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CHAPTER-1
INTRODUCTION
1.1. INTRODUCTION TO THE ORGANIZATION:
1.1.1. About Amara Raja Batteries:
Dr. Ramachandra N. Galla, a non-occupant Indian now settled in India is the

principle promoter. He is a post graduate designer with more than 16 years’
involvement in force frameworks as an electrical specialist in atomic and traditional
source force creating stations over the USA. Mr. Galla went to USA subsequent to
obtaining degrees from S.V. College, Tirupati & Roorkee University. He holds a M.S.
Degree in framework science from Michigan state college. After his arrival to India,
he advanced alongside Andhra Pradesh Electronics Development Corporation
(APEDC). A Rs. 2 crores unit – Amara Raja Power Systems Ltd. – for the production
of continuous power supply frameworks (UPS), Battery Charges, D.C. power supplies
& static inverters. For the year finishing 31stMarch, 1990 this unit accomplished Smt.
Aruna Kumari Galla is a confirmation holder in PCs and has worked in USA.
1.1.2 History of The Company:
Amara Raja Batteries Limited was set up in the year 1985 as private restricted
and afterward changed over into open constrained in the year 1990. The organization
is right now balanced on a sound development bend and finished the money related
year 2007-08 with a turnover of rs.745 crores with a benefit of 47 crores.
Amara Raja Batteries has a vital tie up with Johnson Control Inc. of the USA
who possesses 26% stake in this organization. Johnson Controls is a Fortune 500
US$31 bn organization and biggest producer of lead corrosive batteries in North
America and a main worldwide supplier to significant vehicles makers and
mechanical clients. Amara Raja has shown its dedication to offer ideal framework
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Department of Industrial Engineering
SV University Amara Raja Batteries
arrangement of the most noteworthy quality. And it has turned into the biggest
supplier of standby force frameworks to center Indian utilities, for example, the Indian
Railways, Department of Telecommunications, Electricity Boards and significant
force era organizations. Broad arrangements have been diagramed for the future,
wherein the organization attempts to turn into the most favored supplier for force go
down frameworks. Amara Raja has constantly offered time tried word-class
innovation and procedures created on universal measures – be it high respectability
VRLA frameworks like Power Stack or the elite UPS battery – Quanta. The Amaron
hello there life car batteries are the results of the synergistic endeavors of designers at
Johnson Controls Inc., and at Amara Raja Batteries Limited.
Presently it likewise began to rival 'The just forgot section' in lead – corrosive battery
showcase Two Wheeler batteries. With its dedication to change the ranges of
authority, ARBL has propelled the bike battery – Amaron bicycle rider. It will take no
time to catch the business as a result of Amaron’ s broad Business system.
Amara Raja batteries Limited involves three noteworthy divisions viz, Industrial
Battery Division [IBD] and Automotive Battery Division [ABD] and the as of late
settled Small Battery Division [SBD].
Apart from the Amara Raja Batteries the following are the associate concerns:
1. Amara Raja Power Systems Limited (ARPSL)

2. Mangal Industry Limited(MIL)
3. Amara Raja Electronics Limited(AREL)
4. Galla Foods Limited(GFL)
5. Amara Raja Infra Private Limited(ARIPL)
6. Amara Raja Industrial Services Pvt. Ltd.(ARISPL)
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1.1.3. About Amara raja Batteries Ltd.
ARBL-companies are having three major divisions
1) IBD- Industrial Battery Division
2) ABD- Automotive Battery Division
3) SBD-Small Battery Division
4) Tubular Battery division
1.1.3.1. Industrial Battery Division:
Amara Raja has gotten to be seat mark in assembling of mechanical batteries.

India is one of the biggest and quickest developing markets for mechanical batteries
in world and Amara raja is driving in front with a 80% piece of the pie for stand by
VRLA batteries. It is likewise having the office for creating plastic parts needed for
batteries. ARBL is the first organization in India to assembling them. The
organization has set up with Rs.1920 lakhs in territory of 18 sections of land at
Karakambadi town, renigunta Mandal.
CAPACITY:
The actual installed capacity of IBD is 4 lakhs cells per annum and utilization
capacity is reached 325000 cells per annum.
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CUSTOMERS:
Amara raja being contestant in this industry had benefit of spearheading

VRLA innovation in India. Amara raja has set up itself as a dependable supplier of
excellent items to significant portions like Telecom, Railway and Power.
COMPETITORS:
The Major competitors for Amara raja batteries are Exide industries ltd,
Hyderabad batteries ltd, GNB.
1.1.3.2. Automotive Battery Division:
ARBL has introduced its new car plant at same spot on Sep 24th, 2001. This
plant is a piece of the most totally incorporated battery producing office in India with
every basic part, incorporating plastics sourced in house from existing offices on
location. In this task Amararaja key union accomplices Johnson controls, USA have
firmly worked with their partners to assemble the most recent advances in assembling
innovation and plant designing. It is likewise having the office for creating plastic
parts needed for car batteries.
CAPACITY:
With a current creation limit of 5 lakhs units of car batteries. While beginning
of the plant with focus of dispatching the batteries with 2 lakhs for each month.
Presently, this is biggest producer of batteries in Asia Reams with a limit of 4.5 lakhs
batteries for every month.
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PRODUCTS:
The products of ABD are
1) OEM- Original equipment manufacture
2) AM – After Market
3) PL- Private Label
4) Hi-way
5) Harvest
6) Shield
7) High life
8) Pro
9) Flo
CUSTOMERS:
ARBL has prestigious OEM clients like FORD, General Motors, Mercedes
Benz, Daimler Chrysler, Maruti Suzuki India Ltd, Daewoo Motors, Ashok Leyland,
Hindustan Motors, Swaraj Mazda, Mahindra & Mahindra, Honda, Hyundai, VW,
Bajaj, HML, Same tractor and TATA motors.
1.1.3.3. Small Battery Division:
With a current creation limit of 5 lakhs units of car batteries. While beginning
of the plant with focus of dispatching the batteries with 2 lakhs for each month.
Presently, this is biggest maker of batteries in Asia Region with a limit of 4.5 lakhs
batteries for each month.
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CAPACITY:
With an existing production capacity of 4.5 lakhs units of Motor cycles

batteries. While starting of the plant with target of dispatching the batteries with 1.5
lakhs per month. Now, this is largest manufacturer of batteries in Asia Reams with a
capacity of 4 lakhs batteries per month.
PRODUCTS: The products of SBD are
AM – After Market brands
Amaron (probike rider)
Power zone
PL- Private Label brands
Lucas
Bosch
OEM- Original equipment manufacture
ii) Hero
iii) Bajaj
CUSTOMERS:
ARBL motor cycle batteries prestigious OEM clients like HERO AND
HONDA, BAJAJ, Mahindra & Mahindra,
1.1.4 Definition of battery:
Battery is a device, which convert chemical energy in to electrical energy. A

lead – acid battery is an electrical storage device that uses a reversible chemical
reaction to storage energy. It uses a combination of lead electrodes and an electrolyte
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consists of a diluted sulfuric acid to convert electrical energy in to potential chemical
energy and back again i.e. reversible reaction.
1.1.4.1 Cell Basics
CHEMICAL ENERGY ELETRICAL ENERGY
When two unlike metals are immersed in dielectric medium, a potential

