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ROVETTA LINE ANALYSIS

Project Report

By

Himanshu Gupta

SUBMITTED TO:

MR. SANJEEV SHARMA

(HRD)
JAY BHARAT MARUTI LIMITED

GURGAON

PLANT II

ACKNOWLEDGEMENT

I express my gratitude to all the people at JAY BHARAT MARUTI LTD PLANT II Who in spite
of their busy schedules took personal interest to ensure that this training period is a thorough
learning process for me. The JBML family teaches strict self-discipline, and a goal oriented
approach.

I would like to express my sincere thanks to Mr. Sanjeev Sharma for giving me this opportunity
to work in the JBML-Manufacturing & planning department, guiding me and involving me in
thought invoking discussions, giving me project and getting me acquainted with the work and
work ethics of this organization and know more about the systems at JBML.

I would also like to thank all the staff members of JBML who have guided me throughout the
training and encouraged and inspired me to achieve higher goals.
TABLE OF CONTENTS

1. Automobile Industry
a. Automobile Industry
b. Current status of Indian automotive industry
c. Automobile industry performance during 2007-08
d. Other global players in component manufacturing
2. Maruti Udyog Limited
a. Maruti udyog ltd.
b. Maruti production plan for 2007-08
c. Company background
d. Joint venture
3. Company profile Jay Bharat Maruti Ltd.

a. History of the company


b. JBM milestone brick by brick
c. Guiding principles at JBML
d. JBM’s product range
e. JBML’s group companies
f. JBM’s global alliances
g. JBM’s major customer
h. Awards/ Certificates
i. Corporate social responsibility
4. JBML II
a. JBML II
b. Departments at JBML 2
c. Machining facility
d. Daily requirement
e. Batch size
f. Press machine
g. Defects
h. Die change process
5. Rovetta Press Line
a. Rovetta press line
b. Components on rovetta line
c. Size of blank of components
6. Study of Rovetta Line
a. Daily status report of inventory of components of rovetta line
b. Yield improvement of components of rovetta line
c. Use of scrap of component of rovetta line for other small component
a. AUTOMOBILE INDUSTRY
The Automobile Manufacturers have put up a robust manufacturing capacity of 95 lacks plus
vehicles per annum since 1993. Today India is the world's second largest manufacturer of two
wheelers and fifth largest manufacturer of commercial vehicles. The country offers fourth largest
passenger car market in Asia today. A supplier driven market, having no more than a handful of
vehicular models two decades ago, now offers more than 150 models and variants by way of
customer options.

The first motor car on the streets of India was seen in 1898. Mumbai had its first taxicabs in the
early 1900. Then for the next fifty years, cars were imported to satisfy domestic demand. In the
early 80's, a series of liberal policy changes were announced marking another turning point for the
automobile industry. The Government of India (GOI) entered the car business, with a 74% stake in
Maruti Udyog Ltd (MUL), the joint venture with Suzuki Motors Ltd of Japan.

In 1985, the GOI announced its famous broad banding policy which gave new licenses to broad
groups of automotive products like two and four-wheeled vehicles. Though a liberal move, the
licensing system was still very much intact.

MUL introduced 'Maruti 800' in 1983 providing a complete facelift to the Indian car industry. The
car was launched as a "people’s car" with a price tag of Rs40,000. This changed the industry's
profile dramatically. Maruti 800 was well accepted by middle income families in the country and
its sales increased from 1,200 units in FY84 to more than 2,00,000 units in FY99. However in
FY2000, this figure came down to 1,89,184 units, due to rising competition from Hyundai's
'Santro', Telco's Indica and Daewoo's 'Matiz'. MUL extended its product range to include vans,
multi-utility vehicles (MUVs) and mid-sized cars. The company has single handedly driven the
sales of cars in the country from 45,000 in FY84 to 409,951 cars by FY2000, cornering around
79.6% market share. With increasing competition from new entrants, this market share has
plummeted to almost 62% in FY2000.

The de-licensing of auto industry in 1993 opened the gates to a virtual flood of international auto
makers into the country with an idea to tap the large population base of 950mn people. Also the
lifting of quantitative restrictions on imports by the recent policy is expected to add up to the flurry
of foreign cars in to the country. Many companies have entered the car manufacturing sector, to tap
the middle and premium end of car industry. The new entrants are Daewoo (Matiz), Telco (Indica)
and Hyundai (Santro) in upper end of economy car market. GM, Ford, Peugeot, Mitsubishi, Honda
and Fiat have entered the mid-sized car segment and Mercedes-Benz is in the premium end of
market. Car manufacturers like Malaysia based Proton are also in line to hit the Indian ramp.

b. Current status of Indian Automotive Industry

On the canvas of the Indian Economy, Auto Industry occupies a prominent place. Due to its deep
forward and backward linkages with several key segments of the economy, automotive industry
has a strong multiplier effect and is capable of being the driver of economic growth. A sound
transportation system plays a pivotal role in the country's rapid economic and industrial
development. The well-developed Indian automotive industry ably fulfils this catalytic role by
producing a wide variety of vehicles: passenger cars, light, medium and heavy commercial
vehicles, multi-utility vehicles such as jeeps, scooters, motorcycles, mopeds, three wheelers,
tractors etc.

Although the automotive industry in India is nearly six decades old, until 1982, only three
manufacturers - M/s. Hindustan Motors, M/s. Premier Automobiles & M/s. Standard Motors
tenanted the motorcar sector. Owing to low volumes, it perpetuated obsolete technologies and was
out of sync with the world industry. In 1982, Maruti Udyog Limited (MUL) came up as a
Government initiative in collaboration with Suzuki of Japan to establish volume production of
contemporary models. After the lifting of licensing in 1993, 17 new ventures have come up, of
which 16 are for manufacture of cars. There are at present 12 manufacturers of passenger cars, 5
manufacturers of MUVs, 9 manufacturers of Commercial Vehicles, 12 of two wheelers, 4 of three
wheelers and 14 of tractors besides 5 manufacturers of engine.

The industry comprising of the automobile and the auto component sectors has shown great
advances since deli censing and opening up of the sector to FDI in 1993. The industry has an
investment of a sum exceeding Rs. 50,000 crore. During the year 2005-06 the turnover of the
automotive sector was around Rs. 1,00,000 crore. The industry provides direct employment to 4.5
lacks and generates indirect employment of 1 crore. The contribution of the automotive industry to
GDP has risen from 2.77% in 1992-93 to 4% in 2005-06.
c. Automobile Industry Performance during 2007 – 08

The Automobile Industry performance in the year 2007-08 showed encouraging results for all
segments of the automobile industry. The industry registered a growth of around 16% in numbers
over the year 2006-07.

