limited with effect from -th August
()).
Adhunik Metaliks Limited (AML), the flagship of the "roup, has emerged
as one of the fastest growing alloy, special and construction steel
manufacturing companies in the country with significant presence in the
mining and power sectors through its subsidiaries. 2t has completed almost
all ma%or capital e3penditure for both backward and forward integration and
emerged as an integrated manufacturer of special steel with downstream
utili0ation of products.
2t has set up an integrated steel plant of ).1 million ton at !undergarh,
4rissa, with state$of$the$art technology. 2t has been allotted a captive iron
ore mine at 5eon%har and captive coal mines at Talcher and Angul in
4rissa. The company has also started operations and dispatches from it
captive iron ore mines. omplete integration of facilities and ownership of captive resources will help the ompany insulate itself from any fluctuation
in prices of raw materials along with maintenance of healthy profitability
even in the worst of times.
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4ver the years, the ompany has shown robust financial growth with
consistent profit making. Within a very short span of time, the products of
the ompany have been recogni0ed by ma%or automobile component
manufacturing and automobile companies. The ompany caters to
diversified sectors including automobiles, telecom, power, railways,
engineering, oil 6 gas and construction.
2ts core business can be classified into three categories7$
•
2ntegrated !teel business through Adhunik Metaliks Limited8AML9• Merchant mining of iron ore and manganese ore through its
subsidiary, 4rissa Manganese 6 Minerals Limited84M6ML9
• ower generation business through its subsidiary, Adhunik ower
and *atural :esources Limited8A*:L9
AML strongly focuses on the reduction of production costs and 0ero waste
management to make it one of the lowest cost producers of 'uality steel.
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A0i $eali !iie0 a 0iere pla or eir peciic or
3.1 Capie Poer Pla ;CPP
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The ?)),))) TA oal Washery has been set up for washing of
:oM coal. The washed coal is being utili0ed in the
hours of working per day and ;+( days of working per annum. The coal
washery capacity is being e3panded by ?)),))) TA to meet the increased
re'uirement of proposed
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well as non$ magnetic char are stored in separate designated bins. From
bins the sponge iron passes through an automatic packing machine. The
bagged
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Modern steel making relies heavily on the use of o3ygen to enrich air
and increase combustion temperatures in blast furnaces and open
hearth furnaces as well as to replace coke with other combustible
materials.
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♦♦♦
3.7 Sier Pla:
The (/?,;)) TA !inter lant has been set up for the production of
sinter to be utili0ed in blast furnace and thereby reducing iron ore
and coke consumption and improve the productivity of the blast
furnace. !inter is a hard, strong and porous mass, produced by the
incipient fusion of iron bearing materials, limestone, dolomite and coke
fines. The heat is generated within the mass itself by burning coke. With
the use of sinter in mini blast furnace, fuel consumption rate can be
significantly brought down and simultaneously improvements in
productivity and hot metal 'uality can be achieved. Apart from the
above advantages, almost all the waste materials, flue dust and
sludge can be utilised in the sintering process. 2t will minimi0e the waste
disposal problem. onsidering the above advantages, one circular sinter plant having an area of ( s'uare meters and productivity of +. ton
per s'uare meters has been set up for the conversion of iron ore
fines into sinter. The sinter plant operates (1 hours per day and
considering working of ;;) days per annum, the installed capacity of the
plant has been estimated at (/?,;)) TA. The ompany@s sinter plant is
designed and supplied by !!2T, Cei%ing.
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3.8 Seel $elig Sop:
The !teel Melting !hop has a capacity of 1),))) TA and is mainly for the
manufacturing of rolled products for automobile and engineering sector.