(voltage) is developed between the metals. The voltage developed depends upon the
type of metals used and medium used.
1.1.4.2. Cell Classification:
Primary Cell:
This type of cell, which can store and deliver electrical energy but cannot be
recharged.
Secondary Cell:
This type of cell, which can store and deliver the electrical energy but can be
recharged by passing direct current through it in a direction opposite to that of type of
discharge.
1.1.4.3 Working Principle of A Lead Acid Battery:
Chemical reaction 1:
The chemical reaction equation for battery during charging and discharging is
as follows:
Charge
PbO2+2H2SO4+Pb PbSO4+2H2O+PbSO4
Discharge
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At release, lead di-oxide in positive plates and light lead in negative plates with
sulphuric corrosive in the electrolyte and step by step change into lead sulfate amid
which the sulphuric corrosive fixation diminishes.
On the other hand when the battery is released, the positive and negative dynamic
material which had been transformed into sulfate step by step return to lead dioxide
and light lead individually discharging the sulphuric corrosive consumed in the
dynamic materials amid which the sulphuric corrosive fixation increments.
At the point when battery charging methodologies its last stage, the charging current
is expended singularly for electrolytic decay of later in bringing about era of O2 gas
from positive plates and hydrogen gas from negative plates. The produced gas will
escape from battery creating a lessening of electrolyte, there by obliges periodic water
recharge
1.1.5 Need of A Battery:
Battery is the most imperative segment of the whole electrical arrangement of a

vehicle. The primary elements of a battery in a vehicle are to:
Supply energy to the beginning and ignition framework, to wrench the motor.
Supply control, when the vehicle is not running at rates satisfactory for the charging
framework to create adequate voltage, to different electrical parts and frill.
Act as a voltage stabilizer in the electrical framework. The battery smoothest out high
voltage spikes (transient voltages) which happen in the vehicle's electrical framework.
This intemperate voltage will harm different parts in the electrical framework if not
wiped out.
These batteries are called Automotive Batteries or SLI (Starting, Lighting, and
Ignition) Battery.
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1.1.6 Construction:
A battery contains weaken sulphuric corrosive electrolyte and positive and negative
terminals as a few cathodes. The anodes are made of lead or lead inferred materials.
These sorts of battery are regularly called lead corrosive battery.
Figure 1: Battery construction inside
Lead Acid Battery Components
The major Components of the battery are:
(i) Container
(ii) Electrodes
(iii) Separators
(iv) Electrolyte
(v) Cell covers
(i) Container:
The battery case (holder) holds the electrolyte and the individual battery cell
components. These are made of either hard elastic or of a bituminous material. Then
again, present day auto batteries are made of poly propylene, which is an in number
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and light – weight plastic. There are parcels inside the holder, which isolated into
compartments. At the base of every compartment there are extensions framed on
which the battery plates rest. The Space between the extensions ribs serve to contain
dregs coming about because of ordinary concoction activity. Without these ribs the
dregs would short the positive and the negative plates (anodes).
(ii) Electrodes (Plates):
There are two sorts of battery plates, the positive and the negative. For every plate
there is a supporting edge or network made of an amalgam of lead and antimony. The
rate of antimony is ordinarily up to 5%. It gives quality and has a decent electrical
conductivity the framework is not influenced by the activity of electrolyte.. In any
case, as of late spiral configuration battery networks have been utilized which lower
resistance for the current has created.
Figure 2: Grid in Battery (positive and negative grids)
(iii) Separators:
To maintain a strategic distance from direct contact and therefore short-circuiting of

