Paper Interim Report

7/30/2019 Paper Interim Report

1/28

Interim ReportIPTV reduction in Commercial Vehicles

&

LCV wheel Rim Failure by Six Sigma

Methodology

KaramVeer Singh

MBA-Tech (C.S)376


2/28

2

Interim Report

Presented by

KaramVeer Singh

Based on the training undertaken in

Tata Motors, CVBU, Pune

Project

IPTV reduction in Commercial Vehicles

&

LCV wheel Rim Failure by Six Sigma Methodology

Industry Guide

Mr. R.J. Nagare

Faculty Supervisor

PROF. V.Seshadri


3/28

3

Contents

Confidentiality Agreement......................................................................................................... 4

Acknowledgement ..................................................................................................................... 6

About the company .................................................................................................................... 7

Part1: ....................................................................................................................................... 10

IPTV Reduction in Commercial Vehicles by CFT................................................................... 10

Abstract .................................................................................................................................... 11

1. Introduction .......................................................................................................................... 12

1.1 Goal .................................................................................................................................... 12

2. Main Text/Methodology ...................................................................................................... 122.1 Phase One....................................................................................................................... 12

2.1.1 Plan Phase ............................................................................................................... 12

2.1.2 Do Phase ................................................................................................................. 17

2.1.3 Check Phase ............................................................................................................ 18

2.1.4. Act Phase ............................................................................................................... 18

3. Learning/Work Done ....................................................................................................... 19

4. Schedule ........................................................................................................................... 20

Part2: ....................................................................................................................................... 21LCV wheel Rim Failure by Six Sigma Methodology................................................................ 21

Abstract .................................................................................................................................... 22

1. Introduction...................................................................................................................... 23

2. Main Text/ Methodology .................................................................................................. 23

2.1 Define Phase ................................................................................................................. 24

3. Learning ........................................................................................................................... 28

References ................................................................................................................................ 28


4/28

4

Confidentiality Agreement

The RECIPIENT should agree as follows:

1. The RECEPIENT shall treat as confidential all information, particularly technical orbusiness information of CVBU whether written or oral, the RECEPIENT received in

the course of the project hereinafter referred to as "Project"), to which the

RECEPIENT gained access or which the RECEPIENT otherwise obtained in the

course of said Project from CVBU or its authorized representatives shall use such

information only for the purpose of said Project, shall give access only to itsemployees who need to have access and who entered into similar confidentiality

obligations, and shall not pass it on to third parties and shall protect it against

unauthorized use by third parties.

2. No obligation shall apply to information and documents which are:I. already known to, or in the possession of the RECEPIENT prior to receipt of

such information

II. which are legally received by the RECEPIENT from a third party without anyconfidentiality obligation

III. which are in the public domain or enter the public domain through no wrongfulact of RECEPIENT

IV. which can be proven by the RECEPIENT to have been developed independentlyof confidential information received from CVBU.

3. The RECEPIENT shall impose the same obligations on its employees, who obtainknowledge of confidential information, unless those employees are already to the

same degree bound by their contract ofemployment to nondisclosure.
http://dict.leo.org/se?lp=ende&p=/Mn4k.&search=tohttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=thehttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=samehttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=degreehttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=boundhttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=contracthttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=ofhttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=employmenthttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=employmenthttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=ofhttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=contracthttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=boundhttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=degreehttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=samehttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=thehttp://dict.leo.org/se?lp=ende&p=/Mn4k.&search=to


5/28

5

4. CVBU providing confidential information shall remain vested holder of suchinformation. Nothing contained in this Agreement will be deemed by implication or

otherwise to convey to the RECIPIENT any right or license under patent, patent

application, invention, copyright, trade mark, design, trade name or any other interest

owned by CVBU either expressly or by implication.

5. The RECIPIENT undertakes to return to CVBU all proprietary information in originalwithout retaining any copies, as and when called for by CVBU.

6. The RECIPIENT shall indemnify and hold CVBU harmless from and against any andall loss, liability, claim and expense, including all court costs, expenses and legal fees,

which CVBU might suffer/incur as a result of any violation of this Agreement by the

RECIPIENT.

