Savitribai Phule Pune University

A REPORT
ON

INDUSTRIAL INPLANT TRAINING - I

AT
GABRIEL INDIA PVT. LTD.

BY
HARSH RAKESH SHAH
TE-MECHANICAL ENGINEERING (SANDWICH)
EXAMINATION NUMBER: T150211263

UNDER THE GUIDANCE OF

PROF. V.S. Wagare

DEPARTMENT OF MECHANICAL
ENGINEERING
ALL INDIA SHRI SHIVAJI MEMORIAL
SOCIETY’S
COLLEGE OF ENGINEERINGPUNE-411001
2018-2019

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INDUSTRIAL IN-PLANT TRAINING

REPORT

By
Mr. Harsh Rakesh Shah
Roll No: 14MS049
Exam Seat No: T150211263

Guide
Prof. V.S. Wagare

Department of Mechanical Engineering

All India Shri Shivaji Memorial Society’s College of
Engineering. Pune-411001

[2018-19]

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Department of Mechanical Engineering

CERTIFICATE

This is to certify that Mr. Harsh Rakesh Shah has successfully completed the Industrial
In-plant Training-I under our supervision at Gabriel India Pvt. Ltd from 15th December
2018 to 15th June 2019 during academic year 2018-19 as a partial fulfilment of the
requirement for the award of degree of Mechanical Engineering (Sandwich) of
Savitribai Phule Pune University,Pune.

Exam Seat No – T150211263

Prof. V.S. Wagare Dr. C.S.Choudhari

Guide Co-ordinator, Mechanical
Sandwich

External Examiner Dr.B.D.Bachchhav

Head
Department of Mechanical Engineering

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Sr No. Name Page No.

1 Industry History 6

2 Products/Services Details 9

3 List Of Customers 10

4 Safe Working Practices Being Followed In The Company 13

5 Department Details Where Undergone Training 31

6 Activities Done During Training With Technical Details 33

Introduction To Suppliers, Their Visits And Obserations

7 38
Done There

Introduction to Eight Disciplines of Problem

8 38
Solving (8D)

What Is Eight Disciplines of Problem Solving

9 39
(8D)

10 8d - Problem Solving Format 41

11 How to Apply Eight Disciplines of Problem Solving (8D) 41

12 Fishbone (Ishikawa) Diagram 45

13 When to Use A Fishbone Diagram 45

14 Fishbone Diagram Example 46

15 5W2H 47

16 Gemba 48

17 Gemba Walk 48

18 Conclusion 49

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ACKNOWLEDGEMENT

It gives me great pleasure in presenting the ‘IN-PLANT TRAINING REPORT’ at

‘Gabriel
India Pvt Ltd’. It is impossible to list the number of people to whom my deep sense of
gratitude. I take this opportunity to express whole heart thanks to Mr. Abdul Wahid, Mr.
Shabbir Pathan, Mr.Swarnim Suryawanshi and Mr. Nandakishor of the Supplier Quality
Assurance department. I also thank Dr. D.S. Bormane [Principal, ‘AISSMS COE
Pune’], Prof C.S. Choudhari [H.O.D. Mechanical Engg. (sandwich).] & my college
guide Prof V.S. Wagare for their kind & consistent guidance during my training. I would
like to express our deep sense of towards all managers for their valuable guidance & to
all executives for their kind co-operation & help who always treated us as their
colleague, rather than trainee students. And finally, I am thankful to all the Operating
Engineers in the company, vendors/suppliers of the company & who directly or
indirectly helped me in successful completion of my ‘In plant Training’.

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INDUSTRY IMPLANT TRAINING REPORT

1) INDUSTRY HISTORY

Gabriel India Limited is Flagship Company of ANAND Group. ANAND is a global

leader in the manufacturing of world-class products for the automotive ind ustry.
ANAND Group is a unity of ANAND Anchemco, ANAND Ansysco, CY Myuteco
ANAND, Faurecia Clean Mobility, Federal-Mogul ANAND Bearings India, Federal-
Mogul ANAND Sealings India, Anand I-Power, Gabriel India, Haldex India, Henkel
ANAND India, Mahle Anand Filter Systems, MHALE ANAND Thermal Systems,
Mando Automotive India, Spicer India, Takata India, Valeo Friction Materials India.
The Group also offers experiential luxury through the hospitality vertical, SUJÁN.
Gabriel India Limited was established in 1961 and stands testimony to the Group’s
belief in the power of partnership. In time frame close to six decades later, Gabriel India
continues the collaboration with the founding partner. The company believes in Driven
by People values and over the period has grown and developed >300 products serving
the ride control sector of the world across all segments of automotive industry. The
company stays true to its values and work ethics which reflects its name as a brand in
Top 50 Places to work in India. In 1961 Gabriel India, the first company of the ANAND
Group, was founded by Mr. Deep C. Anand, the first plant started operations in Mulund,
Mumbai. In 1965-75 started supplying to OEMs across various segments - TELCO,
Bajaj Auto, Mahindra and Mahindra, Premier Auto, Ashok Leyland and Hindustan
Motors. In 1978 Got listed on the stock exchange. In1980-85 Opened a new business
segment with Swaraj Mazda and VECV (then Eicher Motors) as clients. In 1985
Launched an in-house special purpose machine design centre. In 1986 Turned 25 and
entered a new era of expansion and growth. In 1987 Undertook the first expansion by
setting up the Khandsa plant to supply to Maruti Suzuki. In 1988 Launched McPherson
struts. In 1990-91 Set up a third plant at Nashik for manufacturing two-wheeler shocks
and front forks. In 1991 Entered into a technological tie up with SOQI Inc., Japan. In
1992 Commissioned the Dewas plant for manufacturing automotive components for
commercial vehicles. In 1993 Launched a unique HR practice – machines operated by
knowledge workers, designated as ‘operating engineers. In 1994 Commenced supplies
to TVS Motors. In 1995 Acquired Stallion Shox. In1996-97 Set up two plants - Chakan

