A REPORT

ON

“QUALITY MANAGEMENT SYSTEMS AND STUDY ON

FUNCTIONAL REFORMS OF FDV”

By

PRATEEK RANJAN DAS

21BSPHH01C1677
 A REPORT

ON

“QUALITY MANAGEMENT SYSTEMS AND STUDY ON

FUNCTIONAL REFORMS OF FDV”

By

PRATEEK RANJAN DAS

21BSPHH01C1677

At

NUCON AEROSPACE PVT. LTD.

A report submitted in partial fulfilment of the requirement of

MBA Program at IBS, Hyderabad.

Distribution List:

Company Guide: MR. M. KOTESWARA RAO

Faculty Guide: DR. SAYAN CHAKRABORTY

Date of Submission: 12th MAY 2022

2
 AUTHORIZATION

This is to certify that the report on “QUALITY MANAGEMENT SYSTEMS AND STUDY ON
FUNCTIONAL REFORMS OF FDV” is an original work carried out by PRATEEK RANJAN
DAS under the guidance of MR. M. KOTESWARA RAO, DGM- QC, MR. RAVI SHANKAR,
AGM- QC and K. JEEVAN KUMAR- QUALITY ENGINEER at NUCON AEROSPACE
PRIVATE LIMITED.

The report is submitted in partial fulfilment of the requirement of the MBA Program (2021-23) of
IBS Hyderabad.

FACULTY GUIDE: COMPANY GUIDE:

DR. SAYAN CHAKRABORTY, MR. M. KOTESWARA RAO

(PROFESSOR, IBS HYDERABAD) (DEPUTY GENERAL MANAGER)

MR. RAVI SHANKAR

(ASSISTANT GENERAL MANAGER)

MR. K. JEEVAN KUMAR

(QUALITY ENGINEER)

3
 ACKNOWLEDMENT

I would like to express my gratitude to NUCON AEROSPACE PRIVATE LIMITED for

giving me an opportunity to be a part of their esteemed organization and enhance my
knowledge by granting permission to do summer training project under their guidance.

Firstly I thank Mr. ARVIND KUMAR, HR Manager for recruiting me to do summer

internship at NUCON Aerospace PVT LTD.

My heartfelt thanks to Mr. M. KOTESWARA RAO, Deputy General Manager for his
constant fervent inspiration and valuable recommendations without which this project would
have not been effectively completed. I am extremely obliged to him for providing me a
platform where I have gathered sufficient knowledge which will be useful throughout my life.
Beneath his guidance, I could complete the project being undertaken successfully in time. His
careful efforts and precious suggestions have assisted me in streamlining the difficulty
involved during the internship.

I am also thankful to Mr. RAVI SHANKAR, Assistant Deputy Manager and Mr. K.
JEEVAN KUMAR, Quality Engineer and the entire management and staffs for giving
me the opportunity to understand the company process and aerospace manufacturing sector in
depth and learn the work scenario through live work experience. He helped me at every stage
for the successful completion of my tasks and this report.

I am also thankful to my faculty mentor, Dr. Sayan Chakraborty, Professor, IBS

Hyderabad for his continuous support, mentoring and feedback.

I would like to thank my parents, family, and friends for their love and support during this
summer internship program, without which this wonderful learning experience would not
have been possible.

4
LIST OF ABBREVIATIONS

5
 TABLE OF CONTENTS

SI. NO TITLE PAGE NO

1 ABSTRACT 4

2 INTRODUCTION 5

3 ABOUT AEROSPACE SECTOR 6-7

4 ABOUT NUCON AEROSPACE PVT LTD 8-9

5 SERVICES OFFERED BY NUCON AEROSPACE PVT LTD 10-13

6 MAJOR CLIENTS OF NUCON AEROSPACE PVT LTD 14

7 MAJOR COMPETITORS OF NUCON AEROSPACE PVT LTD 15

8 MAIN TEXT (PROJECT- 1 & PROJECT- 2) 16-18

9 LIST OF TASK ALLOTED AND ACCOMPLISHMENTS 19-20

10 PROJECT ACTION PLAN 21

11 CONCLUSION 22

12 REFERENCES 23

6
 ABSTRACT

As a part of our MBA curriculum, I am currently doing my summer internship at Nucon

Aerospace Private Limited (NAPL) for a period of 12 weeks (23rd February 2022 to 12th May
2022). During this span of time, I was into the department of Quality Assurance where I
studied the importance of Quality Management Systems (QMS) - how the quality is
maintained by adapting to the continuous improvement, the quality management system
becomes more efficient and productive. In the quality, special emphasis is placed on fact-
based decision-making, using performance metrics like Department Matrix and Key
Performance Index to monitor progress; high levels of organizational communication are
promoted with the aim of maintaining employee engagement and ethics. When it comes to
aerospace and defence, there must not be any question of error. Mistakes in such industries
may lead to many concerning issues like delay in delivery or loss of lives at worst. So, to
avoid such mishaps, QMS oversees all the activities required to maintain the overall
operations of the organization which include quality policy determination, creation and
implementation of quality planning and assurance, quality control and quality improvement
measures. Perhaps no other industry is as concerned with security as the aerospace. Always
under public scrutiny, and with a small degree of error, strict quality control standards are
now considered standard in all aspects of this industry.

Starting with the basics of the Quality Management Systems, I was also assigned with the
ongoing project of Fuel Dump Valve (FDV) which helped me understand the overall
production and assembly procedures. In this project, I learned how the Quality Control and
Quality Assurance is performed for a particular project. The Quality Control as we know
ensures that the production and assembly maintains the desired quality according to the
customers. Meanwhile the Quality Assurance ensures that the final product is defect free with
no mistakes during the entire process. With the failure of one of its unit at the customer place,
it gave me the opportunity to brainstorm on the potential root cause, desired action plans
taken and the required improvements that need to be done. The analysis of the root cause
started with reviewing the assembly procedure check list, whether correct procedure is
maintained during assembly. Management also listed few causal elements which could be the
possible reason for the functional failure of the product. After few discussions among the
management, the root causes were identified and correct steps were undertaken and solutions
were implemented. Here, I will be covering about the Acceptance Test Procedure for
production of FDV, Quality Assurance Plan and different tests required for its production.

7
 INTRODUCTION

India is already a major market for commercial and defense aircraft. With the increase in
passenger traffic and rising military and defense costs, the demand for aircraft is expected to
grow steadily. India's aerospace industry is one of the fastest growing sectors in the entire
world. India is expected to become the 3rd largest airborne industry by 2020. The current
government has brought about significant policy changes over the past three years.

The summer internship program in NUCON Aerospace Private Limited is in accordance with
Quality Management Systems and the functional repair of Fuel Dump Valve (FDV). It is also
to understand the organization process and its working style. The task is to also recognize the
different way to increase the company’s productivity rate by maintaining the quality
procedures. Each individual department in this organization plays unique role in maintaining
the task of quality assurance across all the departments and projects.

OBJECTIVES

 Understanding the process of this aerospace parts manufacturing company.

 Getting involved in live project to understand the production parts from the raw
material to the finished part.

 Coordinating in each department and understand the detailed process of the

movement of the material from stage to stage.

 Studying the importance of Total Quality Management in every department and

organization.

 Analyzing and researching on the Acceptance Test Procedure for the necessary
improvements in the assembly procedure.

