Chapter 1

Manufacturing industry in India

1.1 Introduction
Manufacturing industry refers to those industries which involve in the manufacturing and
processing of items and indulge in either creation of new commodities or in value
addition. The manufacturing industry accounts for a significant share of the industrial
sector in developed countries. The final product can either serves as a finished good for
sale to customers or as intermediate goods used in the production process.

1.2 Evolution of manufacturing in India

Manufacturing Industry in India has gone through various phases of development over
the period of time. Since independence in 1947, the Indian manufacturing sector has
traveled from the initial phase of building the industrial foundation in 1950s and early
1960s, to the licensepermit Raj in the period of 19651980, to a phase of liberalization
of 1990s, emergpetitiveness. It has grown at a robust rate over the past ten years and has
been one of the best performing manufacturing economy. Manufacturing sector
contributes about 15% of Indias GDP and 50% to the countrys exports. The
Manufacturing sector employed 58 million people (about 12% of the workforce) in 2008.
By 2017, it is estimated, based on current economic projections, that this sector will
employ a further 1314 million out of nearly 91 million additional people who will enter
the workforce. Studies have estimated that every job created in manufacturing has a
multiplier effect, creating 23 jobs in the services sector. In a country like India, where
employment generation is one of the key policy issues, this makes this sector a critical
sector to achieve inclusiveness in growth.

1.3 Strength of Indian manufacturing

i) India has already marked its presence as one of the fastest growing economies of the

world.
ii) The country is expected to rank amongst the worlds top three growth economies and
amongst the top three manufacturing destinations by 2020.
iii) Favourable demographic dividends for the next 2-3 decades.
iv) Sustained availability of quality workforce.
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v) The cost of manpower is relatively low as compared to other countries.

vi) Responsible business houses operating with credibility and professionalism.

vii) Strong consumerism in the domestic market. Strong technical and engineering
capabilities backed by top-notch scientific and technical institutes.

Fig 1.1 Logo of Make in India Program

Chapter 2

Group Profile

2.1 Introduction
After Pioneering the growth of the flexible packaging industry in India, Uflex has gained
an unchallenged identity. Since its inception in the year 1983 it has turned into a multi
billion company that values quality and customer satisfaction amongst other priorities.
With consumers spread across the world, Uflex enjoys a global reach. Headquartered in
Noida (National Capital Region, New Delhi) it has state of the art manufacturing
facilities in India & Dubai. It has also established offices in UAE, Europe, North America
and enjoys a formidable market presence in more than 85 countries.
Uflex facility enjoys ISO 9001 and ISO 14001 certifications and has FDA and BGA
approvals for their products. It is also a part of the D&B Global Database and winner of
various prestigious national and international awards like the top exporter of BOPET and
BOPP films, and the Worldstar award for packaging excellence. FPA, AIMCAL and the
DUPONT Awards in 2004-2005 are the latest in this series.
Being a multi faceted organization it has integrated its operations from manufacture of
Polyester chips, Films (BOPET, BOPP and CPP - both in plain and metalized form),
Coated Film, Laminates, Pouches, Holographic films Gravure cylinders, Inks and
adhesives to all types of packaging & printing machines, offering total flexible packaging
solution.
Uflex has always been committed to the industry by providing technical know-how and
being the trend-setter in the flexible packaging industry. Being on the edge of innovation,
Uflex endeavors to be the first to come up with advanced products that cater to the
changing demands of the packaging industry.
As part of the Uflex Group, it has over twenty years of experience in polymer
technology. Setting milestones of success and innovation, Uflex is widely known for
manufacturing and supplying products, delivering apt services around the world.

2.2 Group Values

2.2.1 Trust & respect: Actively build relationships with all the stakeholders, fostering
trust by listening, following through and keeping word in an open and inclusive
environment and treating each person with respect.
2.2.2 Customer value creation: Enabling customers to become high-performance
businesses through our total packaging solutions and creating long-term relationships by
being responsive, relevant and by consistently delivering value.
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2.2.3 Innovation: Strive to be the best- in technology and business, actively contributing
to the evolution of best practices and striving to develop new packaging solutions to
address customer needs.
2.2.4 Global Perspective: Leveraging the power of global insight, relationships,
collaboration and learning to deliver exceptional packaging solutions to the clients
wherever they do business.
2.2.5 Speed in all directions: To set the principle of Speed and efficiency in every
activity in responding to internal and external customers with a sense of urgency.
Anticipating market opportunities and continuously striving to practice "quick decision
quick investment quick execution quick adaptation and quick customer service".