7. The RECIPIENT acknowledges that the disclosure of the Data under this Agreementwould give rise to irreparable injury to CVBU, inadequately compensable in damages.

Therefore, CVBU may seek and obtain injunctive relief against the breach or

threatened breach of the RECIPIENT obligations and undertakings hereunder, in

addition to any other legal remedies which may be available.


6/28

6

Acknowledgement

I take this opportunity to express my gratitude and extend sincere thanks to Tata Motors

Commercial Vehicles Business Unit (CVBU) Pvt. Ltd. for offering me an exceptional

platform to gain exposure and assimilate knowledge in the field of Total Quality

Management. It was an enriching experience to learn the tools and techniques used in this

field at CVBU.

I wish to extend my earnest and deep gratitude to Mr. P.Y. Deo Sr.AGM, Quality

Assurance (CVBU) and my guides Mr. R.J.Nagare AGM, QA (CVBU), Mr. A.P

SrivastavaAGM, QA (CVBU) for their encouragement and support that they have provided

to me during the tenure of my Internship at CVBU. I would also like thank Mr. P.Panchbhai

HR (CVBU) for giving me the opportunity to undergo internship at CVBU.

I would like to extend my sincere regards to Mr. Shubhyan Bhattacharyaa Assistant

Manager, Production (CVBU) and Mr. Sunil Gharge- Sr. Officer, QA (CVBU) for helping

me to learn the nuances of the CFT and overall workflow at CVBU.

I would also like to thank the following people for their valuable inputs and necessary support

which have held me in good stead during the course of my Internship at CVBU:

Mr. Veera Raghavan,

Mr. Pravin Kollam,

I am also thankful to Prof. V.Seshadri (Faculty in Charge) for providing me all the support

during the internship.

There are others whom I have not mentioned in this acknowledgement but without their ready

support, encouragement and guidance my internship could not have been complete. I thank

them all.

KaramVeer Singh

Tata Motors

CVBU, Pune


7/28

7

About the company

Tata Motors Limited is India's largest automobile company, with consolidated revenues of

Rs. 92,519 crores (USD 20 billion) in 2009-10. It is the leader in commercial vehicles in each

segment, and among the top three in passenger vehicles with winning products in the

compact, midsize car and utility vehicle segments. The company is the world's fourth largest

truck manufacturer, and the world's second largest bus manufacturer.

The company's 24,000 employees are guided by the vision to be "best in the manner in which

we operate, best in the products we deliver and best in our value system and ethics."

Established in 1945, Tata Motors' presence indeed cuts across the length and breadth of India.

Over 5.9 million Tata vehicles ply on Indian roads, since the first rolled out in 1954. The

company's manufacturing base in India is spread across Jamshedpur (Jharkhand), Pune

(Maharashtra), Lucknow (Uttar Pradesh), Pantnagar (Uttarakhand) and Dharwad (Karnataka).

Following a strategic alliance with Fiat in 2005, it has set up an industrial joint venture with

Fiat Group Automobiles at Ranjangaon (Maharashtra) to produce both Fiat and Tata cars and

Fiat powertrains. The company is establishing a new plant at Sanand (Gujarat). The

company's dealership, sales, services and spare parts network comprises over 3500 touch

points; Tata Motors also distributes and markets Fiat branded cars in India.

Tata Motors, the first company from India's engineering sector to be listed in the New York

Stock Exchange (September 2004), has also emerged as an international automobile

company. Through subsidiaries and associate companies, Tata Motors has operations in the

UK, South Korea, Thailand and Spain. Among them is Jaguar Land Rover, a business

comprising the two iconic British brands that was acquired in 2008. In 2004, it acquired the

Daewoo Commercial Vehicles Company, South Korea's second largest truck maker. The

rechristened Tata Daewoo Commercial Vehicles Company has launched several new

products in the Korean market, while also exporting these products to several international

markets. Today two-thirds of heavy commercial vehicle exports out of South Korea are from

Tata Daewoo. In 2005, Tata Motors acquired a 21% stake in Hispano Carrocera, a reputed

Spanish bus and coach manufacturer, and subsequently the remaining stake in 2009.