8
 ABOUT AEROSPACE SECTOR

The Aerospace and Defence sector in India is at an all-time high, considering the modern and
traditional systems developed by all three major military services in the world. The Ministry
of Defence in India has developed a comprehensive program to modernize obsolete
equipment through long-term surveillance programs, skills programs, skills roadmap and
revenue generation programs. India is one of the largest arms importing and defence
platforms, these three services, backed by special resource laws and institutions, have taken
on their own as 'Make in India' forecasts for hardware and infrastructure installed in their
enclosure.

The Indian government has also identified the Aerospace and Defence sector as a focal point
for the 'Make in India' program (i.e. 'Aatmanirbhar Bharat') and has taken serious steps to
advance the establishment of indigenous production infrastructure based on necessary
research and development ecosystem. This is well reflected in the major changes introduced
in the 2020 defence policy framework, which are now based on traditional production and
value addition. As India also opens its aerospace sector to participate in the private and
foreign sectors, this platform can help to establish long-term opportunities and relationships,
utilizing defence and environmental synergies.

As a critical sector critical to national security, the A & D sector is one of the most controlled
sectors in the Indian economy. Our team assists many senior defence players to navigate
through the linkages of various sector policies and regulations, including procurement policy,
import and export regulations and taxes. The Aerospace and Defence (A&D) market in India
is projected to reach approximately $ 70 billion by 2030 as momentum is expected to be
boosted by infrastructure development and government initiative.

History and Development of Aerospace Sector in India

Seth Walchand Hirachand founded the first aircraft firm, Hindustan Aircraft Limited, in
1940. Later, this business amalgamated with Aeronautics India Limited and Aircraft
Manufacturing Depot, Kanpur to establish Hindustan Aeronautics Limited, India's largest
aerospace corporation (HAL). HAL is a well-known, government-controlled company with
19 industrial units and nine R & D facilities spread over seven countries. HAL has
participated in a number of R&D programmes for both defence and civil aviation, as well as
playing a key role in India's space programmes. The Indian Institute of Science (IISc) began
offering a two-year postgraduate programme in aeronautical engineering in 1942. The
Aeronautical Society of India was founded in 1948, bringing together engineers,
professionals, and industrialists with the shared purpose of advancing the aerospace sector's
growth.

9
In 1958, the Defence Research & Development Organization was established with the merger
of the former Institute for Technical Development (Indian Army) and the Division of
Technology Development and Production and the Defence Science Organization. Today, the
organization has a network of more than 50 laboratories working on the development of
defence technologies that include fields such as aeronautics, weapons, electronics, combat
vehicles, engineering systems, weapons, arrows, advanced computer and simulation, and
specialized items. In 1959, National Aerospace Laboratories (NAL), Bangalore was
established as an institution under the auspices of the Indian Industrial Science and Research
Council (India's leading R&D industrial organization was established in 1942). In the mid-
1970's, NAL was a major player in Indian aviation and was one of the best-run national
laboratories in the CSIR. With the approval of India’s Light Combat Aircraft (LCA) project
in 1983, NAL strengthened its presence as a major player in the Indian space industry. India's
space program has also reached a critical level of maturity over the decade.

(Source- http://lifeofsoldiers.com/wp-content/uploads/2016/03/HAL_Airport_bangalore_1947.jpg

Prior to 2001, the aerospace and defence industries were reserved exclusively for PSUs. In
2001, the Government approved 100 percent domestic investment in the defence sector with
the acquisition of Industrial License (IL) and FDI of up to 26 percent conditional. Predicting
private investment has begun to attract more Indian companies to the sector. The rapid
growth of the sector has attracted international aerospace majors in India. All segments
within the aerospace show significant growth, including civil aviation, military aviation and
space research.

India's aviation industry has changed dramatically from its humble history of producing a
single aircraft to the design and development of the world's lightest aircraft. Marut HF-24 -
India's first supersonic fighter jet was built over a record 14 years. All Airbus or Boeing
aircraft manufactured today are partly made in India. Various private industries redefined
access to Indian aerospace capabilities. The factors that drive India’s growth are the private
sector and the government should make new efforts in developing MSMEs. India's space
industry is expected to beat all other regional rivals and emerge as the world's largest industry
by 2022.

10
 ABOUT NUCON AEROSPACE PRIVATE LIMITED (NAPL)

NUCON is an Indian company with experience in motion control systems that provides
industrial, archery, aerospace and space applications for the past 35 years. NUCON
technology includes Integrated System Precision Electro mechanical Control Systems,
Electro Pneumatic systems. NUCON has a team of more than 600 technically trained staff.
NUCON has established its own track record in the aerospace industry with its state of the art
technology.

The aerospace industry is one of the most sought-after and respected sites due to its large
commercial, industrial, and military portfolio. It is therefore important to have a company
that specialises in a rare and valuable domain such as aerospace. For the past two decades, a
highly efficient team with valuable work experience and technical expertise has been working
tirelessly to make NUCON a global brand. Today, at NUCON, it has raised its head as it has
gained the trust and reputation of customers because of the quality products it has brought
over the years.

(Source- http://www.nuconaerospace.com/ )

At NUCON, they aim to be leaders in competitions that compete with international standards
and showcase their skills to defence PSUs and export customers. With successful projects and
executions in the aerospace sector and security programs, they establish their market
initiatives with high efficiency and gain customer confidence. And it does not end there, as its
mental inclination has moved them to jump beyond what is said and done in the belief of
contributing to the world with their zeal.

At NUCON, they focus on two things that are most important to people and the process. They
have the right to create the best talents in the industry who not only have a heavy portfolio
but also have a passion for the job. It loves its people, and people love their work. NUCON is
prone to the process because they believe that focusing too much on the process results in the
best output, ensuring flawless execution with a penchant for detail.

11
VISION
The Company has been fulfilling its vision "To become a Global Top 10 company in
Motion Control Systems focusing primarily on Aerospace and Defence" by offering
innovative products to its customers worldwide. Setting industry benchmarks through quality
products and service offerings, NUCON Aerospace has under its umbrella a range of branded
products customized to meet specific user needs.

MISSION

NUCON Aerospace strives to achieve Stakeholder Satisfaction through, Technological

Innovation, Consistent Quality and Motivated Employees with the highest levels of Ethics &
Values.

VALUES

 Credibility
 Integrity
 Responsibility
 Precision

12
 SERVICES OFFERED BY NUCON AEROSPACE PVT LTD.

Focusing on customer-centricity, NUCON Aerospace has set up a manufacturing unit in

Nadergul, Hyderabad that offers a range of end-to-end services for the defence electronic
manufacturing sector. The team of experienced professionals, technicians, and engineers has
been working hard to make NUCON what it is now. The following are the four main wings in
which NUCON offers its service:

 Aerospace
 Space
 Naval
 Defence

I. AEROSPACE:

1. AVIONIC SYSTEM
One of NUCON's key skills lies in the field of electronics. NUCON has
developed a variety of electronic applications and has made a significant
contribution to PSU Defense.
i. Pyro Relay Unit
ii. PA System Cables

2. VALVES
NUCON has developed valves for the field of Space and Marine
i. Fuel Dump Valve (FDV)
ii. Proportional Valve
iii. Fuel Shut-off Valve (FSV)

3. INTEGRATED ELECTRO-MECHANICAL ASSEMBLIES

NUCON has developed electro-mechanical precision assemblies for aerospace
applications
i. Air Cooling Machine (ACM)

13
 4. MOTORS AND SERVO MOTORS
i. Brush DC Motor
ii. Brushless DC (BLDC) Motor

II. SPACE:
1. HIGH PRESSURE PNEUMATIC SYSTEMS
Information on pneumatic systems has become a major asset for NUCON
development. Designed and built by various High pressure pneumatic systems
worldwide, it is a traditional product and proven in the Indian Navy.
i. High Pressure Filter

2. ISRO PRODUCTS
The Polar Satellite Launch Vehicle (PSLV) is a third-generation Indian launch
vehicle. It is the first ever liquid stage vehicle launched by India.