Despite the speculations of slow growth from different quarters because of unprecedented rise in
input prices, the passenger vehicles posted a growth of 18% in the year 2007-08 over the year
2006–07. Within the passenger vehicle segment, passenger cars and utility vehicles have grown by
18% and 20% respectively while MPVs have grown at the rate of over 9%. The commercial
vehicle segment clocked a growth rate of 22%. M&HCV segment has grown by 23% whereas
LCV’s grew by over 21%.

Two Wheeler segment as a whole during the year 2007-08 grew by over 15%. Backed by
Government’s initiative on rural roads and better connectivity with major towns and cities,
improved agricultural performance, upward trend of purchasing power in the hands of rural people,
the two wheeler industry was able to achieve the record performance of crossing 6 million two
wheelers with exact sales standing at 6,208,860 during the year 2006-07.

Exports: The performance of the automobile industry in exports is also encouraging Commercial
vehicle exports increased to an all time high of touching 30,000 growing at a rate of 72%
Passenger vehicle exports grew by 29% to 166,413 units.

Policy Initiatives: Auto policy announced by the government has opened the automobile sector to
100 per cent foreign direct investment and removed the minimum capital investment norm for
fresh entrants. This will benefit manufacturers who are planning to enter the Indian market.

 The new policy has taken into account the need to address emerging problems and make
the auto sector WTO compatible.
 The policy is also in favour of providing excise duty concessions to small cars, multi-utility
vehicles and low emission vehicles. It envisages India becoming a major hub for the
manufacture of small cars and a global supplier of components. The policy also includes
incentives to facilitate R&D.
 Import tariffs are to be fixed in a manner so as to promote manufacturing in India, as
opposed to mere assembly, without giving undue protection to domestic industry. While
ensuring a balanced transition towards open trade, the automotive tariff structure will be
reviewed periodically to prevent India from becoming a ‘dumping ground’ for international
rejects.
d. Other global players in component manufacturing

 Japanese and British component manufacturers are already operating JVs in India.
American companies, which have or are planning to set up plants in India, include Delphi
(an automotive components division of General Motors, USA), Delco Electronics, Textron
and Magna International of Canada.

 Auto majors such as DaimlerChrysler, Volvo, Renault, Toyota and Honda are planning to
outsource their requirements from India.

 Automotive components manufactured in India are of top quality and used as original
components for vehicles made by top international companies such as General Motors,
Mercedes and IVECO among others.

The automobile industry in India offers significant employment opportunities. The automobile
industry including component industry employs 0.45 million people directly and around 10 million
people indirectly.

The auto industry recorded a turnover of US$ 10 billion while the auto-component industry
recorded a turnover of US$ 2.7 billion in 2007-08.

 Many international auto majors entered the country post liberalization in 1991.

 India’s largest car-maker Maruti Udyog Ltd (MUL) was recently privatized with Suzuki
Motor Corporation moving into the driving seat after acquiring a majority stake and
management control in the Maruti Suzuki joint venture in early 2002.
a. MARUTI UDYOG LTD
Car market leader Maruti Udyog Limited sold 41,574 vehicles in the domestic market in April
2006. The company had sold 36,972 vehicles in the domestic market in April 2005. In all, Maruti
Udyog Limited sold 43,127 vehicles in April 2006. This includes 1,553 units of exports.

Maruti volume in the domestic A2 segment grew by 26.4 per cent and in the A3 and C segments
by 4.4 per cent during the month compared to sales in April 2005. Total Income of Rs 124,814.3
million (Net of Excise) during fiscal 2005-06, a growth of 10% over the previous year. Profit
before tax went up to Rs 17,499.9 million in 2005-06, a growth of 34.11% over the previous year.
Net Profit stood at Rs 11,890.5 million, up 39.29% over fiscal 2004-05.

Total Income (Net of Excise) was Rs 33,922.7 million during January-March 2006, a growth of
8.04% compared to the same period of the previous year. Net Profit for January-March 2006 stood
at Rs 3,609.2 million, up 39.11% over January-March 2005.

MSAIL to merge into MUL


Maruti Udyog Limited (MUL) today announced on April 13, 2006 that its subsidiary, Maruti
Suzuki Automobile India Limited (MSAIL), will merge into MUL.MUL holds 70 per cent stake in
MSAIL while Suzuki Motor Corporation (SMC), Japan, holds the remaining 30 per cent. MUL
will buy out the entire 30 per cent stake held by SMC in MSAIL. This merger will add value for
shareholders and eliminate all potential issues relating to inter-company transactions.

Demand Drivers
The key factors that determine demand for cars are : -

 Household Income Levels


 Product Availability and Access
 Product Affordability
 Availability of Finance
 Infrastructure (Road) Development
b. MUL PRODUCTION PLAN FOR 2007-08
Domestic + Export (Production Quantity)

Month (Production Quantity)

QTR-1 QTR-2 QTR-3 QTR-4 YEAR

Car 26433 26083 25674 28625 106815

Omni 17010 17443 18190 19777 72420

Gypsy 1117 1177 1263 1586 5143

Esteem 5828 6125 6328 6928 25209

Versa 537 506 612 625 2280

Model-M 0 0 6100 14200 20300

Alto 49905 60472 58827 62459 231663

Wagon-R 23624 26747 27215 30212 107798

Swift 20046 14777 0 0 34823

Baleno 2565 2750 2750 1356 9421

Total ( Dom + Export ) GGN 147065 156080 146959 165768 615872


PLANT

MSAIL DOM 8372 16575 24947

MSAIL EXP 128 139 267

MSAIL(MANESAR) TOTAL 8500 16714 25214

GRANT TOTAL 147065 156080 155459 182482 641086


GGN+MSAIL
.

c. Company Background
Maruti Udyog Limited was incorporated on February 24, 1981, to meet the growing demand for a
personal mode of transport caused by the lack of an efficient public transport system. Suzuki
Motor Company was chosen from seven prospective partners worldwide. A license and a Joint
Venture agreement were signed with Suzuki Motor Company (now Suzuki Motor Corporation of
Japan) in October 1982, by which Suzuki acquired 26% share of the equity.

MUL created history by going into production in a record 13 months. Maruti 800 was the first car
that was launched in 1984. The car had an engine capacity of 796 cc, high fuel efficiency and the
pricing was extremely competitive. Over the last 10 years, MUL has launched various models such
as Omni, 1000, Zen, Esteem, WagonR, Gypsy, Alto, Baleno and Vitara, targeting all segments of
customers.

MUL’s plant is located at Gurgaon in Haryana. It has an installed capacity of 350,000 vehicles.
However, the company, through productivity improvement initiatives, would be easily able to
produce 500,000 vehicles with its existing facilities.

