TATA MOTORS LIMITED JAMSHEDPUR 1

PROJECT REPORT

THE PROJECT
REPORT
 TATA MOTORS LIMITED JAMSHEDPUR 2
PROJECT REPORT

“Analysis of Production losses in VEHICLE

FACTORY Assembly Line- 3”

UNDER ESTEEMED GUIDANCE OF

MR. KUMAR BINTU

VEHICLE FACTORY-3
TATA MOTORS, JAMSHEDPUR

SUBMITTED BY:
MANISH KUMAR BHAGAT
MECHANICAL ENGINEERING
N.I.T AGARTALA
 TATA MOTORS LIMITED JAMSHEDPUR 3
PROJECT REPORT

This is to certify that MANISH KUMAR BHAGAT

of N.I.T AGARTALA has completed his training
cum project work successfully and satisfactorily on
the topic: “ANALYSIS OF PRODUCTION
LOSSES IN VEHICLE FACTORY
ASSEMBLY LINE-3”.
during the period of 20th MAY-20th June 2017 under
my guidance.
Wish them best of luck for their good career.

SIGNATURE OF PROJECT GUIDE

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PROJECT REPORT

CONTENTS
SL.NO. TOPIC PAGE
NO.
01 ACKNOWLEDGEMENT 5

02 TATA MOTORS PROFILE 6

03 TATA MOTORS JAMSHEDPUR 8

04 INTRODUCTION 11

05 OBJECTIVE OF THE PROJECT 18

06 ANNEXURE – 1 31

07 ANNEXURE – 2 32

08 CONCLUSION 34

ACKNOWLEDGEMENT
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First of all I am indebted to TATA MOTORS

LIMITED, JAMSHEDPUR for considering me for an
internship in their prestigious organization. I take this
opportunity with much pleasure to thank all the people
who have helped me through the course of my journey
towards producing this report. I sincerely thank my
project guide, Mr. KUMAR BINTU SIR for his
guidance, help and motivation. Apart from the subject
of my project, I learnt a lot from him, which I am sure,
will be useful in different stages of my life.. I am also
obliged towards Mr. Shreedhar velluri sir , MTC
Library Staffs for assisting me & also giving me to
learn maximum from such an esteemed organization.
Last but not the
least I would like to thank all the operators and
supervisors of VEHICAL Factory who helped me
directly or indirectly in the completion of my Project
Report. This little piece of acknowledgement recognizes
but does not do justice to the cooperation which I have
had, from the concerned people. During training,
TATA MOTORS made my stay pleasant and
memorable.
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PROJECT REPORT

TATA MOTORS PROFILE

Every business organization exists because it is able to fulfil society’s
needs for some goods or services. TATA motors engaged in an
industry, which is vital for the progress of a developing country. The
commercial vehicle industry plays a vital role in the efficient
movement of people, agricultural product, raw materials and finished
products. The company always placed a major emphasis on the
satisfaction of its customer’s needs by producing their requirement at
the fairest prices backed by effective after sales services.

LANDMARKS AND HISTORY OF TATA MOTORS

1945 : To produce steam engine TATA motors was established as a Public
limited company at Jamshedpur.
1952 : TATA motors produced its first meter gauge steam locomotive
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PROJECT REPORT

2651.
1954 : To produce MCV in Jamshedpur this company was first signed
To collaborate with M/S DAIMBLER BENZ, GERMANY.
Commercial vehicles of 5 tones capacity was first produced after
Collaboration with Germany.
1956 : Auto Forge and Alloy Iron Foundry was established.
1960 : On the 24th September 1960, the name of the company was
Changed to Tata Engineering and Locomotive Company
Limited.
1970 : Last rail engine was produced in 1970
1971 : Direct injection engine was first produced.
1976 : First commercial vehicles were produced at Pune plant.