Fig 2.1 Logo of Uflex Group

2.3 Business Divisions

2.3.1 Film Division
UFLEX is a Multi Million Group headquartered at Noida, on the periphery of New Delhi,
India and having manufacturing facilities in India & Dubai. UAE, offices in Europe and
North America and market presence in 80 countries around the world. Flex facility enjoys
ISO 9001 and ISO 14001 certifications and has FDA and BGA approvals. For their
products, Flex is part of the D&B Global Database and winner of various prestigious
national and international awards like the top exporter of BOPET and BOPP films, and
the Worldstar award for packaging excellence. FPA, AIMCAL and the Dupont Awards in
2004-2005 are the latest in this series. UFLEX Group came into existence in 1983 and
has grown into one of the biggest multi integrated packaging groups in the world. The
group is a multi faceted organization which has backward integrated its operations from
manufacture of polyester chips, films (BOPET, BOPP and CPP - both in plain and
metallized form), coated film, laminates, pouches, holographic films gravure cylinders,
Inks and adhesives to all types of packaging & printing machines, offering total flexible
packaging solutions to the entire world.

2.3.2 Holography Division

Holography Division is a professionally managed division of Uflex Ltd., focusing on the
production of top-of-the-line holographic products. At holographic division, our goal is to
deliver quality that will ensure the confidence of our discerning buyers globally and
become a benchmark for others. We will be uncompromising in our adherence to
excellence at every stage of production, from the selection of raw materials to final
product delivery. Equipped with state-of-the-art manufacturing facilities and technology
tie-ups with world leaders, provide an access to leading innovations in the industry, hence
ensure latest technology and processes in place. Entire supply-chain is attuned to ensure
minimum lead-time for execution of large orders, offer customization of products based
on buyer specifications and an assurance of innovation and flexibility in product design.
With a strong foothold in innovating products and design, research & development of
holography division is committed to refine and upgrade the processes and products being
manufactured. Our fully equipped research laboratory is a result of core technical
strength & commitments to manufacturing holography and related products.

2.3.3 Packaging Division

We print on OPP/PET/Nylon/Poly: Roto Gravure Press -upto 10 colors & - Flexo Presses
-8colors. Lamination to barrier and heat sealabe films: Wet Lamination-Solvent free
Lamination-Extrusion Lamination-Energy Beam Curable. Coatings: Heat Seal Lacquer
Coating-Registered Cold Seal Coating -Tattoo -Hot Melt Coating -Energy Beam Curable
-Cast & Cure-PVDC Coat-Anti Fog-UV Holography- Bio Degradable films. Supply in
Roll Stock Or Premade Bags Form: -Embossed foil cup Lids -Centre Seal -Shrink
sleeves-Three side seal, Gusseted & Standup-Quad seal -5 Sided 3Dimensional Bags SIP(sleeve in pouch) -Wicketed bags -Profiled & Custom shaped Woven Polypropylene
bags with Tear Tape & Hermetic seal Accessories -Press To Close Ziplock - Slider
Zipper -Die Punch Handle -Peg bags -Spout pouch-Rope Handle.

2.3.4 Cylinder Division

To make sure engraving meets international standards, dynamically balanced base shells
with accurate thickness and hardness are passed through the technical expertise of high
precision imported grinders. The base shells then undergo a sophisticated multistage
galvanic process on the state of art fully automated, environment friendly galvanic line
from MDC Daetwyler, Switzerland. Here they are decreased to get rid of dust, oil, dirt or
any other foreign particles before a uniform electroplating of nickel and copper. A high
precision digitally controlled MDC Daetwyler "Polish master machine" with an accuracy
5

of 10 microns per meter is used to achieve accurate and mirror surface that is required for
electronic engraving on the cylinder. PLC controlled Galvano Line is used to maintain
proper hardness and roughness of copper cylinders.

2.3.5 Engineering Division

To fulfill group vision, company endeavor:
Develop cost effective packaging solutions for the safe delivery of products to the
consumer using appropriate technology. Constantly focus on customers needs. Develop
technologies for effective packaging solutions.
The way to being a world-class player is paved with state-of-the-art facilities blended
with world-class practices. And it shall be our endeavor to be placed amongst the top ten
international players.

