report ptl

STUDY OF ENGINE ASSEMBLY & CNC MACHINE

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PREFACE

Punjab, the bread basket of India, the land of 50376 sq.km is situated in Northern part of India. It is

agriculturally India’s most advanced and most prosperous state. Till late 60`s agriculture was

done with old crude methods. To industrialize the agricultural sector, Punjab Tractors Limited was

promoted by PSIDC as one of its projects in 1970 for manufacturing of agricultural tractors with

indigenous knows how. Since, this gave independence to country from import of tractors, so the

brand name SWARAJ, total independence was given.

Swaraj tractors conceived in 1965 by a team of dedicated engineers and scientists working at Central

Mechanical Research Institute, Durgapur with a firm belief that Indian Technology could be brought

at par with the best in the world. The first model developed was Swaraj-724 developed over a period

of 5 years. Independent commercial production started in the year 1974 and after this company grew

by leaps and bounds.

Today it is one of the leading tractor manufacturing companies.

In the month of July, 2003 the 23% stake held by the PSIDC has been disinvested to

COMMONWEALTH DEVELOPMENT CORPORATION, a UK based firm.


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ORIGIN OF THE WORD “SWARAJ”

In Hindi, the word “SWARAJ” means “Freedom from Bondage”. Since P.T.L. was the only first

largest tractor project in India, moreover fully based upon Indian technology. So “SWARAJ”

was appropriately chosen as its brand name. SWARAJ GROUP sells its product under this brand

name.

POSITION OF SWARAJ PRODUCTS IN MARKET

With more than 2 lacs of tractors & harvester combines operating in Indian farms, SWARAJ are

now a well-established brand name in country. SWARAJ is now an internationally recognized

name in the developing world. The products of SWARAJ are not only restricted to Indian market

but they had entered in international market. SWARAJ tractors find an important place in

developing countries like Ghana, Tanzania, Zambia, Kenya, Sudan, Uganda, Indonesia &

Malaysia, etc. they are also sending their combines to South Korea having first A.C. cabin combine

in India. Long way back, they had also transported the machined rims to Japan, a project

millions of dollars


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SWARAJ HISTORY

The Indian Tractor Industries, as it is now, is a major segment of its engineering industry. However

till 1974, Indian firms assembling semi knocked down (SKD) kits in collaboration with

foreign manufactures met the tractor requirements of the country largely through imports &

partly. Though the first Tractor Company was set up in India in 1960, but the growth in real

terms started from 1974, when the government banned the import of tractors. Today India is the

largest tractor producing and consuming country. In an effort to reduce imports & develop

indigenous technology, the government, permitted setting up of the major manufacturing

companies.

1. Eicher Good Earth 1960

2. TAFE 1964

3. International Tractors 1965

4. Escorts Tractors 1966

5. Ford Tractors 1971

6. HMT 1973

7. Punjab Tractors 1974

8. Kirloskar 1974

9. Harsha 1975

10. Auto Tractors 1981

11. Universal Tractor 1982


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PTL CAME INTO BEING

Keeping in mind Punjab agrarian economy it was decided by Punjab Government to encourage

the growth of industries with complements Punjab’s agriculture growth. The task was entrusted

to P.S.I.D.C. and with dual objective of industrial and agriculture growth; PTL was established

on 27th JUNE 1974.

INTRODUCTION TO SWARAJ GROUP

Swaraj group came into existence with the establishment of Punjab Tractors Limited on 27th June

1974. The company was India’s first large scale based on totally indigenous design &

technology, was promoted by Punjab State Industrial Development Corporation (PSIDC) with

the help of Govt. of India & Public financial Institutions.

MAJOR COLLABORATIONS OF SWARAJ GROUPS

Swaraj group has entered into technical and financial collaborations with various national and

international companies. The maximum shareholder of Swaraj is now Mahindra and Mahindra.

Swaraj Mazda Limited was set with technical and financial collaborations with Mazda Motors

Corporation of Japan. Technical collaboration was entered into Komatsu Forklift Company of

Japan for manufacturing fork lifters at Swaraj combine Division. Swaraj Engines Limited was set

up in technical and financial collaboration with kirloskar Oil Engines Limited, pune for

manufacturing diesel engines.


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GEOGRAPHICALLY

TERRITORY

%age of Domestic Sales

North (Punjab, Haryana & Uttar Pradesh) 32%

Central (Madhya Pradesh & Rajasthan)

36%

East (Bihar, West Bengal, Orissa & Assam)

10%

West (Gujarat & Maharashtra) 12% South (Andhra Pradesh, Tamil Nadu, Karnataka & Kerala)

20%


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PUNJAB TRACTORS LIMITED

The factory is located at S.A.S. Nagar, the important industrial town of Punjab, 5kms. From

Chandigarh. This factory was among the first to be set up in this industrial town. The company

is managed by board of Directors, while the day to day operations are managed by Vice

Chairman & M.D. of the company.

GROWTH OF PTL

PUNJAB TRACTOR LIMITED started with an annual capacity of five thousand

tractors & with a capital of Rs. 3.7 crores. It went into commercial production in the year

1974; its first production was 26.6 BHP tractors given the name SWARAJ-720. Ever

since then P.T.L. has not looked back. In the first twenty years of existence its capacity

has been increased to 24,000 per annum, which is a considerable achievement by any

standards. Besides tractors, it has added a host of other products to its range, which

includes:

• Harvesting Combine.

• Fork Lifters.

• Agriculture implements.

• Automotive casting


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Punjab Tractors Ltd (PTL) is one of the leading manufacturers of tractors in India. PTL has been

known as the industry out performer since inception. Even when the industry grew at a CAGR of

6.1% during 1991-2000, PTL grew at the CAGR of 11.9%. In terms of market share, PTL is the

second largest player after M & M in FY2001 with a market share of 18.1%. PTL tractors are sold

under the ‘Swaraj’ brand name. PTL has strong market share of around 20% in the northern region

with the highest share in Punjab and Haryana and 16% in the western regions and southern regions

of India. In the east the company accounts for 11% market share. The tractor sales accounted for

83.3% of PTL's turnover in FY2001 whereas the harvester-combines, forklifts and spare parts

accounted for the balance. Industry basics The Indian tractor market is dominated by low price,

rugged, versatile and low to medium powered tractors; the main reason being the inability of

farmers to invest in farm mechanization. Tractors are categorized on the basis of horse power (HP) of

the engine. In India, the popular range of tractors is 20-40 HP compared to 60 HP in Europe and 90

HP in the USA. Though large tractors were economically unviable in India, there has been an

increasing demand for high-powered tractors due to soil conditions, particularly in states of MP,

Gujarat and Maharashtra. But more recently, higher-powered tractors are also being sold in states

like Punjab where it is considered as a status symbol. Tractors available in India are 1/4th of the

prices of similar powered tractors internationally or in developed countries. Availability of credit is

the most crucial factor impacting tractor demand, as in India 90% of the tractors are financed by

bank credit at concessional rates. Increased use of irrigation facilities, shift towards multi-cropping,

consolidation of lands holdings, promotion of co-operatives and higher investment in agriculture

also contributes to higher tractor demand. The tractor segment comprises players like Eicher,

Escorts, HMT, Punjab Tractors, M&M, TAFE, Sonalika, which control about 98% market share.

India is the world’s largest market in tractors since 1996. A few international players like Case New

Holland, John Deere and Steyr have also set up facilities in India. But these players have entered

the higher-powered category and, thus, pose little threat to the existing players who enjoy

advantages of established distribution/service network and strong brand equity.


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Punjab Tractors is promoted mainly by Punjab State Industrial Development Corporation Limited

and has acquired the second highest market share in the tractor segment from 9.1% in 1975. In

1970, PTL had major competition from other companies like Eicher, Tractors and Farm Equipment

(TAFE), Mahindra & Mahindra (M&M), Escorts and HMT. PTL is one of the leaders in its

business and has put up a heady performance in contrast to other private sector players. As against

other players, which report a ROCE of 15% on an average, PTL has consistently remained at about

50% in the last few years though the industry is capital-intensive. Punjab Tractor is the only major

tractor company, which entered this business without any foreign collaboration. The company has

beefed up its R&D capabilities in the last two to three years. PTL’s Swaraj-735 is in a class of its

own and has been benchmarked by its competitors to which 16 new features have been added. PTL

has single - mindedly focused on increasing its market share in tractors.

Current Scenario During the first half of 2001-02 PTL increased its market share from 18.5% to

21.4%. With the total industry volumes plummeting by 16.6% the sales of PTL fell only a trifle

3.1%. Under these circumstances, though the revenue has fallen by a 0.38% the operating

profitability has risen by 1.03%. PTL garnered the operating margins of 19.4% in the first half of

FY2001-02, while the lead players like M&M Escorts and Eicher have reported operating margins

of 4.4%, 0.7% and 2.9% respectively. The Net Profit has increased by 1.4% to Rs.564 million and

the contribution of 40-50HP tractors has increased by 30%, which indicates higher margins from

bigger tractors due to a strong foothold in Punjab and Haryana markets.


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SWARAJ’S YEARLY PROGRESS

1965: Govt. of India's research institute (CMERI) at Durgapur initiates design and

development of SWARAJ tractor based on indigenous know-how.

1970: Punjab Govt. through PSIDC acquires SWARAJ tractor's design from CMERI and

establishes Punjab Tractors Ltd. (PTL) for its commercialization.

1971-73: PTL sets up SWARAJ Project for 5,000 tractors per annum at a capital outlay of Rs.