positive and negative plates, meager sheets of some non-leading material are
embedded between them. These sheets are called separators. These are produced
using treated wood, ebonite permeable elastic, fiberglass, and gum fortified cellulose
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and sintered P.V.C. (Polyvinyl chloride). There are made to encourage free flow of
electrolyte over the surface of dynamic material and upgraded for low inward
resistance.
(iv) Electrolyte:
After culmination of get together, the battery is loaded with electrolyte. The
electrolyte utilized as a part of the lead-corrosive batteries is an answer of sulphuric
corrosive. It contains 36% sulphuric corrosive (So4) and 64% refined water. Batteries
today have an electrolyte with a particular gravity of 1.270 at 200c. The electrolyte
gravity likewise fluctuates with temperature. It increments with decline of
temperature and the other way around.
(v) Cell Covers:
Cell spreads give a roof to the cells. They are shaped from hard elastic. Every cell
spread contains gaps for the positive and the negative posts, a vent and a filler
opening. The vents permit the gasses created amid battery charging to escape which
are additionally used to check particular gravity of electrolyte.
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1.2. INTRODUCTION TO BATTERY MANUFACTURING PROCESS
1.2.1. OXIDE PLANT
Description about Lead Oxide Plant:
The main purpose of the oxide plant is to convert lead (Pb) into leady-
oxide(Pbo+Pb).Keeping lead bars(99.97%) into Ingot conveyor providing induction
motor once power gets its rotates and ingot leads moves through chain conveyor. It
falls into lead pot here we are connecting heaters to melt the lead bars at a temperature
of 430+25°c or 430-25°c.The molten lead will flows through lead line and its
temperature should be 475+25°c or 475-25°.Molten lead falling into reactor part, it
having reactor motor, chamber, D.M motor, Fresh air etc. The falling molten lead
from lead line is react with oxygen this reaction process is called ”Exothermic”
reaction. During the reaction process temperatures shall be maintain within the limits
for reactor pre-heaters 260°c-485°c and reactor temperature should be in between
375°c+25°c or 375-25°c.The reactor motor load should be maintain 40A -60A.Once
reactor motor, heaters are ON reaction process takes place it makes leady-oxide
powder(pbo+pb) this color is REDISH-BROWN.
1.2.2 GRID CASTING PREPARATION:
Description:
To make grid we are using MFX (Metal free alloy Lead+cadmium+antimony) and
LCA (lead+calcium+alluminium) in these MFX for positive grid and LCA for
Negative grid. To make grid first keeping alloys into the lead pot and providing
heaters to melt the lead bars after melt it will be molten lead to send molten lead to
feed line connecting lead pump is push the molten lead to feed line .Feed line carries
molten lead by connecting heaters to maintain required temperatures at bottom,
middle and top of the feed line. Feed line fill the molten lead to plate arranged at ladle
point .The purpose of ladle is up and down rotating by setting with sensor system. To
maintain the required temperature level to get actual grid shape providing heaters to
ladle point up-down in both left side and right side. To control the molten lead during
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During smooth running operation feed line fills molten lead into ladle plate it
will fill for mould every five seconds to prepare grid shape. Mould shall be using as
per the model running in the production line. Mould has two contacts one is stationary
and one is moving. Hydraulic oil applying to moving part it will push and it close to
stationary contact filled molten lead will make grid shape. To control the grid shape at
mould part giving water supply and air line to cool the mould potion. If defects are
forming at mould potion we have to apply rock mixer to clean the mould potion and
we can get actual grid shape. After grid shape forming it goes through conveyor here
providing trim die to trim the edge potion of grid and trimmed potion will pass
through chain conveyor into lead pot that is reusable. Keeping at room temperature
for cooling.
Figure 3 : Flow chart for grid cast preparation:
Lead
Atmosphere Draft
Control panel
Lead pot
Heaters
Lead Chain
pump conveyor
Feed line
Heaters Ladle
Mould
Heaters
Grid
Trim die
Storing
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1.2.3 PASTING PROCESS:
Description:
Pasting process is done with supermac machines. Paste is prepared in OX master plant
is transferred to the hopper of the pasting machine. Before applying pasting you
should check whether the aging period of grid have under gone. Fill the hopper 3/4th
each time. Grids were made to pass through with the help of conveyor. Paste applying
for orifice should cover totally body of the grid. As the grid panel gets close to hopper
entrance it is pulled away from chain dogs by set of accelerator rollers. For drying
plates applying hot air inlet side with the help of boilers and wet air supplying outside
with the help of compressors. Again to dry the gird total potion provided 80 heaters
internally in flash drier machine .After drying from the flash drier machine colleting
and stacking; the stacked plates were transferred to curing and drying ovens.
Positive plates: 24 hours
Negative plates: 48 hours.
Figure 4: Process flow chart for pasting
Binder Oxide dumping Dry mix
Water dumping
Wet mix
Paste Final mixing Acid dumping
For pasting
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Paste preparation:
Lead oxide powder stored in silo for min 18 hours. Then it is used to produce paste mix.
Compensations used for paste:
For positive plates
Lead oxide 1000kg
Binder 500gms
SPTH(Sodium perbota tetra hydrate) 2kg
D.M water 126 litters
Sulfuric acid 110kg(Specific gravity 1.4)
For Negative paste:
Binder 500gms
Carbon black 1690gms
Barium sulphate 16.620kgs
Varnish A 1690gms
Sulfuric acid 110kg
D.M water 116kg
Time taking for mixing process
Inlet temperature of air & water: 10 °c & 15°c
Outlet temperature: 10°c to 20°c
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1.2.4 CURING & DRYING OVENS:
Before loading plates into oven initial temperature shall be 50°c for positive plates. After
apply curing with a temperature of 50°c to 80°c with the help of boiler. Because positive
plates are heavier in weight. Here curing is applied for hole body of all plates. Then stop
the boilers for ovens and go for further process .Next is inter dry cycle with temperature of
65°c up to 12 hours we have to run this process in that 2 hours is ramp down process. After
completion of this process dry cycle at 65°c up to 16 hours. After fin shined this process the
plate should contain <1% moisture for better chemical reaction and bonding purpose and
send it for cleaning to clean the grid body and remove the dummy lugs.
Negative plates keeping in the ovens
Loading temperature 46°c (7 hours)
Cure cycle 46°c (16 hours)
Inter dry cycle 49°c (8 hours)
Dry cycle 60°c (22 hours)
Before loading plates into oven initial temperature shall be 46°c for positive plates.
After apply curing with a temperature of 46°c not necessary of boiler because of less
weight. Here curing is applied for hole body of all plates. Next is inter dry cycle with
temperature of 49°c up to8 hours. After completion of this process dry cycle at 60°c up to
22 hours. After fin shined this process the plate should contain <1% moisture for better
chemical reaction and bonding purpose and send it for cleaning to clean the grid body and
remove the dummy lugs.
Input: Paste Plates
Output: Cleaned Paste plates
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1.2.5 ASSEMBLY PROCESS
Figure 5: Process flow chart assembly
Input: Pasted Plates, separator& container, Output: Duff cells
Plates, separator, Group stacking

tap shields
Bus bars Group burning
Group strapping
Jars Group insertion
Covers Heat sealing
Post burning
Leak testing Duff cells
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Group stacking:
Bottom shied is placed in the fixture is prevent the plate damage. First and unwrapped
negative plate is placed in the fixture .Then a half-length separator is placed on the negative
plate.
With the help of cutting machine the separator will be cutting with required lengths.
The positive plate is placed and separator is folded over this plate and places the half length
separator on the last positive plates and then place unwrapped negative plate on the top of
the half length separators complete the stack.
Shields are provided on positive plated to avoid direct contact between positive and
negative plates.
Group burning:
Aligning bus bars with lugs is called as group burning. Adjust the gas torch for natural
flame strap is melted and fix with the lugs of the positive and negative plates.
Group inserting:
The strapped places are inserted into jars/containers shield in wrapped on the plated on the
plates before insertion.
Heat sealing:
The cover is placed over the jars such that the posts can slide inside the bushing. The
heaters are maintained at a temperature of range 440-F to 480F.first take ten seconds for
melting and other ten seconds for welding them together.
Post burning:
Fix the dummy vent plug. Copper inserts were pre-heated using inner flame until the post
lead starts melting. Orto phosphoric acid is applied on post part and bush of the cover to
clean the surface level.
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Leak testing:
The pressure inside the cell in increased to 68-69kpa for range of 20-30 seconds .while it’s
placed in water bath. Observe for air bubbles if any leakage exists mark the area for rework
process. In case vent is week replace it.
1.2.6 FORMATION PROCESS
Figure 6: Process flow - formation
Duff cell Acid filling
Initial charge
Formation discharge
Formation charge bank
Capacity discharge
Capacity Recharge
Float charge Formation
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Cell packing:
The cells are placed in tub and packed with PPCP spacers and strapped with metallic bale
the cells are connected in series using cable connectors and bolts.
Acid filling:
The acid is filling into duff cells with acid filling machine. Vent valve should be open
during acid filling because of vacuum in the battery causes an air stream which will force
down the acid into the battery.
Required parameters for formation process
Chilling station
Tub and funnels
Charges
filling equipment
thermometers
multi meter
water cooling heads
input wrench
clamp meter
Before acid filling into the duff cells set the sulfuric acid gravity should be 1.257±0.005 at
10°c.
Note: Sodium shulphate to be added to sulfuric acid 6.25gms/lit.
Starting filling acid temperature should be 15°c these all for each cell of 2v.
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Formation tubs shall be verified for leakages. Water bath in the battery keeping ckts is to
control the temperature during charging time. Tubes connecting for ckts starts with positive
terminals and end with negative terminal its to avoid reverse charging. Maximum of 128
cells shall be formed or any given formation ckt. During charging time temperature should
maintain in between 40°c to 65°c and also water temperature shall be maintain 40°c to
55°c.During charging time check the temperature for each two hours once with
thermometer Initial charge
Formation charge
Formation charge bank
capacity discharge
capacity recharge
Float charge
Regeneration of anion column6kg of caustic soda in 10 liters of D.M water to make 60%
caustic solution.
For more than 110v system and all MSC site cells, ECV matching range ± 0.04v. Funnel
dimensions for old formation is 118±1mm and overall height 450±3mm and for New
formation diameter of funnels is 57±1mm and over all height 460± 3mm.Compressed air
pressure is up to 5-6 bars.
Before packing apply fresh machinol (petrol jelly) to the post and ensures that there is no
residue of water before applying.
Chemical Equations during charging and discharging time:
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For positive plate: pbo2+4H++SO42-+2e- charging pbso4+2H20
Discharge
For Negative plate: pb+SO42- charging pbso4+2e-
During charging time positive terminal electron loss and negative terminal gain similarly
discharging time negative electron loss and positive plate electron gains.
Input: Duff cells
Output: Charged battery
1.2.7 FINISHING PROCESS FLOW CHART
Figure 7: Finishing process flow chart
RESING NUMBER POST CLEANING C.R PLATE

