INTERNSHIP REPORT

“RICO AUTO INDUSTRIES LTD”

SUBMITTED TO THE PRODUCTION & INDUSTRIAL ENGINEERING
OF

UNIVERSITY DEPARTMENTS
POORNIMA COLLEGE OF ENGINEERING
JAIPUR (RAJ.)

SUBMITTED BY UNDER THE SUPERVISION OF

MAYANK GUPTA MR. AMRISH BHARDWAJ
INTERNSHIP TRAINEE (PRODUCTION MANAGER)
B.TECH (ME.)
REG. NO- PCE17ME060
MAY 2019-JULY 2019

1
 Acknowledgement
The success and outcome of this industrial Training required a
lot of guidance and assistance from many people and I am
extremely privileged to have this all along the completion of
my training. All that I have done is only due to such
supervision and assistance and I would not forget to thank
them.

I respect and thank Miss Neelam Dhaka, General HR Manager

of HRM Department for providing me an opportunity to do the
summer training in RICO AUTO INDUSTRIES and giving us
all support and guidance which made me complete the training
duly. I am extremely thankful to her for providing such a nice
support and guidance.

I owe my deep gratitude to our training guide Mr. Amrish

Bhardwaj, who took keen interest on my training and guided
me all along, till the completion of training by providing all
the necessary information to deep learning.

2
 REPORT-CONTENT
1. RICO Group
(A) Introduction
(B) Mission
(C) Vision
(D) Customers
(E) Products
2. Plant
(A) Plant layout
3. Departments
(A) Marketing Department
(B) Material planning & logistic
(C) Purchase and vendor development
(D) Production department
(E) Quality department
(F) Accounts and finance department
(G) Human resources management department
(H) Research and development department
(I) Store and material management
(J) Maintenance Department
4. Process flow of component (Chain Case)
5. Principle key strategies and Core Values
(A) “5S”
(B) TPM (Total Productive Maintenance)
(C) Zero Defect Strategy
6. Conclusion

3
Figures & lists:-
(A) Official Logo of Rico Auto Industries
(B) Domestic plant products list
(C) Export plant products
(D) Plant Layout
(E) Production life cycle flow diagram
(F) Equipment’s and used process list with specifications
(G) Chain Case process flow Diagram
(H) “5S” Technology pictorial view
(I) Zero Defect Strategy pictorial view
(J) TPM pictorial view
(K) Kaizen pictorial view diagram

4
1. RICO GROUP
A. INTRODUCTION:-
The following companies comprise the RICO Group of companies

1. Rico Auto Industries Limited (RAIL) – RAIL manufactures high precision

ferrous and aluminium components and assemblies focused on the automotive
sector. In addition to casting of components, the components are also machined
before they are dispatched to the customer.

2. RICO Ludhiana – It deals with ferrous castings and their machining.

3. FCC RICO – It is a 50-50 Joint Venture with FCC of Japan, world leader in
automobile clutches. The plant is located at Manesar and deals mainly with the
manufacture of flywheels and clutches.

4. RICO US – It is focussed on providing logistics, local customer and

engineering support services to the customers in the US.

5. RICO UK – Just like RICO US, it focuses on providing logistics, local

customer and engineering support services to the customers in the UK.

Rico Auto Industries Limited is engaged in the manufacturing of clutch and

crankcase. The Company is engaged in the manufacturing and sale of auto
components for two wheelers and four wheelers. It manufactures and supplies
high precision and machined components and assemblies, both aluminium and
ferrous, to original equipment manufacturers (OEMs).

Its products include Oil Pump Assembly, Lube Oil Filters Heads, Exhaust
Manifolds, Turbine Housings, Center Housings, Back Plates, Oil Pan, Intake
Manifold Covers, Front Cover, Valve Cover, Side Cover, Balance Shafts
Assembly, Gear Housing, Steering Knuckles, Main Bearing Caps, Flywheels,
Engine Brackets and Differential Case Housings. Its services include designing,
development and engineering services, research and development, Testing and
Validation, Special Purpose Machines with computer numeric control (CNC)
Controls, Tooling and Prototyping, Casting (Aluminium and Ferrous), Machining
and Assembly, and Packaging and Logistics.

