A STUDY ON LEAN MANUFACTURING IN BALAJI CABLE

AND AUTO COMPONENTS

Project Report submitted
in partial fulfilment of the requirements
for the award of

BACHELOR OF BUSINESS ADMINISTRATION

Submitted by

AJAY RAGHAVENDRA

EA2151001010005

Under the guidance of

Dr. VEENA CHRISTY

Assistant Professor

SRM Institute of Science and Technology

Kattankulathur

JUNE 2024
 ACKNOWLEDGEMENT

I am pleased to acknowledge my sincere thanks to Board of Management of SRM Institute

of Science and Technology for their kind encouragement in doing this project and for
completing it successfully. I am grateful to them.

I convey my thanks to Dr. Manoranjan Pon. Ram, Director, Directorate of Online Education
for providing me necessary support at the right time during the progressive reviews.

I would like to express my sincere and deep sense of gratitude to my Internal Project Guide
Dr. Veena Christy, for her constant support and encouragement during the advancement of
my project work.

I am extremely grateful to Umesh, for enabling me to work on my project at Balaij cable and
auto components and for his valuable guidance, suggestions, and constant encouragement
which actually paved way for the successful completion of my Project work.

I wish to express my thanks to all Teaching and Non-teaching staff members of SRMIST, who
were helpful in many ways for the completion of my project.

I would like to thank everybody who helped me in submitting my project report

successfully.

(Signature of student)

Name of Student
 DECLARATION

I, AJAY RAGHAVENDRA (EA2151001010005), hereby declare that the Project Report

entitled “A STUDY ON LEAN MANUFACTURING IN BALAJI CABLE AND AUTO
COMPONENTS” was done by me under the guidance of Dr. Veena Christy at the Directorate
of Online Education, SRM Institute of Science and Technology, Chennai and submitted in
partial fulfilment of the requirements to be awarded the Bachelor of Business Administration
degree. “It is my genuine project work.”

DATE:

PLACE:

(Signature of student)

Name of Student
 CERTIFICATE

This is to certify that Ajay Raghavendra and EA2151001010005 student of

Directorate of online education , SRM Institute of Science and Technology has successfully
completed the project titled under the guidance of Dr.Veena Christy, in partial fulfilment of
the requirement for the award of degree of “Bachelor of Business Administration” in the
academic year 2023 – 2024.

Name & Signature of the Guide Name & Signature of the Director
Dr.Ve e n a C h r i s t y Dr. Manoranjan Pon. Ram

Signature of Internal Examiner Signature of External Examiner

Date:
Place: Kattankulathur
Ref: BCAC/SRM/2324/26 Date: 25/04/2024

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Mr. AJAY RAGHAVENDRA , Registration number EA2151001010005

student of SRM UNIVERSITY has successfully completed his final semester project on A STUDY
ON LEAN MANUFACTURING IN BALAJI CABLE AND AUTO COMPONENTS from 25/02/2024
to 25/04/2024.

We wish him good luck on completion of the project with us.

With Best Regards,

For Balaji cable and auto components

MALARVANNAN S
CHAPTER CONTENTS PAGE
NO. NO.