Maruti Udyog Limited (MUL), the small car manufacturer, has maintained its market leadership in
the passenger car industry in India, despite the entry of multiple players. A change in management
control from Government to Suzuki and intensive cost cutting and productivity improvement
initiatives, are the two most important factors that we believe will drive MUL’s profitability in the
coming years. MUL has completed its investment phase and is expected to move into a growth
phase. The Government’s offer of its 25% stake in the company to institutional and retail investors
provides investors with a unique opportunity to invest in the only listed pure passenger Car
Company in India Valuation at the floor price of Rs115/- may appear expensive on current
earnings of Rs5.1/- per share. However, taking a futuristic view - the benefits expected from
reduction in costs and productivity improvement will result in a sharp earnings jump over the next
two years.

The Market Leader


MUL will be the only pure passenger car company to be listed on the Indian Stock Exchanges.
Being the dominant player in the industry, MUL’s market share was bound to decline post entry of
new players in the late ‘90s. The ongoing imbroglio between Suzuki and the Government, during
the same period, further impacted MUL adversely as new launches got delayed. As a result MUL
saw its market share dwindle sharply between FY98 to FY00. However, MUL still remains the
leader in the Indian car market with a market share of 57%.

Wide product portfolio


MUL with 10 models in the market has a car for almost every kind of customer. MUL is the only
player in the Indian industry with a presence in all the segments of the market, thus enabling the
company to cater to a wide range of customers, like:

Model Name Launched in

Maruti 800 Dec-83

Omni Nov-84

Alto Sep-00

Wagon R Dec-99

Zen May-93

Baleno Dec-99

Esteem Nov-94

Versa Oct-01

Gypsy Dec-85

Vitara Apr-03
Maruti Udyog Limited. The Group's principal activity is to manufacture, purchase and sale of
Motor Vehicles and Spare parts. The Group is a subsidiary of Suzuki Motor Corporation. The
other activities of the Group comprises of facilitation of Pre-Owned Car Sales, Fleet Management
and Car Financing. The Group also provides services like framing of customized car policies,
economical leasing of cars, maintenance management, registration and insurance management,
emergency assistance and accident management. The product range includes ten basic models with
more than 50 variants. The Group has operations in over 100 cities with more than 150 outlets and
also exports cars to other countries.
d. JOINT VENTURE

A joint venture is like a marriage, which establishes a bond between companies which binds them
together. There are different terms and conditions, agreeing upon which they join hands.

There are a large number of old established companies mostly set up with foreign collaboration
initially, who are supplying components such as electricals, pistons, rings, brakes, wheels,
carburetors and shock absorbers. These have developed and manufactured components for Maruti,
Contessa and NE 118 mostly on their own but in some cases with assistance from their previous
collaborators.

In a few cases they needed fresh foreign technical know-how e.g. carburetors for Maruti 800.
These companies have benefited from contact with Japanese vehicle specifications in maintaining
quality standards. Many of these companies are already exporting their product. In some cases
units have been set up specifically for supplying to Maruti. Here joint venture companies have
been set up with Maruti and technical know-how is mostly on the basis of Maruti's collaboration
with Suzuki, or fresh collaboration with Suzuki's suppliers.

Some examples are:-


 Jay Bharat Maruti for sheet metal component
 Machino Plastic for plastic items
 Bharat Seats for seats
 Sona Steering for steering gears

Sona steering has collaboration with Koyo of Japan, and Bharat seats with Howa Kagis of Japan.

Though initially there had been some problems with indigenizing of imported items because of
time taken by component manufacturers to develop components of acceptable quality, the
component manufacturers have by now developed most of the items. One problem faced by
component manufacturers was that in many cases materials to the required specification were not
available and had to be imported. 0.3.4 Most component manufacturers state that they are
conversant with the latest developments in the world for their products and would be in a position
to develop these when required by vehicle manufacturers.
a. HISTORY OF THE COMPANY
Jay Bharat Maruti Limited set up in 1987 is one of the largest joint ventures of Maruti Udyog
Limited. This is a unique combination of modern Press Shop and Weld Shop capable of supplying
components in Just in Sequence (JIS) meeting customer’s quality and quantity requirements.
Manufacturing facilities at JBML also include die maintenance, dedicated facilities for
manufacturing exhaust systems and in house modern tool room. JBML is rising to meet new
challenges with modern equipment and higher goals of manufacturing and quality control.

JBM group began its engineering activity in 1983 with the establishment of Gurera gas cylinder
limited and entered the auto component industries in 1985 with the inception of SUZUKI AUTO
INDIA. JBML is a multi- unit, multi-product group with extensive and diversified interest in
engineering and precision tooling, dies and facilities spread over different parts of the country. The
JBML engineering groups deals in brand range of sheet metal assemblies, die casting components
and forging for the domestic and export markets.

The period from 1988 to 1995 was a steep rise in the demand of passenger car in India. To meet
this rising demand, JBML had to continually expand its manufacturing facilities. Because of space
constraints a new plant (Plant-2) was set us for the manufacturing of sheet Metal parts with latest
technologies like fully automatic tandem line from Rovetta of Italy, 5-axis laser cutting machine
from Prima of Italy. This new plant is located approximately 14 kms from Plant-1. Space crated
extra because of this new plant was being utilized by additional business of weld assemblies like
front under body, rear under body for car & exhaust systems for various models of Maruti. Now
this year-2006, company is going to start a new plant, plant-3 to meet increasing market demand.

Driven by a commitment to customer satisfaction and international standards of quality, JBML has
not only won customer confidence but also industry recognition through several awards and
accolades viz. “National Productivity Award”’ “Best Performing Vendor Award”, “Quality
Trophy” etc.
b. JBM MILESTONE BRICK BY BRICK

COMPANY INCORPORATED 19-03-87

COMMERCIAL PRODUCTION COMMENCED 01-03-89


 EQUITY HOLDING
MUL 29.30%
S.K. ARYA & ASSOCIATES 29.30%
PUBLIC 41.40%

 PLANT 2 COMMISSIONED WITH 95-96


UPGRATION OF PRODUTION TECHNOLOGY

 FORAY INTO EXHAUST SYSTEM SUPPLIES 96-97


FOR MUL VEHICLES

 SYSTEM SUPPLIER CONCEPT STARTED 97-98


FOR MUL FENDER ASSEMBLY

 BAAN IV SOFTWARE SYSTEM 98-99


IMPLIMENTED

 EXHAUST SYSTEM OF ALTO AND 99-00


WAGON-R WITH EMMISSION NORMS

COMPLIANCE COMMENCED

 SYSTEM SUPPLIES FOR CAR UNDER 00-01


BODIES STARTED

 VERSA LINE COMMISSIONED 01-02


 5-AXIS LASER CUTTING MACHINE 03-04
COMMISIONED

 REAR AXLE LINE COMMISIONED 04-05


 PROPOSED “PT-CED” PAINT SHOP 04-05
AXLE LINE OF MODEL YN4 COMMISSIONED 04-05
COMMENCEMENT OF COMMERCIAL
 PRODUCTION OF MODEL YN4 05-06

c. GUIDING PRINCIPLES AT JBML

MISSION
To make JBML a synonym for world class organization excelling in sheet metal technologies.