3. NUCON SUPPLY
i. High precision valves for Engine Control for stage 1 and stage 4 Vikas
Engines
ii. Thrust control vector actuators
iii. Command System Module
iv. Launcher Control Systems
v. ISRO trained and certified soldering manpower
vi. High flow test facility checked by PESO (Indian safety body)

III. NAVAL:
1. HIGH PRESSURE PNEUMATIC SYSTEMS
i. High Pressure Filter
ii. Pressure Regulator
iii. Pressure Reducers
iv. High Pressure Dryer

14
 2. VALVES
i. Pressure Maintaining Valve
ii. Change Over Valves
iii. Expansion Valves
iv. Bypass Valves
v. Safety Relief Vales
vi. Gate- Opening Valves

IV. DEFENCE:
1. ACTUATION SYSTEMS
NUCON has been in the Actuation system for the past 40 years working for
defense PSUs across India and major OEMs around the world. The design of
various types of actuation products for different applications.
i. Electro Pneumatic Servo Actuator
ii. Integrated Pneumatic Servo
iii. Linear Electromechanical Actuator
iv. Integrated Electromechanical Actuator

2. VALVES
i. Pyro Valve, Air Charging Unit (ACU)
ii. Solenoid Valve

3. AVIONICS SYSTEMS
i. Power Distribution Unit
ii. Digital Controller
iii. Servo Control Unit
iv. Pneumatic Ejection System

4. CRITICAL MACHINED PARTS

i. Electro Optic & IR Positioning Products
ii. Flycatcher (Radar Positioning System)

15
 MAJOR CLIENTS OF NUCON AEROSPACE
NAPL is grateful to its customers who believe in them and helped them to enrich their skills.
The customer list speaks for itself that they represent everything by dedicating themselves to
the core of all interactions:

16
 MAJOR COMPETITORS OF NUCON AEROSPACE

TATA ADVANCE SYSTEMS

Tata Advanced Systems Limited (TASL), a wholly owned subsidiary of

Tata Sons, is a strategic division of TATA Group Aerospace and Defense.
TASL is an active and holding company. The TASL team quickly emerges
as a Defense and Aerospace player in India with suspended power and
proven delivery to the following locations.

SEC INDUSTRIES PVT LTD

Founded in 1954, SEC Industries has grown into a 300+ strong, world class
organization with a diverse presence in defense and aerospace engineering.
Starting operations with a building, a standard engineering center and a
commitment to excellence, the company gradually built on its strengths and
embarked on a path of growth from industrial structures to specialized building materials to
customized process machines to which, eighteen years ago, the SEC was fully committed to
production. of complex, disciplinary products in the Ground support area, Naval and
Airborne areas to protect the country and aerospace requirements.

VEM TECHNOLOGIES PVT LTD

VEM Technologies is a software solutions company for Aerospace,

Defense and Homeland Security systems. It focuses on research, design,
development, production, integration, integration and testing systems.
Unmanned Aerial Vehicles and Systems: A good market has been
established in the UAV / UAS and is accompanied by a head of integration
of systems and related testing facilities. Advanced Aerospace and Aviation Systems: VEM
has developed a good customer base for component systems and works closely with many
design systems as an integral part of Systems Surveillance Systems: A future component
specifically for Land, Naval & Airborne. applications that include Radar locations, Electro-
Optical Systems & Sensors with communication software. VEM has technical and trade
partnerships with a world leader with a proven track record, worldwide supporting and
building national security systems.

17
 MAIN TEXT

1. PROJECT- I

“QUALITY MANAGEMENT SYSTEMS (QMS)”

I got the opportunity of summer internship in NUCON Aerospace PVT LTD (NAPL). My
objective in this project is to study and analyze how the Quality Management Systems helps
aerospace industry to remain relevant to a highly competitive and growing market between
these and other transformations. As a result, the organization must learn to respond to these
changes in the industry. I will also be understanding and learning the various factors that
contribute to the successful implementation of QMS, investigate and understand the key
factors that make QMS work. The services they provide should ensure customer satisfaction
in an effort to maximize their profits over time. Safety, security, and compliance are just a
few of the many things that should be considered in order to meet these goals. Here, I will
learn how utilizing quality management tools and principles allow aerospace industry
organizations to adapt and respond to the changes and challenges they face.

Some of the factors that can affect quality management include failure of parts and materials
to build, maintenance, repair, and supply chains. Aerospace products must be considered in
quality management systems as it has unique life cycles. Using quality management systems
allows the company to deal with issues related to verification, component availability,
tracking, and records. Having the right programs will provide greater accuracy and
transparency. It makes it easier to deal with non-compliance issues and increases productivity
and efficiency within your organization.

Organizations that use quality management systems reap a wide range of benefits while
meeting customer and investor expectations. They have more understanding of the many
needs of their internal processes. A number of quality management systems also allow the
organization to identify many potential performance improvement opportunities that may be
overlooked. This can reduce unnecessary costs and lead to improved performance over time.

By taking advantage of the quality management system, the organization can improve the
products and services offered to customers. This increases their level of satisfaction and
contributes to the growth of your business.

Quality management systems ensure the full compliance of standards within the aerospace
industry. This gives you more insight into how you can improve your activities and reduce
waste. Responsiveness to changes in the aerospace industry and the implementation of
quality management systems are essential to the long-term success of your organization.
Utilizing the benefits offered by these programs keeps you at the forefront of the aerospace
industry and puts you in great success.
18
Thus, it can be said that quality is an important part of success in this global world and every
organization must take the necessary steps to produce quality products and services.

(QMS: Source- https://www.indiamart.com/proddetail/quality-management-systems-20201178255.html )

Now, I will be discussion on how the QMS is maintained in NUCON Aerospace PVT LTD
(NAPL).

I. INTRODUCTION:

NAPL, established in 2009 serves the commercial, industrial and military applications
in the field of aerospace. It is also expanded into the fields of Space and Avionics.
NAPL has been supplying integrated systems to various defence PSUs, DRDO labs
and ISRO.

II. QUALITY MANUAL:

A single source of documented information for the below description of the QMS -
1. General description of relevant interested parties
2. Scope of QMS, including boundaries and applications
3. Sequence and interaction of relevant process
4. Assignment of responsibilities and authorities for relevant process

It is prepared by Management Representative (MR) and approved by the CEO for

effective practices.

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III. PROCESS MANUAL:

It provides details of processes in the respective area which includes documents,

format, and records. It provides guidance to both management and operational
personnel for reviews and maintenance of QMS respectively.