The Dlectric Arc furnace is an established process for the production of
li'uid steel using +))E solid charge comprising of appropriate proportion of
scrap and
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Pariclar S$S @ % S$S -
%%
*o. of furnace + (
Average batch capacity 8T9 ; ()
Average no. of heats per day of (1 hrs. (/ +)
*o. of working days per annum ;1) ;1)
2nstalled capacity if li'uid metal 8TA9 ;)-,))) +;/,)))
♦♦♦
3.9 ali> Corol:
2ncreased monthly final 'uality clearances by appro3imately ?)E
over that of previous year
2nternal soundness of finished products is substantially improved withincorporation of @on surface retarded cooling facilities in mill bay@. This
was possible due to implementation of Lean Manufacturing !ystems
at all critical areas coupled with the benefit obtained from improved
steel 'uality
Accorded plant approval from renowned automotive companies like
=onda Motors, Cosch 2ndia,
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=onda and Tata Motors, drive shaft for !picer 2ndia and Meritor
Applications, front wheel hub for Ford, etc.
A comprehensive continuous improvement philosophy has been
deployed throughout the organisation to continuously improve the
'uality, service and price for all customers by means of perfection of
process methods to ensure that the re'uirements needs are always
met.
ustomer service representatives have been placed at various
locations to act as the link between the customer and the uality
Assurance department to ensure that customers are satisfied with theproduct or service and so maintain profitable customer relationship.
Cenchmark 'uality standards are set up at steelmaking stage through
DLGA process with special attention paid to use of raw materials of
highest standards. Manufacturing processes are strongly supported
by G< 6AML, DM! in continuous casters.
Adhunik Metaliks has been recently certified for 2!4 +1))+
8Dnvironment9 and 4!=A! +>))+ 8=ealth 6 !afety9, besides having
2!4T! +/-1-, 2C:, :;) 6 (>;+9
certificates.
uality of final delivered products is ensured through a number of
important and relevant tests in line with the customers@ re'uirements.
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4. WHAT IS TPM?
O(ECT%*ES: At the end of the lesson, you will be able to define Total
roductive Maintenance. Bou will also become familiar with the importanceand necessity of Total roductive Maintenance. An organi0ation always works towards increasing production, reducing
losses, and ultimately improving the satisfaction level of the customers. 2n
order to achieve this, the organi0ation needs to focus on the identification
of losses, and gradually reduce or eliminate them. Total roductive
Maintenance 8TM9 is a process of continuous improvement and
innovation which enables the organi0ation to identify and eliminate losses.
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Total roductive Maintenance is a new philosophy of maintenance that isbased on the efficient e'uipment and shop floor management. 2n Totalroductive Maintenance7Total H stands for total effectiveness, total maintenance system and totalparticipation of all employees.roductive H stands for efficient and effective utili0ation of all the resources8man, machine, material, energy etc.9Maintenance H stands for keeping the man$machine$material system inoptimal condition.TM was originally defined by the Iapan 2nstitute of lant Management8I2M9. The definition of TM includes the following five elements7+. Ma3imi0e 4verall D'uipment Dffectiveness 84DD9
(. Dstablish a comprehensive roductive Maintenance 8M9 system for theentire life span of the e'uipment.
;. 2nvolve all departments that plan, use and maintain e'uipment.1. 2nvolve all employees from the top management to front line workers.
. romote roductive Maintenance through motivation management, i. e.,autonomous small group activities.
The origin of TM can be traced back to the early +-)s when reventiveMaintenance was introduced in Iapan. *ippondenso was the first companyto introduce plant wide preventive maintenance in +-/). =owever, with the
introduction of more and more factory automation, maintenance became aproblem as more maintenance personnel were re'uired. Thus, themanagement of *ippondenso, added Autonomous maintenance whereinthe routine maintenance was performed by its
production operators. The maintenance group began identifyingmodification to improve overall e'uipment reliability. The modification were
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made or incorporated in the new e'uipment. This led to correctivemaintenance and maintenance prevention.reventive maintenance along with corrective maintenance andmaintenance prevention gave birth to productive maintenance.The philosophy of TM deals with three main aspects$ improving people,improving e'uipment and improving the company. TM thus emphasi0eseffective and efficient utili0ation of resources.For e3ample, when an operator runs an e'uipment and minor or ma%orproblems crops up in the e'uipment, he calls the maintenance staff torectify the problem. The operator himself is not involved in the maintenanceactivities. Therefore, the culture that e3ists is J2 run it, you fi3 itK.The concept of TM does not support the culture, J2 run it, you fi3 itK. 2t says
that the operators must own the e'uipment they operate and should learn
the skills to become e'uipment competent. 2n this way, the operator will be
able to take care of the machine s they operate and can rectify all the minor
problems in the machines. This is called autonomous maintenance. 2n
order to achieve this, the operators need to be provided with additional
maintenance skills through education and training. This is known as
J2mproving peopleK.