37.0 million with an equity base of Rs 11.0 million.

1974: Swaraj 724 (26.5 HP) tractor commercially introduced.

1975: 2nd tractor model SWARAJ 735(39 HP) developed by own R&D, commercially

introduced.

1978:3rd Tractor model SWARAJ720 (19.5 HP) developed by own R&D, commercially

introduced. Maiden equity divided declared.

1980: Guided by social concerns and responsibility, PTL takes over PSIDC's sick scooters

unit - Punjab Scooters Ltd. (subsequently renamed as SWARAJ Automotive Ltd.) India's first

Self-propelled Harvester Combine - SWARAJ8100 developed by own R&D, commercially

introduced. SWARAJ Foundry Division set up in backward area.

1983:4th Tractor Model - SWARAJ 855 (55 HP) developed by own R&D,

commercially introduced. Expansion of annual capacity to 12,000 tractors per annum at Plant 1.

1984: SWARAJ MAZDA Ltd. promoted in technical and financial collaboration with Mazda


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Motor Corps. & Sumitomo Corpn. Japan for manufacture of Light Commercial Vehicles. PTL's

equity participation is Rs. 30.4 million (29%) and that of Mazda and Sumitomo's Rs. 27.0 million

(26%).

1985: SWARAJ Industrial Forklift Trucks developed by own R&D, commercially introduced.

1986: SWARAJ ENGINES Ltd. promoted in technical and financial collaboration with

Kirloskar Oil Engines Ltd.(KOEL) for manufacture of diesel engines. PTL's equity participation is

Rs. 6.9 million (33%) and that of KOEL's Rs 3.6 million (17%).

1995: Setup of tractor Plant II at Village Chappercheri with annual capacity of

12,000 per annum.

1998: Commencement of expansion to 60,000 tractors (30,000 at each plant) Capital outlay of Rs

1000 million Funded mainly through internal accruals

1999: 5th and 6th tractor models - SWARAJ 733 (34 HP) & SWARAJ 744 (48 HP) developed by

own R&D, commercially introduced.

2000: Expansion of annual tractor capacity to 60,000 completed.

2001: PTL won National Championship trophy in competition organized by All India

Management Association (AIMA) for young managers. Economic times and Boston Consulting

Group selects PTL as one of the India's finest 10 companies out of Economic times top 500

Companies.

2002: Cumulative tractor sales crosses 5, 00,000.

2003: PSIDC's disinvestment of its entire Equity holding (23.49%) in PTL in favor of CDC

Financial Services (Mauritius) Ltd. With this, total holding of CDC & its associates in PTL stands

at 28.48%.

2004: 7th & 8th tractor models - Swaraj 939 (41 HP) & Swaraj 834 (34 HP) developed by own


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R&D, commercially introduced.

2005: PTL disinvested 15,73,000 equity shares of Rs. 10/- each of Swaraj Mazda Ltd.

(constituting approx. 15% of SML's paid up capital) in favor of Sumitomo Corporation, Japan, a

joint venture partner in Swaraj Mazda Ltd. at a total consideration of Rs. 629.2 million

2007: CDC/Acts Group and Burman Family's disinvestment of their Equity holding in PTL

(43.3%) in favor of Mahindra Group (M&M).

M&M made open offer to shareholders for 20% equity of the Company.

Mahindra Group's equity holding in the Company stands at 64.6%

Cumulative Tractor Sales cross 600,000. Swaraj Track Type Combine designed and developed by

in-house R&D, commercially launched.

2008: Swaraj 3 Tone Battery forklift, designed and developed by in-house R&D,

commercially launched

Punjab Tractors Ltd. (PTL) has commercially launched another model - Swaraj939 FE at a

function in Indore.101 units of this new generation tractor were delivered to farmers from all

over Madhya Pradesh and Chhattisgarh, by Mr. R.Gopalan, Managing Director, State Bank of

Indore in the presence of PTL's Mr. Yash Mahajan (VC & MD) and Mr. A.M. Sawhney (SVP-

Mktg). Powered by a future ready, fuel - efficient 41 HP SAE, three-cylinder water-cooled diesel

engine, Swaraj 939 FE has a constant mesh gear box, diaphragm clutch and neutral safety switch.

Upgraded variants of this model can also be supplied as per customer

needs/requirements.


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INTERNATIONAL AND NATIONAL COLLABORATION OF

SWARAJ GROUP

� Swaraj group has entered into technical and financial collaborations with

various national and international companies.

� Swaraj Mazda Limited was set with technical and financial collaborations

with Mazda Motors Corporation of Japan.

� Swaraj Combine Division was entered into with Komatsu Forklift

Company of Japan for manufacturing fork lifters.

� Swaraj Engines Limited was set up in technical and financial collaboration

with Kirloskar Oil Engines Limited, Pune for manufacturing diesel engines.

EXPORT PERFORMANCE OF SWARAJ GROUP

Having established Swaraj in the national market, the group made a determined start in the 1980’s

it to get a foothold in the international market. Over the years a large number of Swaraj Tractors

and other implements have been exported to many African countries such as Zambia, Kenya,

Tanzania and Nigeria and also in the Middle East and south East Asia. Recently it has exported

same engines to U.S.A.


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RESEARCH AND DEVELOPMENT IN SWARAJ GROUP

Research and development is an integral and sustaining department of any organization, which

want to sustain its place in the ever-developing industrial environment. The emphasis on research

and development in the Swaraj Group is proved by a long list of new products that have been

introduced and established in the years ever since the establishment of Swaraj Group. There is a

separate research and development unit of the group located at phase 7 of S.A.S. Nagar

(MOHALI). Research work is carried out in this unit and design work is accomplished presently,

the research and development is going on with various new products.

VARIOUS DIVISIONS OF SWARAJ GROUP:-

Swaraj consists of SIX divisions:

1. Swaraj Tractors Division.

2. Swaraj combines Ltd.

3. Swaraj automotive Ltd.

4. Swaraj foundry division

5. Swaraj Engines Ltd.


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SWARAJ ENGINES LIMITED

Swaraj engines limited are a part of Swaraj enterprise. Swaraj Engines Ltd., situated at phase 9,

Industrial Area, Mohali. This plant was established in technical and financial collaboration with

Kirloskar oil engines Ltd. For manufacturing diesel engines for Swaraj Tractor Division. The

Governor of Punjab S.S. Ray paid the foundation stone of the factory on 29th Dec. 1987. It started

production from 28th Dec. 1988.

This plant produces engines in the range of 20hp to 50hp. This plant had produced 18000

engines in the first year of his production. But now it is producing 50 engines averagely

every day. There are 300,000 tractors working successfully in the fields which are having

engines of Swaraj engines limited This plant is a boon for agricultural automotive industry.

The various engine models being produced at SEL are:-

1. RV2 ----------- two cylinders ; 24 B.H.P. 2. RV3 ----------- three cylinders ; 39.5 B.H.P.

3. S15 ----------- Single cylinder ; 25 B.H.P.

4. RB33 ----------- three cylinders ; 55 B.H.P.

5. RB30 ----------- three cylinders ; 44 B.H.P.

These engines are sent to the Swaraj tractor division these engines are sent to

the Swaraj tractor division where these are fitted on various model tractors.

The S-15 engines are manufactured in the Swaraj combine division and are

fitted on Swaraj 722 model tractors.


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SWARAJ TRACTORS DIVISIONS

It is located in phase IV, SAS Nagar. It started with an annual capacity of 5000 tractors with

capital of Rs. 37 million. In 1974 it went into commercial production with Swaraj 724 a 26.5

BHP tractor as its first model. During its 22 years of production it has not only expanded its

manufacturing capacity to more than 24000 tractors per annum but also added more products

into its manufacturing range. Its product range includes the following:

MODEL

POWER

YEAR OF

INTRODUCTION

SWARAJ 724

26.5 BHP

1974

SWARAJ 720

19.5 BHP

1978

SWARAJ 855

55.0 BHP

1983

SWARAJ 922

22.0 BHP

1995

SWARAJ 744

44.0 BHP

1999


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SWARAJ MAZDA LIMITED

P.T.L entered into technical and financial collaboration with Mazda Motors Corporation, Japan

in 1984 to set up another company by name Swaraj Mazda Limited (SML) for manufacturing

LCV’s with capital outlay of Rs. 30 Cores. It is situated near Ropar town in the state of Punjab.

S.M.L. went into commercial production in the year in the state of Punjab S.M.L. went into

commercial production in the year 1986, at present it is manufacturing T-3500 buses of 3.5

tonnes payload capacity.

SWARAJ AUTOMOTIVE LIMITED

Swaraj Automotive Limited situated at nabha, district Patiala of Punjab state. It was a sick unit

before the Swaraj group over took it, and with constant of the new management is again on the

path to success. It supplies tractor seat, mudguards, bonnets etc. to the tractor division and seat to

Maruti Ltd.

SWARAJ COMBINES LIMITED

PTL setup the Swaraj combine division (SCD) near chapper cheri village located in Tehsil

Kharar, district Ropar of Punjab state. It was set up with capital outlay of Rs. 2.6 crores to

manufacture self-propelled harvesters or combines. In 1985 it also brought out diesel fork lifters

of 2 tonnes and 2.5 tonnes lifting capacity. Later on the company entered into technical

collaboration with Komatsu fork Lift Company of Japan for manufacturing both the diesel and

electronic fork lifters of capacity up to 10 tonnes. In April 1995, it has also started production of

Swaraj 922 tractors.