IV. PRODUCT RANGE:

Major products of NAPL are -

1. Aerospace Systems: Control Actuation Systems, Missile Ejection Systems,
Control valves.
2. Missile Systems: Servo Control Systems, Missile Checkout Systems, Control
Actuation Systems, Precision Mechanical Assemblies etc.
3. Avionics: Electronic Relay Valve, Servo Control Units, On board computers,
Pyro Relay Unit, Power Distribution Unit, PCBs etc.
4. Space Applications: Flight Control and Thrust Control Systems, Precision
Control components.
5. Marine Application: Precision High Pressure Pneumatic Systems, High
Pressure Valves, Drivers and Filters.

V. MANUFACTURING/ INSPECTION FACILITIES:

1. CNC machining centres

2. TIG welding
3. Assembly, integration facilities
4. Cleanroom facility for high precision assemblies
5. Painting process
6. Coordinate Measuring Machine (CMM), Hardness testing machine
7. Environment testing like bump/ shock, vibration, thermal chamber, armored
room.

VI. MAJOR CUSTOMERS:

BDL- Hyderabad, RCI- Hyderabad, DRDL- Hyderabad, ADE- Hyderabad, ADE-

Bengaluru, Brahmos Aerospace- Hyderabad, HAL- Bengaluru, Defsys Solutions PVT
LTD, Rafael Advanced Defence Systems LTD, ISRO, Axiscades aerospace &
Technologies PVT LTD.

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 VII. PROCESS APPROACH:

NAPL has adopted the “Process Approach” when developing, implementing and
improving the effectiveness of QMS to enhance customer satisfaction by meeting
customer requirements. This approach will enable NAPL to enhance overall
performance of the company by effectively controlling the interrelationships and
interdependencies among QMS process. Management of process and systems as a
whole can be achieved using PDCA (Plan- Do- Check- Act) cycle with an overall
focus on risk based thinking aimed at taking advantage of opportunities and
preventing undesirable results.

The implantation of Process Approach in QMS enables:

1. Understanding and consistency with achieving customer specific requirements
2. Consideration of our process in terms of added values
3. Achievements of effective process performance
4. Improvement of process based on evaluation of data and information.

VIII. PLAN- DO- CHECK- ACT (PDCA) CYCLE:

ORG. & ITS CONTENT

SUPPORT

OPERATION
CUSTOMER
DO
SATISFACTION
PLAN

CUSTOMER
PERFORMANCE
PLANNING
EVALUATION
RESULTS OF QMS

ACT CHECK

NEEDS & EXPECTATION IMPROVEMENT

OF RELEVANT PRODUCT &
INTERESTED PARTIES SERVICES

21
IX. QUALITY MANAGEMENT PRINCIPLES (QMP):

Company has adopted and realized the benefits of Quality Management Principles
into daily act. The intent of Quality Management Principles is to provide:
1. Customer focus
2. Improvement
3. Leadership
4. Evidence- based decision making
5. Engagement of people
6. Relationship Management
7. Process approach

X. RISK BASED THINKING:

It is essential tool for achieving and maintaining an effective QMS. NAPL plans and
implements various actions to address risks and opportunity to maximize outcomes
including, but not limited to achieving improved results and preventing negative
effects of products and services and improved effectiveness of QMS.

XI. NORMATIVE REFERENCE:

SI. NO. REFERENCE NO. DESCRIPTION

1 SAE AS9102B
2 IS/ISO 10007:2017
3 ISO 9000:2015
4 ISO 9001:2015
Aerospace first article inspection required
Quality Management Systems- Guidelines for
Configuration Management
Quality management Systems- Fundamentals and
Vocabulary
Quality management Systems- Requirements

5 ISO 9004:2009 Managing

XII. QUALITY POLICY:

To enhance customer satisfaction by understanding and meeting their requirements

through continual improvement of Quality Management Systems.

22
 XIII. MANAGEMENT OBJECTIVES:

1. Enhance customer satisfaction through timely delivery of quality products

2. To train, motivate and encourage employees at all levels to participate in
quality and safety improvements
3. To drive continual improvements (Kaizen) culture through practicing of QMS
4. To involve supply partners in process of customer satisfaction

XIV. ORGANIZATIONAL CHART:

Executive Director

CGM

Sales & Marketing/ QC/MR HR, B1 & HR, B3 IT

B2

Business Development

SCM Domestic Production Domestic NPD Exports (A4) ME MACHINE

(A1+ Naval) (A2+A3) SHOP

MAINTENANCE

XV. ORGANIZATIONAL PROFILE:

1. SCOPE OF QMS:
i. External and Internal issues understanding context of organization
ii. Regulation of relevant interested parties understanding needs and
expectations
iii. Product and services of organization
iv. Manufacturing, assembly, testing for defence, space and aerospace
application.

23
2. QMS AND ITS PROCESS:

i. Determined input required and output expected from the process.

ii. Determined and applied the criteria and methods needed to ensure that
both operations and control of these processes are effective.
iii. Determine the sequence and interaction of these processes.
iv. Ensure availability of resources and information necessary to support
the operation and monitoring the process.
v. Address the risk and opportunities as determined in accordance with
requirements.
vi. Assigned responsibilities and authorities of these processes.
vii. Monitor measure while applicable and analyse these processes and
implement actions necessary to achieve planned results and continual
improvement.

Below are the processes which are practiced in NAPL:

1. Main process at NAPL are:

i. Manufacturing Engineering
ii. Human Resource (HR)
iii. Production (Machine Shop and Assembly)
iv. Quality
v. Sales and Marketing
vi. Material Management
vii. Stores
viii. Plant Maintenance
ix. Production Planning and Control (PPC)
x. Calibration
xi. Internal Audit
xii. Management Review Meetings
xiii. Corrective action
xiv. Continual Improvement
xv. Configuration Management
xvi. Customer Complaint Handling

24
 2. Process Interaction:

3. LEADERSHIP

Top management demonstrates leadership and commitment with respect to

QMS by –

i. Establishing quality policy and objectives compactable with the

context and strategic direction of organization and reviewing its
sustainability in the management review meetings at planned intervals

25
 ii. Providing direction to integrate QMS required into each business
process of the organization
iii. Supporting other relevant management roles to demonstrate their
leadership as it applies to their areas of responsibilities.

a. Customer Focus
b. Quality Policy:

 Appropriate to purpose and context of organization and

supports strategic direction
 Providing framework for setting quality objective
 Commitment to continually improve effectiveness of QMS

c. Roles, responsibilities and authorities:

Top Management assigned responsibilities and authorities for-

 Ensuring QMS conformation to requirement of
AS9100:2016
 Ensuring process are delivering their intended output
 Reporting on performance of QMS including opportunities
for improvement

d. Communicating Quality Policy:

Quality Policy is-

 Made available and maintained as documented information
 Communicated, understood and applied within the
organization by conducting awareness
 Available to relevant interest parties

4. QUALITY OBJECTIVES:

NAPL’s established quality objectives are –

i. Consistent with Quality Policy
ii. Measurable
iii. Considered applicable requirement
iv. Relevant to conformity of products and services and to enhance
customer satisfaction
v. Monitored, communicated and updated, as appropriate

26
 a. Quality Objective Planning:

While planning for achievement of quality objective, required

action plans are prepared, which contains what will be done, what
resources are required, who will be responsible, when it will be
completed and how results will be evaluated