VISION
Expanding leadership in our business through people, keeping pace with market trends and
technology.

HR POLICY
JBML will always keep on striving for the deployment of competent and efficient employees at all
levels to create inculcate and foster excellent. Working and learning environment; because it
believes in nurturing strength of individuals for developing mutual trust, support and positive
attitude for achieving organization goals to create a world class manufacturing organization and to
remain the market leader in sheet metal components not only today but for all the tomorrows to
come.

QUALITY POLICY
The policy of JBML is to achieve total customer satisfaction by delivering products and providing
services that meet or exceed their exacting requirements and expectations and to do so on time and
at most competitive prices in domestic and export market for our entire product range.

More than anything else, the driving force at JBML is “Quality”. Stringent quality control
maintained at every stage of the designing and manufacturing processes translates into zero-
defects, international standard products. Rooted on the policy to achieve total customer satisfaction
by delivering products and services that meet and exceed their expectations, on time and at
competitive cost, JBML has developed a tradition of quality. Every personnel is positively attuned
and committed to excellence. It is a corporate motto at JBM to accomplish tasks right the first
time, every time. And ongoing improvement on manufacturing processes and advanced quality
planning play a critical role in ensuring high standards. No wonder, globally JBML became the
first company to achieve ISO/TS-16949-2002 certification. Also, concern for environment
protection has brought JBML ISO 14000 certification.

CUSTOMER MANAGEMENT

Customer focus is one of the basic values adopted by the company. Quality policy revolves around
the customer satisfaction. There is emphasis on understanding the unspoken and meeting the
implied needs expectations of the customer also. Customer satisfaction has been identified as one
of the CSF. It is one of the business performance measures of long term plan and its improvement.
Over the years based on periodic reviews various forms have been established for regular
interaction with customer. Top management apart from personal meetings of middle managers
regularly visits customers. The process of satisfaction surveys also provides the voice of customer
for policy and strategy making. All customer complaints, customer ends non-conformances,
performance of delivery, result of customer satisfaction surveys and any other need and
expectation of customer is reviewed on weekly basis. Major customers are Maruti Udyog Limited,
Eicher Motors Ltd. M&M Ltd., and HMSI.

SUPPLIER MANAGEMENT

The definition of customer in the company is not limited to buyers of the product. The company
treats all its associates as customers in one way or the other way. Various form set-ups for regular
meeting, understanding, and responding to the suppliers need are maintained. Major vendors are
connected through emails. The information on vendors and suppliers expectations and needs
gathered through these forms are analyzed and considered by formulating policies and strategies.
Day to day expectations and needs are responded through the normal communication channel of
materials division, purchase department, supply chain cell as part of MX dept. Vendors and
suppliers are rated and communicated the performances with respect to quality and delivery. These
are reviewed for continual improvements on weekly basis. Major suppliers for bought out parts are
group companies whereas raw material is arranged from leading Indian steel manufacturers and
through imports.

FINANCE MANAGEMENT

Financial management system and policies are directed towards optimum utilization of financial
resources. The approach has been to use the financial resources for minimizing returns to the
company, and in return to the stakeholder. There is clear-cut laid down rules and regulation for its
transparent monitoring and inflows and outflows of funds. There is transparent pricing system
between the company and all major customers, so that prices are continuously reviewed and
rationalized in view of any KAIZEN/Cost reduction/VA-VE exercise as the case may be. It is all
that because of this transparent price reviewing system in existence we have passed on around 20%
discounts to MUL since last five years. The other important stakeholders are banks and Finance
Institutions. The financial policies are in line with the expectations and high level of commitment
to them. The company ensures the timely payment to entire supply chain partners in time.

The company has been rated as P1 by CRISIL (one of the best credit rating agency in India)
various currency movements are monitored and accordingly risks are hedged by forward coverage.
The company has been constantly working on the various financial strategies for reducing the cost
of funds. Conversion of term loan to lease Transactions, Foreign currency, short term unsecured
loans, inter changeability of limits etc are negotiated from time to time which has helped in
bringing down its weighted average cost of funds from 13.25% in 2001 to 10% in 2002. By
negotiating the L.C. charges and bank charges have been brought down to half of normal rates. No
commitment charges are paid to the bank. Due to these measures, the other income on account of
cash discount and interest earned has been to the tune of 221 Lac in 2004. The company has been
able to manage its working capital in efficient manner. The company is continuously improving its
financial system. Baan ERP System has been implemented. Decisions on all new investment are
based on IRR at the pre-project analysis stage.

TECHNOLOGY MANAGEMENT
In line with vision the company is continually upgrading the technology to world-class level.
Visiting collaborators plants, visiting exhibitions and regular interaction with customer and
different forums gather the information of new technology. The company has one fully automated
tandem press line, fully automatic laser cutting machine etc. Latest IT technologies are being used
like Baan ERP is used for managing companies business. Integrated communication system is
developed. Knowledge management system has been developed to share improvements and good
practices adopted in the organization.
SHAREHOLDERS MANAGEMENT
Annual shareholder s meeting and board meetings provide useful information on needs and
expectation on them. A shareholders grievance committee has been formed at director s level.
Grievances are reviewed in board meetings. Shareholders views are captured in one to one
communications, letters also. The company has been giving dividend to share holders
continuously.
REGULATOR MANAGEMENT
All the laws and regulations applicable to the operations are taken care off. The company has been
consciously and proactively ensuring compliance to all such applicable laws and regulations. There
has never been any challan from authorities concerned with respect to labor laws and factories act.
The company has been rated "good" during the audits conducted by central excise department
during the year 1999 to 2003. The sales tax and income tax returns have always been satisfactorily
assessed and no penalty was imposed. Company is actively involved in various industries and
association, which interact with government agencies.
d. JBM’S PRODUCT RANGE

JBM nicely diversified their business by starting manufacturing not only sheet metal components
but also started manufacturing other automobile components and tools.

PRESENT MANUFACTURING RANGE:

 Skin panels (unpainted) for driver cabin of LCV and MCV.


 Underbody parts / assemblies (unpainted) for passenger cars, e.g.,
 Front and rear underbodies
 Fenders
 Aprons
 Cross members
 Floor tunnel
 Rear axle (painted) for passenger cars.
 Fuel neck pipe (electroplated)
 Exhaust systems for
 Passenger cars in SS / coated steel, and
 Two wheelers in painted condition

JBM’S MAIN PRODUCTS

 Sheet Metal Stamping.


 Welded Sub Assemblies.
 Chassis and Suspension System.
 Jigs and Fixtures.
 Exhaust System.
JBM manufactures a range of specialized components for front ranking OEMs. Flawless on quality
and reliability these products have won the confidence of industry leaders.
Production Volume:(Approximate)

 Products per day: 32,000 assemblies of 203 types


 Made up of about: 2,00,000 pressed parts
20,00, 000 spots

1,20,000 hardware

TODAY, JBM ENJOYS A COMPETITIVE EDGE IN THE MARKET.