List of tables

List of chart

Synopsis 12

Ⅰ Introduction 13

1.1 Concept introduction 13

1.2 Industry Profile 21

1.3 Company profile 23

Ⅱ Objectives of study 32

Ⅲ Literature review 33

Ⅳ Research methodology 37

Ⅴ Analysis and interpretation 40

Ⅵ Statistical analysis 104

Ⅶ Findings 108

Ⅷ Conclusion 110

Ⅸ Suggestions 111

References and bibliography 114

Appendices
Questionnaire 115
 LIST OF TABLES

TABLE NO. TITLE PAGE

Table Showing… NO.
1 Table showing the age of respondents 40
2 Table Showing Gender of Respondents 42
3 Table showing educational qualification of respondents 44
4 Table Showing Monthly Income of Respondents 46
5 Table Showing Work Experience of Respondents 48
6 Table showing responses in quality management system 50
7 Table showing the availability of quality manual 52
8 Table showing the personnel for quality management 54
9 Table showing the authority to change quality of the product 56
10 Table showing the Likert scale on record maintenance 58
11 Table showing the attainable representative of the company 60
11.a Table showing whether the responsibilities are determined 62
12 Table showing the Likert scale on checking supply goods 64
13 Table showing the purchase of store stock according to 66
requirements
13.a Table showing the usual state in purchase store stock 68
14 Table showing whether the roles are well defined in the company 70
15 Table showing the Likert scale on complaints and queries 72
16 Table showing on whether the induction trainings are given 74
17 Table showing whether additional technical training are given 76
17.a Table showing methods to be followed 78
18 Table showing the Likert scale on additional trainings 80
19 Table showing whether the design are pre planned 82
20 Table showing whether the respondents can identify the product 84
21 Table showing Likert scale on conforming and non-conforming 86
products
22 Table showing whether the quality of product maintained 88
23 Table showing in house manufacturing 90
24 Table showing safety standards 92
25 Table showing achieving quality of product before deadline 94
26 Table showing the short comings in manufacturing 96
27 Table showing whether material checked by the representative 98
28 Table showing the rankings of suggestions 100
29 Table showing the overall manufacturing process 102
30 Table of observed value 104
31 Table of expected value 104
32 Calculation of X2 105
33 Table of observed value 106
34 Table of expected value 107
35 Calculation of X2 107
 LIST OF CHARTS

CHART TITLE PAGE

NO. NO.
1 Chart showing the age of respondents 41

2 Gender wise classification chart 43

3 Classification of education qualification 45

4 Classification based on salary 47

5 Classification based on work experience 49

6 Chart categorized based on the responses of the respondents 51

7 Chart showing the presence of quality manual 53

8 Showing the availability personnel for quality management 55

9 Showing the independence of decision making on product quality 57

10 Showing the Likert scale on record maintenance 59

11 Chart showing the attainable representative of the company 61

11.a Chart showing whether the responsibilities are determined 63

12 Chart showing the Likert scale on checking supply goods 65

13 Chart showing the purchase of store stock according to 67

requirements
13.a Chart showing the usual circumstance in purchase of the store 69
stock
14 Chart showing whether the roles are well defined in the company 71

15 Chart showing the Likert scale on complaints and queries 73

16 Chart showing on whether the induction trainings are given 75

17 Chart showing whether additional technical trainings are given 77

17.a Chart showing methods to be followed 79

18 Chart showing the Likert scale on additional trainings 81

19 Chart showing whether the designs are pre planned 83

20 Chart showing whether the respondents can identify the product 85

21 Chart showing the Likert scale on conforming and non-conforming 87

products
22 Chart showing whether the quality of product maintained 89
23 Chart showing in house manufacturing 91

24 Chart showing the safety standards 93

25 Chart showing achieving quality of product before deadline 95

26 Chart showing the short comings in manufacturing 97

27 Chart showing whether material checked by the representative 99

28 Chart showing the rankings of suggestions by the respondents 101

29 Chart showing the overall manufacturing process 103

30 Chart showing calculation of x2 105

 SYNOPSIS

Lean manufacturing is the optimal way of producing goods through the removal of waste
and implementing flow, as opposed to batch processing. Lean manufacturing is a generic
process management philosophy derived mostly from Toyota and focuses mainly on reduction
of the seven wastes originally identified by Toyota.

Lean manufacturing is focused on getting the right things, to the right place, at the right
time, in the right quantity to achieve perfect work flow while minimizing waste and being
flexible and able to change. All these concepts have to be understood, appreciated and
embraced by the workers who build the products and own the processes that deliver the value.
The cultural and managerial aspects are just as important as, and possibly more important than
the actual tools or methodologies of production itself.