5
B. MISSION:-
“To be preferred supplier to
Original Equipment manufacturers across the globe.”

C. VISSION:-
“To be preferred supplier to
Original Equipment manufacturers across the globe.”

D. CUSTOMER:-
Two wheelers

A. Hero Group
B. Honda
C. Bajaj
Cars

A. Maruti Suzuki
B. General Motors
C. Ford India
D. Nissan
E. Volvo Jaguar
F. Tata Motors
G. Land Rover
H. BMW
I. CATERPILLAR
J. HONDA Motors
K. Bentley Motors
Commercial Vehicles

A. CATERPILLAR
B. Cummins
C. Tata Cummins
D. DETROIT DIESEL
E. Perkins
F. KOMATSU

6
System Suppliers
A. Honey Well
B. QP Pump
C. MAGNA
D. JKN DRIVELINE
E. ALLISION Transmission
F. Cummins
G. Jatco
H. Kohler Engines
I. MUSASHI
J. Perkins –

E. PRODUCTS:-

DOMESTIC PLANT PRODUCTS

Sr. No. component Sr. No. component

1. CCL KTP
2. CCR KTP
3. CCL KSP
4. CCR KSP
5. C O PUMP N&P
6. C O PUMP YR9
7. GRIP RR
8. GRIP ABS
9. CHAIN CASE
10. OIL PEN
11. OIL PAN K15
12. REAR COVER 6178
13. HLOF 954
14. HLOF 354
15. HSGCAM SHAFT
16. OIL PEN YRA
17. CIM 6716/8647
18. CIM 086
19. AIM 331
20. FRONT HUB KTRF HERO
21. REAR HUB KTRF HERO
22. REAR HUB KSTG HERO

7
 23. REAR HUB CD100 HERO
24. REAR HUB CD100 A/M
25. FRONT HUB CT100 A/M
BAJAJ
26. REAR HUB CT100 A/M
27. REAR HUB HERO NEW
MODEL
28. BKT L SP
29. BKT R SP
30. PANEL FRONT AAH
31. PANEL FRONT P90
32. FR.PANEL AD
33. PANEL FRONT KTRM
34. PANEL FRONT KZAA
35. PANEL FRONT AAN
36. PANEL FRONT KWFA
37. PNL REAR P90
38. PNLREAR K06/KZAA
39. PUMP PLATE NP
40. PANEL REAR P 17
41. JETCO PISTON
42. FRONT HUB HERO NEW
MODEL

EXPORT PLANT PRODUCTS

Sr. No. component Sr. No. component

1. BAFF-5017 43. LOWER CASE HONDA
2. BAFF-5138/3789 44. REAR COVER-178
3. BAFF-7307 45. HLOF-954
4. BAFF-9778 46. HLOF-354
5. BAFF-0064/7599 47. HFF-9116
6. BAFF-1072/9227 48. HFF-9116
7. MANIFOLD-8478 49. HFF-969
8. MANIFOLD-1438/6778 50. CIM-551
9. ADAPTOR-6693 51. CIM-086
10. MANIFOLD-0300 52. CIM-962(FINAL)
11. ADAPTOR COVER 53. CIM-962(PRE FINAL)
12. REAR COVER 54. AIM-331
13. SIDE COVER 55. HOUSING GEAR
14. C/A-8653

8
15. PONTIAC -2668
16. PONTIAC-5184
17. ROCER BASE ARM
18. PISTON CLUCH
19. MANA HSG
20. B/P NISSAN
21. OIL PAN KOHLAR
22. REAR COVER -7231
23. CIM-7069/6716
24. COVER VALVE 773/772
25. S S RING
26. EGR DUCT VALVE
27. ENGINE SUPPORT
28. SUPP. ASSESSORIES
29. SUPPORT
TRANSMISSION
30. BACKET GEAR BOX
31. MOUNTING BRACKET
32. ECU BRACKET
33. STIFFNER-L/R
34. COVER CRANK
SHAFT-414/853
35. PTO COVER
36. SEALING FLANGE
37. BRACKET COMPLETE
38. BRACKET AC
COMPRESSOR
39. ENGINE CARRIER
40. COMPRESSOR
HOUSING TATA
41. FDS
BRACKET(BENTLEY)
42. OIL PAN HONDA