APPLICATION FIXING
AND PIN HARDWARE
PUNCHING
READY FOR
PACKING
ANABAND BUFFING SCREEN

APPLICATION PRINTING
After finished formation process passes to finishing area. Here starts with resin process .We
are using two colors red is for positive terminal and black is for negative terminal. After
mixed resin and hardener keep 5 to 10min here mixing process is doing separately .After
getting solidification apply resin to positive and negative terminals to avoid corrosion. Its
should be dry 6 hours. During applying resin close the terminal parts with caps without fall
into the terminals and after 6 hours put the number and pin punching with specification
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mentioned side. By using post hardware to fix the bolt for the terminals with respected
dimensions. 6mm Diameter valve 11N-m and for 8mm diameter valve 16 N-m.
Check the ocvs for all cells using multi meter or clamp meter. Buffing process is only for
un-tinned copper and applies screen printing for respective place .After completed screen
printing clean the post part and resin position by using petrol jelly or machinol. Hot
punching temperature shall be 200°c to 300°c and serial number thickness should be 3mm.
Input: Charged Battery
Output: Cleaned &Serial Numbered Battery
Chemicals used for resin is Hardener and Resin.
Resin=100parts
Hardener=40part
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CHAPTER 2
LITERATURE REVIEW
2.1 Introduction
The purpose of this literature review is to provide a background on applicability of lean across
a variety of industries. This understanding will help determine which lean principles are
appropriate for implementation within the apparel industry, and how to use these concepts to
bring the most benefit to an apparel company. In order to explore the concept of lean, a
history of how “lean” came into existence and how it has progressed over time will be
provided, as well as a brief explanation of other production approaches and many methods
and tools associated with the term ‘lean. There are numbers of lean manufacturing tools
which are available for industry application. If used properly, the industries will get the best
results. Once the source of the waste is identified, it is easier to select the suitable lean tool
to reduce or eliminate it and try to make waste free systems. Some of these tools are discussed
in this chapter.
In today’s manufacturing environment, assembly work is routinely characterized by short

production cycles and constantly diminishing batch sizes, while the variety of product types
and
models continues to increase. Constant pressure to shorten lead times adds to these demands
and makes the mix truly challenging, even for the most innovative manufacturers. The ability
to respond quickly to rapidly changing customer demands requires the use of manufacturing
systems that can be re-configured and expanded on the fly, and which can accommodate
advances in assembly techniques without making any initial manufacturing investments
obsolete.
Lean manufacturing, an approach that depends greatly on flexibility and workplace
organization, is an excellent starting point for companies wanting to take a fresh look at their
current manufacturing methods. Lean techniques are also worthy of investigation because
they eliminate large capital outlays for dedicated machinery until automation becomes
absolutely necessary. Indeed, the concept of lean manufacturing represents a significant
departure from the automated factory so popular in recent years. The “less is better” approach
to manufacturing leads to a vastly simplified, remarkably uncluttered environment that is
carefully tuned to the manufacturer’s demands. Products are manufactured one at a time in
response to the customer’s requirements rather than batch manufactured for stock. The goal
is to produce only the quantity required and no more. And since limited numbers of parts are
produced,
.The flexibility inherent in manual assembly cells is therefore preferable to automated
assembly. This requirement for maximum flexibility creates unique demands on the lean
work cell and the components that make up the lean work cell. Granted, the lean approach is
not the solution for all manufacturing problems. But it does offer a uniquely flexible solution
for assembling more complex products. This guide describes 9 basic lean manufacturing
principles that should help you evaluate lean manufacturing solutions for your own
applications. The 9 principles discussed are: Continuous Flow, Lean Machines/Simplicity,
Workplace Organization, Parts Presentation, Reconfigurability, Product Quality,
Maintainability, Ease of Access, and Ergonomics.
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2.2 Theory of Lean Manufacturing:
Lean Manufacturing is a philosophy that aims to maintain smooth production flow by
continuously identifying and eliminating waste resulting in increasing value of activities in
the production process. Lean manufacturing approach makes an organization able to sustain
market competition by improving its competence for better quality; on time delivery with
lower cost Lean Manufacturing aims for Identification and elimination of waste (any activity
that does not add value to customer).
Lean Manufacturing aims for the accomplishment of unidirectional and continuous material
movement known as production flow. Processes should be free from bottlenecks, waiting,
disruption, and backflow. Lean manufacturing aims to produce only what is needed, when it
is needed. Production is pulled by the downstream workstation so that each workstation
should only produce what is requested by the next workstation. Lean Manufacturing focuses
on defect free production lines. It aims for defects to be eliminated at the source and for
quality inspection to be performed by the workers as part of the in-line production process.
Lean Manufacturing requires striving for perfection by continually removing layers of waste
as they are uncovered. This in turn requires a high level of worker involvement in the
continual improvement process.
Figure 2.1 Lean Principle
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2.3 PURPOSE OF LEAN TOOLS
The objective of lean is to create the most value for the customer while consuming the least
amount of resources to design, build, and sustain the product. In their 1996 book, Lean
Thinking – Banish waste and create wealth in your corporation, Womack and Jones (1996)
identified how Toyota’s production system is different from the traditional mass production
approach. The book explains that companies will gain improvements from lean when they
redesign their value streams by applying the following principles
 Specify value from the standpoint of the customer,