5. SUPPORT:

i. People
ii. Infrastructure:
a. Buildings, workspace and associated utilities
b. Equipment including hardware and software
c. Transportation resources
d. Information and communication technology
iii. Operational environment
iv. Monitoring and measuring resources
v. Measurement traceability
vi. Competence
vii. Awareness
viii. Documented information

6. OPERATIONS:

i. Operation planning and control:

a. Determination of products and services required
b. Establishment criteria for process and acceptance of products
and services according to the nature of product and depending
on specific requirement
c. Determine resources needed to achieve conformity of timely
delivery of product and services
d. Determining, maintaining and retaining documented
information to the extent necessary
e. Determine process and resources to support use and
maintenance of products and services

ii. Operational Risk Management:

a. Assignment of responsibilities of risk management

27
 b. Identification, assessment, communication of risks through
operations
c. Acceptance of risks remaining after implementation of
mitigated actions

iii. Product Safety:

To assure product safety during entire product life cycle, it

includes-
a. Management of safety critical items
b. Analysis and reporting of occurred events affecting safety
c. Assessment of hazards and management of associated risks

iv. Prevention of counterfeit parts:

a. Verification and test methodologies to detect counterfeit

parts
b. Monitoring the counterfeit parts reporting from external
source
c. Quarantine and reporting of suspect/ defected counterfeit
parts

v. Configuration management:

It is done to ensure the identification and control of physical and

functional attributes throughout the product life cycle.

vi. Material management:

a. Customer communication
b. Requirement of product and services

vii. Control of external provided process, products and services

7. PRODUCTION AND SERVICE PROVISION:

Company has implemented production and service provision under controlled

condition. Controlled condition includes:
28
 i. Availability of documented information
ii. Availability and use of suitable monitoring and measuring resources
iii. Periodic revalidation
iv. Implementation of monitoring and measurement activities of
appropriate stages to verify criteria for control of process/ outputs, and
acceptance criteria for products and services
v. Implementation of actions to prevent human error
vi. Implementation of release, delivery and post-delivery act
vii. Establishment of criteria for workmanship
viii. Accountability for all products during production
ix. Control and monitoring identified critical items
x. Identification of in process inspection
xi. Availability of evidence that all production and inspection has been
completed as planned

8. PRESERVATION:

Company preserves output during production and services provision to the

extent necessary to ensure conformity to requirement. It includes –
i. Cleaning
ii. Prevention, detection and removal of foreign objects
iii. Special handling and storage for sensitive products
iv. Marking and labelling including safety warnings and cautions
v. Shelf life control and stock rotation
vi. Special handling and storage of hazardous materials

a. Release of products and services:

NAPL retains documented information on release of products and

services. The documents include –
 Evidence of conformity with acceptance criteria
 Traceability to persons authority of release

b. Control of Non- Conformity Product:

 Correction
 Segregation, containment, return/ suspension of provision
of products and services
 Inform customers
29
  Obtain authorization for acceptance under concession by
relevant authority

9. PERFORMANCE EVALUATION:

i. Monitoring, measurement , analysis and evaluation:

NAPL has determined the needs to be monitored; methods for
monitoring, measurement, analysis and evaluation needed to ensure
valid results; frequency for monitoring and measuring will be
performed; frequency to analyse and evaluate results from
monitoring and measurement.

ii. Customer satisfaction:

Monitoring customer perceptions of the degree to which their
needs and expectations have been fulfilled by resolving customer
complaints, communicating directly with customers, questionnaires
and surveys, reports from customer organization and compliments.

iii. Analysis and evaluation:

Result of analysis is used to evaluate conformity of products and
services, degree of customer satisfaction, performance and
effectiveness of QMS, if planning has been implemented
effectively, effectiveness of actions taken to address risks and
opportunities, performance of suppliers and need for improvement
of QMS.

iv. Internal audit:

Done once in 6 months as per the plan by Management

Representative to provide information on conformance of QMS
with regards to –
a. Company’s own requirement and international standards
b. Effectiveness of implementation

v. Management review inputs:

a. Status of action from previous reviews

b. Changes in external and internal issues relevant to QMS
c. Information on performance and effectiveness of QMS

30
 vi. Management review outputs

a. Opportunities for improvement

b. Need for changes to QMS
c. Resource needs
d. Identification of risks

10. IMPROVEMENTS:

i. Improving products and services to meet requirement as to address

future needs and expectations
ii. Correcting, preventing or reducing undesired effects
iii. Improving performance and effectiveness of QMS

a. Non- conformity and corrective actions:

When non- conformity occurs including any arising from

complaints, company shall:
 React to non- conformity and as applicable –
a. Act to control and correct it
b. Deals with consequences
 Evaluate needs for action to eliminate causes of non-
conformation order that it doesn’t reoccur elsewhere

b. NAPL retains documented information as evidence of:

 Nature of non- conformities and any subsequent actions

 Results of any corrective actions

c. Continual improvement:

NAPL continually strives to improve suitability, adequacy and

effectiveness of QMS with the result of analysis and evaluation and
the output from management review to determine if there are
needs/ opportunities that can be addressed as a part of continual
development.

31
 11. STATUTORY COMPLIANCES AND REGULATORY
REQUIREMENTS:

REGULATION AUTHORITY RESPONSIBLE

Factory License (Nadergul) GOVT. OF TS Manager - HR

Factory License (Balanagar) GOVT. OF TS Manager - HR

Form GST REG-06 registration Sr. Commercial

GOVT. OF INDIA
certificate Executive

Provident Fund Commissioner Provident Fund Manager - HR

Employee State Insurance

ESI Corp. Manager - HR
Corporation (ESIC)

Entrepreneurs Memorandum no-

Small scale industries – Part I, Sr. Executive
ABCD (DOI= 13/02/2015) (Govt. of
Form no- XXXXXX (Nadergul) Marketing
TS dept. of industries)

Entrepreneurs Memorandum no-

Small scale industries – Part I, Sr. Executive
PQRS (DOI= 13/02/2015) (Govt. of
Form no- XXXXXX (Balanagar) Marketing
TS dept. of industries)
Import/ export advance
GOI, Directorate Gen. of Foreign Sr. Commercial
authorization Trade (Auth. No- EFG) Executive

GOI, Directorate Gen. of Sr. Commercial

Import/ export advance Foreign Trade (Auth. No- Executive
authorization HIJ)

32
12. DEPARTMENT PROCESS FLOW CHART (QUALITY)

Legend:

BO- Bought Out; R/W- Rework; R/J- Rejection; FG- Finished Goods

33
13. PROCEDURE FOR QUALITY:

i. Purpose: To explain sequence of activities/ process to be followed for

conducting Quality Inspections.

ii. Scope: Cover all activities of Quality department

iii. Responsibility: HOD- Quality

iv. Procedure:

a. Incoming Inspection – It is carried out by company as per work

instructions for incoming inspection/ raw material inspection and
records inspection data in incoming inspection report.

b. In Process Inspection – It is carried out using calibrated

instruments/ gauges as per frequency defined in Inspection Plan.

c. Final Inspection – All inspection reports to be sent to customer

whenever specified. However, a copy of the same will be
maintained by NAPL for future reference and traceability. All
testing activities are carried out by NAPL as per quality plan/
inspection plans per work instruction for Assembly Quality.