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for passenger cars and Hosur for motorcycles, Started manufacturing Gas Shock
Absorbers. In 1997 Signed a technology assistance agreement with KYB Corporation,
Japan. In 1998 Bagged TATA Motors' first passenger car project, Set-up State-of-the-
Art validation centre in Chakan, become self-sufficient in terms of designing and
developing indigenous customized solution. In 2002 Commenced exports to Yamaha
Motor Company Limited, Japan. In 2004 Received the Hyundai 100 PPM award and
reaffirmed its reputation of being a manufacturer of quality products. Received several
awards from Honda Motorcycles and Scooters, General Motors, Toyota Kirloskar Motor
and Ford, among others during the aforementioned time period. In 2006 Bagged
contracts from Renault India. Developed the first ride tuning van. In 2007 Set up the
Parwanoo facility to manufactures shock absorbers for commercial vehicles and two-
wheelers, struts for passenger cars and front forks for motorcycle. In 2008 Became the
first company in Asia to install the dynachrome automation machine, Bagged contracts
from Suzuki Motorcycles and Yamaha for their new-gen motorcycles. Registered four
patents. In 2009 Started manufacturing specialty castings. Commenced backward
integration for two-wheelers with Japanese collaborators. In 2010 Set up manufacturing
facility at Sanand, Acquired passenger cars (Brio) business from Honda for the first
time. Commenced supplies to Volkswagen India, Got the R&D facility at Chakan
recognised by the Department of Scientific Industrial Research. In 2011 Got the R&D
facilities at Hosur and Nashik recognised by the Department of Scientific Industrial
Research. In 2012 Strengthened presence in the aftermarket segment through the Elite
Retailer loyalty programme, got recognised by the Great Place to Work® Institute as
one of top-three automotive component manufacturing companies in India, Received
the prestigious Golden Peacock award for ‘Eco-Innovation’, Received back-to-back
FICCI Quality Systems Excellence award for manufacturing. In 2013 Launched a full-
fledged R&D centre for two-wheelers in Hosur, expanded presence in China by
inaugurating the Ningbo office, Commissioned the first robotic shock absorber line at
Hosur. In 2014 Saw Mrs. Anjali Singh, Chairperson of ANAND’s Supervisory Board
get appointed as the Chairperson of Gabriel India’s Board of Directors, Established four
strategic business units two and three-wheelers, passenger cars, commercial vehicles &
railways and aftermarket, Appointed chief operating officers for each strategic business
unit, Signed a technology license agreement with KONI BV, the Netherlands (part of
ITT Corporation), for manufacturing suspensions for commercial vehicles buses, and

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industrial equipment, Saw the 2nd Innovation Concourse at Chakan inaugurated by the
Late Dr. APJ Abdul Kalam, former President of India, eminent scientist and Bharat
Ratna awardee. In 2015 Got recognised by the Great Place to Work® Institute as the
43rd best place to work in India and the second in the Indian automotive components
industry, Got listed among ‘India’s Top-500 Companies’ by Dun & Bradstreet for three
years in a row, Found a place among ‘India’s Next 500 Companies' as per Fortune India
and Business Standard. In 2016 Became a technology provider to Gabriel De Colombia,
Raked in record sales of Rs. 200 crore in the aftermarket segment, Began exporting
customised machines, built in-house with indigenous technology, for manufacturing
shock absorbers to Torre Industries, South Africa, Received approval to manufacture
Linke-Hofmann-Busch dampers for high-speed trains from the Indian Railways. In 2017
Received the ACMA Gold Award in the ‘Health & Safety’ category (Khandsa),
Received a string of awards at the 31st National Quality Circle Competition, Won the
Supplier Excellence award from SML Isuzu Limited (Dewas), Inaugurated a solar
power plant at Khandsa, Won the Gold award in Innovation & Quality Control Circles
(Khandsa),Received a certificate of appreciation from Powerdown, Australia (Dewas),
Installed a 182-kilowatt solar park at Dewas, Got felicitated by the Chief Minister of
Uttar Pradesh for encouraging women's participation in the workforce (Khandsa),Got
recognised by the Federation of Indian Chambers of Commerce & Industry for good
practices in safety systems, Won back-to-back Gold Quality awards from Bajaj Auto
(Nashik and Aurangabad), Bagged the Gold award for quality from Lohia Auto
Industries, Got the Zero PPM Quality award from Toyota Kirloskar Motor, Received
‘Certificate Of Appreciation’ at the 6th FICCI Quality Systems Excellence Awards For
Industry (Khandsa), Recognised by FICCI for Good Practices in Safety Systems
(Khandsa), Won regional round of 14th Quality Circle Competition organised by
ACMA (Parwanoo), Won the third place in 12th National Quality Circle Competition
by ACMA (Parwanoo), Received Gold Award in the International Convention on
Quality Control Circles held in the Philippines (Khandsa), Gabriel India, Khandsa plant
was felicitated by the Hon’ble Chief Minister of Uttar Pradesh Shri Yogi Adityanath for
Encouraging Women’s Participation in the Workforce. In 2018 Received Sustainability
Award - Automotive and Farm Division from Mahindra for outstanding contribution in
2017-18, Received the Price Competitiveness Award from Suzuki Motorcycles India
Pvt. Ltd. Won regional winner award in 'Supplier Samrat' competition organised by

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Ashok Leyland (Dewas), Recognition of supply chain partnership from Royal Enfield,
Recognition of support and valuable contribution by Honda Motorcycle & Scooter,
Gabriel India recognised as a Great Place to Work by GPTW Institute® (Study by
Economic Times).

2) PRODUCTS/SERVICES DETAILS:
1. AIR SPRING SUSPENSION SHOCK ABSORBERS FOR EMU COACHES.
2. DAMPERS FOR DIESEL LOCOMOTIVES.
3. CANNISTER SHOCK ABSORBERS.
4. E-ASSIST ADJUSTABLE SHOCK ABSORBERS.
5. AXEL DAMPERS.
6. DAMPERS FOR LINKE HOFMANN BUSCH COACHES.
7. DOUBLE ACTING HYDRAULIC SHOCK ABSORBERS FOR
INTERGRAL COACH FACTORY COACHES.
8. CABIN DAMPERS.
9. E-ASSIST ADJUSTABLE DAMPING FRONT FORKS.
10. SEAT DAMPERS.
11. FRONT FORKS.
12. SHOCK ABSORBERS.
13. MONO SHOX.
14. STRUT ASSEMBLY.
15. REAR SHOCK ABSORBERS (Aftermarket)
16. TYRE and TUBE (Aftermarket)
17. WHEEL RIM AND SPOKES (Aftermarket)
18. GAS SPRINGS (Aftermarket)
19. FRONT FORK OIL (Aftermarket)
20. FRONT FORK COMPONENTS (Aftermarket)
21. STEERING COLUMN BEARING (Aftermarket)
22. COOLANTS (Aftermarket)
23. SUSPENSION BUSHKIT and MOUNTS (Aftermarket)
24. BUSHKITS (Aftermarket)

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3) LIST OF CUSTOMERS:
1. ASHOK LEYLAND
2. FORCE MOTORS
3. INDIAN RAILWAYS
4. ATHER
5. GENERAL MOTORS (GM)
6. ISUZU
7. BAJAJ
8. HONDA
9. KINETIC
10. DAIMLER
11. HONDA
12. MAHINDRA ELECTRIC
13. GENZE by MAHINDRA
14. MAHINDRA Rise
15. OKINAWA
16. PIAGGIO
17. SML ISUZU
18. SUZUKI
19. MAN
20. MARUTI SUZUKI
21. ROYAL ENFIELD
22. RENAULT
23. TATA MOTORS
24. TOYOTA TVS
25. YAMAHA
26. VOLKSWAGEN
27. VE COMMERCIAL VEHICLES