9
2. PLANT:-

PLANT LAYOUT

10
3. DEPARTMENTS
A. Marketing Department:-
Key functions-
1. Goal-Setting
2. Product, Pricing and Distribution Planning
3. Reaching new markets
4. Customer Service
5. New product launch
6. Brand promotion

B. Material Planning & Logistics Department:-

Functioning area of logistics & SM-
A. Co-coordinating with raw material and component suppliers
B. Receipt and inspection of raw materials
C. Returnable asset management
D. Stocking and stores management of raw materials
E. Picking and kitting as per production requirements
F. Collection of waste and forwarding to respective locations and effective
Disposal
G. Line side Feeding / feeding production line with raw materials as per
requirements.
Logistics play the main role to maintain the plant strategy to prevent the
break Downs due to input material and line management.

C. Purchase & Vendor Development Department:-

Purchase is the procurement of goods or services from some external
sources.
Acquisition of some kind in lieu of accepted price on consideration
in Return.
“Purchasing is the procurement of the materials, supplies, machines,
Tools and operation of a manufacturing plant.
Functions / Responsibilities of Purchase Department
  
Obtaining prices
  
Selecting vendors
  
Placing Purchase order
  
Settlement of complaints
 
Making and maintaining harmonious relations with vendors.

11
 D. Production Department:-
Production is the functional area responsible for turning inputs into
finished outputs through a series of production processes. The
Production Manager is responsible for making sure that raw materials are
provided and made into finished goods effectively. He or she must make
sure that work is carried out smoothly, and must supervise procedures for
making work more efficient and more enjoyable.
Types of machines, which is used in this industry:-

  Melting furnace
  Degaussing machine
  High pressure die casting
  Shot blasting
  CNC machine
  S.P.M
  Leak testing machine
  ECM machine
  Ultrasonic machine
  Impregnation plant
 Washing machine

12
E. Quality Department
A. SQE (Supplier quality assurance)
Confidence in a supplier's ability to deliver a good or service that will
satisfy the customer's needs. Achievable through interactive
relationship between the customer and the supplier, it aims at ensuring
the product is 'fit' to the customer's requirements with little or no
adjustment or inspection.

13
B. MQA (Material quality assurance)
It aims at ensuring the material 'fit' to the customer's requirements with
little or no adjustment or inspection and meet with standards provided
by customer.
C. PQA (Product quality assurance)
The product quality is the ability to satisfy the stated needs. It is often
defined as ‘the ability to fulfil the customer’s needs and expectations’.
Defining key features-
1. Performance
2. Product features
3. Reliability
4. Conformance
5. Durability
6. Serviceability
7. Safety
8. Perceived quality

7 QC Tools: - The seven quality control tools are the set of graphical
depiction that helps in troubleshooting the quality concerns.
The understanding of these tools require little formal understanding of
statistics.
1. Process flow diagram
2. Check sheet
3. Histogram
4. Pareto chart
5. Cause & effect diagram
6. Scatter diagram
7. Control chart

14
 F. Accounts and finance department
Key Functions of Accounts and finance department
  
Money out – making payments and keeping the bills paid
  
Money in – processing incoming payments
  
Payroll – make sure everyone gets paid (including the government)

Reporting – 
preparing financial reports, e.g. P&L, Balance sheets
and budgets
 
 Financial Controls – to avoid errors, fraud and theft
G. Human resources management department
In general, human resource management is concerned with hiring,
motivating and maintaining workforce within businesses.
Functions of Human Resource Management Includes:
· Managerial Functions
· Operative Functions
Managerial Function Includes:
1. Planning
One of the primary function where number & type of employees needed to
accomplish organizational goals are determined. Research forms core HRM
planning which also helps management to collect analyse and identify
current plus future needs within the organization.
2. Organizing