1984 : In July, 1984 TATA MOTORS signed an agreement with

HITACHI LIMITED, JAPAN for one of the hydraulic excavators
although its production started from 1987.
1986 : On the basis of the Indian development, by maintaining the
Govt. standardization of fuel consumption a LCV of 4 tones
Capacity was first produced.
1987 : Six tones capacity (609) LCV was produced.
1988 : Production of 2416 & 1613 model was initiated in this year.
1989 : Modern type LCV, Tata Mobile pick up was produced to collect
the technology of Aluminum Casting, the company had
collaborated with M/S Cloth Shaking Metal, West Germany.
1991 : Tata Sierra & Tata Estate designed in India enters in the market.
1992 : Production of LPT 1510 was started in third auto plant at
Lucknow.
1993 : For the production of Heavy & Light commercial vehicles, diesel
engine, the company had collaborated with CUMMINS ,USA.
1996 : In this year, first Cummins operated vehicles 2516 TC was
produced and also Tata Sumo Deluxe manufactured.

1997 : Tata sierro turbo launched. 100,000th Tata sumo rolled out.

1998 : Tata Safari the India’s first sports utility vehicle launched.
 TATA MOTORS LIMITED JAMSHEDPUR 8
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1999: 115,000 bookings for Indian registered against full payment within a
week.

2000: first consignment of 160 Indicas shipped to Malta. Indica with Bharat
2(Euro II)

2001 : Indica V2 launched-2nd generation indica. Launched of CNG indica.

2002: Unveiling of the Tata Sedan at auto Expo 20021

Petrol version of Indica V2 launched.

Launched of the EX series in commercial vehicle.

Launched of the Tata 207 DI

Launched of the Tata Sumo series.

Launched of the Tata Indigo.

2003: launched of the Tata Safari Limited Edition.

135 PS Tata Safari Exi petrol launched.

Tata SFC 407EX Turbo launched.

2004: Tata Motors unveils new product range at auto Expo’04.

New Indica V2 launched.

2005-06: New heavy goods vehicle TATA NOVUS in collaboration with

South Korean company Daewoo Motors has been launched

Large capacity(35-60T)

2007: The project of Nano (1 Lac car) was declared.

2008: The project had been completed.& TATA’s 1lac car was officially Launched.

2009: World truck has been launched in May’09.

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Chapter 2
ABOUT TATA MOTORS JAMSHEDPUR

The Jamshedpur facility, Tata Motors' first, was established in 1945 to

manufacture steam locomotives. It led the company's foray into
commercial vehicles in 1954. It has been modernized through the
decades, with a particularly intense scale in the last 10 years and has
led the company's evolution into a manufacturer of global repute.

This world-class facility is equipped with:

 State-of-the-art equipment and assembly lines to produce a truck

every 5 minutes
 Over 200 models, ranging from multi-axle trucks, tractor-
trailers, tippers, mixers and special application vehicles, catering
to civilian and defence requirements
 3D visualization of new models
 Engine assembly shop, capable of supplying upto 200 engines
per day
 Modern testing facilities

The plant manufactures Tata Motors' entire range of medium and

heavy commercial vehicles, including the Tata Prima, both for
civilian and defence applications - over 200 truck variants, ranging
from multi-axle trucks, tractor-trailers, tippers, mixers and special
application vehicles. Besides India, these vehicles are sold in South
Africa, Russia, Myanmar, the SAARC region and the Middle East.
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On February 19, 2013, Jamshedpur Plant rolled out its two millionth
truck.

The plant houses a world class Engineering & Research Centre. The
centre is responsible for the conceptualization and integration of Tata
Motors' current and future truck range. The centre undertakes
complex digital design through 3D visualization of new truck models,
including that of its features and electrical systems. It also houses a
comprehensive facility for benchmarking, prototype planning, vehicle
assembly, chassis fabrication and a customization unit. The testing
unit also includes engine performance testing, indoor and outdoor
vehicle testing, NVH (Noise, Vibration, Harshness) testing, durability
testing and other performance related developments.