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Fig 1: LAYOUT OF SHOP FLOOR:

s RECEVING BAY

CHROME PLATING MATERIAL STORAGE AREA

PLATED ROD STORAGE

PAINTED O/T COMPONENT PISTON A6
PART A
CLEANING S
CLEANING AREA BANDING CLEA U
NING T
M/C M/C
O
BUFFING P
STRUT O/T NPD SHOX C/T
CELL H
CLEANING M/C CLEANING M/C O
FINISH R
GRINDING E
ASSEM ASSEM VAL ASSEM ASSEM ASSEM ASSEM T
ROD -BLY -BLY - -BLY -BLY -BLY -BLY I
1 2 VING 3 4 5 6 C
WELDING

ON MILLIPORE MAI FA WELD LIFT PDI

NTE M
ENTRANCE/EXIT -LINE NAN 3 -ING LINE /
OIL FILLING
CE
PDI CELL C
TROLLEY STORAGE

FA FA TROLLY EMP EMP FA PACK- BOOK

MACHINING
CELL 1& 2 STOR -TY -TY 4 ING -ING
MACHINING
FA6 -AGE STOR SPACE LINE AREA
CELL
-AGE

GAR-
DEN SHUTTER WALL
HARDE
ROUGH
-NING
GRINDI & MANDO
-NG TEMPE INSPECTION
-RING AREA DISPATCH
DISPATCH AREA
AREA

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Fig 2: ORGANIZATIONAL STRUCTURE:

Fig 2

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4) SAFE WORKING PRACTICES BEING FOLLOWED IN THE

COMPANY:

1. Workers must not remove or make ineffective any safeguards, unless authorized.
Safeguards removed for repairs must be replaced promptly or temporary guards
installed.
2. Machines and equipment shall be operated by authorized personnel only.
3. No machine shall be left unattended while it is in motion.
4. Cleaning, oiling or adjusting any machine shall not be done while the machine
is in motion.
5. Materials to be machined shall be securely fastened or clamped to the working
surfaces before starting the machine.
6. Keys or other adjusting tools must never be left so that they may creep, be
thrown, or fall when machine is started.
7. Use a brush, special tool or hook to remove chips, shavings or other material
from work. Flowing shavings shall not be handled with bare hands; metal hooks
shall be used.
8. Revolving shafting, although apparently smooth, will catch loose or ragged
clothing, hair or wiping rags. Proper clothes and caution are always necessary
when working around any revolving machinery.
9. When tightening work in chuck jaws with chuck wrench, operator shall see that
wrench fits properly; operator should take proper stance when tightening jaws
to prevent falling if wrench slips.
10. When placing or removing heavy castings or billets from machines, operator
shall get help or crane service to prevent injury.
11. Operators shall keep hands away from cutters and bars while operating
machines. Operators shall keep hands off work while machine is in operation.
12. Operators shall stand so that they can easily reach the machine controls.
13. Cutters and tools shall be in the clear before machines are started.
14. Clean-up chips, spills, etc., on and around machinery after each use.

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15. All materials shall be properly secured in chucks and collets before machines are
started.
16. Do not leave chuck wrench in chuck after removing work from chuck.
17. Keep hands off chuck rims when lathe is in motion.
18. Do not attempt to screw chuck on lathe spindle with power on, as it may get
cross-threaded and cause an accident.
19. Safety-type lathe dogs shall be used when turning work on centers.
20. See that tail stock, tool holder and work are properly clamped before turning on
power.
21. It is dangerous to shift step pulley belts with the hands while the belts are in
motion with power on; use a belt pole or other suitable stick.
22. Do not attempt to adjust a tool while the lathe is running.
23. Operators shall not attempt to use micrometers on revolving work.
24. Never attempt to hold the work under the drill by hand; clamp it securely to the
table before starting the machine.
25. When tightening drill in chuck of drill press, remove release key before you start
machine, or your arm may be twisted around spindle. Never leave key in chuck.
26. Use drills properly sharpened to cut to the right size.
27. Run the drill only at the correct speed; forcing or feeding too fast may cause
broken drills and result in serious injury.
28. If the work should slip from clamp, never attempt to stop it with your hands.
Stop the machine to make any adjustment or repair.
29. Drills, reamers, etc., must never be forced by exerting excess pressure on the
feed lever. Tools may break and cause injury.
30. All work shall be secured properly, and all loose objects removed from tables
before machines are operated.
31. Cutters shall be checked for cracks or breaks before mounting and shall be
securely mounted before operations are started.
32. Operators shall keep head and hands away from cutters when machine is in
operation.
33. File tangs or other makeshift drifts shall not be used to remove taper shank tools.
Proper drifts are available in tool rooms.

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34. Safety guards shall be placed around any work item extending beyond machine
table.
35. Milling cutters and other hardened tools shall not be struck with steel hammer.
Blocks of wood, rawhide, or copper hammers should be used.
36. Proper feeds and speeds shall be selected before operations are started.
37. Machines shall be stopped before any attempts are made to measure or to check
work.
38. Guards and baffles shall be used to protect others from flying chips, oil or
coolants.
39. Operators shall be sure that cutters and feeds are turning in the proper direction
so the cutters will not climb up or jam. Such an accident can cause injury to the
work, the machine, and to the operator as well.
40. Caution: All grinding wheels operate at dangerous speeds.
41. See that the grinding wheel fits easily on the spindle. It is dangerous to force it
on, nor should it be too loose.
42. Washers or flange facings or compressible material shall be fitted between the
wheel and its flanges. If blotting paper is used, it should not be thicker than .025
inch.
43. After a wheel is mounted, allow it to develop full operating speed for at least one
minute; meanwhile, stand to one side and out of danger. Never apply the work
until this speed test has been made and the wheel has been properly dressed.
Under no condition should the wheel revolve faster than the safe R.P.M.
recommended by the manufacturer as shown on the label.
44. Do not force work against a cold wheel, but apply it gradually, giving the wheel
an opportunity to warm, thus reducing the chance of breakage. This applies to
starting work in the mornings in cold rooms and to new wheels which have been
stored in a cold place.
45. Wheel dressers, except the diamond type, shall be equipped with guards over the
tops of the cutters to protect against flying pieces, broken cutters, or wheel
particles.
46. Operator shall see that wheel turns freely and is properly mounted before
operating.
47. All wheels should be given the "ring" test before they are mounted on machines.

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48. Gloves should not be worn while operating grinders.