15
Organization of the task is another important step. Task is allocated to every
member as per his or her skills and activities are integrated towards a
common goal.
3. Directing
This includes activating employees at different levels and making them
contribute maximum towards organizational goal. Tapping maximum
potentialities of an employee via constant motivation and command is a
prime focus.
4. Controlling
Post planning, organizing and directing, performance of an employee is
checked, verified and compared with goals. If actual performance is found
deviated from the plan, control measures are taken. Operative Function
Includes:
1. Recruitment/Hiring
Hiring is a process, which brings pool of prospective candidates who can
help organization achieve their goals and allows managements to select
right candidates from the given pool.
2. Job Analysis & Design
Describing nature of the job like qualification, skill, work experience
required for specific job position is another important operative task.
Whereas, job design includes outlining tasks, duties and responsibilities
into a single work unit to achieve certain goal.
3. Performance Appraisal
Checking and analysing employee performance is another important
function that human resource management has to perform.
4. Training & Development
This function allows employees to acquire new skills and knowledge to
perform their job effectively. Training and development also prepares
employees for higher-level responsibilities.
5. Salary Administration
Human Resource Department also determines pays for different job types
and incudes compensations, incentives, bonus, benefits etc. related with a
job function.
6. Employee Welfare
This function takes care of numerous services, benefits and facilities
provided to an employee for their well-being.

16
H. Research and development department
The Research and Development (R&D) function is concerned with
developing new products or processes and improving existing
products/processes.
Key features of the R & D department:
A. New Product Research
B. New Product Development
C. Existing Product Updates
D. Quality Checks
E. Innovation
I. Store and material management
Objectives of Materials Management:
(i) To minimize materials cost.
(ii) To procure and provide materials of desired quality when required,
at the lowest possible overall cost of the concern.
(iii) To reduce investment tied in inventories for use in other productive
purposes and to develop high inventory turnover ratios.
(iv) To purchase, receive, transport (i.e., handle) and store materials
efficiently and to reduce the related costs.
(v) To trace new sources of supply and to develop cordial relations with
them in order to ensure continuous material supply at reasonable
rates.
(vi) To cut down costs through simplification, standardization,
value analysis, import substitution, etc.
(vii) To report changes in market conditions and other factors affecting
the concern, to the concern.
(viii) To modify paper work procedure in order to minimize delays in
procuring materials.
(ix) To conduct studies in areas such as quality, consumption and
cost of materials so as to minimize cost of production.
(x) To train personnel in the field of materials management in order to
increase operational efficiency.
J. Maintenance Department

It is also a very important activity in the maintenance department. It

includes the planning to reduce the number of breakdowns, reduction in
time for correction per breakdown, training the operators for autonomous

17
 maintenance so that the operator’s dependence on the maintenance
department is reduced (operators can develop the ability to quickly respond
to abnormalities, to detect, correct and prevent equipment abnormalities and
make improvements, knowing how to distinguish between normal and
abnormal activities).

OBECTIVES:-
  Smooth plant machinery running
  MTTR (Mean time to repair)
 MTBF (Mean time between failure)

DOCUMENTS

  Preventive maintenance
  Predictive maintenance
  History card
  Skill Matrix
  Pressure gauge (Hyd) calibration
  Temperature controller calibration
  Breakdown data
  Digital gauge calibration
  Machine Reconditioning
  WHY-WHY Analysis
  Kaizen
  Poke-yoke
 Breakdown Maintenance

18
4. PROCESS FLOW OF COMPONENT (CHAIN CASE)

CHAIN CASE (2WF)

 TYPES OF CHAIN CASE-
 
 2WF (5V6)
 
 2CT (55A)

PROCESS FLOW DIAGRAM

RECEIPT OF RAW MATERIAL/BOP (ADC12 ALLOY/ALLOYING ELEMENT)

STORAGE

ALLOY MELTING /MAKING

TRANSFER MOLTEN METAL TO HOLDING

HOLDING OF MOLTEN ALUMINUM ALLOY

CASTING

FETTLING

STORAGE

TRANSFER TO MACHINING LINE

19
 MACHINING OPERATION

DEBURRING

PRE INSPECTION (GAUGING)