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MODEL

S-724 FE

S-733FE

S-735FE

S-744FE

S-855

H.P (SAE)

26.5

34

39

48

55

Max PTO

HP ( Ps )

22.4

28.6

34.4

41.4

44.9

Max Torque

(Kgm)

9.5

12.2

14.2

14.7

18.5

No. of

cylinder

2

2

3

3

3

Type

4 stroke

DI

4 stroke

DI

4 stroke

DI

4 stroke

DI

4 stroke

DI

Bore X

stroke (mm)

100X110

110X116

100X110

110X110

110X116

Displacement

( cc )

1728

2204

2592

3136

3308


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TRANSMISSION

Clutch

type/size

(mm)

SC/254

SC/280

SC/280

SC/305

DC/280

SC/305

DC/280

Fwd Speed

Range

2.3-28.3

2.1-24.9

2.3-24.9

3.1-29.2

3.4-31.6

PTO rpm At

Rated Engine

Speed

976

976

976

976 976

MODEL

S-724 FE

S-733FE

S-735FE

S-744FE

S-855

Rated Engine

Speed (rpm)

2000

2000

2000

2000

2000

Cooling

system

Water cooled

Water cooled

with oil

cooler

Water cooled

Water cooled

with oil

cooler

Water cooled

with oil

cooler


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Type Of

Controls

ADDC-

Live

ADDC-

Live

ADDC-

Live

ADDC-

Live

ADDC-

Live

Steering

Mechanical

Mechanical

Mechanical

Mechanical

Mechanical

Brakes

Mechanical

Mechanical

Mechanical

Mechanical

Mechanical

DIMENSIONS

Tractor

Weight

(kgms)

1715

1750

1785

1930

1915

Wheel Base

(mm)

1815

1810

1955

1955

1950


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TYPES OF ENGINES MANUFACTURED IN SEL

The Plant Manufactures five types of engines, which engines are sent to the swaraj tractor division, S.A.S. NAGAR. One of these is a single cylinder engine exclusively designed R&D plant of Swaraj. Out of rest one is two cylinder and others three cylinder engines. All the engines are Euro-3 and SEL is planning for modifications to be introduced, so that its engines may be Euro-4 compatible. The specifications of these engines are:

S-15, Single Cylinder:

Engine Specifications:

Model : S-15 ; Swaraj

HP : 24.5 S.A.E.

Tractor : SWARAJ 722

Type : 4 - Stroke, Direct Injection, Diesel Engine

Bore and Stroke : 120 X 126 mm

Displacement : 1425 cc

Rated Engine Speed : 1900 rev/min

Cooling System : Water Cooled


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RV-2, Two Cylinders:


Model : RV-2 TR KIRLOSKAR

HP : 26.5 S.A.E.

Tractor : SWARAJ 724 FE

Type : 4 - Stroke, Direct Injection, Diesel

Engine




Cooling System : Water Cooled

RV-3, Three Cylinder:


Model : RV-3 TR KIRLOSKAR

HP : 39 S.A.E.



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Type : 4 - Stroke, Direct Injection, Diesel

Engine




Cooling System : Water Cooled.

RB-30, Three Cylinder:


Model : RB-30 TR KIRLOSKAR

HP : 48 S.A.E.






Cooling System : Water Cooled with Oil Cooler for engine oil.


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RB-33, Three Cylinder:


Model : RB-33 TR KIRLOSKAR

HP : 55 S.A.E.






Cooling System : Water Cooled with Oil Cooler for engine oil.


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TRACTOR APPLICATIONS:

In INDIA tractors are not only used for agriculture, Tractors are mainly used for the following

major applications:

• Farming

• Material handling and

• Transportation.

A tractor is a critical tool in farm mechanization. A 20HP tractor can replace about 200

labourers. The vehicle is also used for material handling in large factories and a tractor- trailer

combination is also used as a passenger/ commercial vehicle in rural and semi-urban areas.

Studies done in Punjab shows that an average farmer runs his tractor for about 397 hours in a

year. Out of this, 278 hours is spent on farming while the remaining time is divided between

marketing of produce and purchase of inputs (61 hours), custom hiring (32 hours) and other

‘social engagements’ (26 hours).

TRACTOR DESIGN:

A tractor is an automotive vehicle, driven by an internal combustion diesel engine. The power

generated by the diesel engine is transmitted to the drive wheels through a gearbox. The gearbox

typically has 4-8 gear ratios. The tractor design is different from other commercial vehicles as it

has a differential, i.e. a gear assembly on the drive axle, which allows two wheels to rotate at

different speeds without skidding. A tractor is normally equipped with power takeoff shafts,

which drive auxiliary equipment such as pumps and compressors. Tractors are normally

equipped with high power air cleaners, which ensure smooth operations even in the dusty

conditions


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PRODUCT RANGE:

Tractors are normally distinguished on the basis of power of the engine measured in horsepower

(HP) as follows

* Less than 20HP (small size)

* 20-40HP (medium size)

* 30-60HP (large)

* Above 60HP (very large).

In India, the popular range of tractors is 20-40HP compared to 60HP in Europe and 90HP in the

USA. In India, most of the farms are small and fragmented. Tractors available in developed

countries have advanced features and accessories.

MANUFACTURING PROCESS & ECONOMICS:

Tractor manufacturing involves an assembly of about 700 major components. Most tractors

plants have facilities for engine manufacturing, light machining, heat treatment, manufacturing

facilities for gears, heavy machine shops for castings (chassis alone has 700kg of castings),

assembly and paint shop, tool rooms for jigs and fixtures and facilities for inspection and testing.

About 60-70% of parts are sourced from outside. Material cost (heavy sheet metals, castings,

forgings and components sourced from outside) account for about 75% of the total cost. Due to

heavy materials involved, material handling is a crucial aspect of the plant layout. In India, all

the manufacturers have indigenised fully. Globally, there is little R&D effort, as the tractor is a

small part of the automobile industry, with little growth prospects.


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DEPARTMENTS OF S.E.L.

• MACHINE SHOP

• ASSEMBLY AND TESTING SHOP

• QUALITY SHOP

• MAINTENANCE SHOP

• TOOL ROOM

• STANDARD ROOM AND TOOL CRIB

• STORES

• INDUSTRIAL ENGINEERING


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ASSEMBLY AND TESTING SHOP

Most of the products are formed from a large number of single parts produced at different times

and by various production processes. All these may not be made at a single place but procured

from different sources. The objective of assembly is to combine individual components into a

useful product of higher value.

The assembly shop at SEL assembles the engines of various models. Assembly is done manually

in which workers perform various assembly operations by using dexterity, sense organs and

intelligence using various tools and fixtures. Different components are brought from the stores

and the machine shop and engines are assembled from these components. The functions of the

assembly shop at SEL are as follow:

The machined crank case is brought from crank case section line to assembly shop. To the cap which is on the gear end side is connected the oil pump. To the oil pump is connected the gear (after heat treatment i.e. in induction heating equipment). In crank case the galleries (cross galleries) are closed at mouth with balls and cylindrical pieces while one gallery (2nd from FWE) is kept for fitting of oil pressure gauge. It is to be noted that gear is heat –treated for 50 sec at 1388˚C.

• Balls &cylindrical pieces fitting in mouth of cross galleries and bolt fitting in one gallery (2nd

FWE) for setting oil pressure gauge.

• Gear end side cap is removed and attached to it is an oil pump. To oil pump is attached gear

(which has been heat treated for 50 sec at 1388 deg C) also bush is fitted in cap

• Crank shaft is inserted and covered with caps

• Cam shaft (with gear), crank shaft gear, idle support for idle gear, tappet or guide fitting, stud

fitting.

Crank shaft has two gears

(1) Inner

(2) Outer


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Inner gear is used for driving idle gear while outer gear is used for driving oil pump gear.

• Gear casing fitting and lub. oil filter fitting

• Pulley and cylinder block assembly fitting

• Piston and connecting rod fitting

• Check for bumping clearance (0.95 to 1.05)

• Water inlet manifold fitting

• Suction pipe and delivery body fitting

• Oil sump fitting

• Cylinder head fitting and R.S. pipe fitting

• Rocker arm fitting

• Hydraulic pump fitting (for lift)

• Push rod fitting.

• Exhaust pipe fitting

• Fuel filter and water separator assembly.

• Water pump fitting

• Suction pipe fitting

• F.I.P.(Fuel Injection Pump) fitting

• Injectors pipe fitting

• Rocker cover fitting

• Housing and flywheel

• Filling of lubricating oil

After this assembly of engine is completed and engine send to testing shop for testing.


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ENGINE TESTING

A completely assembled engine is brought from ASSEMBLY SHOP for testing in the

ENGINE TESTING Lab’s . The engine here is tested, inspected at various rpm’s and loads.

Engine is checked at full load , no load , over load . Engine is inspected for any kind of

unusual noise. The engine is inspected here and finally marked OK or NOT OK .

PROCEDURE:

Engine brought from the Assembly Shop is first of all placed over the ENGINE

TESTING BED and mounting is done . This includes placing the engine over the bed then

clamping. Hydraulic clamping is present here for quick, firm and power clamping. After

clamping has been done, then various inlet and outlet connections are joined. Various

connections which are joined are:

1. Inlet air supply.

2. Exhaust for smoke and various dust particles.

3. Inlet of cold air.

4. Outlet for hot water.

5. Fuel oil supply.

6. Pressure checking gauge connection, of lubricating oil.

7. Lubricating oil supply.

8. Fuel oil overflow pipe.

A butterfly valve is provided at the air inlet supply, which regulates the air supply. Eddy

Current Dynamometer is provided to provide torque .On engine there is a thermostat

provided for water exhaust . Water is re- circulated and when it becomes hot , it

automatically exits due to thermostat present. Breather pipe is also one of the exhausts for

other gases which are produced in the engine.