49. Dust collectors or other exhaust systems shall be in operation during grinding
operations on machines so equipped.
50. Tools or other loose objects shall be kept off machines in operation.
51. Wheel guards shall be kept in place and in good condition while machine is in
operation.
52. Safe operating speeds are marked on wheels by manufacturers.
53. Operators shall not run wheels faster than recommended speeds.
54. Operators shall avoid standing directly in front of grinding wheels, especially
when starting.
55. Wheels loaded or clogged with metal shall not be used until dressed.
56. Grinding wheels out of round or out of balance shall be trued before using.
57. Eye protective equipment with side shields shall be worn while grinders are
being operated.
58. Grindings wheels shall be equipped with tool rests, same must not be worn more
than one-eighth inch from stone and work held firmly thereon.
59. It is unsafe to adjust a work-rest while the grinding wheel is in motion. The rest
may slip and break the wheel.
60. The side of an emery wheel shall not be used for grinding unless it is a special-
type wheel for that purpose.
61. Be especially careful when grinding narrow tools. They are apt to catch between
the rest and the wheel.
62. Jobs shall be securely mounted, and all tools removed from tables before
machines are started.
63. Machine stroke shall be properly adjusted so as to clear work and machine tables.
64. Operators shall stand clear of work that projects over side of planer tables.
65. Operators shall not try to adjust stroke or position of ram while cut is being taken.
66. Operators should stand so machine controls are easily reached.
67. While machines are in operation, hands shall be kept away from clapper boxes.
Adjustment shall not be made to tools when clapper boxes are raised.
68. Screens shall be provided against flying chips or cuttings to protect other
employees working nearby.

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69. Operators should take proper stance when pulling on long wrenches to bolt down
work on machines to prevent falling and strain should the wrench slip.
70. All welding operations shall follow the Job Safety Rules for welding.
71. Safety spectacles, either prescription or plain type, or a face shield, shall be worn
on the job.
72. Work shoes (safety shoes recommended) should be worn by all machinists since
handling material is an essential part of this occupation.
73. Gloves are recommended for protection in handling material but must not be
worn when operating machines.

ENVIRONMENTAL, OCCUPATIONAL HEALTH & SAFETY POLICY

Gabriel India Limited, Chakan, Pune is engaged in the Design,
Development, Manufacturing and supply of shock absorbers & struts for
automobile application.
We have established EOH&S Management System to continually
improve our performance related to Environment, Occupational Health &
Safety at each relevant function & level in the organisation.
To achieve this, we shall focus on -
Strategies to prevent incidents, accidents & pollution.
Commitment to prevention of injury & ill health by adopting safe and
healthy work practices.
Compliance to relevant EOHS legislation & other requirements
Conservation of water & electricity.
Appropriate consultation & communication with interested parties.
Periodic review of objectives & Promoting awareness to all
employees.
Let us keep our Sky blue & Earth green.

How is Safety Policy communicated to the employees and other stakeholders?

• Training (For All Employees including Staff, Operating Engineers & Contract
Employees)
• Visual Display (Displayed at Security Gates, Shop Floor & Office Area),
• Mailers (For All service Providers, Contractors, Vendors, Customers, etc.),

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• Pocket Cards (For Employees & Visitors) etc

• Monthly Communication Meet.

What is your company’s/unit’s policy for employees involved in fatality cases and who
has/have suffered partial/ permanent disability?
1. Group Medi-Claim Compensation (Cashless Card Facility) - New India Assurance
Co. Ltd
2. Group Personal Accident - New India Assurance Co. Ltd
COVERAGE
• All the employees on the roll of the company are covered under the Group Medi-claim
Policy
and Group Personal Accident Policy.
• Workman Compensation Policy is available for the Medical Compensation of workers
working
on the contract basis.
• The amount of sum insured (per person) of the employees is as mentioned below :-

What is your company’s policy for contractor’s safety management?

(Note: Mention system and procedures followed and the type of records maintained)
• Specific EHS requirements determined for each contractor/contract job based on the
work that contractor will be performing.
• Weekly safety talks by Safety & Maintenance department.
• Periodic Trainings for Contractors working in the company on regular basis. (e.g
Material handling, cleaning, Use of PPE etc.)
• Contractors given work permits based on the job type. (Work Permit system)
• Work Permit and Training Records maintained for the same.

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• All Personal Protective Equipment’s provided to the contractors based on the job.
• Selected contract employees gone under the specific certified training programmes like
Use of fire extinguishers & Basic first aid (life saver).

Fig 3

Describe the system of Hazards Identification and Risk Assessment (HIRA) & Risk
Control in the unit :
(Note: Mention established, implemented and maintained a procedure for ongoing
Identification of hazards, assessment of their risk and determining the necessary
controls)
GIL has established a procedure for identifying Occupational hazard, risks of the various
Activities, Product and Services of our company. Occupational hazards are identified
such that GIL can have control over them or can expect to have an influence over them.
Occupational hazards are reviewed to determine the higher risks as per Procedure for
Evaluation Occupational hazard and risks. The higher risks are considered in setting
departmental objectives. The information regarding the significant hazards is kept up-
to-date by conducting initial OH&S review with the frequency of one year. Identified
hazards are reviewed whenever there is any change in process, activity, product or
services and with changing circumstances.
Identification of hazards includes:
- Routine and non-routine activities.
- Activities of all personnel having access to the workplace (including subcontractors
and visitors)
- Facilities at the workplace, whether provided by the Organization or others.
Procedure for Identification of Hazards, Assessment of their risk and determining the
necessary controls is as follows:
For identification of risk associated with a particular hazard the information is derived

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from following
sources:

Fig 4

Describe the Safety systems followed in the unit

(Note: Mention various safety systems followed in the unit related to process,
operations, maintenance and construction including if any certification has been
obtained. If so, please attach a copy)
• Occupational Health and Safety system for employee’s health and safety.
• Hazard Identification & Control system to reduce the possibilities of incidences.
• Reporting of Near Miss Incidence to control the accidents.
• Incident/accident investigation system
• Environment Management System for prevention and maintaining good working
conditions.
• Work Permit System
• Emergency Control System
• Safety Kaizen system
• 5 S system
• Visual Management system
• Suggestion Scheme
• Visitor Safety
• Green Technology & Automation.
• Preventive Maintenance

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Fig 5

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Fig 6

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Fig 7

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Fig 8

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Describe incident/accident investigation system followed in your Unit

(Note: Mention system followed including review and follow up Mechanism for
corrective and preventive actions)
a) Handling of Incident / Accident investigation:
• Safety leader along with related functional members shall investigate the accident /
incidents /non-conformance and while doing so investigate the immediate cause, root
cause and lack of control that resulted in the event and instant actions possible to
increase awareness of safety as mitigation action.
• Incident investigations are started immediately, however it completed within a day
from the time of incident using format EOHS / HR/ 14 / 02
Emergency Preparedness, Visitor Safety Safe Working Area
During the investigation the following factors should be considered:
(a) Frequency of accident

(b) Severity
(C) Condition of floor & lights

(d) Body part involved

(E) Accidents brief Description

(f) Equipment/product involved

(g) Activity related to events

(h) Type of loss (man hrs/equipment loss)

(i) Date, time of occurrence

(j) Why-Why analysis (Root Cause Analysis)