Hispano's presence is being expanded in other markets. In 2006, Tata Motors formed a joint

venture with the Brazil-based Marcopolo, a global leader in body-building for buses andcoaches to manufacture fully-built buses and coaches for India and select international


8/28

8

markets. In 2006, Tata Motors entered into joint venture with Thonburi Automotive

Assembly Plant Company of Thailand to manufacture and market the company's pickup

vehicles in Thailand. The new plant of Tata Motors (Thailand) has begun production of the

Xenon pickup truck, with the Xenon having been launched in Thailand in 2008.

Tata Motors is also expanding its international footprint, established through exports since

1961. The company's commercial and passenger vehicles are already being marketed in

several countries in Europe, Africa, the Middle East, South East Asia, South Asia and South

America. It has franchisee/joint venture assembly operations in Kenya, Bangladesh, Ukraine,

Russia, Senegal and South Africa.

The foundation of the company's growth over the last 50 years is a deep understanding of

economic stimuli and customer needs, and the ability to translate them into customer-desired

offerings through leading edge R&D. With over 3,000 engineers and scientists, the

company's Engineering Research Centre, established in 1966, has enabled pioneering

technologies and products. The company today has R&D centres in Pune, Jamshedpur,

Lucknow, Dharwad in India, and in South Korea, Spain, and the UK. It was Tata Motors,

which developed the first indigenously developed Light Commercial Vehicle, India's first

Sports Utility Vehicle and, in 1998, the Tata Indica, India's first fully indigenous passenger

car. Within two years of launch, Tata Indica became India's largest selling car in its segment.

In 2005, Tata Motors created a new segment by launching the Tata Ace, India's first

indigenously developed mini-truck.

In January 2008, Tata Motors unveiled its People's Car, the Tata Nano, which India and the

world have been looking forward to. The Tata Nano has been subsequently launched, as

planned, in India in March 2009. A development, which signifies a first for the global

automobile industry, the Nano brings the comfort and safety of a car within the reach of

thousands of families. The standard version has been priced at Rs.100,000 (excluding VAT

and transportation cost).

In May 2009, Tata Motors introduced ushered in a new era in the Indian automobile industry,

in keeping with its pioneering tradition, by unveiling its new range of world standard trucks

called Prima. In their power, speed, carrying capacity, operating economy and trims, they will


9/28

9

introduce new benchmarks in India and match the best in the world in performance at a lower

life-cycle cost.

Tata Motors is equally focused on environment-friendly technologies in emissions and

alternative fuels. It has developed electric and hybrid vehicles both for personal and public

transportation. It has also been implementing several environment-friendly technologies in

manufacturing processes, significantly enhancing resource conservation

Through its subsidiaries, the company is engaged in engineering and automotive solutions,

construction equipment manufacturing, automotive vehicle components manufacturing and

supply chain activities, machine tools and factory automation solutions, high-precision

tooling and plastic and electronic components for automotive and computer applications, and

automotive retailing and service operations.

Tata Motors is committed to improving the quality of life of communities by working on four

thrust areasemployability, education, health and environment. The activities touch the lives

of more than a million citizens. The company's support on education and employability is

focused on youth and women. They range from schools to technical education institutes to

actual facilitation of income generation. In health, our intervention is in both preventive and

curative health care. The goal of environment protection is achieved through tree plantation,

conserving water and creating new water bodies.


10/28

10

Part1:

IPTV Reduction in Commercial Vehicles by CFT


11/28

11

Abstract

Incidents per Thousand Vehicles(IPTV) reduction in commercial vehicles is significantly

aimed to diminish faults per thousand vehicles so to accomplish TATA demarcated quality

standards and at the same time to realize customer satisfaction. The project also pen down the

challenge of understanding conditions under which the fault can occur and to rectify these

faults till root and prevent their reoccurrence. Alongside using worldwide quality tools to

achieve the IPTV targets set. This will also bring various departments together and they can

better understand the problems together. IPTV reduction will also help to reduce cost

expenses and increase customer satisfaction. The methodology followed is PDCA that is

Plan, Do, Check and Act. The targets for each team are well defined and should be reached as

per the given deadline. As a student of Operation management I had a practical

implementation of PDCA and many other Quality tools which add up to my knowledge. The

various teams are setup for seamless interexchange between various departments throughout

the CVBU. Each phase is well defined and weekly, fortnightly and monthly reviews take

place to see the working of the CFT teams. The learning also includes Team participation and

team management, which gives a practical opportunity to learn managerial skills in a World

Class learning environment.