2f operator becomes e'uipment competent, they are better e'uipped to runthe e'uipment. They would know which part of the e'uipment needscleaning, inspection, lubrication and tightening etc. they can then performall these activities themselves, without taking the help of maintenancestaffs. Therefore, they will not allow any deterioration to take place on thee'uipment they own, so that the e'uipment will always be maintained. Thisis known as B%proig eipeD.4nce the knowledge and skills of the operator improve, they can assure
that the e'uipment they own also improves. This in turn, automaticallyimproves the business results, creates a pleasant work environment and
improves the 'uality of the people which eventually goes into Biproig
e copa>D.
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The purpose of TM is to establish a corporate culture that will ma3imi0ethe effectiveness of the production system. That is, to organi0e gega-geFG system. 2t also means to prevent losses, and achievere0cio-o-HeroG targets such as Hero acci0eG, Hero Frea0oG,Hero coer coplaiG, and Hero 0eecG, in the entire productionsystem life cycle. 2t involves all functions of an organi0ation includingproduction, development, sales and management. TM involves everymember of an organi0ation, from the top management to
shop floor employees and strives to achieve 0ero losses through smallgroup activities.
The basic measure associated with TM is Oerall Eipe
Eeciee ;OEE
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4.1 P!LLA"# $% TPM&
$'*T!+#& At the end of this lesson, you will be able to define the eight
pillars of TM.TM is practiced through eight pillars that involves all the functional areasof the department, which work in con%unction with each other to improvecorporate business results and create productive work places.The Dight pillars are focused improvement, autonomous maintenance,planned maintenance, education and training, development management,'uality maintenance, safety, health and environment, TM in office with !being the foundation of TM.2mplementation of ! is a pre$re'uisite for the initiation of TM in a work
place.s is a acronym for five Iapanese words$ eiriI eioI eioI eieIie. 2n an 2ndian environment, these five pillars of ! defined asorigI >eaiHigI eepigI a0ar0iHigI a0 el 0iciplie.5S helps to develop an organi0ed workplace. As a result, initiation of ! inan organi0ation makes TM implementation easier and effective.The first pillar of TM is oce0 iproee. 2t involves TM activities
that pursue effective utili0ation of e'uipment, human resources, material
and energy to achieve optimum production efficiency. 2t is known as
KoFe-KaiHeG. This pillar focuses on significant reduction in varioustypes of losses. These improvement activities are performed by cross$
functional pro%ect teams, consisting of representatives from operation,
maintenance and 'uality planning and design section. The ultimate
ob%ective of this pillar is to achieve c condition of Jero loeG.
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There are certain ma%or losses that are incurred in the production system.
They are7
• . D'uipment failure
• . roduction ad%ustment
• . rocess failure
• . *ormal production loss
• . Abnormal production loss
• . !hutdown
• . uality defect
• . :eprocessing
The thorough elimination losses which obstruct the efficiency of e'uipment
will contribute to the increase in their efficiency. The efficiency of the
e'uipment is best measured in terms of 4DD, which can be calculated on
the basis of availability, performance rate and 'uality rate of the e'uipment.
2n addition to ma%or losses, there are other losses such as human related
losses and material related losses.