SOME OF THE REASONS FOR THIS ARE:
 A unique combination of modern press shop and weld shop.
 The capacity of supplying components on a just in time (JIT) basis.
 Indigenization and system engineering to manufacture complex automobile exhaust
systems.
 Flexible manufacturing systems.
 Support of modern tool room facilities available within the group.

FEATHERS ADDED IN THE CAP JBML: -

 National productivity council’s Certificate of merit’ 1993-94&1996-97.


 ACMA productivity award 1993-94.
 Best performing vendor award” in the technology group largest sheet metal components-
category A from MUL for four consecutive years, 1993-97.
 Certificate of recommendation from Haryana state pollution control board in recognition of
environment friendly industry 1994-95
 Certificate of merit for excellence in products of automotive components from ACMA
1996-97
 Award for quality ACMA1997-98
 QS 9000 accreditation by UL 1997-98
 Award for quality ACMA 1998-99
 Safety and welfare award by Government of Haryana 1999-2000
 Merit certificate for quality by ACMA 1999-2000
 Award for productivity by ACMA 2000-01
 ISO 14000 Accreditation by UL 2001-02
 Recommendation by UL for ISO/TS -- 16949 certificate
 The prestigious QS-9000 CERTIFICATE by KPMG Peat-Marvic, the Quality Register of
India, representing Peat- Marvic, USA, has also awarded the company.
 CRISIL, (in famed credit rating agency) has assigned P-1 rating to company for its
commercial paper program.
 JBM, under the guidance of Prof. Y. Tsuda of Japan, Quality M management Adviser, is
working in close conjunction with a cluster of companies. Together they will march
towards TQM.
 ION has initiated a major drive to improve the production process by the implementation of
KAIZEN (continuous improvement in small steps) in the various areas of operations,
resulting in a phenomenal improvement in JBML.
 OHSAS 18001 Accreditation By UL 03-04.
 Outstanding overall performance trophy by MUL
 Commendation certificate for strong commitment to TQM by CII EXIM BANK 03-04.

The company has also been awarded by the prestigious QS-9000 certificate by KPMG Peat-
Marvic, the Quality Register of India, representing Peat- Marvic, USA.

CRISIL, (in famed credit rating agency) has assigned P-1 rating to company for its commercial
paper program.

JBM, under the guidance of Prof. Y. Tsuda of Japan, Quality Management Advisor, is working in
close conjunction with a cluster of companies. Together they will march towards TQM.

Furthermore, SUZUKI MOTOR CORPORATION has initiated a major drive to improve the
production process by the implementation of KAIZEN (continuous improvement in small steps) in
the various areas of operations, resulting in a phenomenal improvement ISO 14000 Accreditation
by UL 2001-02nt in JBML.
e. JBML`s GROUP COMPANIES
 JAY BHARAT MARUTI LTD-PLANT -2
 JBM AUTO COMPONENT LTD
 NEEL METAL PRODUCT LIMITED
 JBM INDUSTRIES LIMITED
 JAY BHARAT BREEDS LIMITED
 NEEL INDUTRIES PRIVATE LIMITED
 JAY BHARAT EXHAUST SYSTEM LTD
 THYSSENKRUPP JBM PRIVATE LTD
 NEEL ENGINEERING SOLUTIONS
 JAYCO STEEL FASTENERS LTD

f. JBM’S GLOBAL ALLIANCES:


 BELLSONICA COMPANY, JAPAN.
 MARUTI UDYOG LIMITED.
 SUZUKI MOTORS COMPANY.
 NAGATA AUTOPARTS CO. LTD., JAPAN.
 HAMAMATSU PIPE COMPANY LTD., JAPAN.

g. JBM’S MAJOR CUSTOMERS


 MARUTI UDYOG LIMITED.
 ASHOKA LEYLAND.
 DEFENCE.
 DELPHI.
 EICHER.
 ESCORTS.
 HINDUSTAN MOTORS.
 HONDA SCOOTERS.
 MAHINDRA & MAHINDRA.
 YAMAHA MOTORS INDIA L.T.D.

h. Awards/Certifications
Our Company was conferred with several awards / certification during the year under review,
which are as under:

1. “Commendation for Significant Achievement” award from CII- Exim Bank for 2007
2. Outstanding contribution to supply chain management from Eicher Motors for 2007
3. Trophy for Yield improvement from MSIL for 2007.
4. Shield for overall excellence from MSIL for 2007.
Apart from above Maruti Suzuki India Limited has also recognized the efforts of the
company in “Hum Saath Saath Hai” car sale scheme introduce by MSIL for Maruti and
Vendor’ employees.

i. Corporate Social Responsibility


As a responsible corporate citizen our company is well aware of its social commitments and
pursued/initiated various activities to meet its social commitments.

During the year the following activities are per sued / initiated.

1. Various activities were under taken for up gradation of Govt. Primary School of
Village Mohammadpur jharsa which includes
a. 200 sets of Desk and Benches were provided.
b. A store room, cook house was built in the school and toilets were renovated.
c. A submersible pump was fitted for drinking water in the school.
d. Grass Greenery, tree plantation done in the school.
e.
2. A Blood donation camp in association with red Cross was organized in the memory of
Late Shri F.C.Singhal (Ex. Chairman of our company).
3. Donation to various educational & social institution have been given
a. JBML – 2
 It produces 80% of total parts for MARUTI UDYOG LTD. (MUL).
 15% for HMSI(HONDA)
 5% for EICHER & MAHINDRA
 MUL Gives 15 days schedule to JBMLII.
 EICHER gives one month schedule.
 MAHINDRA gives one month schedule.
 HMSI gives one month schedule

b. DEPARTMENTS AT JBML-II

 HUMAN RESOURCE DEPARTMENT

 PLANT MAINTENANCE

 MATERIAL EXCHANGE DEPARTMENT

 PERSONAL & ADMINISTRATION DEPARTMENT

 TECHNOLOGY CELL

 PRESS ENGINEERING

 QUALITY ASSURANCE DEPARTMENT

 MANUFACTURING DEPARTMENT

 FINANCE

 IT
 FUEL NECK PIPE

 DIE SHOP

c. MACHINING FACILITY

 PRESS LINE

 ROVETTA 800T-400T-400T-400T

 HMT L-1 200T-200T-200T-200T

 HMT L-2 600T-400T-300T-200T-200T

 HMT L-3 400T-300T-200T-200T

 ISGEC L-1 400T-200T-200T-200T

 ISGEC L-2 1000T-600T-400T-400T

 STAND ALONE PRESSES

 ISGEC 1000T(HYDRAULIC)