The state-of-the-art Engine Factory manufactures the Tata 697/497

naturally aspirated and turbo charged engines, with a capacity of
supplying up to 200 engines per day.

The Vehicle Factory's main assembly line rolls out one truck every 5
minutes. Two other lines are dedicated to the Prima range, Multi-axle,
special purpose vehicles and for meeting the requirements of the
defense sector.

The chassis frames are supplied by the Frame Factory, which is

equipped with a 5000 Ton Siempelkamp press to manufacture frames
up to 6.2 meter wheel base.
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The fully equipped Foundry supplies high-grade SG Iron Castings and

is rated as one of the highly automated foundries in the world. It
manufactures all critical automobile castings, viz. Cylinder Block,
Cylinder Head etc. Its sophisticated Kunkel Wagner High Pressure
Moulding line has a rated production capacity of 90 moulds/ hour.
The melting shop has Medium Frequency Induction Furnaces for
melting and Channel Furnaces for holding while the pouring is done
by a Channel Press Pour coupled with a Steam Inoculation Dispenser.
The core shop has a state-of-the-art Cold Box Machine, making four
cores per minute. It has elaborated sand and metallurgical
laboratories. In 1993, the Foundry was ISO 9002 certified by the
Bureau Veritas Quality International, followed by QS 9000 and  TS:
16949.

The Cab & Cowl Factory is equipped with an automated Centralized

Paint Shop with a provision for metallic painting and Centralized
Trim Lines, which help improve logistics flow.

The facility also houses a Shower testing facility in vehicle dispatch

area, an NABL-accited Metrology lab, a Clean room for CRDI
engines to ensure a dust-free environment for fitment of critical parts
and a world-class Technical Training Centre and Driver Training
centre. The Plant incorporates a flexible approach to manufacturing,
such that it is ready to respond rapidly to changing customer needs.

TML Drivelines Limited was established on March 13, 2000 as a

subsidiary of Tata Motors by taking over operations of Tata Motors'
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erstwhile Axle and Gearbox Divisions. It is currently the market

leader in medium and heavy commercial vehicles axles in India with
an installed capacity of over two lakh axles per annum. The
Company's product range includes Front Steer axles - both live and
normal, Rear Drive axles and dummy/ trailer axles. It is the leading
supplier of M&HCV axles to the Jamshedpur and Luck now plants of
Tata Motors.

It has state-of-the-art manufacturing facilities for making all major

axle components such as Front Axle Beam, Stub Axles, Front & Rear
Wheel Hubs, Differential, Axle Gears (Crown Wheel, Pinion, Bevel
Gear & Shaft Gear), Banjo Axle Beam, Swivel Heads, Constant
Velocity Shafts etc. The Quality System of TML Drivelines Limited
is certified under ISO/ TS-16949. On the environmental and safety
front, it received OHSAAS-18001 in 1999 and ISO 14001
certification in 2004.

TML Drivelines Limited has proven skills in manufacturing axles

from component level to assembly & testing. As one of the most
modern forging set-ups in the country, the Forge is equipped with the
40,000mkg Beche Hammer and state-of-the-art presses from
Kurimoto of Japan. It produces critical forgings like crankshafts, front
axle beams and rear axle shafts. The Forge has been certified as ISO
9002 and QS 9000 by the BVQI.

While making technological, product and service advancements,

Jamshedpur Plant has been deeply committed to the communities
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among which it operates. Working closely with various NGOs, it has

pionee initiatives in Health, Education, Livelihood and Environment.
These initiatives have resulted in significant progress in community
and social forestry, sustainable development of wastelands, road
construction, rural health and education, development of rural
industries, water supply and family planning. A signatory to the UN
Global Pact, it also takes various initiatives in human rights
protection, labour standards, environmental issues, modern effluent
treatment facilities, sanitation drives, soil and water conservation
programmes, tree plantation drives etc.
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Chapter 3

INTRODUCTION

The vehicle Factory 111 at TATA Motors Jamshedpur is responsible

for supplying a complete assemble trucks within a span of every 5

minutes. This assembling factory consists of 42 stations from the pre

fitment 1 to final station no. 42 where a complete assembled truck is

ready for testing. The whole assembly line is divided into three parts:

a. NOVUS: from station no.1 to station no.11

b. DOUBLE CHAIN: from station no. 12 to station no.32

c. FLAT: from station no.32 to station no.42

VEHICLE FACTORY 3 is a flexible type of assembly line where

different models of trucks a assembled like

4923

3718

1618

2518 and 4018 etc

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 What is assembly line.