Accident Reporting:
When an accident / incident takes place, recording and reporting of accident shall be
done in the following manner using Accident / Incident report.
• All accidents/incidents will be reported by the person observing the accident to the
plant supervisor and EHS Leader, where the accident takes place;
• Upon being informed of the incident/accident, the supervisor shall take the following
action:
• He will execute mitigation to control the situation.
• In case of any injury to personnel, remove the person to a safe location and arrange for

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prompt and appropriate first-aid or medical attention;

• Isolate the source or the cause of the accident in case of continuing danger or hazard
prevailing in the work place. This shall be done without endangering human life,
environment
• Ensure that all corrective actions are taken to protect on site and off site human life,
environment and safety in the area;
• Collect vital evidence through prompt assessment of the accident and take steps to
preserve faithfully evidence that may be required for further investigation e.g.
photographs, samples etc.;
• Prepare accident report as soon as possible after the accident and generate comments
from the various sections. The form deals with all types of accidents viz. injuries, spills,
fires etc.
• Accident reports shall, normally, be completed and turned in immediately (2 – 4 hours)
after the incident but in no case later than 24 hours of the incident.
• Cases of reportable accidents, if any, under the regulations applicable to the facility,
shall be brought to the attention of the facility manager and the EHS Coordinator
immediately.
• The facility manager shall take appropriate action to ensure that:
− All statutory agencies requiring immediate notification (Local Police, District
Magistrate, SPCB, Factory Inspector etc.) are informed promptly;
− Requirement of all regulatory reporting is complied with;
− Reporting is done in the prescribed format provided for in the relevant Act/Rules; and
all reporting is done within the time frame stipulated in the Act/Rules.
• In consultation with Safety Leader and concerned HOD’s the corrective
action/preventive action is finalized and the same is informed to the concerned
department supervisors/employees.
• Before implementation of any corrective and preventive action risk assessment of
proposed corrective and preventive action is carried out
• Employees are consulted regarding corrective and preventive actions.
• The results of incident investigation, corrective and preventive actions are
communicated to concern persons for horizontal deployment if any.
• The information to be sent to the relevant statutory authority according to the Act/
Rules as applicable by Personnel department.

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Does your Unit have a system of ‘Employee Suggestion Scheme’ on safety issues? If
so, please give details including provision of rewards, if any:
Yes. Employee Suggestion Scheme is for identification or reporting of safety issues. All
the operators are given suggestions for improvement of safety systems in the plant. CFT
team members collect all those suggestions. Analyse it and make action plan to
implement those suggestions. Suggestion box are kept at conspicuous places.
Organization awarded those employees who are given highest suggestions in the month
and best suggestion of the month etc. In Annual event best suggestion of
the year is awarded by certificate and cash prize of Rs. 5000/-
*) Does your unit have an On-site & Off-site emergency plan? If so, Pl furnish salient
features of the same:
Measures that need to be taken during emergencies require co-ordination of activities of
many departments/services and may also require help of outside resources. The plan set
out the way in which designated people at site of the incident can initiate supplementary
action both inside and outside the works at an appropriate time.
Silent Features:
1. Safeguard lives: - both at site and in the neighbourhood.
2. Contain the incident and bring it under control.
3. Minimize the damage to people; property and neighbourhood environment.
4. Rescue and treatment of causalities.
5. Evacuation of persons to safe assembly area.
6. Preservation of information, records, etc. which will help in the investigation of the
causes and circumstances of emergency.
7. Welfare assistance to the casualties.
8. Collection and logging of information regarding latest status, action etc.
Award Distribution for Best IDEA of the Month
7.6. Describe safety emergency handling system in your Unit
(Note: Mention whether there is a Safety & Occupational Health centre and Ambulance
and other facilities
Emergency Preparedness:
We have prepared on-site emergency plan to handle the emergencies in the plant. All
possible
emergencies identified in On-site emergency plan. Like Fire, Leakage of Hazardous

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Material, Gas Leakage, major accidents; etc. For information of emergency siren or
alarm system is provided in the plant. Safe Assembly Points are located two opposite
sides of the plant for taking head count in emergency situation.
Mock drills are planed every quarter with demonstration of fire extinguishers and
handling of casualty.
Occupational Health Centre (medical room) to handle the casualty and ambulance for
taking injured persons to the hospital are available in the plant.
Emergency Response:
We have defined procedure for responding emergencies.
Observer should give information to security or raise the alarm for informing about the
emergency to all employees.
Security should call to site controller and chief controller and inform about the
emergency.
Site controller should observe incidence site and give instructions to all Emergency
response team members to control the emergency and update the status to chief
controller.
Emergency Evacuation Procedure:
We have provided three type alarm system for emergency evacuation.
• 1st alarm indicates Information about the emergency.
• 2nd alarm indicates Emergency is out of control and everybody should be report at
Safe
Assembly Point near Gabriel Learning centre.
• 3rd alarm indicates that Emergency is under control and all employees should go back
to their work safely.
Some of the employees are trained to give proper response the emergency. We have
divided them in to the different teams like Rescue team, Communication team,
firefighting team, first aid team and communication team, etc.
Safe assembly area located in front of Gabriel Learning centre has marked with
Yellow/white lines for easy head counting.
• Emergency Contact Number (02135-610 777 & 02135-610 700)

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Fig 9

Describe the type of Safety Signs used in your unit:

(Note: Furnish photographs)
We have displayed safety signages inside and outside the shop floor area. Signs are

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including Danger or hazard in the area, caution Signages, Direction signs, Speed limit,
No Smoking area, Warning signs etc.

Fig 10

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5) DEPARTMENT DETAILS WHERE UNDERGONE TRAINING:

1.Conduction supplier system audits as per plans to meet the company quality requirements.
2.Communicating audit findings to suppliers & monitoring action closure to ensure
quality standards are meet.
3.Handling supplier Re-PPAP and supplier PSW sign off to avoid any discrepancies.
4.Monitoring effectiveness of corrective actions taken by the supplier for line and lot
rejections and ensuring they supply quality material.
5.MIS preparation and communicating the performance to the suppliers.
6.Adhering to various quality systems and maintaining documents as per requirement
of company quality standard.
7.Providing training regarding 5'S process, product and other essentials to the supplier
to ensure congruence in demand and supply quality.
8.Handling layout inspection reports from suppliers as per decided frequency to
keep a track of activities.
9.Monitoring supplier rating calculation and COPQ levels to ensure targets are met

The CSQA Department also have introduced concept of VSME.VSME stands for
Visionary Small and Medium Enterprise.
A joint initiative of CII and ANAND since 2009, VSME has helped institutionalise
globally-best practices into the ANAND Heijunka Production System (AHPS). A
dedicated ANAND team is guided by Japanese experts Prof. Shoji Shiba and Mr.
Takeyuki Furuhashi to partner ANAND suppliers in implementing best-in-class
manufacturing practices. Some leading OEMs have also begun to follow the VSME
principles, institutionalising the concept of partnership-based supply chains.