 Identify the value stream for each product or service-line family,
 Make value flow toward the customer,
 Produced based on the pull of the customer, and
 Strive continually to approach perfection.
The objective of these lean principles is to create the best possible system, from
concept to consumer using the current financial and resource constraints to provide the most
value to the customer. Once the value stream is designed, or redesigned, improvements can
be made by implementing lean tools and techniques appropriate to the particular situation.
Lean is concerned with eliminating all types of process wastages. Taichi Ohno identified
seven types of waste in his book Toyota Production System (Ohno 1988). He explained that
waste is sometimes hard to see but can be classified by overproduction, time on hand,
transportation, over processing, inventory, movement, and defective products (Ohno 1988)
which has been described previously in detail .All the lean tools work toward common goals
of eliminating this waste, in order to bring the most value tothe customer. An organization
striving to be lean will want to have only the required inventory when needed, improve
quality to zero defects, reduce lead time through setup time reduction, reduce queue lengths
and lot sizes, incrementally revise operations, and accomplish improvements at minimum
costs (Womack and Jones 1996).
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2.4 Elements of Lean Manufacturing:
To convert a conventional organization into a lean organization numerous and continual
efforts are essential. Certain elements are discussed by researchers and are adopted by the
manufacturing organizations to improve competitiveness in the market by reducing product
manufacturing cost, reducing response time to customers and improving quality and
productivity. The following lean tools are discussed briefly in the subsequent sections of this
chapter such as PDCA Cycle,Visual management, 5S System, Andon’s, Kaizen, Kaikatu,
Jidoka, Poka-yoka, Standardised work, Namawashi, Catchball, Kanban, supermarkets,
cellularlayout, One piece flow, Continuous improvement, Total Productivity maintenance,
Value Stream Mapping(VSM).
27
CHAPTER-3
METHODOLOGY
WHAT IS LEAN?
Lean Thinking starts with the customer and the definition of value. Therefore, as a
manufacturing process is a vehicle to deliver value (a product) to a customer, the
principles of lean thinking should be applicable to the Process Industries and the
specific manufacturing processes within that industry. We can remove waste from
many steps of our manufacturing processes, from how we develop the initial product
and process design, how we assure compliance, to how we design to operate a
completed facility. However, to be truly lean we have to link all these elements within a
robust supply chain—we need to ensure the flow of value. This leads to what many are
calling a ‘lean enterprise’
Lean Manufacturing is a philosophy, based on the Toyota Production System, and other
Japanese management practice that strives to shorten the time line between the customer
order and the shipment of the final product, by consistent elimination of waste. In other
words, producing more with less. All types of companies, manufacturing, process,
distribution, software development or financial services can benefit from adopting lean
philosophy. As long as a company can identify a value stream, from when customers
order a product to when they receive it, lean principles can be applied and waste
removed
28
Bottle neck analysis
It is a detailed process where a company gathers as much information about the

manufacturing flow of a particular product or process. Specifically, data is gathered about
the step or steps in the process where work is bottlenecking
This type of analysis can be done specifically to identify the cause of a bottleneck that is
causing problems, or to learn about processes where a bottleneck is likely to occur in the
future. No matter the reason for conducting this type of task, it will provide important
information about how things are done, and how they can be improved.
When performing a bottleneck analysis, it is important to not only look at the specific step
where the bottleneck is occurring, but the entire manufacturing process. This will provide
essential information about the processes leading up to the bottleneck, the bottleneck itself,
and what takes place directly after the bottleneck.
29
This is important for a variety of reasons, including the fact that if a bottleneck early in the
production process is eliminated, it may result in a new one forming further down the line.
A properly performed analysis will not only help to find solutions to the existing
bottleneck, but will also help to prevent new ones from forming.
The following image shows a simple diagram of what information is gathered during the
bottleneck analysis process.
Just – In – Time (JIT)
Closely associated with the lean manufacturing is the principle of just-in- time, since it
is a management idea that attempts to eliminate sources of manufacturing waste by
producing the right part in the right place at the right time. Inventories and material
flow systems are typically classified as either push (traditional) or pull (just-in-time)
systems. Customers demand is the driving force for the both systems. However, the
major difference is in how each system handles customer demand. JIT isto sudden
changes in the demand pattern by producing the right product at the right time and the
right quantities.
Moreover, JIT is a critical tool to manage the external activities of a company such as
purchasing and distribution. Each element of a JIT system provides some benefit for a
manufacturer, but the application of each element potentially involves only certain
areas in the organization, and unless a systems perspective is employed, the areas
optimize locally, rather than at the organization level.
Standardized of Work
A very important principle of waste elimination is the standardization of worker

actions. Standardized work basically ensures that each job is organized and is carried out
in the most effective manner. No matter who is doing the job the same level of quality
should be achieved. At TOYOTA, every worker follows the same processing steps all
the time. This includes the time needed to finish a job, the order of steps to follows for
each job and the part of hand. By doing this one ensures that line balancing is achieved,
unwarranted work-in-process inventory is minimized and non-value added activities
30
are reduced. A tool that is used to standardize work what called “talk” time is. Takt
time refers to how often a part should be produced in a product family based on the
actual customer demand. The target is to produce at pace not higher than the Takt time.
TAKT TIME = Available work time per day
Customer demand per day
PDCA (Plan, Do, Check, Act)
An iterative methodology for implementing improvements:
Plan (establish plan and expected results)
Do (implement plan)
Check (verify expected results achieved)
Act (review and assess; do it again
Applies a scientific approach to making improvements:
Plan (develop a hypothesis)
Do (run experiment)
Check (evaluate results)
Act (refine your experiment; try again
Non-value-added
Non-value-added time or activity in a production or manufacturing process is any time

spent on a step in that process that adds nothing to the finished product. This is in
opposition to value-added activity, which adds some value that a customer will pay for
with the finished product.
31
Examples
Non-value-added activities include, but are not limited to: Overproduction, when more
product is made than necessary so there is a need for boxing, transporting and hauling
product with no increase in the value; excess transportation, which adds costs of
transporting a product to different facilities without increasing it's worth to the customer;
and waiting, where machines or people are required to sit idle waiting for pieces or
orders.
Value added time
Value added time is the time spent that improves the outcome of a process. This is typically
just the processing time associated with production. ... This concept is used to identify non-
value added activities and eliminate them from a process, so that the total time required to
complete a process is reduced.
32
Definition of 8 Wastes of Lean:
An easy way I learned at a seminar to remember the wastes, they spell TIM WOODS
T – Transport – Moving people, products & information
I – Inventory – Storing parts, pieces, documentation ahead of requirements
M – Motion – Bending, turning, reaching, lifting
W – Waiting – For parts, information, instructions, equipment
O – Over production – Making more than is IMMEDIATELY required
O – Over processing – Tighter tolerances or higher grade materials than are necessary
D – Defects – Rework, scrap, incorrect documentation
S – Safety– Under safety while doing the work
Transport
Waste in transportation includes movement of people, tools, inventory, equipment, or