2.3.6 Chemical Division

Breaking through with exciting new innovations in the flexible packaging is part of the
intrinsic value system at Uflex Chemical Division. By offering a wide spectrum of
colourful inks along with the requisite range of adhesives, Chemical Division adds a
whole new dimension to flexible packaging. Chemical Division, is part of the Uflex
Limited -name that is synonymous with the flexible packaging revolution in India,
providing complete flexible Packaging solutions to over 60 countries. Today the UFLEX
Group has Asia's largest state-of-the-art packaging plant and allied infrastructure
at NOIDA (U.P.) spread over 70 acres. Uflex Chemical Division has established a US $
6.5 million manufacturing facility at NOIDA (U.P) with ongoing technology transfer
agreements with M/s. Color Converting Industries, U.S.A. and M/s. Sunkyong Industries
Limited, South Korea-a Fortune 500 company. UFLEX Chemical Division also has an inhouse Research & Development laboratory, approved and recognised by the Department
of Science and Technology, Government of India. This research facility is manned by a
dedicated team comprising of some of the best scientific minds in the business.
Uflex Chemical Division an ISO 9001 certified company, is strongly focused on
delivering the highest standards of quality with the single-minded intent of ensuring total
customer satisfaction - over and over again. Every employee is completely committed to
the organisation's goals, towards quality & service.
.

Chapter 3

Chemical Division

3.1 Division Profile

Breaking through with exciting new innovations in the flexible packaging is part of the
intrinsic value system at Uflex Chemical Division. By offering a wide spectrum of
colourful inks along with the requisite range of adhesives, Chemical Division adds a
whole new dimension to flexible packaging. Chemical Division, is part of the Uflex
Limited -name that is synonymous with the flexible packaging revolution in India,
providing complete flexible Packaging solutions to over 60 countries. Today the UFLEX
Group has Asia's largest state-of-the-art packaging plant and allied infrastructure
at NOIDA (U.P.) spread over 70 acres. Uflex Chemical Division has established a US $
6.5 million manufacturing facility at NOIDA (U.P) with ongoing technology transfer
agreements with M/s. Color Converting Industries, U.S.A. and M/s. Sunkyong Industries
Limited, South Korea-a Fortune 500 company. UFLEX Chemical Division also has an inhouse Research & Development laboratory, approved and recognised by the Department
of Science and Technology, Government of India. This research facility is manned by a
dedicated team comprising of some of the best scientific minds in the business.
Uflex Chemical Division an ISO 9001 certified company, is strongly focused on
delivering the highest standards of quality with the single-minded intent of ensuring total
customer satisfaction - over and over again. Every employee is completely committed to
the organisation's goals, towards quality & service.

3.2 Products Summary

The Uflex Chemical Division portfolio is diverse and versatile. It comprises of:
a) Ink - that play a key role in adding colour to our everyday lives.
b) Synthetic adhesive - that help difficult substrates to bond.
c) Coatings - for various applications like holography, UV, etc.
d) Polyols - for wide range of uses.
e) Antifreeze coolants - for automobiles and other engines.
f) Adhesives and lacquers - for the footwear industry etc.
g) Re-closeable zippers, using special grade of raw materials with "state of art"
manufacturing facilities.

3.3 Target Segment

The Uflex Chemical Divisions wide range of products target the following segments:
a) Flexible packaging industry
b) Footwear industry
c) Sports goods industry
d) Holographic film industry

Fig 3.1 Uflex Group state of art manufacturing Facilities

Fig 3.2 Gross Sales of ink & adhesive division

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Chapter 4

Maintenance Department

4.1 Objectives
a) Direct and coordinate the operations and activities of the physical plant maintenance,
including but not limited to: facilities engineering administration, layout, design, and
construction, equipment maintenance, utilities operations and maintenance, building and
grounds maintenance, facilities protection and security, departmental safety, and
environmental compliance.
b) Provide engineering consulting services, surveys, and recommendations to all
Departments; to outside architect/engineer firms performing services for the facility and
to public utilities.
c) Ensure compliance with applicable federal, state, and local laws, regulations, statutes,
and codes, securing required permits, and coordinating with appropriate local authorities.
d) Contract with and oversee the activities of various contractors and consultants for the
fulfillment of facility engineering responsibilities.