12/28

12

1. Introduction

The Cross Functional Team (CFT) were setup by the Quality Assurance department to look

into the increasing warranty cost which was in other way affecting the overall profitability of

the CVBU but also were adding to customer dissatisfaction. The main objective was

Reduction of IPTV. The CFTs were instituted with the motive to not only overcome the

increasing cost of the warranty and customer dissatisfaction but also to find the root cause of

the problem and to make sure that it will not come up again.

The CFTs were formed as per the Aggregates and their scope of work was well defined. The

targets of the teams were defined clearly and the issues which the CFT have to work on were

determines based in Incidents per Thousand vehicles (IPTV).

The schedule for the CFT was prepared to enable the member to give justice to every majorcause and to deliver the attainable results as per the deadlines and to review the progress of

the teams.

1.1 Goal

The CFT working is divided into 4 phases as per the methodology to be followed. The IPTV

reduction was to take place as followed:

1. Plan2. Do3. Check4. Act

The Goal was to reduce the IPTV which will in return the cost and will increase the customer

satisfaction hence customer loyalty. The complaints, for which the IPTV was high and

needed special attention to control and improve upon, were decided to be achieved by Six

Sigma Methodology.

2. Main Text/Methodology

2.1 Phase One

2.1.1 Plan Phase


13/28

13

The plan phase started with rolling down of CFT teams and team structure. The role and

responsibility for each member of CFT was defined by the charter. The plan phase was

divided into:

Define Project Observations Analysis

Define Phase:The define phase gave a formal start to the project with the dedicated teams with well-defined

roles and targets to achieve. This phase included defining of:

1.

Team Charter, CFT formation with Mentor / Champion / Leader / Member / Roledefinition.

Fig1:CFT Team Structure

Role and Responsibi liti es of CFT members

S.No Member Role

1 Mentor Debottle-necking the

Leader Champion Co-Leader

ERC Design

ADD

QA

APL

MFG

Service

QRS


14/28

14

issue (

Execution/Commercial

settlement/ Field

implementation )

2 Champion Subject Expert

3 Leader/Co-Leader One who works along

with team members for

solution.

Monitoring and issue

resolution

5 ERC Design Design Expert

6 ADD Vendor coordination/

development

7 QA Inspection/ Data

Provider

8 APL Facility Planning &

implementation

9 MFG Processes verification &

conformance

10 Service Failed Sample

collection/data &

resolution

implementation

11 Quality & Reliability Support Life estimation,DFMEA, PFMEA

2. Goal Statement, setting the target to the team and defining the same. Goal orobjective statements provide direction for planning, for evaluating plans and for

guiding projects and actions. A "good" goal statement is SMART:

Specific


15/28

15

Measurable Acceptable Realistic

Time bound

Observation PhaseThe observation phase was more concerning about knowing more about the problem and all

aspects related to it. The observation phase is one of the most crucial stage of the

methodology and need to be done with care and step by step. The observation phase included:

1. Data Collection, data from all sources such as Warranty / JDP / Customer complaints/ 4 level rejection/ rework data and Pareto / Audit data / benchmarking data, Draw

PFD, failure and action took history.

Data Collection and presentation

2.

Data Stratification is a technique useful in analysing data to find improvementopportunities. Stratification helps analyse cases in which data actually masks the real

facts. This often happens when the recorded data is from many sources but is treated

as one number. Multiple multilevel Pareto, check sheet.


16/28

16

Region Wise Data

3. Understanding currentdesign and process controls, Understanding design,mechanism and functionality, benchmarking comparison at concept level. Process

documents, drawings, Control Plans, DFMEA, Design Guideline

4. Customer Voice Analysis, minimum of 30 Voice of customer to be taken.

Voice of Customer

5. Defining and Understandingfailure modes, 5W-2H analysis Who? Identity customers complaining What? Identity the problem adequately and accurately When? Timing - When did the problem start?