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After connecting various connections engine is started. The engine testing cycle for RV2 ,

RV3 , RB 30 , RB 33 is of 35 minutes . For S15 engine testing cycle is of 90 minutes.Basic

measurements undertaken to evaluate the performance of the engine are:

1. BHP ( Brake Horse Power )

2. SFC (Specific Fuel Consumption )

3. Lubricating oil consumption.

4. Smoke density.

5. Air consumption.

THE ENGINE IS FIRST OF ALL RUN AT:

S.NO. RPM LOAD TIME (in mintues)

1 600 + 50 Idle (NLNT ) No load no throttle

2

2 2150 + 40 NLFT No load full throttle

1

3 1500 40 % LOAD 5

4 1700 60 % LOAD 5

5 2000 FULL LOAD 15

6 1200 OVER LOAD 7

TOTAL: 35


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Lubricating oil pressure at idle load / No load is 2.8 - 3.5.

Lubricating oil pressure at 2000 rpm, Full load is 4 - 4.5.

Lubricating oil temperature ─ 80 - 100˚.

Fuel oil temperature ─ 38 - 42˚C.

Water temperature ─ 70 - 85˚C.

BREAK HORSE POWER (B.H.P.):

It is the power available at the crank shaft .

BHP = I.H.P. – FRICTION

(Where I.H.P. is Indicated Horse Power i.e. power actually produced in the cylinder)

BHP = LOAD × RPM

BHP can also be defined as the power obtained at the engine flywheel and measured

with the help of dynamometers . The dynamometer gives actually the engine torque , from

which BHP in KW can be can calculated .

BED CONSTANT:

It is the constant calculated & recommended by the manufacturers of the bed . Each bed

has its own different bed constant. Basically it is the loses which are due to the bed , in the

performance of the engine . The bed constant when divided by load & rpm gives horse

power (correct ) .

(BED CONSTANT value is basically 1000 or 15000.)


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SPECIFIC FUEL CONSUMPTION(S.F.C.):

The fuel consumption in a given interval of time may be measured either in terms of

volume or in terms of weight . In the former , a vessel of suitable capacity is connected

to the main – fuel tank and the engine is supplied with the fuel from the vessel during

testing . The vessel is filled to its capacity and then disconnected from the fuel tank by

means of valve. The time req. in emptying out the vessel is then noted with a stop watch

. The volume of the vessel divided by the time then gives the fuel consumption of the

engine .

In testing shop following formula is used to calculate SFC:

= 375750 .

Fuel time for 125cc ×B.H.P

FUEL TIME:

It is the time taken by engine to consume 125 cc of fuel . It is expressed in seconds .

FUEL DELIVERY:

It means how much fuel is delivered per stroke at 40˚C at specific load . It is expressed

in mm cube / stroke / element.

For 2 CYLINDERS : FUEL DELIVERY = 2500 fuel time

For 3 CYLINDERS : FUEL DELIVERY = 4500 fuel time

IDLE PRESSURE :

It is the pressure at idle condition. Here idle condition is 600 – 700 rpm.


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BACK –UP – TORQUE (BUT);

It is the maximum torque which the engine can tolerate or withstand .

BUT = O/L

= F/L

O/L = Load at 1200 rpm .

F/L = Load at 2000 rpm .

As load is increased, rpm gets decreased. BUT is generally between 110 to 112 % if it is

out of this range , the engine is considered NOT OK .

FUEL TIMING:

Fuel Timing is very important. This is set differently for different engines. Here it is set at 12

½°. During this degree the fuel will come and combustion of fuel will take place and piston is

moved. That is during this period whole process is done.

Effect if it increased:

If fuel timing is go on increasing then more mono oxides will be produced i.e. the exhaust

will consists more carbon monoxide which is very harmful product.

Earlier fuel timing was set at 45° or 22° here but due to this reason it was cut down to 12 ½°

so that less harmful gases are produced and environment is less polluted.


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CONSISTENCY OF PERFORMANCE:

Consistency of performance. This means to check the performance of an engine. After every

1000 engine one engine is tested fully for 8 to 10 hours. It is checked that it is according to the

standards.

Standards followed now a day in Swaraj Engine Limited is of Bharat–III norms.


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REASONS FOR REJECTION OF ENGINES: 1. LESS B.H.P

2. MORE S.F.C.

THE MAIN REASONS FOR LESS B.H.P ARE FOLLOWS:

• Crankshaft rotation is not free.

• Fuel timing is not o.k.

• Injector is not working properly

• F.I.P. is not giving proper delivery.

• Piston is wrongly fitted.

The reasons for more S.F.C. are as follows:

• F.I.P. is not working properly.

• Injector is not working properly.

• Leakage in the fuel system.

It is related to various other departments are:

1. Industrial Engineering: Through time study analysis & tool planning as also some

specific tools like pneumatic fasteners, torque wrenches etc.

2. Maintenance: Through preventive & breakdown maintenance

3. Stores: Through tools, outsourced components such as F.I.P. etc.

4. Machine Shop: As a supplier of components & for reworking of rejected

components.

5. Quality Engineering: Through various quality control & inspection techniques such

as engine testing etc.


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MAINTENANCE

In the modern industry, equipment and machinery are very important part of the total productive

effort. Lot of capital is invested in plant equipment and machinery. These are deteriorated by

their exposure to environmental and working conditions. If these damages are not checked at

proper time, these may make the equipment non-usable. Thus it is very important to maintain,

repair and recondition these to increase their life and make them available for maximum number

of operating hours. The various objective of the maintenance department are:

• To achieve minimum breakdown.

• To keep the plant in good working condition at the lowest possible cost.

• To prevent loss in production time.

• To maintain the various plant services.

• To provide plant protection including fire protection.

• To establish and maintain a suitable store of maintenance materials.

• Insurance administration.

• Generation and distribution of power and other facilities.

• Overhauling of plant equipment and machinery.

• To carry out corrective repairs to alleviate unsatisfactory conditions found during preventive

maintenance inspection.


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VARIOUS TYPES OF MAINTENANCE:

1.BREAK DOWN MAINTENANCE :

This maintenance is to deal with the problems in which the machine may be running but the

final product which we are supposed to get is not available .Means the output is not of desired

accuracy e.g. dimensions of the product are not up to the mark or shape may be distorted .

2.PREVENTIVE MAINTENANCE :

In this the prevention of the machine is considered , time to time checking of the machine is done

so that they work properly & production is good .on Sundays machines are checked , oil filters ,

electric wires, cables are checked .

3.INSTALLATION & COMISSIONING :

It Includes installation of machine, including loading & unloading of the machine to its proper

place. Inspection is done by some specialized engineers.

4.SERVICES:

It includes various things which maintenance department has to look after, for the proper running

of the industry. Without this many problems may occur. Service block consist of:

• Generator (2 in no)

• Compressor (3 in no)

• Compressed air drier

• Cooling tower

• Softening plant ETP( Effluent treatment plant)

• Air receiver


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TOOL ROOM Tool room is an essential part of any industry. Tool room takes care of jigs and fixture make

new ones, re sharp tools, etc. The tool room at SEL, like any other tool room, performs the

following functions:

1. Making of new jigs and fixtures

2. Development work

3. Resharpening of tools

4. Maintenance work

1. Making of new jigs and fixture:

If any new jig and fixture is required tool room makes it, as per the drawing given by I.E.

department. If any working jig and fixture becomes obsolete then tool room is to change them.

These jigs and fixtures made under guidance of I.E. and handed to them after making ,which

further hands it to the machine shop or wherever it is required.

2. Development work:

Certain works of development are also done by tool room like development of new boring bars

,tools etc. which are complied by I.E. These new developments are done first in tool room on

trial basis and after success with model actual components or product is fabricated .It also

develops its own designs to ease in its working.

3. Resharpening of tools:

During the continuous use of tools in machine shop the tools are damaged or blunt .These blunt

tools are resharpened in tool room .The following tools are mainly resharpened in tool room:


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• H.S.S. Drill

• S.C. Drill

• Flat Drill

• Core Drill

• Gun Drill

• Notching cutter

• Hole mill

• Spot face

• Reamer

• Chamfer tool

• Reamer with chamfer end

• Profile cutter

• Pilot spot face

• Parting tool

• Threading tool

4. Maintenance work:

If maintenance department requires any item, which is not present in factory and can be

fabricated in tool room, then they give drawings to tool room and work is carried out in tool

room for fabrication of that item or component.


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STORES

Materials and supplies constitute the most important assets in the majority of business

enterprises. The success of the business, beside other factor, depends to a large extent on the

efficient storage and material control.

Store management takes care:

• That the required material is never out of stock.

• That no material is available in much excess than req.

• Proper storing of material is done.

• There is adequate procedure of receipt and issue of materials.

• That there is a proper method of keeping store records.