Fig 11

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Fig 12

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6) ACTIVITIES DONE DURING TRAINING WITH

TECHNICAL DETAILS:

Introduction to the company. The HR presented us a presentation regarding the

information of the company. The presentataion started with introduction to the mother
company ANAND Group. ANAND Group’s values, ethics, rules and regulations,
oragnizational structure its partners were briefed shortly. Post ANAND Group briefing,
Gabriel India Limited Briefing started and was explained in similar fashion. After HR
presentation of the company, there was plant tour arranged for us. Gabriel India Ltd is
a huge facility containing 3 plants:

I. Shock Absorber Manufacturing Plant (Head Office).

II. Struct Body Cell (SBC).
III. Casting Plant.
The Shock Absorber Manufacturing Plant is the main facility of GIL Chakan
Plant. This part of facility contains:
a) Main shop floor and assembly line for shock absorber and struct
manufacturing assembly line for passenger and commercial vehicals.
b) India Railways Shock Absorber manufacturing and assembly Line.
c) Head Office
d) Research & Development Lab.

Some activities performed during the training:

1. Shop floor Visit, plant visit and department people introduction.

2. Observation of Shop Floor and Process Flow.
3. Observation on assembly line.
4. Study of SBC
5. Introduction to suppliers, their visits and obserations done there.
6. MOST basic understanding and application.
7. JH Quality tool.
8. Contamination Checking Experiment.
9. VSME Target Setting Workshop.
10. RMC Workshop.

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Sample Process flow of a Component (OLD)

Fig 13

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Sample Supplier Audit Sheet

Fig 14

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MOST:

Time and motion study set to be the target of any industry to improvise the plant
efficiency. The actual time consumed for machining a valve time controller is been
captured and comparative is studied with a predetermined motion study called MOST
viz., Maynard Operation Sequence Technique. The sequence of machining is considered
as the optimized sequence and operator motion, plant layout arrangement with time
consumptions are evaluated for comparison.

Maynard Operation Sequence Technique (MOST) is a predetermined motion time

system that is used primarily in industrial settings to set the standard time in which a
worker should perform a task. To calculate this, a task is broken down into individual
motion elements, and each is assigned a numerical time value in units known as time
measurement units, or TMUs, where 100,000 TMUs is equivalent to 1 hr. All the motion
element times are then added together, and any allowances are added, and the result is
the standard time. The most commonly used form of MOST is Basic MOST, which was
released in Sweden in 1972 and in the United States in 1974. Two other variations were
released in 1980, called Mini MOST and Maxi MOST. This allows for a variety of
applications-Mini MOST is commonly used for short (less than about a minute),
repetitive cycles, and Maxi MOST for longer (more than several minutes), non-
repetitive operations. Basic Most is in the position between them and can be used
accurately for operations ranging from less than a minute to about ten minutes.

E.g. Machining process in valve time controller is been initially studied at the industry
and the operation sequence are been channelized. The first part of each day is taken as
the problem to be standardized using time and motion study technique. For time study,
the best methodology opted is Stopwatch method. A stopwatch is a handheld timepiece
designed to measure the amount of time elapsed from a particular time when it is
activated to the time when the piece is deactivated. A large digital version of a stopwatch
designed for viewing at a distance, as in a sports stadium, is called a stop clock. The
entire process consist of eight operations and the perspective of this study is to evaluate
whether the sync between proper time utilisation and exact time taken for the given
operation. Here we consider the gauging, movement of operator and adjustments made
by operator in each operation as whole

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Fig 15 (Stopwatch model used)

Fig 16

(Stopwatch Timings Vs MOST Timings)

The above-mentioned table explains the time utilised in gauging of each part during the
machining process. For each operation the measuring needs varies and methods used to
measure varies, we consider this method as the optimised method to gauge and time
consumed practically at each operation. MOST Method study MOST Systems are
designed to provide the optimal combination of speed, detail and accuracy of an analysis
at all levels of application. MOST was designed to be much faster than conventional
work measurement techniques such as time study. Through this method the standardised
gauging and motion time are allocated using the Basic MOST.

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7) Introduction to suppliers, their visits and obserations done there:

There are more than 100+ suppliers across India (few abroad) who continuously provide
the required raw material, products and services which help the main body run smoothly
and efficiently. Gabriel India Ltd is the only company with a dedicated Department for
Supplier Quality Assurance. As the company has a wide wing spread across the nation
only the highest quality suppliers and vendors are merged in with the company to work
as a team. In Pune there are more than 6+ suppliers, strategically located few amongst
them are located within a range of 10kms from the plant itself. Few amongst them are
Emarkons Auto Components Pvt Ltd, Reliable Engineering, Impression Systems
Industries. My First visit to these suppliers was guided by Nandakishor Sir where he
helped me understand the process, products/services, and the development of that
supplier done with the assistance of SQA and VSME team together over the period of
time and helped me in

8) Introduction to Eight Disciplines of Problem Solving (8D):

The Eight Disciplines of Problem Solving (8D) is a problem-solving methodology
designed to find the root cause of a problem, devise a short-term fix and implement a
long-term solution to prevent recurring problems. When it’s clear that your product is
defective or isn’t satisfying your customers, an 8D is an excellent first step to improving
Quality and Reliability.
Ford Motor Company developed this problem-solving methodology, then known as
Team Oriented Problem Solving (TOPS), in the 1980s. The early usage of 8D proved
so effective that it was adopted by Ford as the primary method of documenting problem
solving efforts, and the company continues to use 8D today.
8D has become very popular among manufacturers because it is effective and
reasonably easy to teach. Below you’ll find the benefits of an 8D, when it is appropriate
to perform and how it is performed.

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9) What is Eight Disciplines of Problem Solving (8D):

The 8D problem solving process is a detailed, team-oriented approach to solving critical
problems in the production process. The goals of this method are to find the root cause
of a problem, develop containment actions to protect customers and take corrective
action to prevent similar problems in the future.
The strength of the 8D process lies in its structure, discipline and methodology. 8D uses
a composite methodology, utilizing best practices from various existing approaches. It
is a problem-solving method that drives systemic change, improving an entire process
in order to avoid not only the problem at hand but also other issues that may stem from
a systemic failure.
8D has grown to be one of the most popular problem-solving methodologies used for
Manufacturing, Assembly and Services around the globe. Read on to learn about the
reasons why the Eight Disciplines of Problem Solving may be a good fit for your
company.

10) 8D - Problem Solving Format:

Why Apply Eight Disciplines of Problem Solving (8D)

The 8D methodology is so popular in part because it offers your engineering team a

consistent, easy-to-learn and thorough approach to solving whatever problems might
arise at various stages in your production process. When properly applied, you can
expect the following benefits:
1. Improved team-oriented problem-solving skills rather than reliance on the
individual
2. Increased familiarity with a structure for problem solving
3. Creation and expansion of a database of past failures and lessons learned to
prevent problems in the future
4. Better understanding of how to use basic statistical tools required for problem
solving
5. Improved effectiveness and efficiency at problem solving
6. A practical understanding of Root Cause Analysis (RCA)

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7. Problem solving effort may be adopted into the processes and methods of the
organization
8. Improved skills for implementing corrective action
9. Better ability to identify necessary systemic changes and subsequent inputs for
change
10. More candid and open communication in problem solving discussion, increasing
effectiveness
11. An improvement in management’s understanding of problems and problem
resolution
12. 8D was created to represent the best practices in problem solving. When
performed correctly, this methodology not only improves the Quality and
Reliability of your products but also prepares your engineering team for future
problems.