17/28

17

Where? Location - Where is it occurring? Why? Identify known explanations How? In what mode or situation did the problem occur?

How Many? Magnitude - Quantify the problem6. Problem Definition, Tree diagram (break down to smaller problems). Focused

problems / Issues to be worked upon with target for each problem.

7. Containment Action, Most interim actions are temporary short term actions takenuntil a permanent corrective action is defined, implemented and verified. The danger

of many interim corrective actions is that they are considered to be a permanent

solution to the problem. Interim Corrective Action Detection strategy (Vehicle,

aggregate, assy and part level).

Analysis PhaseThis phase defines the problem that the customer is trying to solve. The deliverable result at

the end of this phase is a requirement document. Ideally, this document states in a clear and

precise fashion what is to be built. This analysis represents the ``what'' phase. The

requirement document tries to capture the requirements from the customer's perspective by

defining goals and interactions at a level removed from the implementation details.

Cause-Effect Analysis, Ishikawa diagram for each problem Verification & Validation of Causes, 3G Analysis and other Quality and Analytical

tools like 7 QC tools, component search, DOE, regression, control chart, 5WHY as

applicable

Identification of Root Cause, Tree diagram for validated causes for each failuremode.

2.1.2 Do PhaseThe Do Phase was concerned with the practical solution that will aptly counter the

upcoming complaints and errors. This phase is the based on the data and outcomes from the

Plan phase, the observations and analysis of the Plan phase provides with the areas to attack

and which are the root causes for the upcoming complaint. The Do Phase is generally based

on the actions that should be taken in order compete with the increasing complaints and to

reduce the cost of warranty. The Do Phase is further divided intoActions which are:


18/28

18

Benchmarking, Competitor Product / Process Benchmark with focus on failure modeor cause (Minimum 3). This will reveal the industry standards and will also suggest

some upcoming trends for that problem. The benchmarking also helps in attaining

right direction to meet the industry pace.

Solution Identification / prioritization for recurrence prevention for each validatedCause include thorough Benefit, Cost, and Speed analysis.

Verification & Validation, once the actions are in progress the improvements done tothe process or to the product should be followed through CAE analysis / design

verification / part and assy try-out.

Action Implementation, one the verification and validation is done and the assemblytry-outs are being taken then the team should decide onImplementation of

Permanent Corrective Action and raising the breakpoint. The breakpoint will help in

tracking the improvement done and can be a strategic lookout.

2.1.3 Check PhaseOnce the actions are being taken and the validation and verification is completed the team the

team should check the results and the subsequent effect of those improvements over the

working at line or in testing and also at the field level. The check phase insists upon checking

the results at:

Internal at individual problem level and overall at field level Review need for continuation of containment action Review and evaluate the result of the change Measure progress against milestones Check for any unforeseen consequences

2.1.4. Act PhaseThe Act phase comes when the Check phase is successful and we are satisfied with the

actions and improvements taken as a part of PDCA cycle. If successful, Standardize process

changes, Communicate to all involved, Provide training in new methods. Along with these

the Act Phase is divided into:

Replication opportunity, wherever possible if the same problem arises and the failuremodes are same then the solution should be implemented and Horizontal deployment

across lines, models, parts, aggregates, suppliers, plants etc. of the solution should be


19/28

19

done and the transfer of the solution should be done seamlessly throughout the

company.

QC Story Report, Document the process and results in QC story format and upload onlearning portal. Also update the manufacturing and process teams to integrate the

same for future references.

Felicitation, the team should be congratulated once the project is successful andtargets are achieved.

3.Learning/Work Done Team Management: To look after the smooth on-going of CFT teams and to provide

Minutes of meetings (MoMs) as per the standard Tata Motors format. Also to report

the absenteeism of the members and to drop a mail as and when needed.

Product Life Cycle management: worked on PLM to visualize the actual assembly asdefined by ERC so that teams can easily make out what wrong is going on at

assembly line while production.

Assembly Line Environment: Thorough study at the assembly line to check the As-Is and To-Be processes and also to cross check various parts designed with the

designs released by ERC. Data Stratification: which helps the team to analyse/ audit and to perform various

tasks such as:

1. Sampling Planning2. Audit Planning3. Identification of potential exceptions4. Determining outliners5. Comparison and understanding data6. Comparison of various dealers to get dealer-bias7. Kilometres wise data analysis

Root Cause Analysis: designed for use in investigating and categorizing the rootcauses of events with safety, health, environmental, quality, reliability and production

impacts.