The various functions of the stores dept. are:

1. To receive materials, goods and equipments and to check them for identification.

2. To receive parts and components, which have been processed in the factory.

3. To record the receipt of materials.

4. To correctly position all materials and supplies in the store.

5. To maintain stocks safety and condition by taking all attention:

6. Precautions to ensure that they do not suffer from damage, Pilfering or deterioration.

7. To issue items to the users only on the receipt of authorized stores requisitions.

8. To record and update receipts and issues, of materials.

9. To check the bin card balances with the physical Quantities in the bins.

10. To make sure that stores are kept clean and in good order.

11. To plan store for optimum utilization of cubic space.

12. To initiate purchasing cycle at the appropriate time.

The stores at SEL are centralized, fulfilling the need for each and every department. The stores

are divided into five categories. They are:


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Receiving store:

All material from out side sources is received by the store. The goods received are unpacked and

their quantity and condition is checked. There is a packing slip inside each package that tells

what is supposed to be in and gives the purpose order on. Receiving store makes M. R. R. for the

Q.E, purchase and accounts. One copy is kept with the receiving store while one copy is given to

the vendor. All items received are checked from Q.E (receipt) and their results of inspection are

indicated in a special testing report, upon which clearance report or rejection note is given. In

case of rejection, the components are send back to the vendor for cancellation or replacement.

The cleared material is sent to the main store.

Main store:

The material cleared by the quality reaches the main store. Here it is properly stored in the bins

or stocked. Material is issued from the main store in different departments. Upon receipt of

material requisition form, the storekeeper issues the material and records the quantities

disbursed. The stock ledger register is then completed to shows the new balanced figures.

Rejection store:

The material, which is rejected by the Quality, is kept in the rejection store to be sent back to the

Vendor.

Tool room store:

The various types of tools used in the Factory are kept in this store. Tools are issued on the

receipt of material issue slip and their return is recorded through material return slip. The record

is kept of the consumption of tooling and new order is placed whenever need is felt for it.


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INDUSTRIAL ENGINEERING

Industrial Engineering is the most important department in terms of production, planning,

designing and optimization of methods governing the factory operations. It deals in utilization of

resources i.e. manpower, machines, money etc. Hence it can be considered as the backbone of

production industries. For a new industry I.E department plays an important role.

Its main functions involve the planning of layouts of all the shops to get the maximum benefits

of the available space, setting the time standards to perform particular job by micro motion

study, implementing the company standards. All type of data collection and data analysis, setting

the targets and try to achieve them etc. the other function of this department may involve

selection of cutting tools machine tools, designing of jigs, fixtures and inspection of gauges etc.

In I.E there are following four sections:

•••• Machine Shop Processing:

This section controls processing of all components in machine shop and make continues

production and make C.N.C. machines program for new components and improving exiting

programmes. The new machines are setup by this section and development of new comp. also

done.

•••• Assembly and Projects:

This section controls the assembly shop and testing lab of plant. And ensure assembly line goes

smoothly and fulfil its targets. It also implements new projects in the plant for increasing

production and convenience of workers or operators. It also done time study and work study.


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•••• Tool Control Cell:

It controls tool crib of plant and assures proper supply of tools to various machines and also store

proper amount of tools for regular production of components. It also rework or re sharp the

damaged tools.

•••• Tool Design Cell

This section designs new tools, jigs, fixtures etc. according to requirements of various

departments. It also improves exiting fixtures to achieve greater accuracy.


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ASSEMBLY

OF A

TRACTOR

ENGINE


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ENGINE ASSEMBLY

(1) Crankcase � Press steel balls using pneumatic hammer and pin for steel ball pressing in gallery holes. � Apply 2-3 drops of loctite 262 on steel balls. � Fit aluminum plug by keeping the centre mark on plug towards bottom using pneumatic hammer and pin for steel ball pressing. � Hand tight M18 oil gallery plug along with copper washer after applying 2-3 drops of loctite 262 on it. � Loosen bearing caps with puller and pull them from crank case. � Keep G.E. cap on platform.

(2) Fitment of crank shaft

� Clean the crank shaft bore in all the bearing caps and crank case with cloth.

� Insert grooved engine bearing on bearing caps and crank bore. Ensure all holes matching in bearing and crank case. Apply 2-3 drops of lub oil bearing with oil can.

� Clean journals and pins of crank shaft with cloth and lift it with tackle using IR make zero gravity balancer and place it in crank case.

� Place bearing on crankcase and do tapping of caps with hammer. Hand tight bearing caps on crank shaft up to 2-3 threads with nuts and washer then tight nuts with impact wrench.


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(3) Fitment of lub. Oil pump and driving gear on shaft

� Place lub. Oil pump assy on G.E. bearing cap and pull it against the fixture of hydraulic press. Insert the tool in the hole for M8 bolt of pump assy and press the cycle on switch. � Hand tight 4nos. M8 bolts and 2nos. M8X65 along with hand washers up to 2-3 threads and then tight it with impact wrench in diagonal position. � Torque with bolts to 2.5 kg with torque wrench after applying oil paint to the socket. � Fit woodruff key in the long shaft on driving gear with brass hammer. � Clean the crank shaft bore in the cap with cloth and insert the grooved engine bearing in the bearing cap. � Insert heated driving gear for pump on the driving gear shaft using special tong by aligning woodruff key with key slot. � Press gear with pressing tool and steel hammer 500 gm.

(4) Fitment of intermediate gear and outer crank gear � Tighten I.G. support after placing joint on it using 4 nos. of M8X20 set screw along with 4 nos.

of hard washers. Torque it to 2.5 kg with torque wrench after applying of torque paint on the socket. Insert thrust washer on int.gear support.

� Insert intermediate gear on I.G. support and engage with cam shaft gear and crank gear inner by matching timing marks in all three gears.

� Insert outer crank gear in crank shaft by engaging it with pump driving gear and by pushing with

nylon pressing tool.


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(5) Fitment of cylinder head studs, gear casing and lub. Oil filter � Hand tight M14 cyl. Head studs 2nos. long and 10 nos. short in crank case up to 2-3

threads and then tight with stud runner using impact wrench. Place a joint on the crank case locating on studs. � Place gasket on cylinder head. � Lift gear casing with gravity balancer using tackle. � Locate the gear casing on crank case with the help of dowel. � Position lub. Oil filter on gear casing hand tight 3 nos. of M8X75 set bolts along with

plain washers up to 2-3 threads. � Tight all M8 bolts of gear casing and lub. Oil filter with impact wrench.

(6) Crank pulley, cylinder block and cylinder head fitment

� Insert crank pulley on crank shaft and press with pressing tool after removing thread protection cap.

� Insert cylinder block, liner, piston assembly in bore for linear in crank case in such a way that the large end of connecting rod fits into the crank pin. Ensure that water inlet side of cylinder block and piston combustion chamber should be on bottom side.

� Check engine for free rotation by rotating the crank shaft with the rotating tool. � Mount cylinder heads on cylinder block locating on studs.


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(7) Exhaust manifold and push rod positioning

� Position exhaust manifold on cylinder heads through MB studs for exhaust manifold.

Insert push rods into push rod holes in cylinder head


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(8) Water pump and air inlet manifold fitment

� Tighten 4nos M8X30 set screw along with spring washer and special washers to mount water pump assembly on gear casing.

Tighten blanking plate with 2nos M8 nuts and spring washer.

(9) Live hydraulic sub assembly and fitment

� Insert space on drive shaft at spline end and press ball bearing on this end at hydro pneumatic press.

� Press another bearing into gear casing live hydraulic bore with tool using steel hammer.

(10) Rocker sub assembly tightening

� Insert rocker sub assembly into studs meant for it on cylinder head..

� Hand tight M10/M12 nut along with plain washer up to 2-3 threads to secure rocker assembly.

� Mount rocker cover sub assembly on cylinder head locating at M10 studs for rocker support. Hand tight M10/M12 nuts along with plain washer on rocker cover.


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11) Alternator mounting bracket

� Tight 3 nos. M8X20 set screw along with spring washer to mount alternator mounting bracket sub assembly on the gear casing using.

12) Fuel injection pump mounting and pipe connections

� Insert gasket on FIP mounting studs and mount the FIP on it. � Tight FIP with 4 nos. M10 nuts up to 2-3 threads. � Remove fuel supply pipe from FIP and fit free end of fuel pipe filter to FIP at its place using

M14 banjo bolts and Al washers.


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(13) FIP gear, oil filler body and polymer thermostat Fitment

� Position FIP gear on adaptor flange hand tight 3 nos M8X25 set screw along with special washers in adaptor flange through FIP gear.

� Locate joint and oil filler body on dowel already fitted in gear casing and hand tight 3 M8X20 set screws along with spring washers and 1 M8X25 set bolt along with plain mechanical washer.

� Tight oil filler body bolts with impact wrench and torque to 2.5 kg with torque wrench after applying torque paint to socket.

� Insert hose on water outlet manifold after inserting polymer thermostat and two hose clips into hose.

(14) Injector sub assembly and fitment

� Assemble 3 injectors with leak off pipe, using M6 banjo bolts along with copper washers already fitted in injector. Place the injector sub assembly on stand.

Push the injector sub assembly into the injector bores in cylinder heads by slightly tapping with plastic hammer. Hand tight one M10 special bolt along with special washer through injector clamp into cylinder head to secure each injector into its position. Tight the M10 bolts with impact wrench.


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(15) Suction tube sub assembly and tightening

� Paste gasket with fevi bond on suction tube. � Hand tight 2nos M8X16 set screw along with hand washer through suction tube strainer’s

support on bearing cap and 2 nos M8X20 set bolts along with hand washer through flange with lubrication oil pump. Tight it with impact wrench.

� Hand tight M8 set bolts of delivery body on the flange of L.O. pump and tight it with impact wrench.

(16) sump mounting

� Cut the excess gear casing gasket, mount sump gasket, deep sump CI, sheet metal sump and then sump on crank case through 2 nos M8 studs at sump mounting faces.