13. When to Apply Eight Disciplines of Problem Solving (8D)

14. The 8D problem solving process is typically required when:

15. Safety or Regulatory issues has been discovered
16. Customer complaints are received
17. Warranty Concerns have indicated greater-than-expected failure rates
18. Internal rejects, waste, scrap, poor performance or test failures are present at
unacceptable levels

11) How to Apply Eight Disciplines of Problem Solving (8D):

The 8D process alternates inductive and deductive problem-solving tools to relentlessly
move forward toward a solution. The Quality-One approach uses a core team of three
individuals for inductive activities with data driven tools and then a larger Subject
Matter Expert (SME) group for the deductive activities through brainstorming, data-
gathering and experimentation.
D0: Prepare and Plan for the 8D
Proper planning will always translate to a better start. Thus, before 8D analysis begins,
it is always a good idea to ask an expert first for their impressions. After receiving
feedback, the following criterion should be applied prior to forming a team:

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Collect information on the symptoms

Use a Symptoms Checklist to ask the correct questions
Identify the need for an Emergency Response Action (ERA), which protects the
customer from further exposure to the undesired symptoms
D1: Form a Team
A Cross Functional Team (CFT) is made up of members from many disciplines.
Quality-One takes this principle one step further by having two levels of CFT:
1. A Core Team uses data-driven approaches (Inductive or Convergent
Techniques)
a. The Core Team Structure should involve three people on the respective
subjects: product, process and data
2. SME Team comprised of members who brainstorm, study and observe
(Deductive or Divergent Techniques)
a. Additional Subject Matter Experts are brought in at various times to
assist with brainstorming, data collection and analysis
3. Teams require proper preparation. Setting the ground rules is paramount.
Implementation of disciplines like checklists, forms and techniques will ensure
steady progress. 8D must always have two key members: a Leader and a
Champion / Sponsor:
4. The Leader is the person who knows the 8D process and can lead the team
through it (although not always the most knowledgeable about the problem being
studied)
5. The Champion or Sponsor is the one person who can affect change by agreeing
with the findings and can provide final approval on such changes
6. D2: Describe the Problem
7. The 8D method’s initial focus is to properly describe the problem utilizing the
known data and placing it into specific categories for future comparisons. The
“Is” data supports the facts whereas the “Is Not” data does not. As the “Is Not”
data is collected, many possible reasons for failure are able to be eliminated.
This approach utilizes the following tools:
8. 5 Why or Repeated Why (Inductive tool)
a. Problem Statement

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9. Affinity Diagram (Deductive tool)

10. Fishbone/Ishikawa Diagram (Deductive tool)
11. Is / Is Not (Inductive tool)
a. Problem Description
12. D3: Interim Containment Action
13. In the interim, before the permanent corrective action has been determined, an
action to protect the customer can be taken. The Interim Containment Action
(ICA) is temporary and is typically removed after the Permanent Correct Action
(PCA) is taken.
14. Verification of effectiveness of the ICA is always recommended to prevent any
additional customer dissatisfaction calls
15. D4: Root Cause Analysis (RCA) and Escape Point
16. The root cause must be identified to take permanent action to eliminate it. The
root cause definition requires that it can be turned on or off, at will. Activities in
D4 include:
17. Comparative Analysis listing differences and changes between “Is” and “Is Not”
18. Development of Root Cause Theories based on remaining items
19. Verification of the Root Cause through data collection
20. Review Process Flow Diagram for location of the root cause
21. Determine Escape Point, which is the closest point in the process where the root
cause could have been found but was not
22. D5: Permanent Corrective Action (PCA)
23. The PCA is directed toward the root cause and removes / changes the conditions
of the product or process that was responsible for the problem. Activities in D5
include:
24. Establish the Acceptance Criteria which include Mandatory Requirements and
Wants
25. Perform a Risk Assessment / Failure Mode and Effects Analysis (FMEA) on
the PCA choices
26. Based on risk assessment, make a balanced choice for PCA
27. Select control-point improvement for the Escape Point
28. Verification of Effectiveness for both the PCA and the Escape Point are required

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29. D6: Implement and Validate the Permanent Corrective Action

30. To successfully implement a permanent change, proper planning is essential. A
project plan should encompass communication, steps to complete, measurement
of success and lessons learned. Activities in D6 include:
31. Develop Project Plan for Implementation
32. Communicate the plan to all stakeholders
33. Validation of improvements using measurement
34. D7: Prevent Recurrence
35. D7 affords the opportunity to preserve and share the knowledge, preventing
problems on similar products, processes, locations or families. Updating
documents and procedures / work instructions are expected at this step to
improve future use. Activities in D7 include:
36. Review Similar Products and Processes for problem prevention
37. Develop / Update Procedures and Work Instructions for Systems Prevention
38. Capture Standard Work / Practice and reuse
39. Assure FMEA updates have been completed
40. Assure Control Plans have been updated
41. D8: Closure and Team Celebration
42. Teams require feedback to allow for satisfactory closure. Recognizing both team
and individual efforts and allowing the team to see the previous and new state
solidifies the value of the 8D process. Activities in D8 include:
43. Archive the 8D Documents for future reference
44. Document Lessons Learned on how to make problem solving better
45. Before and After Comparison of issue
46. Celebrate Successful Completion

8D and Root Cause Analysis (RCA):

The 8D process has Root Cause Analysis (RCA) imbedded within it. All problem
solving techniques include RCA within their structure. The steps and techniques within
8D which correspond to Root Cause Analysis are as follows:
1. Problem Symptom is quantified and converted to “Object and Defect”

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2. Problem Symptom is converted to Problem Statement using Repeated Whys

3. Possible and Potential Causes are collected using deductive tools (i.e. Fishbone or
Affinity Diagram)
4. Problem Statement is converted into Problem Description using Is / Is Not
5. Problem Description reduces the number of items on the deductive tool (from step
3)
6. Comparative Analysis between the Is and Is Not items (note changes and time)
7. Root Cause theories are developed from remaining possible causes on deductive
tool and coupled with changes from Is / Is Not
8. Compare theories with current data and develop experiments for Root Cause
Verification
9. Test and confirm the Root Causes

Example: Multiple Why Technique

The Multiple / Repeated Why (Similar to 5 Why) is an inductive tool, which means
facts are required to proceed to a more detailed level. The steps required to determine
problem statement are:
1. Problem Symptom is defined as an Object and Defect i.e. “Passenger Injury”
2. Why? In every case “SUV’s Roll Over”
3. Why? In every case, it was preceded by a “Blown Tire”
4. Why? Many explanations may be applied; therefore the team cannot continue with
another repeated why past “Blown Tire”
5. Therefore, the Problem Statement is “Blown Tire”
6. Why? Low (Air) Pressure, Tire Defect (Degradation of an Interface) and High
(Ambient) Temperature
7. Counter measures assigned to low pressure and tire defect
This example uses only 4 of the 5 Whys to determine the root causes without going
further into the systemic reasons that supported the failure. The Repeated Why is one
way to depict this failure chain. Fault Tree Analysis (FTA) could also be used.

