1. SUBMITTED TO SUBMITTED BY
Mechanical Engineering Department Rupesh Kr. Nayak
MNIT Jaipur 2013ume1031
Summer Training at Faiveley
Transport Rail Technologies India Ltd
Baddi(H.P)

2. Louis Faiveley
 1919 – Established
 Des Establishments Louis Faiveley
 French railway system's leading suppliers by 1922
 revenue - €900.52 million
 total equity - €1.47 billion.

10. Faiveley India
Hosur
Baddi
1992
2008

11. Baddi
 State – Himachal Pradesh
 District – Solan

12. Why Baddi ?
 Govt . Policy
 Suppliers
 Customers
 Region (favourable)

13. Production at Baddi Plant
 Air Disc Brakes
 Couplers (Automatic Railway coupler) (AAR)
 LHB

14. Air Disc Brakes
This is connected to the wheel and/or the axle. To retard the wheel, friction
material in the form of brake pads, mounted on the brake calliper, is
forced mechanically, hydraulically, pneumatically, or electromagnetically
against both sides of the disc. Friction causes the disc and attached wheel to slow
or stop.

15. Couplers
A coupling (or a coupler) is a mechanism for
connecting rolling stock in a train. The design of the
coupler is standard, and is almost as important as
the track gauge, since flexibility and convenience are
maximised if all rolling stock can be coupled together.
 8 sets a day (load dependent )

16. LHB brakes
 Linke Hofmann Busch (LHB)
 LHB care passanger compartments of train developed by Linke
Hoffmann Busch of Germany and produced by Indian rail coach
factory Karurthala.
 The coaches are designed for operating speed upto 160km and could
go up to 200km/h.
 Their length is 23.54 M of A/C and width is 3.24 M.
 The coaches are made up of stainless steel and interior are of
aluminum.

17. How do we do it ?
 Material entry Gate Entry quantity check quality check
Testing Assembly storage Quality ok
Packing Dispatch

18. Departments at Baddi
D

19. Reduction In Incoming Inspection
 Incoming inspection
 Why reduction

20. Internal Survey
 Finding out the reasons to
problems

21. Why internal survey ?
 Experience of the
workers
 Susceptive reasons
 Direction of
inspection
 Possible reasons in
spite of so many
checks

22. Total no. of GRN Cleared =>11785
Total no. of Qty Received => 2781619
Total no. of Parts Cleared =>1042
GRN Trend 2015-16

23. FT-Baddi
Region
No. of
Grn
Qty
No of
Parts
No. of
Supplier
Hosur 4034 1044488 535 80
Baddi(Delhi NCR) 5646 644467 248 15
SISCO 775 553048 130 14
Pune 1157 516970 110 5
Kolkata 173 22646 19 7
Sub Region-Baddi
Sub Region-
Baddi
No. of Grn Qty No. Of Parts
No. of
Supplier
Delhi 2084 539990 154 7
CHD 1680 57401 41 5
Nalagrah 1721 46338 51 2
Ludhiana 161 1707 2 1
Baddi(Up to Delhi NCR)
Supplier Region
No. of
Grn
Qty
No. Of
Parts
METLONICS INDUSTRIES PVT. LTD. CHD 1461 20036 17
SAMRAT FORGINGS LIMITED CHD 152 10993 10
CAG ENGINEERING LIMITED CHD 7 24 7
PIVOT FABRIQUE CHD 41 20960 6
JAGAN GOPALA & CO CHD 19 5388 1
KRISHNA ENTERPRISES Delhi 1386 286945 109
JAGJIT ENGINEERING WORKS Delhi 116 23058 19
ROOP POLYMERS LTD Delhi 303 204352 11
QUADRANT EPP SURLON INDIA LTD. Delhi 92 11084 7
BONY POLYMERS (P) LTD Delhi 75 8692 4
LEGRIS INDIA PVT.LTD. Delhi 69 1472 3
MM AUTO INDUSTRIES LTD Delhi 43 4387 1
A.K.MULTIMETALS PVT.LTD. Ludhiana 161 1707 2
YAMADA AUTOMATION PVT. LTD Nalagrah 1717 45652 50
A.V. AUTO INDUSTRIES PVT. LTD. Nalagrah 4 686 1

24. GRN Trend 2015-16
Delhi
37%
CHD
30%
Nalagrah
30%
Ludhiana
3%
% Grn-Baddi Region
Delhi
CHD
Nalagrah
Ludhiana
Delhi
62%CHD
16%
Nalagrah
21%
Ludhiana
1%
% Parts-Baddi Region
Delhi
CHD
Nalagrah
Ludhiana
Hosur
34%
Baddi(Delhi NCR)
48%
SISCO
7%
Pune
10%
Kolkata
1% % Grn-FT-Baddi
Hosur
Baddi(Delh
iNCR)
SISCO
Pune
Kolkata
Hosur
51%
Baddi(Delhi NCR)
24%
SISCO
12%
Pune
11%
Kolkata
2%
% Parts-FT Baddi
Hosur
Baddi(Delhi
NCR)
SISCO
Pune
Kolkata