 An assembly line is a manufacturing process in which
parts (usually interchangeable parts) are added as the semi-
finished assembly moves from workstation to workstation
where the parts are added in sequence until the final
assembly is produced.
 Assembly lines are designed for the sequential
organization of workers, tools or machines, and parts. The
motion of workers is minimized to the extent possible. All
parts or assemblies are handled either by conveyors or
motorized vehicles such as fork lifts, or with no manual
trucking. Heavy lifting is done by machines such as
overhead cranes or fork lifts. Each worker typically
performs one simple operation.

 The principles of assembly are these:-

(1) Place the tools and the men in the sequence of the operation
so that each component part shall travel the least possible
distance while in the process of finishing.
(2) Use work slides or some other form of carrier so that when a
workman completes his operation, he drops the part always in
the same place—which place must always be the most
convenient place to his hand—and if possible have gravity carry
the part to the next workman for his own.
(3) Use sliding assembling lines by which the parts to be
assembled are delivered at convenient distances.
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ASSEMBLY LINE IMAGE:-

 EXAMPLE:-
 Consider the assembly of a truck: assume that certain steps in
the assembly line are: to install the axels, install the engine,
install the wheels (in that order, with arbitrary interstitial steps);
only one of these steps can be done at a time. In traditional
production, only one truck would be assembled at a time.
If engine installation takes 20 minutes, axle installation takes
five minutes, and wheels installation takes 10 minutes, then a
truck can be produced every 35 minutes.
 In an assembly line, truck assembly is split between several
stations, all working simultaneously. When one station is
finished with one truck part, it passes it on to the next. By
having four stations, a total of four different truck can be
operated on at the same time, each one at a different stage of its
assembly.
 After finishing its work on the first truck, the axle installation
crew can begin working on the second truck. While the axle
installation crew works on the second truck, the first truck can
be moved to the engine station and fitted with a engine, then to
the wheels station and be fitted with wheels. After the axle has
been installed on the second truck, the second truck moves to
the engine assembly. At the same time, the third truck moves to
the axle assembly. When the third truck’s axle has been
mounted, it then can be moved to the engine station; meanwhile,
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subsequent trucks (if any) can be moved to the axle installation

station.
 Assuming no loss of time when moving a truck from one station
to another, the longest stage on the assembly line determines
the throughout (20 minutes for the engine installation) so a truck
can be produced every 20 minutes, once the first truck taking 35
minutes has been produced.
 TYPES ASSEMBLY LINE:-

1. Single Model/fixed Assembly line:- A single model

assembly is where the line is dedicated to one model. For example, a
truck manufacturer produces three models (A, B, and C). The models
are assigned to individual line. So that we will have to required three
individual assembly line for manufacturing a truck model A,B and C.

2. Mixed Model/flexible assembly line:- Mixed model

assembly occurs when more than one model of a product is assigned
to the same assembly line at the same time. An example is the truck
manufacturer with models A, B, and C, where all three models are
assigned to a line. Over the planning horizon, the daily shift schedule
calls for 100 units of model A, 70 of B, and 30 of C. The models are
different, but the units of each model have no variation. The two main
tasks for this type of line are line balancing and sequencing. Line
balancing is the process of assigning the work elements to the station
operations in a way where each operators workload is as even over
the shift as possible. Sequencing is the arrangement of sending the
units down the line in a way where the workflow minimizes lapses of
idleness and congestion over the shift and at all of the stations.