=uman related losses occur due to7
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• . roduction stoppage
• . Line organi0ation
• . Measuring and ad%ustment
• . oor management
• . oor operating conditions
Material related losses consists of
• . Bield loss
• . onsumables loss
• . Dnergy loss
Focused improvement aims at eliminating all the losses to raise the
effectiveness of the whole process or plant. The improvement activities can
be efficiently conducted with the help of step by step procedure shown
below
• . !elect improvement topic
• . &nderstand the situation
• . D3pose and eliminate abnormalities
• . Analyse the cause
• . lan improvement• . 2mplement improvement
• . heck results
• . onsolidate gains
Autonomous maintenance, also known as %ishu$ho0en# is one of the
important basic building blocks of the TM programme. This pillar is geared
towards developing operators to be able to take care of routine
maintenance tasks to prevent e'uipment deterioration and bring the
e'uipment to its ideal state and also to establish basic conditions needed tokeep the e'uipment well maintained. For a successful autonomous
maintenance programme, the work has to done thoroughly and
continuously. 4nly then can the maintenance department properly carry out
the speciali0ed maintenance techni'ues that ensure effective maintenance.
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The need of autonomous maintenance can be very well e3plained through
the =einrich#s triangle. Mr. =einrich, a "erman insurance agent, found the
relationship between the smallest invisible problem and a ma%or failure and
establishes the theory of +7(-7;))7;))). The theory e3plains that any
e'uipment or machine has appro3imately ;))) invisible problems which if not identified and restored timely can lead to ;)) minor problems which in
turn will develop (- medium problems and finally will lead a ma%or problem.
Thus to avoid any ma%or problem, all the invisible minor problems should be
identified and necessary countermeasures should be taken for the same. 2f
this theory is followed, then the status of 0ero accident# and 0ero defects#
in the e'uipment can be achieved.
Autonomous maintenance is implemented in seven steps given below7
• . erform initial cleaning
• . Address contamination sources and inaccessible places
• . Dstablish cleaning and checking standards
• . onduct general e'uipment inspection
• . erform general process inspection
• . erform systematic autonomous maintenance
• . ractice self$employment
lanned maintenance should establish and maintain optimal and process
conditions. 2t should be efficient and cost effective. 2n a TM development
program, planned development is a deliberate methodical activity of
building and continuously improving such a maintenance system. lanned
maintenance is also known as keikaku ho0en#. The process of planned
maintenance is to sustain ade'uate e'uipment condition at all times to
have uninterrupted production.
An effective planned maintenance system can be developed by following a
step by step se'uence given below7
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• . Dvaluate the e'uipment and understand its current condition
• . :estore deterioration and correct weaknesses.
• . Cuild an information management system
• . Cuild a periodic maintenance system
• . Cuild a predictive maintenance system• . Dvaluate a planned maintenance system
Dducation and training aims to ma3imi0e the potential of every employee
and create a corporate environment able to respond positively to the
changing business climate, technological advances, e'uipment
sophistication and management innovation. This pillar helps to visuali0e the
specific knowledge, skills and management abilities the employee of the
organi0ation should have and design the training programme in such a way
that the vision is achieved.
The development management pillar of TM deals with the maintenance
prevention activities, undertaken at the design and development stage of
the e'uipment. The purpose of these activities is to minimi0e future
maintenance cost and deterioration losses of new e'uipment. &nder this
pillar, a system is developed in which the e'uipment is easy and safe to
operate and maintain. 2t should not breakdown and produce nonconforming
products.
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!afety, health and environment ensures safety and prevents adverse
environmental impacts through e'uipment reliability, elimination of human
errors and accidents and creating a pollution free work environment. The
main ob%ective of this pillar is the elimination of danger and unsafe
conditions to achieve the target of 0ero accidents#. 2t also aims to build acompanywide management system that supports, promote and directs the
creation of safe, pollution free, hospitable workplace.
The last pillar, TM in office, aims to produce TM in the administrative
and support departments that play an important role in backing up the
production activities. These departments play an important role in
processing information from the functional fields of the production system
and provide necessary advice and support the production activities to
reduce cost and to strengthen the competitive edge. TM activities
supported by administrative departments not only support TM in the
workplace, but also strengthen the function of then departments
themselves by improving their own organi0ation and culture. A TM
program in office aims to create an information factory and applies process
analysis to streamline the information flow.