25. Conclusion of above data
 After studying the GRN trend it is observed that for Baddi plant most of
the parts come from Delhi NCR region and Chandigarh region only two
suppliers are in Nalagarh and one supplier is in Ludhiana.
 We suggest to keep one SQ team in Delhi NCR region and one in
Chandigarh region. The goods that are coming from supplier end will be
checked and given green signal over there itself. This will decrease the
transportation cost of sending team for regular audit

26. DATA ANALYSIS OF PROBLEMS
Machining defect
59%
operation missing
11%
craks & dents
9%
leakage
5%
casting
3%
others
13%
DEFECTS(2014-15)
machining
52%
operation
missing
4%
cracks and
dents
15%
casting
6%
leakage
13%
others
10%
DEFECTS(2015-16)

27. DATA ANALYSIS OF SUPPLIERS
yamada
9%
metlonics
15%
krishna
11%others
65%
SUPPLIER (2014-15)
krishna
18%
metlonics
16%
yamada
8%
others
58%
SUPPLIER(2015-16)

28. DATA ANALYSIS CONCLUSION
 Pareto analysis has been applied after studying the given data and
following conclusion was deduced:
 The maximum defect obtained is machining defect in both fiscal year
2014-15 and 2015-16.
 From data analysis we can conclude maximum defect is from 3 suppliers
namely : YAMADA,KRISHNA,METLONICS.

29. Problems identified (data)
 Old drawing used Purchase order communication gap
 Packaging standards not followed
 Inspection process standardization
 Inspection tool standardization
 Operation time (supplier capacity, infrastructure, validation)
 Tool wear
 Operator carelessness
 Operation missing

30. Number of problems (2015-16)

32. Suggested solution

33. Old Drawing Used
Suggested Solution
1. Highlight the drawing changes(or use different colour background) .
2. Penalize the supplier .
OLD DRAWING USED
SUPPLIER END
PURCHASE
Auditing
Communication Gap
Poor info flow
to operators
Supplier
Negligence

34. Packaging Standardization
 Packaging standards for each supplier must be defined.
 Agreement of packaging.
 Colour code cartoons for each product and company.
 The box should be reused(supplier)

35. Operation Colour Scheme

36. Inspection Standardization
 The process of inspection must be given by Faiveley
Transortation.
 Inspection technique should be same of supplier and
Faiveley.
 ODC (Operator double check ) should be applied.

37. Operator Double Check
In this method , each operator will check the operation of previous two operators
C DC1B1A BA1

38. Inspection Tool Standardisation
 The tool used for inspection at supplier end and at Faiveley must be same
and of same least count.
 The method of using the tool must be standardised.
 The calibration period must be defined.
 Reference point must be pre defined for supplier and Faiveley.
INSPECTION
PROCESS
TOOLS
OPERATION
Operator
Negligence
Standard
process
Standard gauges not
used
Tool not well
calibrated

39. Tool Wear Policy
 The tool must be changed after pre defined time.
 Regular inspection of tool.
 Cutting fluid (if possible) must be used.
TOOL WEAR
ENVIRONMENT
TOOL PROPERTIES MACHINING
Coolant
Lubrication
Hardness
Ductility
Brittleness
Humidity
Temperature

40. Operation Time
 By carefully studying the Job Flow process and calculating different allowances, the number of parts to
be produced in a given shift must be defined.
 The allowance given to the operator must be confirmed from supplier end.
OPERATION TIME
WORK LOAD
OPERATORS SHOPFLOOR
Cleanliness
Working ConditionNegligence
No.of labor
employed
Infrastructure
m/c capacity

41. Incentive based approach
 Operator carelessness
An Operator can be rewarded if no defects is found in his operation for
continuous 3 months. This will help in creating work attitude.

42. Expected Effect

43. Conclusion
By implanting the above suggested technique we will be able to reduce
28.70% i.e. more than 1/4th of the inspection.

44. Long Term Approach
 Moving multiple vendors to lean vendor model.
 Establishing Supplier Quality(SQ) in Chandigarh and NCR region.
 Investment on vendors.
 Complete automisation of machining at supplier end.
 The supplier should have capability to develop and validate the product
process.
 Inspection should be made atomised. inspection at supplier end not effective
Respective SQA team to train inspectors at supplier end
 process capability for critical parameters of runner parts are not established so
define process capability
 check point at PDI stage
 Keep two suppliers for parts - primary and secondary. If order amount
increases then give the parts to secondary supplier to manufacture which will
help to bring down the workload on primary supplier

45. Working Attitude
 We must help the supplier in
setting the Vision and Mission
of the supplier so that he can
always work progressively
 We should help the workers
in knowing the value of their
work and creating the work
attitude

46. Quality circle
 We should create quality circle both at supplier end and at Faiveley
with the aim of CONTINUOUS IMPROVEMENT

47. THANK YOU !