 HMT 600T(MECHANICAL)

 ISGEC 200T(MECHANICAL)

 DIE-SPOTTING

 ISGEC 100T

 PROJECTION NUT WELDING MACHINE

 35 KVA – 6 NOS
 LASER CUTTING MACHINE

 5 – AXIS, 1700W

 AUTO SCRAP HANDLING SYSTEM

d. DAILY REQUIREMENT

SR NO. MODEL PER DAY REQUIREMENT

1 Alto 876

2 Wagon-R 523

3 Car ( M800) 121

4 Gypsy 10

5 Zen Estilo 110

6 Versa 1

7 Omni 325

8 MODEL N 257

9 SX4 31

10 Swift 345

11 Swift Dzire 253

12 A STAR 528

TOTAL 3380
e. BATCH SIZE

SR NO. MODEL BATCH SIZE

1 Alto 3000

2 Wagon-R 2500

3 Car ( M800) 1500

4 Gypsy 400

5 Zen Estilo 1000

6 Versa 100

7 Omni 1500

8 MODEL N 1000

9 SX4 800

10 Swift 3000

11 Swift Dzire 2000

12 A STAR 1000
f. PRESS MACHINE

A press machine is a machine, which is used to work on sheet metal and change its shape to 3-D or
for cutting purpose. A typical press consists of a Bed & a movable ram, which can produce forces
ranging from few tons to some thousand tones.

To work on the sheet metal, dies are used (upper die is fixed to the slide (RAM) & the lower die is
fixed to the Bolster). The RAM presses the upper die on the lower die to press the sheet metal
between them & it performs the desired operation.

Two types of press machines are used at JBML II. One is Mechanical and other is Hydraulic.

MECHANICAL PRESS

Mechanical presses are commonly used for stamping, bending, blanking, embossing and otherwise
shaping materials, usually metals. Replaceable die sets are used to do such forming with a lower
die half attached to a stationery bed or platen and an upper die half attached to a ram or slide which
reciprocates vertically. Typically in a mechanical press, an electric motor is used to rotate a
counterweight up to a no load equilibrium speed which will provide the proper kinetic energy to
perform the forming operation. A clutch mechanism engages the flywheel which through gears and
mechanical linkage, reciprocates the ram in its working cycle using the inertia of the flywheel.
Counterbalances are used to counterbalance the moving weight of the ram and its attached upper
die half or punch to provide smooth operation, easier stopping and less wear on the gears, bearings
and other moving parts of the press.
Mechanical presses commonly use one or more pneumatic cylinders to perform the
counterbalancing function. Typically, the air pressure is adjusted by the press operator through a
manual pressure regulator when a new set of dies are put into the presses to compensate for the
change in the weight of the die.

HYDRAULIC PRESS

In hydraulic press, it has a hydraulic mechanism for applying a large compressive force. It is the
hydraulic equivalent of a mechanical lever, and is also known as a Bramah press after the inventor.
Hydraulic presses are the most commonly used and efficient form of modern press.

The hydraulic press depends on Pascal’s principle: the pressure throughout a closed system is
constant. At one end of the system is a piston with a small cross-sectional area driven by a lever to
increase the force. Small diameter tubing leads to the other end of the system. A fluid, such as oil,
is displaced when either piston is pushed inward. The small piston, for a given distance of
movement, displaces a smaller amount of volume than the large piston, which is proportional to
the ratio of areas of the heads of the pistons. Therefore, the small piston must be moved a large
distance to get the large piston to move significantly. The distance the large piston will move is the
distance that the small piston is moved divided by the ratio of the areas of the heads of the pistons.

Hydraulic presses have major advantages of dwelling and ram speed control, which mechanical
presses do not have. In mechanical presses the flywheel directly drives the stroke and there is no
control over the speed and force. In a hydraulic press you gain greater control over ram action
during stroke, making it more versatile for producing complex shapes. There may be different
levels of sophistication in forming the desired shape and you want full control of speed force on
the entire stroke. The hydraulic machines can be made with fully programmable control over ram
speed and ram position, which is not possible in the mechanical press.

 At JBML II there are two hydraulic presses and rest are Mechanical presses.

 For a product to be manufactured completely there are number of operations.

The flowchart of the operations to be done is given below :


BLANKING

DRAWING OR
FORMING

TRIMING RESTRIKIN BENDING PIERCING


G BLANKING

Blanking is the operation of punching, cutting, or shearing a piece out of stock to a predetermined shape
by die cutting the outside shape of a part. Blanking is cutting up a large sheet of stock into smaller pieces
suitable for the next operation in stamping, such as drawing and forming.

In this process the upper die (PUNCH) shears the sheet metal into the required shape from a rectangular
sheet etc. the sheared part is known as BLANK and the remaining sheet metal is called scrap. The shape
of the blank is decided on the basis of the actual shape of the component and we also consider that the
scrap should be minimum.

The die used for blanking process is known as BLANKING DIE. The upper part is known as PUNCH
and lower part is known as DIE.

DRAWING OR FORMING

In drawing, a blank of sheet metal is restrained at the edges, and the middle section is forced by a
punch into a die to stretch the metal into a cup shaped drawn part. This drawn part can be circular,
rectangular or just about any cross-section. Drawing can be either shallow or deep depending on
the amount of deformation. Shallow drawing is used to describe the process where the depth of
draw is less than the smallest dimension of the opening; otherwise, it is considered deep drawing.

Drawing leads to wrinkling and puckering at the edge where the sheet metal is clamped. This is
usually removed by a separate trimming operation.

The tool used for drawing purpose is known as Draw die. It is mainly divided into 3 parts namely:

1. DIE: It is the upper part or the cavity part or the hollow part of the tool. It has the same
shape as that of the punch but with the sheet metal clearance.

2. PUNCH: it is the erect part, which draws the sheet metal into the die or the cavity. It is the
lower part of the tool. It is clamped on the Bolster with bolts.
3. BLANK HOLDER: its purpose is to hold the blank above the punch. Basically it is the
middle part of the tool, which holds the blank above the punch. When the die (Cavity part)
strikes the lower part then the tool holder is pushed downwards making three punches to
draw the sheet into the cavity. The blank holder lies on a pneumatic cushion system with
the help of cushion pins attached to it. This enables the blank holder to go down when the
die presses it and comes up when the slide goes up. Blank holder in draw dies also
incorporate BEED for the controlled feed of sheet metal into the cavity otherwise the part
formed may come out defective.

FORMING is same as of drawing but the main difference between the drawing and
forming is that sheet feed of sheet metal is not given in a controlled way unlike drawing
process. The punch itself takes the sheet in use. Forming is incorporated for less deep &
simple operations.

TRIMING

Trimming is the name given to the operation in which unwanted edges or sections are trimmed
away from the drawn component. The upper & the lower part of the trimming die contains cutting
edges which cuts the excess or unwanted sheet from the drawn component.