Lean manufacturing tries to make simple enough to understand, to do, and to manage.
The main principles of lean manufacturing are zero waiting time, Zero inventory, internal
customer pull instead of pish, reduced batch sizes, and reduced process times.

The survey also sought to know as to what the perception of the workers on the overall
manufacturing process at Balaji cable and auto components which turned to be neither effective
nor ineffective.
INTRODUCTION TO THE TOPIC

This report provides a detailed analysis about the company. The topic undertaken is
“Study on Lean manufacturing in Balaji cable and auto components”. It describes about
manufacturing strategies of Balaji cable and auto components and various steps that are
required to improve their efficiency and profit. This report provides as in-depth analysis of
Balaji cable and auto components. Thereafter, the report analyses manufacturing in Balaji cable
and auto components and in the end some recommendations and suggestions are given based
on the analysis.

Lean manufacturing is a methodology that focuses on minimizing waste within

manufacturing systems while simultaneously maximizing productivity. Waste is seen as
anything that customers do not believe adds value and are not willing to pay for. Some of the
benefits of lean manufacturing can include reduced lead times, reduced operating costs and
improved product quality.

Concept of lean manufacturing:

Lean manufacturing, also known as lean production or lean, is a practice that

organizations from numerous fields can enable. Some well-known companies that use lean
include Toyota, Intel, John Deere and Nike. The approach is based on the Toyota Production
System and is still used by that company, as well as myriad others. Companies that use
enterprise resource planning (ERP) can also benefit from using a lean production system.

Lean is centered on preserving value with less work, with the ultimate goal of providing
perfect value to the customer through a perfect value creation process that has zero waste. This
is done by empowering every individual worker to achieve his or her full potential, and so to
make the greatest possible contribution.

The goal of empowerment is based on the idea of showing respect for people. Respect
for people extends beyond just the end customer and can include the workers, suppliers and
society. For the end customer, lean strives to maximize value delivery while minimizing waste
in the process. Lean aims to maximize human potential by empowering workers to
continuously improve their work. Lean leaders facilitate this goal through problem-solving
training. They help workers grow professionally and personally, allowing them to take pride in
their work.

At the heart of the lean philosophy is the concept of “Kaizen” or continuous

improvement. The goal of continuous improvement is to eliminate all waste in the value
delivery process. To do this, lean leaders must go where value is created – commonly known
as the gemba. At gemba, they often spend their time coaching and developing their people.
They encourage workers to actively identify problems and look for opportunities for
improvement.

History of lean

In order to understand the history of lean, we must go back to the start of modern
manufacturing. Henry Ford was the first to truly integrate a production system called ‘mass-
production’, which manufactures large quantities of standardized products. Ford created what
he called a flow production, which involves continuous movement of elements through the
production process. Ford used mass production to fabricate and assemble the components of
his vehicles within a few minutes rather than hours or days. Unlike craft production, the mass
production system delivered perfectly fitted components that are interchangeable. This process
was very successful and allowed the ford motor company to produce over 15 million Model T
cars between 1908 and 1927. During World War 2, the US military adopted Ford’s mass
production system.

In 1926, Sakichi Toyoda founded the Toyoda Automatic Loom works. Several years later,
the company changed its name to Toyota when it began producing automobiles. In 1950, Eiji
Toyoda, the nephew of Sakichi , participated in a three-month visit to the rouge plant of ford
in Dearborn, Michigan. At the time , the Dearborn facility was Ford’s most complex and largest
manufacturing facility. It produces nearly 8000 cars per day while Toyota only produced 2500
cars each year.

After studying Ford’s production system, Eiji Toyoda understood that the mass
production. The customer’s requirements ranged from compact cars to the most luxurious
vehicles. Ford’s mass-production system focused on the amount of production instead of the
customer’s voice. Toyota collaborated with Taiichi Ohno to develop a new means of
production. They concluded that through right-sizing machines for the actual required volume
and introducing self-monitoring machines, they can make products faster, lower in cost, higher
in quality. His experiments led to developing several novel ideas that became known as the
‘Toyota Production System’.