4.2 Functions
4.2.1 Management responsibility
The maintenance manager should set goals, plan, organize, and control the activities
under his jurisdiction. All goals should be specific, well defined, and quantifiable, with
an estimated time of achievement given for each goal. Each goal should be
communicated freely and clearly to all those involved. Goals should be reviewed
regularly by the maintenance manager, maintenance supervisor and operations
representatives.
4.2.2 Organisation
Plant maintenance, engineering, operations and production must share responsibility in a
coordinated effort to optimize facility performance. Plant maintenance, as a service
function, has responsibility for safe, efficient, and technically sound execution of
maintenance work. Engineering has responsibility for providing technical information,
guidance, and support to operations and maintenance as part of the team effort.
Operations and Production, as equipment owners, have accountability for their
maintenance costs.

4.2.3 Administration
Administrative operations of the maintenance department includes: program coordination
for the department and liaison with all other departments for the procurement and
maintenance of all real property, production equipment, utility services, and
communication services. Preparation of maintenance department budgets. Coordination
with other departments in the preparation of their maintenance budgets. Preparation of
project cost estimates, proposal, justification, and management of capital projects and
expenditures. Maintenance of records of planned and current construction and
maintenance contracts.

4.3 Types of maintenance

The definition of maintenance often stated maintenance as an activity carried out for any
equipment to ensure its reliability to perform its functions. Maintenance to most people is
any activity carried out on an asset in order to ensure that the asset continues to perform
its intended functions, or to repair any equipment that has failed, or to keep the
equipment running, or to restore to its favorable operating condition. Over the years,
many new strategies have been implemented as maintenance strategies which are
intended to overcome the problems which are related to equipment breakdown. Some of
the common maintenance strategies are as follows:4.3.1 Breakdown maintenance
This is one of the earliest maintenance program being implemented in the industry. The
approach to maintenance is totally reactive and only act when the equipment needs to be
fixed. This strategy has no routine maintenance task and also described as no scheduled
maintenance strategy. To rectify the problem, corrective maintenance is performed onto
the equipment. Thus, this activity may consist of repairing, restoration or replacement of
components. The strategy is to apply the corrective maintenance activity only, which is
required to correct a failure that has occurred or is in the process of occurring.
4.3.2 Preventive maintenance
This is a time-based maintenance strategy where on a predetermined periodic basis,
equipment is taken off-line, opened up and inspected. Based on visual inspection, repairs
are made and the equipment is then put back on-line. Thus under this equipment
maintenance strategy, replacing, overhauling or remanufacturing an items is done at a
fixed intervals regardless of its condition at the time. Although this is a well-intended
strategy, the process can be very expensive as typically 95% of the time everything was
alright. Nevertheless, some preventive maintenance is necessary as some regulation such
as DOSH regulation require that annual/bi-annual boiler inspection to be conducted.

10

4.3.3 Predictive maintenance

Predictive maintenance is a more condition-based approach to maintenance. The
approach is based on measuring of the equipment condition in order to assess whether an
equipment will fail during some future period, and then taking action to avoid the
consequences of that failures. This is where predictive technologies (i.e. vibration
analysis, infrared thermographs, ultrasonic detection, etc.) are utilized to determine the
condition of an equipment, and to decide on any necessary repairs. Apart from the
predictive technologies, statistical process control techniques, equipment performance
monitoring or human senses are also adapted to monitor the equipment condition. This
approach is more economically feasible strategy as labors, materials and production
schedules are used much more efficiently.
4.3.4 Proactive maintenance
Unlike the three type of maintenance strategies which has been discussed earlier,
proactive maintenance can be considered as an another new approach to maintenance
strategy. Dissimilar to preventive maintenance that based on time intervals or predictive
maintenance that based on condition monitoring, proactive maintenance concentrate on
the monitoring and correction of root causes to equipment failures. The proactive
maintenance strategy is also designed to extend the useful age of the equipment to reach
the wear-out stage by adaptation a high mastery level of operating precision.