TM in office is implemented by using three pillars.
+. Cuild a system of administrative autonomous maintenance.
(. 2ncrease the work efficiency through focused improvement.
;. 2mprove administrative capacity through education and training.
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4.2 IMPLEMENTATION OF TPM:
O(ECT%*E: At the end of this lesson, you will be able to list +( steps of
TM implementation.
The TM implementation is a +( step process. These steps can be broadly
categori0ed under preparation, preliminary implementation, implementation
and stabili0ation stage.
Time taken to implement TM in an organi0ation will depend on its si0e,
level of technology, management standards and current level of productive
maintenance. 5eeping these factors in mind, the organi0ation sets targets
to achieve TM.
STEP-1
The top management must make an official announcement of the decision
to implement TM. This can be accomplished through a formal
presentation that introduces the concept, goals, and e3pected benefits of
TM. The management also needs to ensure that the employees are
sufficiently motivated and competent enough to manage their own activities
successfully.
STEP-2
The second step of this stage is to launch an educational campaign
through training programs. The training programs should be designed to
e3plain TM, eliminate resistance to TM and raise morale.
STEP-3
4nce the introductory education of the employees is completed, the
building of TM promotional system can begin. !pecial committees are
formed at every level of the organi0ation to promote TM.
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I2M recommends a network of overlapping small groups organi0ed at
every level. Dach group leader participates as a member in a small group
at the ne3t level. These group leaders serve as a link between levelsfacilitating vertical as well as hori0ontal communication.
STEP-4
The fourth step is to establish basic TM policies and goals by analysing
e3isting conditions and predicting results.
"oals should be 'uantifiable precise, specifying the target, 'uantity and
time frame. 4nce the goals have been set, they must be developed further
in each department and at each level.
STEP-5
The last step of this step is to formulate a master plan for TM
development. The master plan should include a detailed implementation
plan for eight core TM activities which are7
+. Focused improvement
(. Autonomous maintenance
;. lanned maintenance
1. Dducation and training
. . !afety, health and environment
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STEP-6
The TM kick off is the first step of implementation, the beginning of battle
against the ma%or losses. The kick$off should be designed to cultivate anatmosphere that raises morale and inspire dedication.
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!afety is promoted systematically as a part of TM activities. !afety
activities are implemented step by step to assure occupational health and
safety and prevent adverse environmental impacts.
STEP-11
The 'uality and timeliness of the information supplied by the administrative
and support departments has a ma%or impact on production activities.
Therefore office TM is introduced in this step to support TM in the
workplace and strengthen the functions of the various departments.
STEP-12
The final step in TM development program is to perfect TM
implementation and set even higher goals for the future. !imultaneously,
the TM implementation is evaluated for the M ri0e.
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. /+0 S%P12 R!I3I3) IS PR45ID%D6
The work areas are divided into circles as per the capability of the
personnels. The circle is called as I= ircles or Iishu =o0en circles. Two
types of personnels are included in the Iishu =o0en circle$ 4peration,Maintainance 8Dlectrical, Mechanical9
Their :esponsibility is to maintain and restore cleanliness of the area. The
operators should be capable of doing the basic maintenance on the
machine on which they operate. 2f ma%or breakdowns 8more than ;)
minutes9 occur then it is sorted out by the maintenance personnel. 2f any
anomaly occurs and it is handled by the operation personnel, it is tagged as
White Fuguai#. 2f it is restored by maintenance personnel, it is tagged as
:ed Fuguai#.
2n order to do the %obs of the operation in the circle area assigned the
operators should possess basic maintenance skill and the competency
level of the operators needs to be enhanced. !o trainings to the operators
are imparted to bridge the gap between the actual level and the desired
level.
Training sessions are conducted in every circle which comes under the
%urisdiction of the education and training pillar. To make the operatorscompetent so that they can eliminate White Fuguais#, trainings are given to
the operators by trained maintenance personnel. 4nly the circles which are
in !tep$; are given trainings. A summary report on the number of operators
trained is provided department$wise which concludes my pro%ect.