5 lean principles:

• Define value
The monetary worth that a customer is willing to pay for something is called value.
Understanding the needs of the customer is important to define the value. Organizations
can conduct surveys, interviews, and more to uncover what their customers find
valuable, the best way to deliver their products or services, and what is an affordable
price point.
• Map the value stream
Business can create a map of the company’s workflow from start to finish and
evaluate the activities to determine whether they add value. Activities that do not add
any value are considered waste. The waste can then be categorized as either necessary
or unnecessary. Eliminating unnecessary waste and minimizing necessary waste will
help businesses meet customer needs more efficiently while also reducing costs.

• Create flow
The third principle of lean is to establish a smooth flow while avoiding bottlenecks.
Several strategies can be employed to ensure a seamless flow, such as establishing
cross-functional departments, balancing the workload, breaking down steps, training
employees to be multi-skilled, and more.

• Establish pull
During scrum project management, a pull-based system aims to reduce inventory
while ensuring the availability of necessary materials for a smooth workflow. The
ultimate goal is to create products exactly when they are needed, in the required
quantity, and delivered ‘just in time’. It optimizes resources capacity and helps
organizations ensure that the products they create will satisfy customer’s needs while
also reducing waste.

• Pursue perfection
It is the most important step that helps the team incorporate continuous process
improvement and lean thinking as a crucial part of the organization’s culture. It helps
the business strive for perfection and get better day by day.
Advantages of Lean Manufacturing
1) Quality improvements
Improved processes and efficiency naturally lead to higher quality products.
2) Improved productivity
More efficiency means higher productivity and better allocation of human
resources.
3) Saves resources
Beyond the obvious of reducing waste, lean manufacturing saves valuable time and
money, allowing manufacturers to allocate resources elsewhere.
4) Better lead times
More efficient production means quicker turn around and lead times.
5) Improved customer service and satisfaction
Happy customers translate to higher customer retention and a stronger brand
reputation.
6) Improved employees satisfaction
Employees who are satisfied in their roles are more likely to do good work and
better contribute to the productivity of the company.
7) Better sustainability
Lean manufacturing can lead to better sustainability in an economy rife with stiff
competition, barriers, and challenges.

Importance of Lean Manufacturing

The increased availability of industry 4.0 technology has precipitated the spread of lean
manufacturing. In simple words it is easier, and more effective to engage in continuous
optimization than ever before.

At the same time, it has never been more important to adopt lean methodology; partially
to keep pace with competitors already well-versed in its principles, and partially to respond to
an inexorably accelerating economic environment. Far from merely reducing waste, lean
manufacturing enables businesses to acclimatize to tightening product lifecycles and a growing
 demand for customization. The principles of lean manufacturing equip manufacturers with the
necessary agility to not just continually improve, but also continually adapt.

Lean Manufacturing Tools and Techniques

In order to achieve this wide range of benefits, there are tools and techniques for
organizations to learn and effectively implement, as well as lean manufacturing software to
enable these approaches. There are physical tools like those mentioned and there are also
systems, tools, and techniques for lean manufacturing that are more philosophically-linked
such as:

1) Just-in-time
This method promotes manufacturing the right amount at the right time exactly as much
as the customer wants when they want it. This reduces inventory waste.

2) Gemba
This means the real, physical space of work where value happens, like the factory floor.
Managers can regularly go on-site to get a close-up understanding of processes and their
associated issues, referred to in lean manufacturing as a “Gemba walk.”

3) Value stream mapping

This is a hugely important tool to lean manufacturing, and it refers to a visual
representation, like a flow chart, of every single thing in the business that adds value. Waste
and inefficiencies become much clearer using this method.