3. Batch Assembly:- Consider again the manufacturer with three

modes (A, B, and C) and one assembly line. In batch assembly, the
models are assigned to the line in pre-assigned sizes, where model A
is run until its inventory is at a specified level, and in the same way,
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then model B is run and finally model C. The cycle continues where
the models are assembled in batch sizes that satisfy the warehouse
inventory levels allowing sufficient stock to meet the oncoming
customer demands. With each change in model on the line, the station
operators workload needs to be changed accordingly. Essentially,
each model is run as a single model line.

4. Robotic/programmable Assembly line:- A common

problem facing assembly line workers is the continual repetitive work
that causes physical and mental fatigue. The workers require various
breaks during the day for eating, relaxing, and bodily needs. In
contrast, robots work for long hours and require no breaks. The robots
are capable of performing assembly tasks ranging from routine to
precise without losing quality. A robot is a device that is programmed
to perform a variety of tasks. With various controls, the assembly
engineer steers the robot to perform as needed for the specific task
that it is assigned. Manufacturing robots are costly due to expenses in
designing, hardware, operating software, installation, and
maintenance. But when compared to hiring and maintaining a human
worker, the long-term cost could favour a robotic station. Robots do
not require wages, benefits, vacations, insurance, severance pay,
pensions, or union demands. Any time after installation, the robot can
be upgraded and replaced for an advance model without any worker
repercussions. To do the same to a human worker may cause the need
for severance benefits or the possibility of a action. Quality
workmanship improves with the installation of robots in place of
humans, as long as the robot is running smoothly and the parts and
components of installation are without fault. A problem could occur
with poor fixtures or parts that slip out of the grippers of the robot. A
maintenance operator is assigned to monitor a series of robot stations
in the event of a mischance. In general, the robots are very reliable
and require minor maintenance. Balancing of a robotic assembly line
is the process of ensuring the work times at each station will allow the
 TATA MOTORS LIMITED JAMSHEDPUR 19
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flow of units to pass along smoothly with minimum delays. When a

new product is planned for assembly, the assigning of robots to the
stations may need to be rearranged. Some of the robots may need to
be reprogrammed by guiding its arms and pushing a few buttons.
Some assembly lines are partially automated and others are fully
automated with robots, and the robots within have applications
ranging from handling small to large objects. Common applications
are welding, testing, serial part marking, labelling, drilling, cutting,
spraying, painting, grinding, moulding, material removal, material
movement, milling, polishing, bonding, and water jet.

 About vehicle factory assembly line 3 (tata motor

Jamshedpur):-

 Vehicle factory assembly line 3 of Tata motor Jamshedpur is a

type of mixed model or flexible assembly line in which variant
models of trucks are produced. For example different models of
SIGNA such as 4923.s,3518.c,3718.c,2518.c,4018.s………etc.
and in PRIMA like as 4738.k……..etc. are produce at a time in
one assembly line.
 In this assembly line there are 10 stations in Area1 and 42
stations in main assembly line. Where 400 employs are working
in two shifts daily and 120 - 140 vehicles of different models are
produced daily.
 In this assembly line for reducing the effort of human body there
are different instrument are used such as for lifting the heavy
load semi-automatic overhead crane and fork lift are used and
for moving of vehicle from one station to other station automatic
conveyor are used.
 In whole assembly line three conveyors are used in which
second and third conveyor are synchronised with each other but
first conveyor are free from other both. First and second
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conveyor are chain type but third conveyor is slate type have
used.

 Assembly line balancing:-

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Objective Of The Project

1. TO ANALYSE THE STOPPAGE TIME OF EACH
STATIONS AND THE REASONS BEHIND THEIR
STOPPAGES.
2. ANALYSING THE CONCEPT OF
PRODUCTIVITY AND HOW IT IS MEASURED.
3. AND SUGGEST WAYS TO IMPROVE IT.