The material used for making trimming edge is HCHCr (High carbon High chromium steel). As it
provides better tool life, less wear and good impact resistant. Another advantage is that if the tool
edgebecomes blunt and stops cutting then it can easily be grinded to regain the edge.

In trimming tools which are meant for large trimming operations or where the shape of the scrap is
complicated and cannot be disposed off easily, some extra cutting edges are provided in between to
cut the scrap in small, easily disposable segment. These are known as Scrap Cutters.

RESTRIKING

Restriking is the operation similar to bending ar drawing. In this operation the shape not formed in
drawing operation is formed. This type of dies are used rarely or when only the shape of the component is
complicated and need to be formed in a separate process.

BENDING

Bending is a process by which metal can be deformed by plastically deforming the material and
changing its shape. The material is stressed beyond the yield strength but below the ultimate tensile
strength. The surface area of the material does not change much. Bending usually refers to
deformation about one axis.

Bending is a flexible process by which many different shapes can be produced. Standard die sets
are used to produce a wide variety of shapes. The material is placed on the die, and positioned in
place which stops and/or gages. It is held in place with hold-downs. The upper part of the press.
The ram with the appropriately shaped punch descends and forms the v-shaped bend.

With the help of advanced designing bending operation can also be sometime incorporated with
trimming or piercing operations.

Bottoming or coining is the bending process where the punch and the work pieces bottom on the
die. This makes for a controlled angle with very little spring back. The inner radius of the work
pieces should be minimum of material thickness in the case of bottoming; and up to 0, material
thickness, in case of coining.

PIERCING

The operation in which a hole is made in the sheet metal is known as piercing. The punches used
for this purpose is known as piercing punch.

The holes made in the sheet metal may be of various shape i.e. rectangular, circular etc. The die
used for this operation is known as piercing die.

Nowadays trimming and most piercing operations can be done through single die, just making the
whole process faster and cheaper. These dies are basically trimming dies but with piercing punches
hidden under an injector, which rests on springs. When the die hits the metal then the injector
retracts injecting the punches into the sheet, which pierce them.

In all of the above explained operations the first is always bending which is followed by drawing
and then trimming. The rest of operations don’t have any fixed serial, it all depends on what the
design of the component requires.

In the plant a component is manufactured on a whole press line. After performing all above
operation, component is inspected visually at the inspection table kept just at the end of the line.
There significant visible defects (if any) are detected.

g. DEFECTS
1. CRACK : Crack produces due to un-even stresses in the component and it prevent by
polishing, adjust the cushion pressure some time packing provide over setting block.

2. DENT: Dent produce on the component in form of points and mark, its reason to come not
good polishing on the die. Some time dent produce by ejector pin, to prevent it packing
provide on the plunger pin, also prevented by stroke adjust.

3. WRINKLE: Wrinkle produce due to un-even stresses on the component, to prevent it


cushion pressure increase.
4. COMPONENT SHIFT: Sometime component not exactly fix on the die, it slipped on it
by this position of punch shifted. This defect generally produce in PIE. Die and is
prevented by provided location in the die.

5. TRIM BURR: Due to high pressure and during work, cutting edge of the die damage by
this burr produce in the component, it repair by welding the cutting edge and giving it
proper shape by grinding.

6. SCRATCH: Scratch produce in the component due to rough surface of the die it is prevent
by polishing the die, and taking proper care of the die.

7. PIE BURR: Pie burr produce due to the damage of cutting edge of punch and die button.
For repairing it cutting edge of the die button re-sharpen and punch is changed.

8. SCRAP CUTTING PROBLEM: In blanking operation some time scrap cutter do not cut
the scrap properly due to this scrap not fall from the die. This problem observed due to the
damage of cutting edge of scrap cutter, less height of scrap cutter, clearances between scrap
cutter and cutting edge etc. it is prevented by welding and grinding the scrap cutter and
cutting edge if it is damage. Increase the height if it is less.

9. SCRAP JAMMING: Scrap jamming problem observed in case of piercing and punching.
Scrap jamming inside the die button and not remove it. To prevent it operator take care
about the falling of scraps and check regularly after some interval.

10. COMPONENT STICK: Component can stick to the lower die or to the upper die.
Component stick due to the damage of plunger pin. Component can stick due to the
forming of sharp edge at the corner and also jamming the component in the bead. Due to
the less clearance between the beads. To handle this problem plunger pin to be replaced if
damaged and giving fillet to the scrap corner.

11. CAM CUTTING PROBLEM: Sometime cam punch does not cut the scrap properly. It
does not cut properly and makes burr on the component. When this occurs we weld and
grind the edge.

12. PILLAR JAMMED: if the pillar jams along with bush then it is offloaded. It occurs due
to bending of pillar and scratches over it. To prevent this we make it vertical, if it was
found to be inclined.

13. OVERLAPPING: Causes

i. Clearance shouldn’t occur between bush and pillar.

ii. Bead doesn’t pick the component properly.

iii. If the oil spreading exceeds the limit.


iv. Slipping of components

14. EJECTOR JAMMED: If the springs are broken then the ejectors remain jammed and do
not come out of the die. To repair this the springs are replaced.

h. DIE CHANGE PROCESS

1. Before off loaded the die left last component on the die after checking the Q.A. Engg.

2. Clean the die.

3. Release the cushion pressure.

4. Up the slide the make space for spaces. Block and attach the block.

5. Take RAM on BDC(180 Crank angle).

6. Remove the Hydraulic Camp or Bolt Top Prom the die.

7. Take up the RAM up to TOC and open the bolt of lower die.

8. Take on the lifter and off the die remove the Cushion pin.

9. Clean the Bolster.

10. Clean the base of new tool and adjust RAM for shut height.

11. Arrange the cushion pin of same height.

12. Adjust the height of cushion pin according to JBPS on bolster.

13. Release the cushion pressure and load the die on the bolster.

14. Take off the die lifter.

15. Take the ram at 200 Crank angles above the BDC and cushion press according the JBPS.

16. Clamp the upper die and take ram at TDC.


17. Adjust the stroke and clamp the lower die.

18. Clean the press tool and lubricant the guide pillar.

19. Approved the firs off sample by the Q.A. Engg.


a. ROVETTA PRESS LINE
One of the recent developed press lines at JBML II is ROVETTA fully automated press line. Here
fully automatic robotic arms replace the conveyer belt transfer of component in ordinary press line.
The arm automatically lift the component from one machine to another with the help of vacuum
created by pneumatic cylinders, this results in higher SPM, higher degree of safety, due to fully
computerized control less chance of human error. Only the operation has to put blanks one bye one
on the conveyer at the start of the line.