v. Calibration: Carried out as per work instructions for calibration.

vi. Special process validation and inspection: Carried out as per work
instructions for calibration.

vii. Customer complaints: Handled as per work instructions for calibration

34
 14. QUALITY PROCESS SHEET:

PROCESS NAME QUALITY

 Products/ parts ready for inspection
 Skilled manpower
 Drawings
PROCESS INPUT
 Work instructions
 Measuring & test equipment
 Inspection plans/ Quality Assurance Plans
 Conformance status of parts inspected
PROCESS OUTPUT
 Inspection & test reports
PROCESS MEASUREMENTS  Online inspection
(INDICATOR)  Zero customer complaints
PROCESS RESPONSIBILITY HOD- QC

35
 2. PROJECT – II

“STUDY ON FUNCTIONAL REFORMS OF FUEL DUMP VALVE

(FDV)”

In this project, I will be studying on the functionality and assembly procedures of Fuel Dump
Valve (FDV) in details and then I will be brainstorming into the root cause of the functional
repair, its possible reasons and will suggest preventive measures and the desired
improvements that can be undertaken to avoid such risks in future. The work should be clear,
concise and concrete. Some of the reasons why there could be error in any project are as
follows:

 Complexity
 Operational
 Organizational
 Scheduling
 Technology

After interacting with the team, I went through the Quality Assurance Procedures, Assembly
Process Sheet, Acceptance Test Procedures and Assembly Check List, where I found few
improvements that needs to be made and suggested the same to the management. I was
assigned to prepare a presentation highlighting upon the root cause, possible reasons,
preventive measures and improvements to be made. Now, I will be discussing on how the
role of Quality Assurance and Quality Control for any particular project. Here, I will cover
what are the procedures, requisites and the process of production and assembly with the help
of Acceptance Test Procedure (ATP).

ACCEPTANCE TEST PROCEDURES (ATP) FOR PRODUCTION OF FDV

I. SCOPE:
ATP for FDV is used in the fuel system of Advanced Light Helicopter (ALH).

II. DESCRIPTION:
FDV is to dump the fuel from fuel tank by gravity during flight. Fuel system of the
ALH consists of 3 main tanks which are interconnected at bottom. FDV shall be
installed in front main tank to dump maximum amount of fuel during flight.

36
 (Fuel Dump Valve: Source- QAP Manual)

III. TECHNICAL SPECIFICATIONS:

FDV is intended to be used in fuel tanks to dump the fuel. It consists of 3 major sub-
assemblies namely – elbow, valve and drive unit.

IV. REFERENCE DOCUMENTS:

1. TECHNICAL DOCUMENTS –
i. Technical Specification – FDV
ii. Qualification Test Procedure for FDV
iii. Qualification Test Report for FDV
iv. Drawing Applicability list
v. Bill of materials
vi. Provisional clearance
vii. Provisional clearance applicability extension for customer

2. STANDARDS –
i. Environmental Stress Screening (ESS) for electronics equipment
ii. Quality Directives – Inspection for electrical and mechanical
components
iii. Standard Formats – Directive on ATP standard template

37
3. QA FLOW PROCESS CHART -

38
V. ACCEPTANCE TEST SCHEDULE:

Inspection required and procedure for quality assessment of item is given under.
These tests have been identified considering functional critically and operational
environment of the launcher with the Aircraft.

1. VISUAL INSPECTION:

The parts to be visually inspected for any defects, cracks, dent works and
corrosion parts to be rejected.

2. COMPONENT DIMENSIONAL CHECK AND MASS MEASUREMENT

i. FDV components shall be checked for all dimensions as per drawings

and dimensional report to be properly maintained.
ii. Weight of individual component shall be checked and recorded as
mentioned in the drawing in which it should not exceed drawing
limits.

39
 3. SUB- ASSEMBLY LEVEL TEST:

i. Performance Test for Motor

a. Insulation Resistance Checks
b. Speed Measurement
c. Back- EMF constant calculations

Note: All the above performance checks have the respective test specifications and
acceptance value/ acceptance criteria according to the R&D and customers.

4. ASSEMBLY LEVEL TEST: After assembly level checks FDV will be

assembled as per assembly procedures.

i. Electrical wiring, Insulation resistance.

ii. Leakage test – Test should be done according to the given procedures.
a. Crash Pressure Range:
 Acceptance criteria: No leakage of fluid from the valve
when pressure is held for t min.

iii. Dry mode functional test – The valve functioning is checked in dry
mode for different configuration of motor.

iv. Environmental Stress Screening (ESS) test

a. Vibration test prior to thermal cycle - Vibration test on FDV as

per vibration profile for t min/axis on all 3 axes, the valve is
hard mounted to vibration table.

 Objective – To confirm ability of FDV to withstand the

environment of vibration as per following spectrum of
test specifications.

 Performance check – Before and after the test, visual

examination for damage/ cracks, loosening of fasteners
on FDV needs to be done.

40
  Test procedure –
 Inspect test items to establish pre- test criteria
such as visual inspection for cracks.
 Mount test item on vibration equipment using
vibration fixture.
 Expose test items to test level and test duration
as specified.

 Acceptance criteria –
 Carry out visual inspection, loosening and
damage of parts after vibration test is not
acceptable.
 There should not be any abnormalities during
the test.

b. Thermal Cycle –

 Test description – Vibration test must be carried out as

per the given procedure.

c. Vibration test post thermal cycle – (Same procedure as

Vibration test prior to thermal cycle)

Note: After the completion of all post acceptance tests, FDV assembly is to be checked
visually for any loosening and damage of parts after vibration test. There should also be no
abnormalities.

d. Post functional check - The valve functioning is checked in dry

mode for different configuration of motor.

v. Leakage test – Test should be done according to the given procedures.

a. Normal Pressure Range:
 Acceptance criteria: No leakage of fluid from the valve
when pressure is held for t min.

vi. Valve functional test –

Function of FDV to be evaluated based on response time and current
consumption. Test will be conducted with DM water at a head of ##
41
 mm. Operate valve by giving **V DC supply voltage and performance
will be evaluated.
 Acceptance criteria: No leakage from valve when
pressure is held for t min.

vii. Flow Rate test – It is done to ensure that the desired dump value is
achieved with the given voltage and current input.

5. REPORTS: Dimensional reports for all individual components are prepared.

Following reports are furnished along with each FDV –

i. Certificate of Conformance (COC) certificate for all bought out items

ii. Raw material reports for machined parts
iii. Consolidated pre- inspection report to be submitted by vendor during
final inspection
iv. Calibration certificates of all instruments used during fabrication/
testing to be done in line with National/ International standards.
Calibration agency should have NABL accreditation and this
calibration reports will be verified by customers.
v. Defective investigation report
vi. Pre- inspection report on FDV
vii. COC
viii. Acceptance Test Report (ATR)

42
 QUALITY ASSURANCE PLAN (QAP) FOR PRODUCTION OF FDV

I. INTRODUCTION: (Same as in ATP)

II. SCOPE: To formulate QAP and procedure for qualifying raw material and
components of FDV
III. TECHNICAL SPECIFICATION:
1. Manufacturer – M/S NUCON Aerospace
2. Body Material – Aluminium

Note: Other specifications cannot be shared according to company security reasons.