Table 4.1 Types of management strategy

Maintenance
Strategy

Maintenance Approach

Signification

Breakdown
Maintenance

Fix-it when broke

Large maintenance budget

Preventive
Maintenance

Scheduled Maintenance

Predictive
Maintenance

Condition-based
Monitoring

Proactive
Maintenance

Detection of Sources of
Failures

Periodic component replacement

Maintenance decision based on
equipment condition
Monitoring and correcting failing root
causes

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4.4 Equipment Maintenance Plan (EMP)

The Equipment Maintenance Plan, or EMP as it is commonly called, is a document, in
table format, that is used when developing the tasks needed to properly maintain facility,
plant or process equipment. The EMP helps lead the person or persons developing the
required maintenance tasks by ensuring that the development is done consistently for all
equipment. Each EMP should include one or more maintenance tasks designed to ensure
the continued operation and maintenance of an equipment item, process or system. Each
of these tasks has the following characteristics:
a) A descriptive title for each maintenance task to be performed.
b) A frequency assigned for performing of each task.
c) Assignment of a specific craft or workgroup and the number of each craft or
workgroup required to perform the task.
d) Equipment condition required for performance of the task (i.e. running or shut down).
e) Type of Work Preventive Maintenance (PM), Predictive Maintenance (PdM),
Corrective Maintenance (CM), Situational Maintenance (SIT), etc.
f) Procedure number Unique identifier for the task, or file name if linked to another
document that gives the individual task instructions.
g) Estimated time to perform the task.
h) Special tools, materials and equipment required to perform the task.
The EMP can also provide the following additional planning and budgeting information
if set up properly in a spreadsheet format:
a) Annualized hours for performing the task.
b) Annualized hours for shut down of the equipment during performance of the task.
c) Annualized hours for performance of the task by craft.

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Chapter 5

Project Summary

5.1 Introduction
My association with Uflex Group started on 20th January 2015. I was assigned to undergo
project based training at the Chemical Division, Maintenance Department of the group. I
was given the project Strategy to improve plant maintenance performance and
reliability and lower maintenance costs. I am working closely with the associates in
order to complete my project without causing any hindrance to their work. When I
researched for my work I have found out poor maintenance strategies for production
machines lead to shorter equipment lifespans, cost overruns and longer delivery times.
Then I started to look for the ways to maintain equipment at the right time in an optimal
manner, while lowering production costs and use of resources. Concept of Value
Engineering has been extensively used during this process.

5.2 Actions to be taken

While using the concepts of value engineering, industrial engineering maintenance and
management, financial concepts and other allied branches I have divided actions on the
basis time duration for the results.
5.2.1 Actions for immediate improved results.
a) We should have a lubrication regime where everything is lubricated when due and
we know right lubricant gets all the way to where it should be.
b) We should have 50% of the plant or maintenance engineers time spent out working
with the plant operators and maintenance trades teaching them engineering and learning
from them about the problems they have to face in their day to day activities.
c) We should have proper shaft alignments done on all pumps and gearbox drives
including eliminating soft foot.
d) We should have good coordination with vendors and suppliers best technical people
and get their advice on fixing problem of plant.
e) We should have equipment watch-keeping lists and trouble-shooting check sheets for
plant operators and read them regularly to see what they notice.
f) We should make plant and equipment choices and selections with a 20 to 25 year
time span in mind.
13

g) We should have vibration monitor rolling bearings on critical equipment often

enough to stop any failures.
h) We should have chat with the operators and maintainers the simplest way they can
think of to fix the problem.
i) We should arrange get together of production and maintenance planners, managers
and supervisors to meet each day and plan the works to be done in the coming days and
weeks.
5.2.2 Actions for improved results in few months time
a) We should start measuring performance with key performance indicators and
measure both the equipment performance and the business systems performance. Use
this knowledge to continuously improve.
b) We should have training programs for all Production and Maintenance Supervisors
on a compulsory asset management course at diploma level.
c) We should have a basic condition-monitoring regime vibration, oil analysis,
thermography or see-touch-hear inspections.
d) We should perform a thorough engineering review of plant changes and upgrades to
make decisions based on engineering and business facts. First design and engineer, or
model and simulate, or pilot-test plant changes and ideas before putting them into place
permanently.
e) We should look outside the company and bring in the training and teaching that our
people need to become leaders in their field.
f) We should make efficient use maintenance planners to plan jobs in detail so we get
labour efficiency and job quality.
g) We should monitor and track-down all galvanic corrosion between dissimilar metals
in contact and get rid of them.
h) We should share the knowledge with operators how the equipment works and give
idea to our maintenance people how the production process works.
i) We should provide the technical knowledge on plant and equipment our trades need,
in a place they can find it.
j) We should conduct an equipment criticality rating and set up condition monitoring to
identify risk of failure in important equipment and plant.
k) We should eliminate the defects - use Root Cause Analysis, 5-Whys, etc on
equipment and systems failures and get the problems out forever.