� Use tackles to lift the cast iron sump. � Hand tight all the set screws up to 2-3 threads.

(17) Flywheel housing locating and tightening

� Hand tight 2, M14X45 set bolts along with washers in dowel holes. Then remove the M14 studs and hand tight 4, M14X45 set bolts along with washers through flywheel housing in crank case

for all models. Tight M14 bolts with impact wrench and torque to 15 kg with torque wrench.


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(18) Flywheel mounting and tightening

� Hand tight 2, M14 long studs in crank case and locate flywheel on long studs and dowel. Hand

tight 6, M16X40 bolts for single clutch flywheel or M14X35 set bolts for DC flywheel, along

with washers. Tight and torque M14 bolts with 2 spindle nut runner machine to 15 kg using

locking tool.

(19) Crank pulley nut torque and oil filling

� Torque crank pulley nut to 45 kg using DC machine after locking the flywheel with tool.

� Open the M10 oil gallery fill lubricating oil sump through oil gallery M10 hole using main

dispenser, simultaneously fill 300 ml in FIP using pneumatic dispenser only in RB engine only.

Do not oil in RV engine.


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READY ENGINEREADY ENGINEREADY ENGINEREADY ENGINE


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( TPM ) TOTAL PRODUCTIVE MAINTENANCE

ABSTRACT:

Total Productive Maintenance (TPM) is a maintenance program which involves a newly defined

concept for maintaining plants and equipment. The goal of the TPM program is to markedly

increase production while, at the same time, increasing employee morale and job satisfaction.

The TPM program closely resembles the popular Total Quality Management (TQM) program.

Many of the same tools such as employee empowerment, benchmarking, documentation, etc. are

used to implement and optimize TPM. This paper will define TPM in some detail, evaluate its

strengths and weaknesses as a maintenance philosophy, and discuss implementation procedures.

Examples of successfully implemented programs will be presented.

TOTAL PRODUCTIVE MAINTENANCE

(TPM) is a new way of looking at maintenance, or conversely, a reversion to old ways but on a

mass scale. In TPM the machine operator performs much, and sometimes all, of the routine

maintenance tasks themselves. This auto-maintenance ensures appropriate and effective efforts

are expended since the machine is wholly the domain of one person or team. TPM is a critical

adjunct to lean manufacturing. If machine uptime is not predictable and if process capability is

not sustained, the process must keep extra stocks to buffer against this uncertainty and flow

through the process will be interrupted.. One way to think of TPM is "deterioration prevention"

and "maintenance reduction", not fixing machines. For this reason many people refer to TPM as

"total productive manufacturing" or "total process management". TPM is a proactive approach

that essentially aims to prevent any kind of slack before occurrence. Its motto is "zero error, zero

work-related accident, and zero loss".


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INTRODUCTION

Total Productive Maintenance (TPM) is a maintenance program concept. Philosophically, TPM

resembles Total Quality Management (TQM) in several aspects, such as (1)total commitment to

the program by upper level management is required, (2) employees must be empowered to

initiate corrective action, and (3) a long range outlook must be accepted as TPM may take a year

or more to implement and is an on-going process. Changes in employee mind-set toward their

job responsibilities must take place as well.

TPM brings maintenance into focus as a necessary and vitally important part of the business. It is

no longer regarded as a non-profit activity. Down time for maintenance is scheduled as a part of

the manufacturing day and, in some cases, as an integral part of the manufacturing process. It is

no longer simply squeezed in whenever there is a break in material flow. The goal is to hold

emergency and unscheduled maintenance to a minimum.TPM is a maintenance process

developed for productivity.

Original goal of total productive management:

“Continuously improve all operational conditions, within a production system; by stimulating

the daily awareness of all employees” (by Seiichi Nakajima, Japan, JIPM)

TPM focuses primarily on manufacturing and is the first methodology Toyota used to improve

its global position (1950’s). After TPM, the focus was stretched, and also supplier and customer

were involved, this next methodology was called lean manufacturing. This sheet gives an

overview of TPM in its original form.

An accurate and practical implementation of TPM, will increase productivity within the total

organization, where:


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(1) A clear business culture is designed to continuously improve the efficiency of the total

production system

(2) A standardized and systematic approach is used, where all losses are prevented and/or

known.

(3) All departments, influencing productivity, will be involved to move from a reactive-

to a predictive mindset.

(4) A transparent multidisciplinary organization is reaching zero losses.

(5) A steps are taken as a journey, not as a quick menu.

Finally TPM will provide practical and transparent ingredients to reach operational excellence.

Total Productive Maintenance (TPM) which is one of the key concepts of Lean Manufacturing,

challenges the view that maintenance is no more than a function that operates in the background

and only appears when needed. The objective of TPM is to engender a sense of joint

responsibility between supervision, operators and maintenance workers, not simply to keep

machines running smoothly, but also to extend and optimise their performance overall. The

results are proving to be remarkable.

The goals of TPM are measured using an Overall Equipment Effectiveness (OEE) ratio.

OEE = availability x performance x Quality rate.

Availability = Available time - downtime x 100

Available time


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Downtime can be calculated by adding together the amounts of time lost due to equipment

failures, set-up and adjustment, and idling and minor stoppages.

Performance rate = Ideal cycle time x Processed Quantity x 100

Operating time

Speed losses are calculated by combining time lost due to idling and minor stoppages and time

lost due to reductions in speed.

Quality rate = Processed Quantity - defective quantity x 100

Processed quantity

Defective quantity is calculated by combining defects in process start-up and reduced yield.

Typical calculations for OEE prior to the implementation of Just in Time related strategies

usually range between 40% and 50% with the former being the more normal. Experience

indicates that it is possible to raise this to between 80% and 90% in a period of some two to three

years from start up. However, the improvement will usually follow an almost exponential

upward curve with the bulk of the gains being in the latter part of the period.

HISTORY

TPM evolved from TQM, which evolved as a direct result of DR. W. EDWARDS DEMING'S

influence on Japanese industry. Dr. Deming began his work in Japan shortly after World War II.

As a statistician, Dr. Deming initially began to show the Japanese how to use statistical analysis

in manufacturing and how to use the resulting data to control quality during manufacturing. The

initial statistical procedures and the resulting quality control concepts fueled by the Japanese


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work ethic soon became a way of life for Japanese industry. This new manufacturing concept

eventually became known as Total Quality Management or TQM.

When the problems of plant maintenance were examined as a part of the TQM program, some of

the general concepts did not seem to fit or work well in the maintenance environment.

Preventative maintenance (PM) procedures had been in place for some time and PM was

practiced in most plants. Using PM techniques, maintenance schedules designed to keep

machines operational were developed. However, this technique often resulted in machines being

over-serviced in an attempt to improve production. The thought was often "if a little oil is good,

a lot should be better." Manufacturer's maintenance schedules had to be followed to the letter

with little thought as to the realistic requirements of the machine. There was little or no

involvement of the machine operator in the maintenance program and maintenance personnel

had little training beyond what was contained in often inadequate maintenance manuals.

The need to go further than just scheduling maintenance in accordance with manufacturer's recommendations as a method of improving productivity and product quality was quickly recognized by those companies who were committed to the TQM programs. To solve this problem and still adhere to the TQM concepts, modifications were made to the original TQM concepts. These modifications elevated maintenance to the status of being an integral part of the overall quality program. The origin of the term "Total Productive Maintenance" is disputed. Some say that it was first coined by American manufacturers over forty years ago. Others contribute its origin to a maintenance program used in the late 1960's by Nippondenso, a Japanese manufacturer of automotive electrical parts. Seiichi Nakajima, an officer with the Institute of Plant Maintenance in Japan is credited with defining the concepts of TPM and seeing it implemented in hundreds of plants in Japan.


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IMPLEMENTATION

TPM has SIX goals.

1. Zero Breakdown 2. Zero Defect 3. Zero Losses 4. Zero Accidents 5. Zero Pollution 6. Zero Health Hazard

TPM identifies the 16 losses (types of waste) (muda) and then works systematically to eliminate

them by making improvements (kaizen). TPM has 8 pillars of activity, each being set to achieve

a “zero” target. These 8 pillars are the following: focussed improvement; autonomous

maintenance; planned maintenance; training and education; early-phase management; quality

maintenance; office TPM; and safety, health, and environment.

TPM success measurement - A set of performance metrics which is considered to fit well in a

lean manufacturing/TPM environment is overall equipment effectiveness, or OEE.

To begin applying TPM concepts to plant maintenance activities, the entire work force must first

be convinced that upper level management is committed to the program. The first step in this

effort is to either hire or appoint a TPM coordinator. It is the responsibility of the coordinator to

sell the TPM concepts to the work force through an educational program. To do a thorough job

of educating and convincing the work force that TPM is just not another "program of the month,"

will take time, perhaps a year or more.

Once the coordinator is convinced that the work force is sold on the TPM program and that they

understand it and its implications, the first study and action teams are formed. These teams are

usually made up of people who directly have an impact on the problem being addressed.