b. COMPONENT ON ROVETTA LINE

ALTO
1. A53211

2. A53611

3. A53241

4. A53641

5. A58611

6. A59211

7. A63211

8. A63611

9. A63241

10. A63315

11. A63715
12. A63641

CAR

13. C59211

14. C59311

15. D59211

MODEL N

16. N63431

17. N63831

ESTILLO

18. T64211

19. T64611

WAGONAR

20. W55411

21. W58611

22. W59211

23. W63211

24. W63611
c. SIZE OF BLANK OF COMPONENT

1. A53211/611 (A63211/611)

2. A53241/641 (A63241/641)
3. A58611/ W58611

4. A59211/ W59211
5. A63315/715

6. C59211/ D59211
7. C59311

8. N63431/831
9. T64211/611

10. W55411/W65411

11. W63211/611
STUDY OF ROVETTA LINE WHICH
INCLUDES

a. DAILY STATUS REPORT OF INVENTORY OF


COMPONENTS OF ROVETTA LINE

b. YIELD IMPROVEMENT OF COMPONENT OF


ROVETTA LINE
c. USE OF SCRAP OF COMPONENTS OF
ROVETTA LINE FOR OTHER SMALL
COMPONENTS

a. DAILY STATUS REPORT OF INVENTORY OF


COMPONENTS OF ROVETTA LINE

In this I have need to analyze the daily status of inventory of components of “ROVETTA LINE”
and daily requirement of components to make model so that we can come to know which
components need to make first and in what quantity. In this report I need to show the opening of
inventory of that day, production quantity of components, dispatch quantity of components and
closing of inventory of each components. To find all of these I need to do:

1. Opening status of inventory equals the closing status of inventory of previous day.

2. To find production I need to check which component is going to produce on that day and in
which quantity at ROVETTA LINE.

3. Dispatch quantity detail comes from dispatch department through BAAN.

4. Closing inventory comes from formula i.e.

Closing Inventory = Opening Inventory + Produced Quantity – Dispatched Quantity


b. YIELD IMPROVEMENT OF COMPONENT OF ROVETTA
LINE

In this first I need to analyze the current yield of each component of “ROVETTA LINE”. The
purpose of this project is to increase the yield of component so that we can reduce our cost. To find
out yield of a component I need to find out its thickness, length, width, No. of components
produced from one blank. From these data we can find out its input weight and part weight. If the
component is in rectangular shape then we can find its input weight by using:

Input Weight = (thickness * Length * Width * 7.85)/ (1000000 * No. of Blanks)

Otherwise we need to weight the blank to find out its weight. Part weight is the weight of final
components which will be produced after all processes. To find part weight of a component we
need to weight it. After finding input and part weight, we can find the yield of component by
using:

Yield = (Part Weight/Input Weight) * 100


Previous yield of all components of ROVETTA LINE is given below:

JBML PART No of Input %


Sr. No. THK. Length Width Part wt
NO. Components weight Yield
1 A53211 1.2 270,550 1100 2 4.27 2.46 57.6
2 A53611 1.2 270,550 1100 2 4.27 2.46 57.6
3 A53241 1.4 320,135 1280 1 3.205 2.34 73
4 A53641 1.4 320,135 1280 1 3.19 2.455 77
5 A58611 1.4 860 490 1 3.265 1.46 44.7
6 A59211 1.2 430 1320 1 5.04 3.125 62
7 A63211 1.2 270,550 1100 2 4.27 2.46 57.6
8 A63611 1.2 270,550 1100 2 4.27 2.46 57.6
9 A63241 1.4 320,135 1280 1 3.205 2.34 73
10 A63315 0.5 680 970 2 2.58 1.24 48
11 A63715 0.5 680 970 2 2.58 1.24 48
12 A63641 1.4 320,135 1280 1 3.19 2.455 77
13 C59211 1.4 415 1265 1 5.695 2.99 52.5
14 C59311 0.9 430 1410 1 4.28 3.12 72.8
15 D59211 1.4 415 1265 1 5.695 2.99 52.5
16 N63431 1.2 430 980 2 3.97 .93,.875 45.5
17 N63831 1.2 430 980 2 3.97 .93,.875 45.5
18 T64211 1.4 340,290 885 1 2.93 2.06 70.3
19 T64611 1.4 340,290 885 1 2.93 2.06 70.3
20 W55411/65411 0.7 270 735 1 1.9 0.825 75.7
21 W58611 1.4 860 490 1 3.265 1.46 44.7
22 W59211 1.2 430 1320 1 5.04 3.125 62
23 W63211 1.2 540,790 1420 1 8.775 5.03 57.3
24 W63611 1.2 540,790 1420 1 8.775 5.03 57.3

After find out current yield of all components of ROVETTA LINE, I have started to find out the way
through which I can increase the yield of any components if it is possible.

Current yield of all components of ROVETTA LINE is given below:

JBML PART No of Input %


Sr. No. THK. Length Width Part wt
NO. Components weight Yield
1 A53211 1.2 270,550 1100 2 4.27 2.46 57.6
2 A53611 1.2 270,550 1100 2 4.27 2.46 57.6
3 A53241 1.4 310,150 1280 1 3.205 2.34 73
4 A53641 1.4 310,150 1280 1 3.19 2.455 77
5 A58611 1.4 860 490 1 3.265 1.46 44.7
6 A59211 1.2 430 1320 1 5.04 3.125 62
7 A63211 1.2 270,550 1100 2 4.27 2.46 57.6
8 A63611 1.2 270,550 1100 2 4.27 2.46 57.6
9 A63241 1.4 310,150 1280 1 3.205 2.34 73
10 A63315 0.5 680 970 2 2.58 1.24 48
11 A63715 0.5 680 970 2 2.58 1.24 48
12 A63641 1.4 310,150 1280 1 3.19 2.455 77
13 C59211 1.4 415 1265 1 5.695 2.99 52.5
14 C59311 0.9 430 1410 1 4.28 3.12 72.8
15 D59211 1.4 415 1265 1 5.695 2.99 52.5
16 N63431 1.2 430 980 2 3.97 .93,.875 45.5
17 N63831 1.2 430 980 2 3.97 .93,.875 45.5
18 T64211 1.4 340,290 885 1 2.93 2.06 70.3
19 T64611 1.4 340,290 885 1 2.93 2.06 70.3
20 W55411/65411 0.7 270 735 1 1.9 0.825 75.7
21 W58611 1.4 860 490 1 3.265 1.46 44.7
22 W59211 1.2 430 1320 1 5.04 3.125 62
23 W63211 1.2 540,790 1420 1 8.775 5.03 57.3
24 W63611 1.2 540,790 1420 1 8.775 5.03 57.3

c. USE OF SCRAP OF COMPONENTS OF ROVETTA LINE


FOR OTHER SMALL COMPONENTS

This brilliant idea comes in mind when we are working on project “Yield Improvement”. The idea
is that we can also make components from the scrap of large component because some large
component’s scrap is seen to be enough to make small component.