products further than necessary. Excessive movement of materials can lead to product
damage and defects. Additionally, excessive movement of people and equipment can lead
to unnecessary work, greater wear and tear, and exhaustion.
In the office, workers who collaborate with each other often should be close together. In the
factory, materials necessary for production should be easily accessible at the production
location and double or triple handling of materials should be avoided.
Some of the countermeasures to transportation waste includes developing a U-shape

production line, creating flow between processes, and not over-producing work in process
(WIP) items
33
Inventory
Often times it is difficult to think about excess inventory as waste. In accounting, inventory
is seen as an asset and oftentimes suppliers give discount for bulk purchases. But having
more inventory than necessary to sustain a steady flow of work can lead to problems
including: product defects or damage materials, greater lead time in the production process,
an inefficient allocation of capital, and problems being hidden away in the inventory.
Excess inventory can be caused by over-purchasing, overproducing work in process (WIP),
or producing more products than the customer needs. Excess inventory prevents detecting
production-related problems since defects have time to accumulate before it is discovered.
In-office inventory waste could be files waiting to be worked on, customers waiting for
service, unused records in a database, or obsolete files. Manufacturing inventory waste
could include broken machines sitting around, more finished products than demanded, extra
materials taking up work space, and finished products that cannot be sold.
34
Motion
The waste in motion includes any unnecessary movement of people, equipment, or

machinery. This includes walking, lifting, reaching, bending, stretching, and moving. Tasks
that require excessive motion should be redesigned to enhance the work of personnel
In the office, wasted motion can include walking, reaching to get materials, searching for
files, sifting through inventory to find what is needed, excess mouse clicks, and double
entry of data. Manufacturing motion waste can include repetitive movements that do not
add value to the customer, reaching for materials, walking to get a tool or materials, and
readjusting a component after it has been installed.
Waiting
The waste of waiting includes: 1) people waiting on material or equipment and 2) idle
equipment. Waiting time is often caused by unevenness in the production stations and can
result in excess inventory and overproduction.
In the office, waiting waste can include waiting for others to respond to an email, having
files waiting for review, ineffective meetings, and waiting for the computer to load a
program. In the manufacturing facility, waiting waste can include waiting for materials to
arrive, waiting for the proper instructions to start manufacturing, and having equipment
with insufficient capacity.
Some countermeasures for waiting include: designing processes to ensure continuous flow
or single piece flow, leveling out the workload by using standardized work instructions, and
developing flexible multi-skilled workers who can quickly adjust in the work demands.
35
Overproduction
Overproduction occurs when manufacturing a product or an element of the product before

it is being asked for or required. It may be tempting to produce as many products as
possible when there is idle worker or equipment time. However, rather than producing
products just when they are needed under the ‘Just In Time’ philosophy, the ‘Just In Case’
way of working leads a host of problems including preventing smooth flow of work, higher
storage costs, hiding defects inside the WIP, requiring more capital expenditure to fund the
production process, and excessive lead-time. Additionally, over-producing a product also
leads to an increase in likelihood that the product or quantities of products produced are
beyond the customer’s requirements.
36
Over-processing
Over-processing refers to doing more work, adding more components, or having more steps
in a product or service than what is required by the customer. In manufacturing this could
include using a higher precision equipment than necessary, using components with
capacities beyond what is required, running more analysis than needed, over-engineering a
solution, adjusting a component after it has already been installed, and having more
functionalities in a product than needed. In the office, over-processing can include
generating more detailed reports than needed, having unnecessary steps in the purchasing
process, requiring unnecessary signatures on a document, double entry of data, requiring
more forms than needed, and having an extra step in a workflow.
One simple way to counter over-processing is to understand the work requirements from
the standpoint of the customer. Always have a customer in mind before starting work,
produce to the level of quality and expectation that the customer desires, and make only the
quantities needed.
37
Defects
Defects occur when the product is not fit for use. This typically results in either reworking
or scrapping the product. Both results are wasteful as they add additional costs to the
operations without delivering any value to the customer.
Here are four countermeasures for defects. Firstly, look for the most frequent defect and
focus on it. Secondly, design a process to detect abnormalities and do not pass any
defective items along the production process. Thirdly, redesign the process so that does not
lead to defects. Lastly, use standardize work to ensure a consistent manufacturing process
that is defect free.
38
Safety
The condition of being protected from harm or other non-desirable outcomes. Safety can
also refer to the control of recognized hazards in order to achieve an acceptable level of
risk.
THE BENEFITS OF LEAN MANUFACTURING
Improved Response Time to Customer Demand
Customers have numerous choices when it comes to buy their product. Combined
with choices available to the consumer and expectation of shorter order fulfillment
lead times, customers have become more fickle in their purchasing decisions and less
loyal to their old long-standing business relationships. Products with similar features
and price offered by multiple manufacturers begin to approach commodity status.
Once designed or perceived by the customer as a commodity, product differentiation
become more and more critical.
If the manufacturer cannot differentiate its products with improved technology,

quality or prices, other criteria must be developed as way to attract and satisfy those
customers. If a customer perceives no difference between products, but aspect rapid
delivery of configured products, the manufacturer with the ability to respond to this
demand faster than competitor will earn the business. For many manufacturers, this
rapid-response delivery capability provides the differentiation needed to maintain and
gain market share from its competitor.
39
Lean factories that produces product in its actual work content time achieve a
significantly shorter manufacturing lead time. The shorter the manufacturing lead
time, the faster response to a customer order. Shorter manufacturing lead time
usually allows a reduction in amount of finished goods and/or work-in-process
inventories typically carried as an offset to quickly respond to customer demand. If
the response to demand is shorter than the current Costumer-Quoted Lead Time
(CQLT), there is little need to maintain forecasted product in a finished goods
warehouse. This is the key market differentiator for Lean manufacturer. The ability
to deliver product faster in a commodity-type market ultimately means an increase in
market share from those customers to whom fastest response time is the primary
purchase decision criterion.
Reduced Working Capital Requirements
The point in time from when purchased material enters the manufacturing process
until it is converted into a completed product is call the manufacturing lead time.
Customers aspect their orders to be shipped within lead time. When manufacturing
lead time is greater than the customer’s aspect lead time, customer satisfaction may
suffer. To satisfy the order, manufacturers may purchase materials from suppliers
well in advance of actual demand. Inventory level usually determined by forecasting
the quantities of work in process of finished goods inventory to be maintained to
assure the ideal customer response solution.
The lean manufacturing line can reduce the working capital investment required to
operate a business just by reducing response time. In addition to the direction benefit
of a shorter lead time response to customers, improving the time through
manufacturing also yields a reduction in working capital requirement, as less money is
committed to financing buffer inventory.
40
CHAPTER- 4
PROJECT & ANALYSIS
Problem Selection:
Grid Pasting Curing Assembly Formation Finishing