4) Kaizen
This is the philosophy of continuous improvement that underpins lean manufacturing.
Kaizen works hand-in-hand with standardized work. Standardized work captures the current
best practices for a process, and kaizen aims to find improvements for those processes.
5) Bottlenecks
These are places where inefficiencies squeeze productivity to a much slower pace than
other items that surround them in their value stream. Reducing inefficiencies here will have a
substantial impact, because other aspects of the manufacturing business can already support
growth after this process is no longer a limiting factor. It’s “the thing that’s holding you back.”

Implementing lean manufacturing

You can approach lean manufacturing by either taking waste elimination or workflow
improvements as the focus point. Both methods have the same goal, but waste elimination is a
natural outcome of workflow improvements. The two approaches follow the same set of steps
1) Automation
2) Great supplier relationship
3) Load leveling
4) Flexibility
5) Waste removal
6) Continuous improvement
7) High production quality
8) Production flow and visual control

The 7 wastes of lean manufacturing

The Toyota production system originally detailed seven wastes that don’t provide value to the
customer. These wastes were:
1) Unnecessary transportation
2) Excess inventory
3) Unnecessary movement of people, equipment or machinery
4) Waiting – either people or idle equipment
5) Over-production of a product
6) Over processing or adding unnecessary features to a product
7) Defects that require costly correction

These types of waste can be broadly split into three specific types:
 1) Mura
Unevenness or waste as a result of fluctuating demand, whether from customer
requests or new services being added by an organization.
2) Muri
Overburden or waste due to trying to do too much. This relates to resource
allocation and involves people being asked to do too much. Time can be wasted as people
switch tasks or even lose motivation due to being overburdened.
3) Muda
This is process-related waste and work that adds no value. If an activity doesn’t
add value, or directly support one that adds value, then it is unnecessary and should be
eliminated.
 Industry Profile

With the India Automotive Wiring Harness Market set to surge from US$ 1.51 Bn in
2021 to an estimated US$ 2.85 Bn by 2029, at a formidable CAGR of around 8.3%, the industry
is poised for significant growth.

The automotive industry in India is experiencing unprecedented growth, fuelled by

technological advancements and increasing consumer demands. Automobile manufactures are
engaged in a fierce competition to integrate advanced safety features and electronic gadgets
into their vehicles. In this landscape, automotive wiring harnesses play a pivotal role, offering
secure and reliable connections for these sophisticated systems. Moreover, their deployment
enhances fuel efficiency, aligning with stringent government regulations on emissions and fuel
usage.

Challenges and opportunities

However, challenges persist, particularly in regions prone to extreme weather conditions.
Overheating or short circuits can lead to significant replacement costs, dampening market
growth. Yet, the rise in safety sensor utilization presents promising opportunities. Features like
blind-spot detection and automated steering control systems are becoming mainstream, further
driving the demand for wiring harness solutions.

India Automotive Wiring Harness Market Segment Analysis:

Segmentation of the market reveals intriguing trends. Optical wiring emerges as a
frontrunner, poised to capture the largest market share by 2029. With its superior speed
compared to traditional materials like copper and aluminium, optical wiring is witnessing
increased demand, especially with the proliferation of high-tech features in both internal
combustion engine (ICE) and electric vehicles.

Market Landscape
India’s automotive wiring harness market benefits from robust economic environment,
supported by skilled labour and favourable government policies. The Indian government’s
permission for 100% foreign equity investment has attracted significant interest, foresting a
conductive environment for industry players.
Strategic Insights
Companies operating in this space are adopting diverse growth strategies. While organic
growth tactics such as product launches and approvals remain prevalent, strategic partnerships
and collaborations are also gaining traction. Industry giants like Yazaki Corporation and
Sumitomo Electric Industries are leveraging partnerships to solidify their market positions,
ensuring sustained growth and innovation.

The India Automotive Wiring Harness Market presents a compelling landscape of

opportunities and challenges. Through comprehensive analysis and strategic insights,
stakeholders can navigate this dynamic market landscape effectively. As the industry continues
to evolve, embracing technological advancements and strategic partnerships will be key to
driving sustainable growth and innovation.
 Company profile

Why Balaji Cable and Auto Components?