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12) FISHBONE (ISHIKAWA) DIAGRAM

This cause analysis tool is considered one of the seven basic quality tools. The fishbone
diagram identifies many possible causes for an effect or problem. It can be used to
structure a brainstorming session. It immediately sorts ideas into useful categories.

13) WHEN TO USE A FISHBONE DIAGRAM

• When identifying possible causes for a problem.

• When a team’s thinking tends to fall into ruts.

FISHBONE DIAGRAM PROCEDURE

Fishbone Diagram Example (Fig 17)

Materials needed: flipchart or whiteboard, marking pens.

1. Agree on a problem statement (effect). Write it at the center right of the

flipchart or whiteboard. Draw a box around it and draw a horizontal arrow
running to it.
2. Brainstorm the major categories of causes of the problem. If this is difficult
use generic headings:
3. Methods
4. Machines (equipment)
5. People (manpower)

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6. Materials
7. Measurement
8. Environment
9. Write the categories of causes as branches from the main arrow.
10. Brainstorm all the possible causes of the problem. Ask “Why does this
happen?” As each idea is given, the facilitator writes it as a branch from the
appropriate category. Causes can be written in several places if they relate to
several categories.
11. Again ask “Why does this happen?” about each cause. Write sub-causes
branching off the causes. Continue to ask “Why?” and generate deeper levels
of causes. Layers of branches indicate causal relationships.
12. When the group runs out of ideas, focus attention to places on the chart where
ideas are few.

14) FISHBONE DIAGRAM EXAMPLE

This fishbone diagram was drawn by a manufacturing team to try to understand the
source of periodic iron contamination. The team used the six generic headings to prompt
ideas. Layers of branches show thorough thinking about the causes of the problem.

Fishbone Diagram Example (Fig 18)

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For example, under the heading “Machines,” the idea “materials of construction” shows
four kinds of equipment and then several specific machine numbers.

Note that some ideas appear in two different places. “Calibration” shows up under
“Methods” as a factor in the analytical procedure, and under “Measurement” as a cause
of lab error. “Iron tools” can be considered a “Methods” problem when taking samples
or a “Manpower” problem with maintenance personnel.

15) How did the 5W2H method earn its name?

At first, it might seem complicated, but it’s precisely the opposite. It is called the
5W2H method or approach to simplify the guidelines involved in each action phase of
the plan to which it proposes. Check the table below for a brief explanation of each, in
the order that they should be analysed:

What? What will be done? Action steps, description.

Why? Why will it be done? Justification, reason.

Where? Where will it be done? Location, area.

When? When will it be done? Time, dates, deadlines.

Who? Who will do it? Who’s responsible for it?

How? How will it be done? Method, process.

How much? What will it cost to make? Costs or expenses involved.

Keep in mind these three key topics:

1. The spectrum of actions must always be related to the cause of problems, and
not the possible effects they have caused. In other words, seek to create lasting
rather than palliative solutions.
2. The solutions implemented by the 5W2H method should be as objective as
possible, avoiding side effects that may require new actions to suppress them.

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3. Never settle for the first good idea: Propose various approaches to the different
situations analysed, thereby increasing options and scope of action.

16) What is Gemba?

Gemba is a Japanese term meaning "the real place." Japanese police could refer to a
crime scene as Gemba, and TV reporters often refer to themselves as reporting live
from Gemba.

In business, however, Gemba refers to the place where value is created. The most
common use of the term is in manufacturing, where the Gemba is the factory
floor. Beyond this, Gemba can really be any "site", such as a building site in
construction, the sales floor in retail, or somewhere the service provider interacts
directly with the customer e.g. a car dealership showroom.

17) What is a Gemba Walk?

In lean manufacturing, the whole point of Gemba is that problems in a business process
or production line are often easily visible, and the best improvement come from going
to 'the real place', where leaders can see the state of the process for themselves.

"Go see, ask why, show respect"

Over the course of a Gemba Walk, leaders, managers and supervisors are expected to
simply observe and understand process. As part of the Kaizen methodology, it is also
supposed to encourage greater communication, transparency and trust between the
lower level of employees and leadership. For this reason, it is not appropriate to use a
Gemba walk to point out employee flaws or enforce policy - this runs the risk
of employees putting up barriers to leadership or closing off altogether.

7 Steps for a Successful Gemba Walk

1. Create a premise or hypothesis that explains why you believe the topic needs
to be addressed. An area leader might pose questions like: a) “I believe that we
have excess WIP in and around our production areas causing excess lead time in

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delivering products to our customers. Let’s go take a look.”, or b) “I have a

hunch that our absenteeism and excessive operator rotation could be contributing
to our increase in production defects, or c) Let’s go and see what we can find
out.”, or d) “I suspect that our metric boards are not identifying the root causes
of issues. Let’s take an hour and review the effectiveness of our metric board
countermeasures and assignments.”
2. Formalize a list of questions to review during the Gemba session. For example,
here are some questions that you might ask when focusing on equipment and
tool maintenance: a) Is there evidence of a formal preventative maintenance and
auditing program?, b) Is a timetable and tracking sheet posted near critical tools
and equipment?, or c) Are operators involved in daily equipment and tool
maintenance? or d) Have we conducted a Pareto analysis of our unscheduled
equipment downtime?
3. Share your experiences and feedback as you walk through the area or process.
Be sure to keep the comments and examples reinforcing and constructive.
4. Make appropriate notes and assign follow up homework. Use a “what, who
and when” format to track assignments and create accountability.
5. Establish how often you will conduct Gemba sessions with your team.
Frequency should be based on desired skill development as well as issue
severity.
6. Cascade your expectations and encourage your reports to conduct gemba
sessions with their respective teams.
7. Foster a “train the trainer” mentality that promotes the importance of your
company being a learning organization.

18)CONCLUSION:
1. Learnt about Observation skills with respect to Quality and process in
consideration.
2. Communication, dealing skills and professionalism with respect to company
and vendors/suppliers
3. Target setting, goal acheivement and time management.
4. Process and Production planning and flow.

Mechanical Sandwich Engineering

Page No. 49
 Savitribai Phule Pune University

CERTIFICATE OF COMPLETION :

Mechanical Sandwich Engineering

Page No. 50