Casting
The above process flow describes the entire process of battery manufacturing.
In the above process the major constraint is observed at assembling area as the cycle time
is quite high compared with other processes. The overall output is dependent on
Assembly process.
productivity.
S.no Process Capacity
1 Grid Casting 2600
2 Pasting 2800
3 Assembly line 2100
4 Formation 2200
5 Finishing 2010
41
From the above data it evident that assembly process is constraint
Where formation one machine capacity is 1200/shift so it has four machines.
Finishing is manual operation and it capacity can be increased by deploying more

manpower.
Formation and finishing can be produce more numbers if assembly capacity can be
increased
Hence I have decided to work on identifying opportunities in Assembly to improve the

productivity
Grid Pasting Curing Assembly Formation Finishing

Casting
42
Detailed stage wise process study done in the assembly line.
Input: Pasted Plates, separator& container, Output: Duff cells
Plates, separator, Group stacking

tap shields
Bus bars Group burning
Group strapping
Jars Group insertion
Covers Heat sealing
Post burning
Leak testing Duff cells
43
Group stacking:
Bottom shied is placed in the fixture is prevent the plate damage. First and unwrapped
negative plate is placed in the fixture. Then a half-length separator is placed on the
negative plate.
With the help of cutting machine the separator will be cutting with required lengths.
The positive plate is placed and separator is folded over this plate and places the half-
length separator on the last positive plates and then place unwrapped negative plate on
the top of the half-length separators complete the stack.
Shields are provided on positive plated to avoid direct contact between positive and
negative plates.
44
Group burning:
Aligning bus bars with lugs is called as group burning. Adjust the gas torch for natural
flame strap is melted and fix with the lugs of the positive and negative plates.
45
Group loading
Tilting section down
Head section down
Bus bar setting in comb
Group alignment
Melting time
Tilting out
Group Unloading
Group loading:
Bring of positive and negative plates after stacking process
Tilting section down:
In this section arrange the group
46
Head section down:
In this section is use to place the top of group which contains bus bar combs
Bus bar setting in comb:
In this stand to seat bus bar item for melting
Group alignment:
It is used adjust the correct placed bus bar item by using ramming.
Melting time:
It uses of acetylene oxygen gases melting with positive red lead and negative white with
pressure gas of 7-10 psi
Group Unloading;
After the cassette tilts out it is sent for next stages.
Group inserting:
The strapped places are inserted into jars/containers shield in wrapped on the plated on
the plates before insertion.
In this process where the shims paper will apply the top and bottom side of group which
not to damage with each other.
47
Heat sealing:
The cover is placed over the jars such that the posts can slide inside the bushing. The
heaters are maintained at a temperature of range 440-F to 480F.first take ten seconds for
melting and other ten seconds for welding them together.
48
1.The time control is accurate. Connect 5 timers, with accurate preheating time,
operational time and heating time.
2. Fast and convenient replacement of the mold. The control system and heating panel
can be adjusted and changed easily within a few minutes, only need to loosen and tighten
the screws.
3. Quick and precise adjustment method for battery models replacement. Two height
positioning rods are designed according to the size of each battery. When replace the
battery models, insert the positioning rod in a fixed position, then the battery will be
adjusted to the suitable height.
4. Independent lift station can achieve more accurate positioning and improve the quality
of products.
Post burning:
Fix the dummy vent plug. Copper inserts were pre-heated using inner flame until the post
lead starts melting. Orto phosphoric acid is applied on post part and bush of the cover to
clean the surface level.
49
High strength material and very stable structure for main frame
Accurate digital control of flame size and flame power
Easy and precise control of torch movement in touch screen
Flame can be converted into just a small fire for saving fuel during waiting period
Leak testing:
The pressure inside the cell in increased to 68-69kpa for range of 20-30 seconds. while
it’s placed in water bath. Observe for air bubbles if any leakage exists mark the area for
rework process. In case vent is week replace it.
50
Electricity: Single Phase, voltage and frequency to suit customer's specifications
Compress Air Consumption: 10 NL/min. at 6 kg/cm²
It's easy to operate and it is convenient to change the tooling.
The air pressure can be adjustable
Analysis of Cycle times in Assembly operations.
Cycle time( AVG)

S No work station 1 2 3 4 5 in sec
1 Group Stacking 95 80 65 58 62 72
2 Group Burning 112 100 99 110 102 104.6
3 Group insertion 30 28 30 29 32 29.8
4 Heat sealing 46 46 44 48 45 45.8
5 Post Burning 23 24 15 17 16 19
6 Leak test 68 62 65 67 61 64.6
51
Cycle time( AVG) in sec
120
104.6
100
72
cycle time in sec
80
64.6
60
45.8
40 29.8
19
20
0
Group Stacking Group Burning Group insertion Heat sealing Post Burning Leak test
work station
From the above chart it is observed that group burning operation has the highest cycle
time in the process.
The group burning operation takes more time when compared to other operations 104
seconds is the bottle neck operation in assemble line.
52
Observation in Seconds
Sl.NO Activity 1 2 3 4 5
1 Quality Inspection 7 7 7 7 7
2 Group loading 8 7 8 7 6
3 Tilting section down 4 4 4 4 4
4 Head section down 3 3 3 3 3
5 Bus bar setting in comb 4 5 4 5 4
6 Group alignment 18 16 17 16 15
7 Melting time 46 46 45 44 47
8 Tilting out 4 5 4 4 6
9 Group unloading 9 8 7 6 7
Total 104 103 102 100 104
Micro Motion study was done for the entire operation.
53
Detailed activity wise time study done to understand the elements in process.
Activity Cycle No's Total Operation type Type of waste Time for
time in Time in wastage in
sec Min mins
Operator Checking time for the 120 1 2 0
parameters
Operator go to bus bar casting 45 14 10 Non value added Transport 10
Operator lifting & placing the bus 40 14 10 Non value added waiting 10
bar items put into tray(15-18)
groups
After bring the bus bar items to 60 14 14 Non value added Transport 14
group burning station
Operation time 100 210 350 Value added 0
386 Total Time 34 min
Value added
Process Total cycle time Non value added time
time
Group Burning 386 min 350 min 34 min
54
Group Burning
450 386
400 350
350
300
250
200
150
100 34
Mintues 50
0
TCT Value added time Non value added time
Group Burning 386 350 34
55
Movement between Group burning & Bus bar unit
Line - 5
GB-
1&2
Aisle
GB-
3&4 Line - 4
Storage area
Bus bar casting
GB-
1&2
GB - Group burning
GB-
3&4
Line - 2 Line - 3
GB- GB-
1&2 1&2
Aisle
GB- GB-
Aisle
3&4 3&4
56
Bus Bar 160 seconds
Group Burning
The time taken by an operator to travel from group burning operation to bus bar unit and
back to group burning operation is 2.4min.
On an average in a shift the operator is travelling to bus bar unit 14 times during which
the machine is left idle.
There is a loss of productivity due to this unnecessary movement.
Total time – 14 X 2.4min = 34 min
There are 4 machines for group burning
Cumulative loss due to this travelling
Cumulative idle time by machine – 34 min * 4 = 136 Min = 2.2 hrs.
57
Time
Cycle time in Total Time Activity Type of
Sl.No Activity frequency for
secs in mins type waste
wastage
operator parameters
1
checking time 60 1 1
Non
operator bring plates
2 value
from storage area 6
60 6 added Transport 6
operator bring rolls from Non