IV. QUALITY ASSURANCE MATRIX (QAM):

1. QAM of Raw Materials -

TYPE OF CONDITIO TYPE OF QUANTUM FORMAT OF INSPECTION REM-

MATERIAL N CHECK OF CHECK RECORD(TEST AGENCY ARK
CERTFICATE) NUCO-N HAL S
QC QC
Visual, Samples DIR, COC, TC P, V, R, P, V,
Hardness, taken to test W R, W
UT,
Chem.,
Mech.,
Tensile
Strength
Legend:

P- Perform Test & Inspection; V- Visual Inspection; R- Review of Reports; W- Witness; TC- Test
Certificate; DIR- Dimensions Inspection Report; COC- Certificate of Compliance

2. QAM of Components – ( Same as QAM of Raw Materials)

3. QAM of Bought out items
4. QAM of FDV Assembly

a. FDV assembly carried out as per FDV assembly procedure and Check
List
b. FDV testing carried out as per ATP of production of FDV.

43
 V. IDENTIFICATION, TRACEABILITY AND PACKAGING PROCEDURE:

1. Unit will be given tag indicating status as accepted/ rejected

2. Packaging carried out as per Standard Operating Procedure for FDV packing

VI. CALIBRATION POLICY:

All instruments and equipment used for FDV are calibrated in accordance with
AS9100 standards. All instruments issued in machine shop will carry sticker
indicating their calibration due date. Labs from which calibration is done are
accredited by NAPL.

VII. FIRST ARTICLE INSPECTION:

AS9102 standard will be used as guidelines for performing FAI or as per customer
required standards. FAI will be conducted on 1st priority basis for production run.

VIII. CONTROL OF NON- CONFORMANCE:

If any deviations ae observed during inspection, it will be recorded in NC report. The

NCs will be submitted to customers for further processing. Corrective action report
also is submitted to customer. Correction is carried out and verified by Quality
Inspector and the NC raised during inspection will be analysed, corrective and
preventive action will be taken.

44
 ANNEXURE

1. CERTIFICATE OF COMPLIANCES (COC) FOR BOUGHT-OUT ITEMS

2. PRE- INSPECTION REPORT

45
3. ACCEPTANCE TEST REPORT

4. ROUTE CARD

46
5. DIMENSIONAL INSPECTION PLAN

6. FINAL INSPECTION

47
7. NON- CONFORMANCE (NC) – (REJECTION/ REWORK) REPORT

8. CERTIFICATE OF COMPLIANCES (COC)

48
9. PRODUCT TRACABILITY STRUCTURE

CUSTOMER

COC FINAL REPORT WITH COC

FINISHED GOODS STORES

CTR
PROCESS CHECK SHEET

ASSEMBLY & TESTING

CTR DIR

INSPECTION

CTR ROUTE CARD

MACHINING

MTR
MTN/ YTN
R
STORES

MTR MTR
R
INWARD

LOT NO/ HEAT NO COC

RAW MATERIALS & B/O SUPPLIER

Legend:
MTR- Material Traceability Record; MTN/ YTN- Material Transfer Note; CTR- Component
Traceability Record

49
 VALUE ADDITION/ RECOMMENDATIONS FOR FDV

 Vacuum Heat treatment process for limit switches to maintain uniform temperature to avoid
deformations during testing.

 Designed a special tool to use for opening of poppet cover.

 Designed a fixture for maintaining the limit switch angles before and after the heat treatment
process.

50
 COMPLAINT HANDLING

COMPLAINTS

INTERNAL/ EXTERNAL

NCR 5 WHY 8D ANALYSIS QCC 7 STEPS

(48 HRS) ANALYSIS (15-30 DAYS) ANALYSIS
(48 HRS) (3-4 MONTHS)

The first rule of quality is to do it right the first time, but even after many efforts, things do
not go well. Though it is a fact that services occur in the interaction between the company
and the customer, it may also lead to special quality management problems resulting in
service delivery, errors, and failures. Managing customer complaints is one of the most
important determinants of customer satisfaction and their decision to stay with the
organization. A complaint is defined as an expression of dissatisfaction that is passed on to an
organisation regarding its products. Thus, organisations that do not take customer complaints
seriously will soon lose their customers.

Customer complaints are indicators of the level of satisfaction with product or service quality.
Research shows that organisations with active grievances enjoy a high level of customer
loyalty. It is argued that unless the decision makers understand the consumer complaints
process and appreciate the return on the complaint, they will not be able to see the strength of
the relationship between complaint handling, honesty and profitability. In today's highly
competitive environment, large companies are increasingly concerned about obtaining
information on customer satisfaction and loyalty. Customer loyalty is the answer to a
company's actions as customers decide to continue with the organisation in terms of its ability
to provide what customers need and want. Customer satisfaction has been considered as a
factor in itself and a decision of honesty.

Understanding the quality of service and its impact on customer satisfaction is crucial in
identifying major grievances in the aerospace and defence industry. Various levels of service
quality analysis are essential to assess the quality of the grievance redressal system. So, now I
will be discussing on some of the techniques/ analysis/ steps to handle the complaints so as to
satisfy the customers which are as follows:

51
  NON- CONFORMANCE REPORT (NCR) – An NCR is a document that
specifies deviations from specifications or work that fails to meet quality standards.
The non-compliance report should include at least the following information: the
main reason for the NCR or what went wrong, why the work did not meet the
criteria, what could be done to prevent the problem from recurring, a description of
remedial action taken by key members in the NCR, and how the specifications were
affected by the NCR. The report needs to be submitted to the customers within 48
hours of the complaint.

 5 WHY ANALYSIS - Root-source analysis (RCA) is a common process to find the

source of a business problem. While there are many RCA problem-solving strategies,
one popular and easy method is 5 Whys. Performing a 5 Whys analysis is one of the
most effective ways to identify the root of the problem and ensure that steps are taken
to prevent it from happening again. This can be done by following a simple process as
follows: Assemble the team involved -> Problem defined -> First ask WHY -> Ask
WHY 4 more times -> Address the root cause -> Take necessary measures. The report
needs to be submitted to the customers within 48 hours of the complaint.

(Source- https://www.taproot.com/best-5-why-examples/ )

 8 D ANALYSIS - The 8D problem-solving process is a detailed, team-oriented

approach to problem-solving in the production process. The objectives of this
approach are to identify the root of the problem, to improve consumer protection
measures, and to take remedial action to prevent similar problems in the future. The
power of the 8D process lies in its structure, discipline, and function. The 8D uses a
composite method, using the best methods from the various available methods. It is a
problem solver that drives system change and improves the entire process to avoid not
only the existing problem but also other problems that may be caused by system
failure. The report needs to be submitted to the customers between 15-30 days of the
complaint.

52
 (Source - https://www.whatissixsigma.net/wp-content/uploads/2014/01/8D-Report-Figure1.png )

 QCC 7 STEP ANALYSIS – Seven QC tools are used to collect, compile, analyze,
translate, and report data. The data reported thus is used to identify various current or
potential problems with product quality. Reported data is also used to improve
processes. These rules are called "basic" as a person with a basic or very basic
mathematical understanding can use the tools and can be used to solve a variety of
quality-related problems. These 7 QC tools are essential for improving the product
process and quality.