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Operators, maintenance personnel, shift supervisors, schedulers, and upper management might

all be included on a team. Each person becomes a "stakeholder" in the process and is encouraged

to do his or her best to contribute to the success of the team effort. Usually, the TPM coordinator

heads the teams until others become familiar with the process and natural team leaders

emerge.The action teams are charged with the responsibility of pinpointing problem areas,

detailing a course of corrective action, and initiating the corrective process. Recognizing

problems and initiating solutions may not come easily for some team members. They will not

have had experiences in other plants where they had opportunities to see how things could be

done differently. As an example, in one manufacturing plant, one punch press was selected as a

problem area. The machine was studied and evaluated in extreme detail by the team. Production

over an extended period of time was used to establish a record of productive time versus

nonproductive time. Some team members visited a plant several states away which had a similar

press but which was operating much more efficiently. This visit gave them ideas on how their

situation could be improved. A course of action to bring the machine into a "world class"

manufacturing condition was soon designed and work was initiated. The work involved taking

the machine out of service for cleaning, painting, adjustment, and replacement of worn parts,

belts, hoses, etc. As a part of this process, training in operation and maintenance of the machine

was reviewed. A daily check list of maintenance duties to be performed by the operator was

developed. A factory representative was called in to assist in some phases of the process. After

success has been demonstrated on one machine and records began to show how much the

process had improved production, another machine was selected, then another, until the entire

production area had been brought into a "world class" condition and is producing at a

significantly higher rate.

.


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WHY TPM ?

TPM was introduced to achieve the following objectives. The important ones are listed below.

� Avoid wastage in a quickly changing economic environment.

� Producing goods without reducing product quality.

� Reduce cost.

� Produce a low batch quantity at the earliest possible time.

� Goods send to the customers must be non-defective.

THE RESULTS OF TPM

Ford, Eastman Kodak, Dana Corp., Allen Bradley, Harley Davidson; these are just a few of the

companies that have implemented TPM successfully. All report an increase in productivity using

TPM. Kodak reported that a $5 million investment resulted in a $16 million increase in profits

which could be traced and directly contributed to implementing a TPM program. One appliance

manufacturer reported the time required for die changes on a forming press went from several

hours down to twenty minutes! This is the same as having two or three additional million dollar

machines available for use on a daily basis without having to buy or lease them. Texas

Instruments reported increased production figures of up to 80% in some areas. Almost all the

above named companies reported 50% or greater reduction in down time, reduced spare parts

inventory, and increased on-time deliveries. The need for out-sourcing part or all of a product

line was greatly reduced in many cases.


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SIMILARITIES AND DIFFERENCES BETWEEN TQM AND TPM :

The TPM program closely resembles the popular Total Quality Management (TQM) program.

Many of the tools such as employee empowerment, benchmarking, documentation, etc. used in

TQM are used to implement and optimize TPM.Following are the similarities between the two.

1. Total commitment to the program by upper level management is required in both

programmers

2. Employees must be empowered to initiate corrective action, and

3. A long range outlook must be accepted as TPM may take a year or more to implement

and is an on-going process. Changes in employee mind-set toward their job responsibilities must

take place as well.

The differences between TQM and TPM is summarized below.

Category TQM TPM

Object Quality ( Output and effects ) Equipment ( Input and cause )

Mains of attaining goal Systematize the management. It is software oriented

Employees participation and it is hardware oriented

Target Quality for PPM Elimination of losses and wastes.


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TYPES OF MAINTENANCE :

1. Breakdown maintenance:

It means that people waits until equipment fails and repair it. Such a thing could be used when

the equipment failure does not significantly affect the operation or production or generate any

significant loss other than repair cost.

2. Preventive maintenance (1951 ):

It is a daily maintenance (cleaning, inspection, oiling and re-tightening ), design to retain the

healthy condition of equipment and prevent failure through the prevention of deterioration,

periodic inspection or equipment condition diagnosis, to measure deterioration. It is further

divided into periodic maintenance and predictive maintenance. Just like human life is extended

by preventive medicine, the equipment service life can be prolonged by doing preventive

maintenance.

2a. Periodic maintenance ( Time based maintenance - TBM) :

Time based maintenance consists of periodically inspecting, servicing and cleaning equipment

and replacing parts to prevent sudden failure and process problems.

2b. Predictive maintenance :

This is a method in which the service life of important part is predicted based on inspection or

diagnosis, in order to use the parts to the limit of their service life. Compared to periodic

maintenance, predictive maintenance is condition based maintenance. It manages trend values,

by measuring and analyzing data about deterioration and employs a surveillance system,

designed to monitor conditions through an on-line system.


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3. Corrective maintenance ( 1957 ) :

It improves equipment and its components so that preventive maintenance can be carried out

reliably. Equipment with design weakness must be redesigned to improve reliability or

improving maintainability

4. Maintenance prevention ( 1960 ):

It indicates the design of a new equipment. Weakness of current machines are sufficiently

studied ( on site information leading to failure prevention, easier maintenance and prevents of

defects, safety and ease of manufacturing ) and are incorporated before commissioning a new

equipment.

Motives of TPM 1. Adoption of life cycle approach for improving the overall

performance of production equipment.

2. Improving productivity by highly motivated workers which is

achieved by job enlargement.

3. The use of voluntary small group activities for identifying the

cause of failure, possible plant and equipment modifications.

Uniqueness of TPM The major difference between TPM and other concepts is that the

operators are also made to involve in the maintenance process. The

concept of "I ( Production operators ) Operate, You ( Maintenance

department ) fix" is not followed.

TPM Objectives 1. Achieve Zero Defects, Zero Breakdown and Zero accidents in all


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functional areas of the organization.

2. Involve people in all levels of organization.

3. Form different teams to reduce defects and Self Maintenance.

Direct benefits of TPM 1. Increase productivity and OPE ( Overall Plant Efficiency ) by 1.5

or 2 times.

2. Rectify customer complaints.

3. Reducethe manufacturing cost by 30%.

4. Satisfy the customers needs by 100 % ( Delivering the right

quantity at the right time, in the required quality. )

5. Reduce accidents.

6. Follow pollution control measures.

Indirect benefits of TPM

1. Higher confidence level among the employees.

2. Keep the work place clean, neat and attractive.

3. Favorablechange in the attitude of the operators.

4. Achieve goals by working as team.

5. Horizontaldeployment of a new concept in all areas of the

organization.

6. Share knowledge and experience.

7. The workers get a feeling of owning the machine.


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ORGANIZATION STRUCTURE FOR TPM IMPLEMENTATION :

This image cannot currently be displayed.


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PILLARS OF TPM


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5S POLICY : TPM starts with 5S. Problems cannot be clearly seen when the work place is unorganized. Cleaning and organizing the workplace helps the team to uncover problems. Making problems visible is the first step of improvement

Japanese Term English Translation

Equivalent 'S' term

Seiri Organization Sort

Seiton Tidiness Systematize

Seiso Cleaning Sweep

Seiketsu Standardization Standardize

Shitsuke Discipline Self - Discipline

SEIRI - Sort out:

This means sorting and organizing the items as critical, important, frequently used items, useless, or items that are not need as of now. Unwanted items can be salvaged. Critical items should be kept for use nearby and items that are not be used in near future, should be stored in some place. For this step, the worth of the item should be decided based on utility and not cost. As a result of this step, the search time is reduced.

SEITON - Organize:

The concept here is that "Each items has a place, and only one place". The items should be

placed back after usage at the same place. To identify items easily, name plates and colored tags

has to be used. Vertical racks can be used for this purpose, and heavy items occupy the bottom

position in the racks.


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SEISO - Shine the workplace:

This involves cleaning the work place free of burrs, grease, oil, waste, scrap etc. No loosely

hanging wires or oil leakage from machines.

SEIKETSU - Standardization:

Employees have to discuss together and decide on standards for keeping the work place /

Machines / pathways neat and clean. This standards are implemented for whole organization and

are tested / Inspected randomly.

SHITSUKE - Self-discipline:

Considering 5S as a way of life and bring about self-discipline among the employees of the

organization. This includes wearing badges, following work procedures, punctuality, dedication

to the organization etc.

KAIZEN:

"Kai" means change, and "Zen" means good ( for the better ). Basically kaizen is for small

improvements, but carried out on a continual basis and involve all people in the organization.

Kaizen is opposite to big spectacular innovations. Kaizen requires no or little investment. The

principle behind is that "a very large number of small improvements are move effective in an

organizational environment than a few improvements of large value. This pillar is aimed at

reducing losses in the workplace that affect our efficiencies. By using a detailed and thorough

procedure we eliminate losses in a systematic method using various Kaizen tools. These

activities are not limited to production areas and can be implemented in administrative areas as

well.


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KAIZEN POLICY :

1. Practice concepts of zero losses in every sphere of activity.

2. relentless pursuit to achieve cost reduction targets in all resources

3. Relentless pursuit to improve over all plant equipment effectiveness.

4. Extensive use of PM analysis as a tool for eliminating losses.

5. Focus of easy handling of operators.

KAIZEN TARGET :

Achieve and sustain zero loses with respect to minor stops, measurement and adjustments,

defects and unavoidable downtimes. It also aims to achieve 30% manufacturing cost reduction.

Tools used in Kaizen :

1. PM analysis

2. Why - Why analysis

3. Summary of losses

4. Kaizen register

5. Kaizen summary sheet.

The objective of TPM is maximization of equipment effectiveness. TPM aims at maximization

of machine utilization and not merely machine availability maximization. As one of the pillars of

TPM activities, Kaizen pursues efficient equipment, operator and material and energy utilization,

that is extremes of productivity and aims at achieving substantial effects. Kaizen activities try to

thoroughly eliminate 16 major losses.


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MAJOR LOSSES IN A ORGANISATION:

Loss Category

1. Failure losses - Breakdown loss

2. Setup / adjustment losses

3. Cutting blade loss

4. Startup loss

5. Minor stoppage / idling loss.

6. Speed loss - operating at low

speeds.