Data Presentation: instituting formats for various presentations to be given by variousCFTs and transforming data obtained through Prowac. Also to present Glide Paths

for the on-going progress.


20/28

20

Failed Parts Analysis: Analysis of parts received through warranty cell from thedealer and also to check whether the part received is OK or Not-OK.

Quality tools: Learned various QC tools and total quality tools in a practicalenvironment, includes:

1. Cause and Effect Diagram2. 5W-2H3. Pareto4. PDCA5. Benchmarking6. Auditing

4. ScheduleThe schedule for the working of CFT teams is as below,

The Check phase is undergoing as per the plans and project charter and after the

Check the Act Phase will start.

May Jun July Aug

M O N T H SPHASE

Plan

Do

Check

Act

Under Going

Still to start


21/28

21

Part2:

LCV wheel Rim Failure by Six Sigma Methodology


22/28

22

Abstract

The Wheel Rim complaint in LCVs is one of the highest contributors to its warranty cost and

also is one of the most repetitive and frequent occurring problem in LCVs, this can also be

contributed to the volumes of LCV as it is one of the largest producing in volume terms. So

to reduce the current failure rate to zero a six sigma methodology was adopted to examine

the entire possible factors that can lead to a complaint or failure and then to observe the

severity of each of them and to take actions to reduce them and to attain the results as been

decided. The Six Sigma methodology followed was DMAIC that is Define, Measure,

Analyze, Improve and Control, each phase has to be completed within dedicated timeline and

following a review with mentor and champion of the team the next stage is taken up. Theactivity including data collection from assembly line and to study the As-Is processes

followed by operator as assembly line and to checkthem with To-Be processes given by

ERC and design teams. The data stratification was also an important stage which is helping

the team as a part of measure and to provide the significance of each of the complaint and the

occurrence of each. The define phase also include analyzing customer data and to separate

the Voice of Customer to actually understand what is the failure as felt by the customer.


23/28

23

1.IntroductionThe Wheel Rim failure for LCV was taken up Six Sigma Team as there could not be any

particular reason which can be pointed out as the cause for the wheel rim failure and IPTV

for this particular complaint was a major contributor for LCV graphs to rise up. The wheelrim failure project was undertaken to eliminate the warranty failure of Wheel rim failure in

LCV and improve customer satisfaction. The Six Sigma approach followed was DMAIC as

this was an existing that is being used throughout CVBU for its LCV vehicles.

The DMAIC approach followed that is Define, Measure, Analyse, Improve and Control has

to be completed within 3 months from the date of start till the Improve Phase.

The wheel rim six sigma was aimed to reduce the current failure of 16.6/1000 to Zero.

Project Name: WHEEL RIM FAILURE

Purpose: To eliminate wheel rim failures from 16.6/1000 to ZERO.

2.Main Text/ MethodologyThe six sigma methodology for this was based on DMAIC approach. The Table below shows

the DMAIC methodology followed at Tata motors CVBU

DEFINE MEASURE ANALYSIS IMPROVE CONTROL

Understand and

quantify the

problem

Discover the

scope of work

Formulate

objectives

Identify

resources

Build the action

plan

Establish

communication

Identify

potential issues

Plan for

measurement

Build

operational

definitions for

data

Understand

data types

Design data

gathering tools

Gather data

Analyze data

Verify and

validate

hypotheses

Identify

variation

Determine

vital few root

causes

Validate root

causes

Quantify

improvement

Brainstorm

solutions

Develop the To-

Be model

Formulate action

plans

Identify potential

risks

Analyze cost and

benefit Test the

new process

Plan for

implementation

Implement

the solution

Establish

control plan

Build the

dashboards

Monitor

performance

Maintain

performance

Close and

handover

Improve


24/28

24

Identify roles

and

responsibilities

Understand

current process

and operations

and validate

Prepare

analysis tools

Establish the

baseline of

current

opportunity continuously

(Source: SixSigma Team, CVBU,Pune)

2.1Define PhaseThe Define Phase started with setting up a team which will be dedicated for achieving the

desired result. The team consisted of Mentor, Champion, Leader, Members and a Six Sigma

Black belt. Once the team were instituted the define phase started out with a meeting of all

the members to actually understand what does the problem is and what actually is the

Purpose of the team and of theproject, Alignment with the companys strategic business

plans, Clear Targets, Clear Scope, Clear Roles and Responsibilities, Team Member

Alignment with the Team Purpose.