The 7 basic tools are as follows-

i. Cause and effect diagram ( Fishbone diagram)
ii. Check sheets
iii. Control charts
iv. Histogram
v. Pareto diagram
vi. Scattered diagram
vii. Stratification

(Source - https://blog.masterofproject.com/7-qc-tools-six-sigma-projects/ )

SWOT ANALYSIS
53
India's aerospace industry is in a stage of rapid growth. The Indian aerospace industry is
mainly supported by public sector units (PSUs) and has been promoted by the Indian
government for a few decades. In recent times, there has been an increasing debate over the
identification of bottle necks, which are delaying the expected boosting up of the aerospace
industry in India. The analysis of Strengths, Weaknesses, Opportunities, and Threats (SWOT)
is attempted at this stage to present the current situation and future prospects of NAPL.

(Source- https://bow-now.com/media/column/swot_analysis )

STRENGTHS:
 Large pool of skilled, talented and proficient man force in all respective fields and
designations
 Many small scale industries contributing to the organization
 Government and PSUs robust support
 Strong relations with many reputed national and international defence sector clients
supported by good number of orders
 Utilization of advanced technologies and machineries which manufactures unique and
precise assembled products
 Serves to four major wings – aerospace, space, defence and naval
 Many mergers and acquisitions with win- win situation for both companies

WEAKNESSES:

 Modest financial profile

 Elongated working capital leading to higher inventory costs
 Modest liquidity
 Non- availability of institutional finance

OPPORTUNITIES:

54
  Expansion
 Technological innovations due to advanced R&D labs
 International markets and trades for export of products
 Many government initiations supporting the aerospace and defence sectors of India

THREATS:

 Cyber securities
 Unpredictable success rates
 Debt and pressure from investors
 Threats to natural resources and environment
 Economic recession
 Time for product development cycle is more
 Competitors venturing to tier-1 and tier-2 segments

LIST OF TASKS ALLOTED AND ACCOMPLISHMENTS

55
  For the first week of internship, we organized SAFETY WEEK at NAPL. The
main objective was to make sure the technicians, workers; employees understand
the importance of safety when they are working near heavy machinery.
 During safety week we had the opportunity to interact with different department
HOD’s say Production, Quality, Projects, Global Projects, PPC (Process Planning
Control), Business development, CEO, CFO and asked them to speak something
about safety practices in their departments and protocols to be followed.
 Organized a competition for all the employees at NAPL, where they can submit
safety slogan and posters.
 Co-ordinated with HR department and I had to purchase Mementos, for the best
safety slogan and poster for Safety week.
 Coordinated and organized woman’s day at NAPL. Primary objective is to
emphasize on women's rights movement and brings attention to several issues such
as gender equality, reproductive rights, and violence against women.
 Studied on the Total Quality Management across the departments and how the
overall quality is maintained.
 Analyzed the Department Procedure Sheet, Process Flow Charts and Process
Approach to maintain the quality management system. 
 Brainstormed on the FDV’s functional repair and prepared a presentation
highlighting the major issues and the required solution.

Safety Week at NUCON Aerospace

• We were a team of 4 people and we were allotted a task to conduct the 51st
National safety week activity for the company, this is not done before in the
organization, this activity was new to all and was carried out to create
awareness among the employees and the operators about the importance of
safety.
• We started this activity by creating posters about safety for each categories
needed in the manufacturing company, The posters are in such a way so that it
clearly explains how safety measures must be carried out during working hours.
It was combination of text and write ups to make even the lay man understand
better.
• To make it more significant and thoughtful we requested the top level
management people to say slogans, recorded and made a short video for 2
minutes. By making this video it was not only shared among the company but
it got shared to other customers, clients and employee family members which
impacted them more to understand safety importance as never before in the
organization.
56
• We also conducted a safety week competition among all the employees to
make them realize that safety is the most important area to follow and which
will be more impactful when the - entire operators and employee tend to follow
it.

• The result of the safety week was announced and given trophies for the particular
department to motivate them for their effort of participation.

 Above are photos of the swearing-in ceremony during the NAPL security week
celebrations. Importantly, it is a way for an official to make a public commitment to
the duties, responsibilities, and obligations associated with being in office.

PROJECT ACTION PLAN

57
SI. DATE TOPIC STATUS
NO.

25-02-2022
Safety week planning,
01 TO organizing and COMPLETED
implementation
05-03-2022

07-03-2022
Woman’s day planning,
02 TO organizing and COMPLETED
implementation
08-03-2022

10-03-2022
Started project in Quality
03 TO Assurance Department COMPLETED
understanding the overall process
11-05-2022

28-03-2022

04 TO PROJECT ON TQM COMPLETED

11-05-2022

04-04-2022 PRESENTATION ON FDV

FUNCTIONAL REFORMS
05 TO MENTIONING ITS ROOT CAUSE COMPLETED
AND REQUIRED
11-05-2022
IMPROVEMENTS TO BE MADE

PROJECT ON FDV
10-03-2022

06 TO  RESEARCH ON
HEAT TREATMENT COMPLETED
11-05-2022 PROCESS
 HAND TOOL DESIGN

CONCLUSION

58
In the most expensive sectors, such as aerospace, government and industry organisations play
an important role in supporting the industry and promoting its development of a wide range
of critical skills, technologies, and providers. India's position in the world rankings means the
Indian space industry is ready to grow. There are many factors in favour of this. With a high
demand for space in aircraft and stringent security requirements, India is one of the most
important buyers of space equipment. The same is true of all related repair and maintenance
services. India also has a strong competitive advantage in the acquisition of low-cost
engineering and a pool of skilled workers. Finally, it should be noted that the competitive
advantage of India is at the highest level of professional engineering, especially in
construction, development, and testing. In order to reap the long-term benefits of a
competitive environment, it is important for those entering the Indian aerospace industry to
work on a system that quickly shifts them from "production to printing" to "design to
produce." This means that, while they may begin with licenced production and the necessary
technology transfer, they should finish the development/development in a joint design,
development, and production.

Thus, QMS oversees all the activities required to maintain the desired high level of
maintenance within the business and its operations. These include quality policy
determination, the creation and implementation of quality planning and assurance, quality
control, and quality improvement measures.

REFERENCES

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1. https://home.kpmg/in/en/home/industries/aerospace-and-defence.html
2. https://www.lifeofsoldiers.com/2016/03/14/history-of-the-blooming-indian-
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industry-091211.pdf
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10. https://www.whizlabs.com/blog/project-management-techniques-to-avoid-project-
failure/
11. https://www.infomerics.com/admin/uploads/PR-NAPL-02-07-21.pdf
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issue-844987
13. https://www.masterclass.com/articles/how-to-use-the-5-whys-technique-for-a-root-
cause-analysis
14. https://quality-one.com/8d/
15. https://www.apifirst.in/2020/04/18/7-basic-quality-control-qc-tools-steps-to-process-
improvement/
16. https://techqualitypedia.com/7-qc-tools/
17. https://www.researchgate.net/publication/306926547_Aerospace_industry_of_India_
Analysis_of_strengths_weaknesses_opportunities_and_threats
18. https://www.infomerics.com/admin/uploads/PR-NAPL-02-07-21.pdf
19. https://www.myiem.org.my/assets/download/02Sep2009.pdf
20. https://www.emerald.com/insight/content/doi/10.1108/TQM-01-2012-0009/full/html

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