3 stack area to stacking 22 value
point 110 12 added Transport 21
Required
operator arrange the
Non
4 plates into booths (200)
value
plates
400 8 53 added Inventory 0
Non
operator bring rolls
5 value
from stacking point 14
50 17 added Transport 14
Non
7 operator adjusting rolls value
40 17 11 added Inventory 11
operation cycle time of Value

8 one group 77 200 257 added 0
Total time 364 min Total time 52 min
58
Process Total cycle time Value added time Non value added time
Group stacking 364min 256 min 52 min
Detailed activity wise time study done to understand the elements in process.
Group stacking
400
350
300
250
Minute 200
364
150
256
100
50
52
0
TCT Value added time Non value added time
Group stacking 364 256 52
59
Movement between Stack area & Storage area
Storage Area
100 seconds
Stack Area
The time taken by an operator to travel from operation to stack area unit and back to
storage area is 100 seconds to brought rolls (AG Separator)
On an average in a shift the operator is travelling to stack area 13 times during which the
machine is left idle.
There is a loss of productivity due to this unnecessary movement.
Total time – 13*1.4 min = 22 min
There are using 183 rolls in shift brought from stack area so the travel to bring that rolls
time taken 14 times in a shift where there brought 12 rolls at the time.
60
Process Before After Savings/Advantage
Group stacking Rolls movement 14 1. Reduce movement to 7 Reduction of movement time by

times/shift times/shift. 12min.
Plate loading on booths- 2. Load material handling person Reduction of movement time by
8 times/shift with plate loading activity to 15 min.
avoid this movement.
Group burning Bus bar movement by 1. Load material handling person Reduction of movement time by
machine operator from with bus bar loading activity to 32 min.
bus bar operation to avoid this movement.
group burning operation.
61
CHAPTER-5
RESULT
Group Stacking calculation:
Time saved =26 mins
Cycle time stacking =77 seconds
Number of cells procedure= 25*60/77=19unit/stacking
Number of stacking unit =4
Total number of stacking = 19*4=77
Total production in shift = 850
Actual improvement =850+80 =927
Percentage improvement =927-850/850=9 %
62
Production / Shift
1000 927
900 850
800
No. of Products
700
600
Before
500
After
400
300
200
100
Group stacking
Group Burning calculation:
Time saved =34mins
Cycle time stacking =100 seconds
Number of cells procedure= 34*60/100=20unit/stacking
Number of stacking unit =4
Total number of stacking = 20*4=80
Total production in shift = 850
63
Actual improvement =850+80 =930
Percentage improvement =930-850/850=9.4 %
Production / Shift
1000
927
900 850
800
No. of Products
700
600
Before
500 After
400
300
200
100
Group burning
64
65

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IDENTIFY THE WASTAGE IN ASSEMBLY LINE BY USING

1.1. INTRODUCTION TO THE ORGANIZATION:

1.1.1. About Amara Raja Batteries:

Dr. Ramachandra N. Galla, a non-occupant Indian now settled in India is the

1.1.2 History of The Company:

1. Amara Raja Power Systems Limited (ARPSL)

ARBL-companies are having three major divisions

1) IBD- Industrial Battery Division

2) ABD- Automotive Battery Division

3) SBD-Small Battery Division

4) Tubular Battery division

1.1.3.1. Industrial Battery Division:

Amara Raja has gotten to be seat mark in assembling of mechanical batteries.

Amara raja being contestant in this industry had benefit of spearheading

1.1.3.2. Automotive Battery Division:

The products of ABD are

1) OEM- Original equipment manufacture

3) PL- Private Label

1.1.3.3. Small Battery Division:

With an existing production capacity of 4.5 lakhs units of Motor cycles

PRODUCTS: The products of SBD are

AM – After Market brands

Amaron (probike rider)

PL- Private Label brands

OEM- Original equipment manufacture

1.1.4 Definition of battery:

Battery is a device, which convert chemical energy in to electrical energy. A

1.1.4.1 Cell Basics

CHEMICAL ENERGY ELETRICAL ENERGY

When two unlike metals are immersed in dielectric medium, a potential

1.1.4.2. Cell Classification:

1.1.4.3 Working Principle of A Lead Acid Battery:

1.1.5 Need of A Battery:

Battery is the most imperative segment of the whole electrical arrangement of a

Figure 1: Battery construction inside

Lead Acid Battery Components

The major Components of the battery are:

(v) Cell covers

(ii) Electrodes (Plates):

Figure 2: Grid in Battery (positive and negative grids)

To maintain a strategic distance from direct contact and therefore short-circuiting of

(v) Cell Covers:

1.2.1. OXIDE PLANT

Description about Lead Oxide Plant:

1.2.2 GRID CASTING PREPARATION:

Figure 3 : Flow chart for grid cast preparation:

Positive plates: 24 hours

Negative plates: 48 hours.

Figure 4: Process flow chart for pasting

Binder Oxide dumping Dry mix

Paste Final mixing Acid dumping

Compensations used for paste:

For positive plates

Lead oxide 1000kg

SPTH(Sodium perbota tetra hydrate) 2kg

D.M water 126 litters

Sulfuric acid 110kg(Specific gravity 1.4)

For Negative paste:

Carbon black 1690gms

Barium sulphate 16.620kgs

Sulfuric acid 110kg

D.M water 116kg

Time taking for mixing process