The company has been promoted by highly experienced entrepreneur to cater to the
appliances, automobile manufactures and to the electronic and electrical equipment’s
manufactures, with best quality wiring harness at the most competitive prices. We are in the
field for more than 25 years and suppliers to OE (Original Equipment Manufacturer) also
Approved by Ministry of deference for their requirement in Military Vehicles Manufactured
by them.

Brand Identity

Innovation

We are Balaji Cable and Auto Components, everything we do starts with our core value:
“Innovation”.

Partnership

BCAC make an Important step to collaborate and build reliable partnerships, and to keep
moving forward with our faith.

As we enter a new decade of growth and prosperity, we will keep our principle of being
“Attentive” and deliver our promise through a whole new way.

Our Specialties

Our cable assembly solutions provide the advantage of customization service and design-in
research and development which enables early involvement + higher success rate for your
innovative projects. In addition, BCAC is also equipped with advanced tooling technology and
state of the art manufacturing facilities which enables the realization of innovative products
and help our customers gain a competitive edge in the market.

Development/Indigenization

Our development/Indigenization of wiring harness by which cost reduction achieved without

compromise on quality/performance.

(Indigenization done on wiring harness on imported Buses, Tractors by Balaji Cable and Auto
Components for leading Original Equipment Manufacturer)

Connect to your success

Balaji Cable and Auto Components is your most trustworthy partner and your first choice for
innovation solutions.

Balaji Cable and Auto Components is dedicated to providing the world – class connectivity
solutions. Our value proposition is built upon on the core principle of “Connect To your
success”. This is a common goal we share with our customers. This guiding principle drives us
to develop integrated service innovations, which enables us to win in every promising market,
and to connect every success in the business.
Automobile wiring

Appliance wiring

Telecom wiring

Automobile Wiring for Tillers & Tractors

 Automobile wiring for TNSTC, SETC & Volvo Buses

World Class Cable Assembly Solutions

Customization

Our well – trained R&D personnel and professional engineers can not only dearly understand
your requirement, appropriate solution.

One step package service during the period from prototype to mass production, BCAC can
provide the variety of wiring harness.
Manufacture

Molding:
• Component Material: PVC,TPE,PU

Cable:
• Insulation : PP, PE, PVC, SR-PVC
• Jack Material: PVC, TPE, PU
• Format: Coiled Cable, Flat Cable, Custom Material

Testing

We can provide various testing reports of prototype on demand. With the following tests, we
have competence to improve the prototype’s format, function, and lower its costs.

Logistic

BCAC superior logistics management can rise the efficiency of manufacture, stock, and
shipment. Therefore you can enjoy a faster and more stable delivery process.

Problem-solving & Customer Service

Our clients will get response in 24 hours, and realize the crux of the problem very soon.
Moreover, we will provide report to help you solve the problem thoroughly.

Quality Declaration

We have confidence that our clients have a great purchasing experience with us. You are our
precious partner. Your success is the catalyst to ours.
How do we customize cable assemblies

1) Sketch
Idea derives form your requirement. At the beginning of a project, we provide the
draft for developing the solution to your requirement.

2) Design
Our in-house engineering design team will complete the schematic according to
your requirement.

3) Prototype
After the schematic confirmed by both sides, we will embark on the prototype of
cable molding.

4) Manufacture
BCAC is dedicated to setting up the standard of excellence in cable assembly
manufacturing.

5) Test
We test repeatedly since we care, our rigorous tests bring up high quality product.

6) Shipment
We promise our client to ship on time. Besides, our exclusive order notification
will automatically inform the buyer before shipping.

Our manufacturing process

Cable cutting & stripping

The first part of the wiring harness manufacturing process is the preparation of the
“circuits”. Circuit is a wire cut at the required length and with terminals in one or both ends, in
other words is the raw material converted to useful component for the wiring harness assembly.
The parameters that define a circuit are the color, insulation material, gage, strands and
terminals. Other characteristics often used are wire seal and shrinking tubes. The document
that encloses all characteristics for particular circuit is the cut sheet. The information required
to develop the cut-sheet comes from the wiring harness blue print and translated in
manufacturing terms.