14

l) We should be proactive and imagine problems so that we can solve and eliminate
them before they happen.
m) We should develop sense of ownership, build and develop skills, make competent
people at shop-floor level.
5.2.3 Actions for improvements in the coming years
a) We should align the capital project groups output to the on-going needs of
maintenance and operations. E.g. Insure all asset and instrument tag numbers have
procurement and design information catalogued in individual files; have drawings and
manuals easy to access for maintenance; etc.
b) We should show and introduce the benefits of world class practices to managers,
supervisors and leading hands. And show and introduce corporate and senior managers
to world class practices and methods so that can see the benefits to their bottom lines.
c) We should align operations and maintenance efforts through a production plan and
schedule that covers both producing product and maintaining equipment well enough to
make product.
d) We should follow all our statutory obligations well with full documentation and
excellent procedures and practices.
e) We should select the best vendors and suppliers and form a long-term partnership
and alliance with them. This will not only save time, gives us access to good prices, lets
us to use their expertise to solve problems and let us focus on our business.
f) We should introduce proactively build flexibility and redundancy into the plant so we
have options to address problems quickly. E.g. install tie-ins to processes in readiness to
use mobile plant if the installed item fails.
g) We should apply Failure Mode and Effects Analysis and Reliability Centered
maintenance on new and old plant and equipments. On new equipment get the vendor to
do the FMEA/RCM based on our industrys historical maintenance problems.
h) We should select and use equipment that does not breakdown when it fails. We
should implement design protection into equipment that stops it breaking if it is
overloaded or run wrongly and make use of the grade of material that is not affected by
the failure mechanism.
i) We should buy equipment that can be supported and maintained locally, otherwise we
will have to pay a lot more for parts and also will have to wait for the service.

15

Chapter 6

Conclusion

The requirement for maintenance process has change drastically from the old concept of
fix-it-when-it-broke to a more complex approach, which entailed adopted maintenance
strategy of a more integrated approach and alignment. Nowadays, management has
become aware that maintenance will also be part of the investment decision-making, thus
prompting managers to take into account the sources of funding and the impact
investment has on credit lines and taxes and not only to focus on upfront cost and
depreciation rates. The goal of maintenance program is also changing and with the rapid
technological development, improvement of equipment and technology will be one of the
key aspects of improved maintenance practiced for better productivity, effectiveness and
profitability.
It has been great honour and privilege to undergo summer industrial training at Uflex
India Pvt. Ltd, Chemical Division, Noida. I strongly believe that this training has explore
me to how the professionals perform and also to applications aspects of what I am
learning in the classroom. All the associates have been very helpful to me. They have
cleared all my doubts very patiently. Catering facility at Uflex has been fantastic.
I think interns should be allowed to visits the other departments besides doing their
projects. This will help them to understand the industry in a better way. They will be able
to gain knowledge of each section of industry from manufacturing to marketing. Interns
should be allowed to have the conveyance facility. Once again thanks for giving me
opportunity to have training in this esteemed organization.

16

Chapter 7

Bibliography

The information and data used in this project report has been sourced from a large of
websites, analyst reports, government publications reports. This section mentions the key
information sources:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

Website of Uflex Group, Noida.

Maintenance department, Chemical Division, Uflex Group.
Web portal of Make in India Program.
Report of Life Cycle Engineering on Equipment Maintenance Plans.
Report of Reclamation, Managing Water in the West on Facilities Instructions,
Standards and Techniques Volume 4-1a Revised 2009.
Research article by R A Platfoot, University of South Wales on Maintenance
Improvement Strategies
Article on Role of maintenance and repairs to reduce production costs in the
industries of Mazandaran from managerial view.
Research report by H B Jabar and S Perkasa on Plant Maintenance Strategy: Key
for Enhancing Profitability.
Articles of Lifetime Reliability solutions.
Book by Martand Tasang on Indutrial Engineering & Management.

17