7. Defect / rework loss

8. Scheduled downtime loss

Losses that impede equipment efficiency

9. Management loss

10. Operating motion loss

11. Line organization loss

12. Logistic loss

13. Measurement and adjustment loss

Loses that impede human work efficiency

14. Energy loss

15. Die, jig and tool breakage loss

16. Yield loss.

Loses that impede effective use of production

resources


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STUDY OF CNC MACHINESTUDY OF CNC MACHINESTUDY OF CNC MACHINESTUDY OF CNC MACHINE

INTRODUCTION Efficiency Is-the term associated with every business, resulting in profit making, it is defined as the ratio of output to the input, it is necessary that stress have to be laid on maximizing the output with keeping input to the lowest possible level, to increase the profit. II is also important that at the same time quality and reliability has also to be ensured. Today industry demands fasterproduction in harder and tougher material to unprecedented tolerances. Conventional machines either manual or automatic cannot meet these demands. Automation in production process may be achieved by one of the following strategies. a) Industrial Process Control b) Computer Aided Data Processing c) Special Purpose Manufacturing Machines d) Numerical Control

CNC Computer Numerical Control CNC is a mini computer used to control the machine tool ‘functions from stored information, it is defined as given below:- The numerical control system where a dedicated, stored program computer is used to perform some or all of the basic numerical control functions in accordance with control programs stored in memory of the computer.


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TOOLING FOR CNC MACHINE Design Features: - The following points to-be considered before selecting the CNC tooling;- 1. Rigidity of tooling against higher cutting forces 2. To give high accuracy 3. Variety of operations to be done 4. To keep the down time minimum by having provision for quick changing of tools or jobs in minimum possible time 5.Interchangeably to produce same accuracy on all the jobs.

FUNCTIONS OF CNC The functions of CNC are:- 1. Machine tool control 2. In-process Compensation 3. Improved programming and operating Features 4. Diagnostics ADVANTAGES OF CNC MACHINES OVER NC MACHINES 1. More Flexibility 2. Reduced Data Reading Error 3. On line Editing of Program 4. Diagnostics 5. Conversion of Units DISADVANTAGES OF CNC 1. High Initial Cost 2. High Maintenance Cost 3. Skilled CNC Personnel 4. Not suitable for long run applications PARTS SUITABLE FOR CNC MACHINES a) Where the set up and operations are very large or costly. b) For small to medium batch quantity c) When the part geometry is so complex that the quantity production of it, i nvolvespossibility of human error. d) The operations to be performed are very complex. e) For parts subjected to regularly design changes


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f) Where close and repetitive operations are required on the work parts. g) Where the tooling cost, forms significant part of unit cost. h) Where tool storage is a problem. i) When the inspection is required 100% and the inspection cost is a major portion of total cost. j) Where very much metal needs to be removed. k) When the machining time is very less.

Factors affecting the tooling for CNC machines 1. Type of component to be made 2. Material to be machined 3. Production schedule 4. Complexity of operation 5. Operator's skill and training 6. Programming of job


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CNC PROGRAMMING Program: It is a set of instructions to perform the operations on the component. This program is fed in the computer interfaced with the CNC machine which performs the required operation as per the instructions Operation: It refers to the metal cutting process the machine performs in

accordance with the given program. STEPS IN DEVELOPING A CNC PROGRAM 1. Preparing of the AC co-ordinate drawing : This is done according to the type of dimensioning system of the NC machine- absolute or incremental 2. Process Planning: This is to determine or plan the sequence of operations to be followed for preparing a workpiece. 3. Part programming and its manuscripts: This contains all the machining instructions like feed rate spindle speed etc.. 4. The program is fed to the machine using a suitable media and is checked for accuracy. OPERATING MODES:- 1. Automatic operation (CRT display: AUTOMATIC) To process a part program in this operating mode, the control colls the blocks in sequence and elevates them. The evaluation takes all offsets into account that are referenced by the program. The blocks prepared in this way are processed in sequence. The part program can be entered into the control via the universal interface (e.g. via punched tape or via the keyboard). While one part program is being processed, another part program can be entered simultaneously. 2. Jog (CRT display: JOG) With the direction keys and the preset feed rate value "F", you can traverse the tool at random. After a program interruption, you can see the distance to the point of interruption displayed in the "REPOS offset" 3. Manual data input/ Automatic (CRT display: MDI AUTOMATIC) In this operating mode, you can input part program blocks into the buffer memory of the control. The control processes the input block, and then clears the buffer memory ready for new data PART PROGRAMMING


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The part program is a sequence of instructions, which describe the work, which has to be done on a part in the form required by a computer under the control of a NC computer program. • O - Program number (Used for program identification) • N - Sequence number (Used for line identification) • G - Preparatory function • X - X axis designation • Y - Y axis designation • Z - Z axis designation • R - Radius designation • F - Feed rate designation • S - Spindle speed designation • H - Tool length offset designation • D - Tool radius offset designation • T - Tool Designation • M - Miscellaneous function As you can see, many of the letter addresses are chosen in a rather logical manner (T for tool, S for spindle, F for feed rate, etc.)- A few require memorizing. There are two letter addresses (G and M) which allow special functions to be designated. The preparatory function (G) specifies is commonly used to set modes. We already introduced absolute mode, specified by G90 and incremental mode, specified by G91. These are but two of the preparatory functions used. You must reference your control manufacturer's manual to find the list of preparatory functions for your particular machine. Like preparatory functions, miscellaneous functions (M words) allow a variety of special functions. Miscellaneous functions are typically used as programmable switches (like spindle on/off, coolant on/off, and so on). They are also used to allow programming of many other programmable functions of the CNC machine tool. To a beginner, all of this may seem like CNC programming requires a great deal of memorization. But rest assured that there are only about 30-40 different words used with CNC programming. If you can think of learning CNC manual programming as like learning a foreign language that has only 40 words, it shouldn't seem too difficult


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LEARN TO OPERATE THE MACHINE LEARN THE OPERATING SYSTEM (FANUC SERIES)

LOADING, CLAMPING, DE-CLAMPING, UNLOADING After loading the component proper care must be taken to properly place the component i.e. the dowel pin must be inserted in the dowel holes & the piece should be properly clamped. After all the operations have been completed on the component the component should be properly de-located (dowel pin removed) & then the unclamped before unloading.

TO START THE M/C 1. Switch ON the MAINS 2. Switch ON the AC UNIT 3. Switch ON the Stabilizer 4. Check the POWER INDICATOR on the M/C. 5. Press the POWER ON button on the CRT PANNEL. 6. Check Emergency Stop position 7. Check Block Skip is ON HOMING OF THE M/C ( REFERENCE) 1. Turn the MODE SELECTION knob to ‘HANDLE or JOG’ & make slight changes in the position of all the three/four axis. 2. Now turn the mode selection knob to ’ZRN’ & press the X, Y, Z axis buttons for Auto Reference. 3. Turn the selection knob to ‘EDIT’& enter the programme no. for the R/C model for pallet A & B(to read the offsets) 4. Load the piece. 5. Turn the knob to auto & press Cycle Start. While making the first piece of the shifts do check the TOOLING of both the pallets. If same model is to be made as in earlier shift: · Switch on the M/c. · turn the mode selection knob to EDIT · Press restart. · Give the command for pallet change i.e. O02 · Press the button. · Turn the knob to auto · Press cycle start. If a different model is to be made:


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· Switch on the M/c. · Turn the knob to MDI · Press ‘DGNOS PROG’ button · Press ‘PARAM’ button. · ‘SETTING 1’ page opens press

‘SETTING 2’page opens. Press 1 to enable. · Press ‘DGNOS PROG’ · Enter the programme no. for pallet A in 450 & for pallet B in 452 · Come to setting 2.press 0 to disable · Do the homing of the machine. To change the tools used in the m/c(worn out or damaged) · Turn the knob to jog · Remove tool from spindle · Turn knob to MDI · Press ‘OFFSET’ · Enter the offset of the new tool against the tool no. · Turn knob to Jog · Place the tool in spindle · Then do the Homing. To stop the ongoing operation on the m/c press ‘SINGLE BLOCK,’ To resume the operation after ‘SINGLE BLOCK’ again press single block and then press ‘CYCLE START.’

CODES USED IN CNC


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The six months industrial training at Punjab Tractor Limited had been an awesome experience.

Apart from working on the projects and obtaining insights on the application of the theoretical

concepts learned in college, industrial training offers a lot of exposure on many aspects of man

management. One gets a firsthand experience of what it is like to work in a professional

organization where you are responsible and accountable for your own actions. It was an

altogether different experience to work in teams with the senior people of the company and to

observe the members working constructively to obtain their objectives. One even gets to know

how an organization structure is implemented and how communication is carried on between

various levels of staff. The success of an industry mainly depends on how well the various

departments in the organization coordinate with each other to fulfill the objective of the industry.

The sincerity of the individuals at PTL towards their work was outstanding. Even the general

manager, senior managers, managers were all conversed with even the smallest problem of the

industry and always took necessary steps to solve the problem. The overall knowledge gained by

me over the past six months will be extremely helpful in my future professional life. I am

indebted to all the people who made my training at PTL a memorable experience.


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BILBLOGRAPHY

Websites:

www.swarajenterprise.com

www.howstuffworks.com

www.innerauto.com

Books:

1. Automotive engineering vol. 1 and 2 by Sh.Kirpal Singh. 2. Automotive engineering by Mr. N.K.Giri. 3. Notes from Mr. Jagtar Singh.

report ptl

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