ASSEMBLY BOLT & WASHER

LEAK TESTING

WASHING

ASSEMBELY OF OIL SEAL

FINAL INSPECTION

PACKAGING

STORAGE/DISPATCH

20
NO. PROCESS NAME /EQUIPMENT NO. CONTROL ITEM STD. VALUE CHECKED BY CHECK METHOD
1 RECEIPT OF RAW MATERIAL CHEMICAL BY
HD2/ADC 12 ALLOYING ELEMENTS COMPOSITION
1 Fe% 1.00% MAX C SPECTROMETER
2 Cu% 1.5-3.5% C SPECTROMETER
3 Si% 9.6-12.0% C SPECTROMETER
4 Zn% 1.00% MAX C SPECTROMETER
5 Mn% 0.50 %MAX C SPECTROMETER
6 Ni% 0.50% MAX C SPECTROMETER
7 Pb% 0.10%MAX C SPECTROMETER
8 Mg% 0.30%MAX C SPECTROMETER
9 Sn% 0.05%MAX C SPECTROMETER
10 Ti% 0.20%MAX C SPECTROMETER
11 Cr% 0.15%MAX C SPECTROMETER

2 RECEIPT OF BOP
A BOLT , SEALING 14mm 1 DIMENSION AS PER DRG/RISP I RISP INSPECTION
(90061-PZA-0000) [C3050028] METHOD

B WASHER,SEALING 14MM 1 DIMENSION AS PER DRG/RISP I RISP INSPECTION

(15302-RE2E000) METHOD
[C3050029]

C OIL SEAL,LOW TORQUE 1 DIMENSION AS PER DRG/RISP I RISP INSPECTION

40x55x7 (91212-5R7-A010-M2) METHOD
[C2010019] 2 STEEL RING IN OIL SEAL CHECK PRESENCE OF I
STEEL RING IN OIL
SEAL

3 ALLOYING MELTING 1 Fe% 1.00% MAX C SPECTROMETER

HD2/ADC 12,ALLOYIN 2 Cu% 1.5-3.5% C SPECTROMETER
ELEMENTS 3 Si% 9.6-12.0% C SPECTROMETER
BATCH FURNACE-2.0/1.5 TON, 4 Zn% 1.00% MAX C SPECTROMETER
SHAFT FURNACE (CONTINUOUS 5 Mn% 0.50 %MAX C SPECTROMETER
MELTING) 6 Ni% 0.50% MAX C SPECTROMETER
7 Pb% 0.10%MAX C SPECTROMETER
8 Mg% 0.30%MAX C SPECTROMETER
9 Sn% 0.05%MAX C SPECTROMETER
10 Ti% 0.20%MAX C SPECTROMETER
11 Cr% 0.15%MAX C SPECTROMETER

21
ALLOY MELTING/MAKING:-

Production of high quality semi-finished products and castings based on

aluminium depends on quality of raw materials, especially master-alloys and
alloying elements. Master-alloy could be considered as an alloying element and
the process and the technology of their production should be carefully controlled.
Even though master-alloys are for very long time used for the production of
aluminium alloys there is not enough data on them.

CASTING:-
Aluminium castings are made through a relatively simple and inexpensive
process called casting. Through casting, aluminium is shaped into various forms
for a variety of purposes.

Casting is the most widely used method to form aluminium. Essentially,

aluminium castings are created by putting molten aluminium into a mold, but the
exact method used to make aluminium castings can vary slightly. No matter the
fashion, countless numbers of identical aluminium castings can be created.

High Pressure Die casting- It is one method used to create aluminium castings.
Through die-casting, the molten aluminium is forced into the steel die, or mold.
This is done by putting the molten aluminium under pressure. Die casting is
usually used when producing a high volume of aluminium castings. Accurate
aluminium castings that require minimal amounts of machinery can also be
produced with die-casting. The HPDC division has about 38 die casting machines
varying in capacity from 250 tons to 1800 tons. Each die-casting machine has a
holding furnace, which maintains the molten metal temperature between 640-690
°Celsius. Some of these die-casting machines are automated and are operated by
a robotic arm. A fixed amount of metal is drawn form the holding furnace by the
robotic arm (the amount is controlled by temperature sensors), and is poured into
the sleeve. In the meantime, the casting is withdrawn from the moving part of the
die, the die is cooled and lubricated and some parts like cast iron ring are loaded
into the die either by the operator or by the robotic arm. The die then closes and

22
 the molten metal is poured. The rating of the machine is done based on the locking
force, which it applies (e.g. 500 tons). The metal is pushed into the die by a
plunger, which is made of Hot Die Steel or Copper Beryllium. The die
temperature is maintained at 250 degrees Celsius. The plunger velocity has three
stages

1. Slow - 0.2 m/s

2. Fast – 1.4-2.4 m/s
3. Intensification – at this stage, a high pressure is applied to spread the
metal evenly and so that it reaches the intricate corners of the die.