The first phase deals with mainly:

Project Brief, mostly a pictorial sketch, photo or a drawing giving a brief overwhat is the defect and what all parts are involved in it. Defining the defect with the

help of a pictorial representation.

Wheel Rim Failure

Project Charter, which defines the flowing:


25/28

25

Business Case, Project Goals, Measurable CTQs, Funding, Business Champion,

Risk/Issues, Core team, Expected Benefits.

Identifying Customer Critical To Quality(CTQs), are one of the main sourceswhich tells us what all problems customer undergoes and what are the failure

modes customer feels for the undertaken problem. The CTQs are also used to

make the CTQ flow downs which tell the weak points that can lead to the problem

and which may lead to the wheel rim failure. The CTQ flow-downs provide the

possible reasons which are major contributors to the problem.

CTQ Flow down

Project Scope, so that the team do not get deviate from their aim and to keep themon track the project scope defines what all vehicles will the team cover. The scope-

in and scope-out frame provides with the areas that the team will cover and also the

other vehicle which may be facing the same problem can derive a solution suitable

to them for their complaints in wheel rim. Some vehicle are put in scope out which

are not covered at all and they have problems far different from the LCV. SIPOC: Supplier, Input, Process, Output, Customer.

The SIPOC requires to study of the assembly process of wheel on the vehicle and

to note down critical points and the practices followed by employee at assembly

line. To note down the As Is processes and to compare them with To-Be

standardized processes. The SIPOC also requires to pen down all the suppliers

providing the same components and to compare the As IS design at the supplier

end with To-Be design at ERC. Also all the materials required at the time of

assembly are noted and checked as per the specifications of the design.


26/28

26

SIPOC

Threat vs. Opportunity Matrix: It is a matrix which correlates and presents the longterm and short term threats and opportunity. The short term threats are those which

show their results within 6 months of maturity and they are mainly part failure and

warranty cost. The short term opportunity involves making a contingency plan and

to control the increasing failure and cost at the same time also assure the customer

of the quality assurance. Long term threats are those which affects on the brand

value of Tata Motors and also pose a threat with Supplier relations and

subsequently undermining the quality of LCV. The long term opportunity on the

same way provides with a far reaching magnitude over the quality standards

followed at Tata Motors and the ever increasing customer satisfaction and on the

same time least investment in warranty cost.

Cause and Effect Diagram, is a tool that helps identify, sort, and display possiblecauses of a specific problem or quality characteristic. It graphically illustrates the

relationship between a given outcome and all the factors that influence the

outcome. This type of diagram is sometimes called a "fishbone diagram" because

of the way it looks.


27/28

27

Cause and Effect Diagram

DMAIC Time PlanThe DMAIC plan shows the status of the Define Phase is almost complete and after

a review of the team the next stage of Measure will be started as per the Six Sigma

Methodology followed by Tata Motors CVBU. Till date the project is under control

and on schedule.

Jul Aug Sep Oct

Undergoing

Still to start

Still to start

M O N T H SPHASE

Control

Define

Measure

Analyse

Improve

Still to start

Still to start


28/28

3.Learning Exposure to Six Sigma Methodology followed by Tata Motors Data Collection Process Study Time Management Project management Documentation

References

Data from Internal Sources at Tata Motors PDCA methodology as followed at Tata Motors CVBU Six Sigma(DMAIC) as followed at Tata Motors CVBU Automotive Principles by Don Knowles www.tatamotors.com www.mytatamotors.com
http://www.tatamotors.com/http://www.tatamotors.com/http://www.mytatamotors.com/http://www.mytatamotors.com/http://www.mytatamotors.com/http://www.tatamotors.com/

Documents

Paper Interim Report