Crimping

Crimping is the most critical operation because it is going to determine the electrical
continuity between the terminal and wire. There are two parameters considered in direct
relationship with conductivity. Those parameters must be monitoring in order to assure the
quality of the crimping. First the pull force required to remove a crimped terminal from the
wire and the second is the shape of the crimping area (high and width dimension).
Ultra-sonic welding

Ultra-sonic welding machine use to avoid complicated looping of the individual circuits
from one consuming device to another.

The circuit splicing are used as wiring distributors and serve to distribute the current from
the supply line to the individual consumer supply lines. From these approved methods for
splicing , ultra-sonic welding is the one that will provide best quality of conductivity. Also,
ultrasonic welding process is clean, fast and uses no consumables.

When pressure is applied between the two components, the surface films and oxides are
dispersed, and precisely controlled friction weld is achieved. As the molecules are mixed
between similar or dissimilar metals at the weld interface, the true metallurgic bond is
produced.

The wires to be joined are placed between the tip and the anvil in the ultrasonic welder
by the operator and depressing the foot switch starts the weld cycle. An air cylinder advances
the ultrasonic stack to compact the wire within the cavity formed by the tip and anvil.
Taping

Taping taking less than one second per cycle to dispense, cut, and warp the tape around
each bundle. The wrapper can be integrated into production lines for wire harnesses, covering
wire splice and covering connection joints.

To achieve a set number of turns and speed, output display. The machine not only
increases productivity, but also produces consistent looking wrapped parts, virtually eliminates
tape waste, and leads to savings on tape cost.

Electrical testing

After the last operation affecting continuity, all wiring assemblies shall be electrically
tested 100%. The electrical test must check for crossed circuits, opens and shorts. Connectors
that are mounted to a bracket before shipment, clips and other components must be checked to
verify that are In the correct position. The test is conducted sequentially, testing each circuit
and each branch of each circuit. This test includes the functionality of electronic components
as diodes or relays. Connectors assemblies that uses a secondary terminal lock component such
a wedge or bar are also tested to verify the presence and correct position of this secondary lock
component. All wire assembly harness is subject to the continuity test. It is required re-testing
all positions if any connector fails to have every position successful tested.

Once the test is successful complete, the test board provides the operator with a “success
signal” sent.
Some of our reputed customers

• VST Tillers Tractors pvt ltd – Bangalore

• VST Tiller Tractors pvt ltd – Hosur
• VST Tiller Tractors pvt ltd – Malur
• Vehicle factory – Jabalpur
• Ruby bus body builders – Ahmedabad
• BEML – Mysore
• BEML – KGf
• Annamalai’s Engineering pvt ltd (Bus body builder) – Pollachi
• S M Kannappa Automobiles pvt ltd (Bus body builders) – Bamgalore
• S M Kannappa Automobiles pvt ltd - Peenya
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

1. To investigate the lean manufacturing process.

2. To understand the components of manufacturing process.

SECONDARY OBJECTIVE

1. To study the quality management system.

2. To check if management is behaving responsibly.

3. To assess whether the employees are well trained.

4. To find whether the employees are aware about the product.

5. To check the overall performance in the manufacturing line.

6. To understand the problems in the reworked material and how they can be rectified in
the first place.
 LITERATURE REVIEW

A literature review discusses, and analyses published information in a particular subject

area. Sometimes the information covers a certain time period.

A literature review is more than a summary of the resources, it has an organizational

pattern that combines both summary and synthesis. A summary is a recap of the important
information of the source, but synthesis is a re-organization, or a reshuffling, of that
information. It might give a new interpretation of old material or combine new with old
interpretations. Or it might trace the intellectual progression of the field, including major
debates and depending on the situation, the literature review may evaluate the sources and
advise the reader on the most pertinent or relevant.