The life of the die is around 80000 shots while that of the plunger is around 20000
shots. After the metal has solidifies the moving part of the die retreats and the
casting comes along with it. The casting is pushed by the ejector pins and it is
then removed by the operator using tongs. The operator breaks the gates manually
and then sends the casting for machining.

PROCESS NAME NO. CONTROL ITEM STD. VALUE CHECKED BY CHECKED METHOD
CASTING/CNC DIE CASTING 1 DIM. 4×21±0.30 I VC
2 INTERNAL DIA FOR M8 2×Ø5.8± 0.25 I VC
3 IDEPT FOR M8(SECTION L-L) 18.0 MAX. I VC
4 INTERNAL DIA FOR M14 1.25 Ø11.7 ±0.25 I VC
5 INTERNAL DIA(SECTION C-C AT 2×Ø9.8±0.25 I VC
PARTING LINE) I VC
6 INTERNAL DIA FOR 9+0.15 2× Ø8.0±0.25 I VC
7 INTERNAL DIA FOR M 4× Ø4.2 ±0.25 II VC
8 INTERNAL DIA (FIX SIDE) 3× Ø7.0±0.25 I VC
9 INTERNAL DIA FOR 2× Ø11.5±0.25 I VC
10 INTERNAL DIA FOR M Ø 7.5±0.25 I VC
11 INTERNAL DIA ( FIX SIDE) 7× Ø 9.0±0.25 I VC
12 FLATNESS 0.50 MAX. I HG
13 TENSILE STRENGTH 1.8 KGF MIN. I UTM
14 HARDNESS HRB 40 MIN. I HARDNESS TESTER
15 LOT MARING MONTH& YEAR MARING I VISUAL
16 EJECTOR PIN MARK 0.5±0.50 I HG/VC
17 APPEARANCE CASTING SHOULD BE 0 VISUAL
FREE FROM POROSITY,
COLD SHUTS, SHRINKAGE,
WARPAGE,CRACKS, BLOW
0 HOLES,HEAT CHECK
MARKS,NON FILLING,
HOLE BLOCKAGE ETC.

23
NO. MACHINE PARAMETER 800 UBE
1 DRY STROKE SHOT (INITIAL POSITION) 640±20 (MM)

2 PLUNGER FORWORD LIMIT STROKE 670±20

(HALT POSITION) (MM)
3 PLUNGER DIA. (MM) 90
4 EJECTION TYPE EJECTOR
5 FIX BLOCK COOLING (YES/NO) YES
6 MOVING BLOCK COOLING(YES/NO) YES
7 DIE TIMER (SEC) 13±3
8 DIE LUBRICANT TIME (SEC) 3.0±1
9 EJECTION DELAYED TIME (SEC) 1.5 ±1.0
10 BISCUIT SIZE (MM) 25±5
11 LOW SPEED (M/SEC) 0.25±0.05
12 HIGH SPEED (M/SEC) 3.0±0.5
13 HIGH SPEED LENGTH 490±20
(HIGH POSITION) (MM)
14 PRESSURE UP TIME (%) (MS) 50±20
15 CAST PRESSURE Kgf Cm2(Mpa) 800±100 (80± 10)
16 ACCUMULATOR PRESSURE Kgf/ Cm2 135± 10 (13.5±1)
(MPA)
17 METAL TEMPERATURE(˚C) 640-690
18 INTF. POSITION/ VP CHANGE 590±20
POSITION (MM)
FETTLING:-

Fettling is the means by which a crude casting is turned into cost effective
quality component that meets all the standards required by the customer.

 In context with the casting, process fettling means the removal of

 unwanted metal e.g. flashing, risers etc.
 It involves the removal of the cores, gates, sprues, runners, risers and
 chipping of any of unnecessary projections on the surface of the casting.
  It can include processes like chipping, grinding, shot blasting etc.
 No flashes, sharp edges, burres on parting line &on ejector pin marks.