PRODUCTIVITY:
Literal meaning: Arithmetic ratio of amount produced (output) to
the amount of resources (input).

It can be expressed as:

PRODUCTIVITY =

system.
It is the concept that guides the management of
production system.
It is an indicator of how well the factors of
production (land, capital, Labour and energy) are
utilised.

Ways to measure productivity:

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Productivity measures:

a. Partial productivity measures.

Partial productivity =

1. Labour productivity =

2. Capital productivity =

3. Material productivity =

b. Total productivity measures.

Total productivity =

c. Total factor productivity measures.

Total factor productivity =

Productivity measures indices:

a. SMH
b. MOP

Assembly line 3 is a flexible type of assembly line which

can accommodate different models of TATA trucks like

a. 4923
b. 3718
 TATA MOTORS LIMITED JAMSHEDPUR 28
PROJECT REPORT

c. 1618
d. 2518
e. 4018

Now suppose labour manufacture different trucks of above

model during its different working hours:

NO. of trucks MODEL NO. SMH Total

working hr

20 4923 10 200

20 3718 10 200

40 1618 05 200

10 2518 08 80

10 4018 06 60

There are 200 labours in line 3, working duration of each

one of them is 8 hrs.

So 200 ---------------------- 740 hours.

01 ---------------------- = 3.7 hour = 222 min

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MOP = 222 min

WAYS TO IMPROVE PRODUCTIVITY IN LINE 111

a. Technology based

Increase the extent of FMS (flexible manufacturing

system).

b. Employee based

Developing and increasing quality circle (QC).

Introducing small group activities (SGA).

c. Material based

→mura i.e. waste elimination.

d. Process based

→ Job → Design → evaluation → safety.

→ work simplification.

e. Product based

→ Value engineering.

→ Product diversification.
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STATIONS WHERE MAXIMUM STOPPAGE OCCURS ON

7/06/17
Shift A

STATION NO. NO. OF STOPPAGE

12 31

42 26

14 17

05 15

08 15

Shift B

STATION NO. NO. OF STOPPAGE

12 116

42 61

05 60

09 58
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14 57

SHIFT A AND B
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STATIONS WHERE MAXIMUM STOPPAGE OCCURS ON

8/6/17
SHIFT A

STATION NO. NO. OF STOPPAGE

12 40

42 30

05 27

04 25

29 22

NO. OF STOPPAGE
50
45
40
35
30
25
NO. OF STOPPAGE
20
15
10
5
0
STATION 12 STATION 42 STATION 5 STATION 4 STATION 29
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 ANDON ANALYSIS OF FOUR DAY:-

Date 07/06/201 08/06/2017 09/06/2017 10/06/2017 Total

7

station Sum. Cou Sum. Cou Sum. Cou Sum. Cou Sum. Coun Cum. Cum.% Individual
no. nt. nt. nt. nt. t.
stop%

12 1025 111 15225 116 5637 75 12022 76 43136 378 43136 17% 17%
2
42 3337 55 4198 88 3584 58 5840 87 16959 288 60095 23% 7%

14 1022 54 3944 47 5968 71 2900 39 17652 211 77747 30% 7%

5

7389 57 6233 48 6667 60 4536 28 24825 193 102572 39% 10%

5

2713 25 4330 23 6898 69 7536 30 21477 147 124049 48%

7 8%
6619 38 3007 26 2414 34 2520 27 14560 125 138609 53%
8 6%
9 3136 45 1417 16 712 14 2757 33 8022 108 146631 56% 3%

2831 25 7886 36 5860 32 6262 13 22839 106 169470 65%

29 9%
3063 33 5141 36 1880 13 2050 18 12134 100 181604 70%
4 5%
3 2228 18 1714 20 3515 31 3652 24 11109 93 192713 74% 4%

24 1639 27 1116 13 2111 24 1772 26 6638 90 199351 77% 3%

3622 17 2909 20 5359 19 4216 11 16106 67 215457 83%

19 6%
6 1088 10 423 9 2580 25 1480 20 5571 64 221028 85% 2%

Grand 6277 637 67895 596 60791 616 68385 536 25984 2385 85% 85%
Total 2 3
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 DATA TABLE FOR GRAPH:-

DAY DAY1 DAY2 DAY3 DAY4 ALL FOUR DAY

STATION 7/06/2017 8/06/2017 9/06/2017 10/06/2017

STATION 4 4.9% 7.5% 3.1% 3% 5%

STATION 5 11.8% 9.2% 11% 6.6% 10%

STATION 7 4.3% 6.4% 11.48% 11% 8%

STATION 8 10.5% 4.4% 3.4% 3.7% 6%

STATION 19 5.8% 4.3% 8.8% 6.2% 6%

STATION 29 4.5% 11.6% 9.6% 9.25 95

 GRAPH BETWEEN STATION AND % INDIVIDUAL STOPPAGE PER

DAY:-

 X-AXIS REPRESENT STATION NUMBER

 Y-AXIS REPRESENT % INDIVIDUAL STOPPAGE OF STATION PER DAY
 DAY 1=07/06/2017 DAY 2=08/06/2017 DAY 3=09/06/2017
 DAY 4=10/06/2017 ALL FOUR DAY= ANALYSIS OF FOUR DAY
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 ANALYSIS OF MAIN CAUSES REGADING THE

STOPPAGE OF STATION:-
S NO. STATION NO. NO.OF REASONS OF REMEDIAL REMARKS
STOPPAGE STOPPAGE MEASURES

01 04 100 >>rear and >>line was >>delivery of

front axle of stopped and rear and front
desired model rear and front axle should be
was not axle of planned
stocked at required according to
that station. model was the different
guided to the model and
station hence sheets
should be
updated.

02 05 193 >>power >>line was >>delivery of

steering gear stopped and power
box of required steering gear
required power box is to be
model was not steering gear planned one
available. box of day in
required advance.
model was
brought.

03 07 147 >>due to >>line was >>component

shortage of stopped and wise
front axle of front axle of distribution
required required plan should be
model. model was made for store
broght. items.
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04 08 125 >>due to >>line was >>reserve

shortage of lift stopped and stock of lift
axle of lift axle of axle of each
required required model should
model. model was be kept in
brought. advance.
>>bracket
fitment issue >>line was >>system to
of rear anti stooped and record wear
roll bar arises. bracket was parts and
hammered for hence update
correct the sheets of
fitment of material.
anti-roll bar.

05 19 67 >>mismatch >>line was >>additional

of hole in stopped and interlocking
bracket bracket was should be
fitment of hammered for provided.
shock correct
absorber. fitment of
shock >>system
>>fuel pipe absorber.
sometime should be
updated with
doesn’t fit >>line was
according to stopped and desired size of
fuel pipe
size. another fuel
pipe of accordingly to
model and
desired size
was used. hence update
the sheets.

06 29 64 >>operator >>line was >>online

failed to stopped and tracking of
remove washer was human errors
washer which removed and should be
creates again made and
problem while tightening of updated in
tightening of rear wheel software for
rear wheel. was done. analysis.
 TATA MOTORS LIMITED JAMSHEDPUR 37
PROJECT REPORT

conclusion
From our Andon analysis we have come to
know that major contribution for production
loss is material supply shortage and fitment
issue.

To address fitment issue and material

shortage issue following system should be
introduced:

>>calculation of material according to

different model should be updated in advance
and hence sheet should be updated in
advance.

>>on line tracking of material movement and

human errors should be monitored.

>>For dealing with fitment issue a plan

should be proposed which supervises the
stock material of each model on daily basis.
TATA MOTORS LIMITED JAMSHEDPUR 38
PROJECT REPORT
TATA MOTORS LIMITED JAMSHEDPUR 39
PROJECT REPORT
TATA MOTORS LIMITED JAMSHEDPUR 40
PROJECT REPORT