MACHINING:-
Machining is any of various processes in which a piece of raw material is cut into a
desired final shape and size by a controlled material-removal process. The processes
that have this common theme, controlled material removal, are today collectively
known as subtractive manufacturing, in distinction from processes of controlled
material addition, which are known as additive manufacturing. Exactly

24
what the "controlled" part of the definition implies can vary, but it almost always
implies the use of machine tools (in addition to just power tools and hand tools).

Machining operations:-

There are many kinds of machining operations, each of which is capable of

generating a certain part geometry and surface texture.

In turning, a cutting tool with a single cutting edge is used to remove

material from a rotating work piece to generate a cylindrical shape. The
primary motion is provided by rotating the work piece, and the feed motion
is achieved by moving the cutting tool slowly in a direction parallel to the
axis of rotation of the work piece.
Drilling is used to create a round hole. It is accomplished by a rotating tool
that typically has two or four helical cutting edges. The tool is fed in a
direction parallel to its axis of rotation into the work piece to form the
round hole.
In boring, a tool with a single bent pointed tip is advanced into a roughly
made hole in a spinning work piece to slightly enlarge the hole and improve
its accuracy. It is a fine finishing operation used in the final stages of
product manufacture.
Reaming is one of the sizing operations that removes a small amount of
metal from a hole already drilled.
In milling, a rotating tool with multiple cutting edges is moved slowly
relative to the material to generate a plane or straight surface. The direction
of the feed motion is perpendicular to the tool's axis of rotation. The speed
motion is provided by the rotating milling cutter.
 Chamfering and deburring, two terms used in parts fabrication, describe
processes for finishing machined parts. Chamfering means to make a
bevel, groove or furrow. Deburring is to remove any rough ridges, edges
or areas from a part after shaping. Although hand finishing is still common,
manufacturers are turning to automation to lower costs and achieve more
consistent results.


 There are a number of CNCs and SPMs for machining purpose. These
machines are either VMC or TC.






 25
5. PRINCIPLE KEY STRATEGIES AND CORE VALUES
(A) “5S”

(B) TPM (Total Productive Maintenance)

TPM stands for Total Productive Maintenance. TPM is a Japanese concept
and it originated from the Japan Institute of Plant Maintenance (JIPM). In
India, the CII has opened a TPM club of India, in collaboration with JIPM,
for spreading the TPM culture among Indian industries. TPM aims at
removing all unproductive activities prevalent in the industry. According to
TPM, all activities should be aimed at increasing the productivity. All
activities should be for the benefit of the company. The concept can be
summarized by the following definition.
  
Total: Involvement of all people horizontally and vertically.

  activities are focused towards increasing the
Productive: All
productivity.
 
Maintenance: To develop a habit of maintaining all the 4M’s.

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There are 8 pillar activities of TPM.

1. Autonomous maintenance (AM)

2. Plant Maintenance (PM)

3. Quality Maintenance (QM)

4. Focused Improvement (KK)

5. Education and Training (E&T)

6. Safety, Health and Environment (SHE)

7. Office TPM (OTPM)

8. Development Management (DM)

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 (C) Zero Defect Strategy

(D) KAIZEN

Kaizen are low cost, small improvements made to any production activity in
the industry such as casting, machining, and material management. They can
be initiated by anyone from the operator to the plant manager. Improvements
are made by doing a “Why-Why” analysis of the existing problem. Repeated
questioning is done until the root cause of the problem is found or reached at.

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Then a counter measure is taken which counters the root cause of the problem.
Employees are rewarded for initiation and successful execution of Kaizen.
Kaizen contribute greatly towards increasing the productivity.

6. Conclusion-:
RICO AUTO INDUSTRIES works mainly on customisation without
compromising with the quality. RICO provides best working environment
with ergonomically designed working system to the employees. RICO works
to keep customer satisfaction.
My internship at RICO AUTO INDUSTRIES enabled me to learn a lot about
the Production technologies as well as RICO working system with
coordination. I got the chance to work & got chance to enhance my soft skills
as well as technical skills as well.
The company is managed in a professional manner. All the rules and
regulations are strictly followed and the deadlines are always met. The
production targets are also met without failure.
RICO AUTO INDUSTRIES has taken a number initiatives to increase the
productivity of the organization. Efforts have been made and are being made
to remove all unproductive activities to as much extent as possible. Major steps
taken in this direction are introduction of TPM, Kaizen and six sigma and I
learned about it.

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