LEAN MANUFATURING

Lean manufacturing is methodology that focuses on minimizing waste within

manufacturing systems while simultaneously maximizing productivity. Waste is seen as
anything that customers do not believe adds value and are not willing to pay for. Some of the
benefits of lean manufacturing can include reduced lead times, reduced operating costs and
improved product quality.

Lean manufacturing, also known as lean production, or lean, is a practice that

organizations from numerous fields can enable. Some well-known companies that use lean
include Toyota, intel, John Deere and Nike. The approach is based on the Toyota Production
System and is still used by that company, as well as myriad others. Companies that use
enterprise resource planning (ERP) can also benefit from using a lean production system.

Lean manufacturing is based on a number of specific principles, such as Kaizen, or

continuous improvement.

Lean manufacturing was introduced to the western world via the 1990 publication of
THE MACHINE THAT CHANGED THE WORLD, which was based on an MIT study into
 future of the automobile detailed by TOYOTA’S lean production system. Since that time, lean
principles have profoundly influenced manufacturing concepts throughout the world, as well
as industries outside of manufacturing, including healthcare, software development and service
industries.

1) Frederick Taylor:
Early in the 1890’s, the father of scientific management, Frederick Taylor, investigated
the methods and labor of factories. After his investigation, he propounded the concepts like
standardization of work, time studies, and motion studies to achieve efficiency in work
methods, processes, and operations. However, he ignored the behavioral aspect of the work,
which invited many criticisms against him.

The principles of scientific management : Outlines the foundation for modern

organization and decision theory. He does this by describing the dilemma: workers harbor
fears that higher individual productivity will eventually lead to fewer jobs. Taylor suggests
deriving this fear by providing incentives for workers and re-framing the consumer,
shareholder and worker relationship.

2) Henry Ford:
Starting in 1910, Henry Ford pioneered his famous manufacturing strategy, making his
mark in lean history. He organized the ford company so that all the resources used at the
manufacturing site- people, machines, equipment, tools, and products – facilitated a continuous
production flow. Ford was the earliest American advocate of waste reduction (LEAN). He
attained immense success through this process in manufacturing the model T automobile.
Eventually, he became the richest man in the world because of it.

However, as the world began to change, ford could not change its work methods. The
company began to fail when the market demanded new models, colors , and varieties of
products. Finally, during the 1920’s, labor unions and product proliferation ate away at the
success of Ford.
3) Sakichi Toyoda:
Established the Toyoda spinning and weaving company in the year 1918. He was one of
the initial contributors to the famous Toyota production system, which eliminates waste via the
jidoka concept. Jidoka-automation with a human touch means facilitating quality at the source.
He invented the automatic loom in 1896, which not only substituted manual work but also
installed the capability to make judgments into the machine itself. The system enhanced work
effectiveness and efficiency by mitigating product defects and associated wasteful work
practices. The principle of jidoka leads to early detection of an abnormality, easy stopping of
the machine or process on the detection of the issue, immediate fixation of the abnormality,
and even helped to investigate the root cause of the issue.

Toyoda developed the concept of 5 “WHYS” : When a problem occurs, ask “why” five times
to try to find the source of the problem, the put into place something to prevent the problem
from recurring. This concept is used today as part of applying lean methodologies to solve
problems, improve quality, and reduce costs.

4) Kiichiro Toyota:
Kiichiro Toyota is another important figure in the history of lean. Many will remember
him as the founder and second president of Toyota Motor Corporation. He was the son of
Sakichi Toyoda, and later in 1937, he founded the Toyota motor corporation. Kiichiro Toyota
took forward his father’s concept of jodika and developed his philosophy about just-in-time
(JIT) concept in manufacturing. He paid a visit to Ford’s plant in Michigan to understand the
flow of the assembly line concept. This led him to then develop the Toyota Production System.
The new system aimed at right-sizing the machines concerning the actual volume needed and
introduced mistake-proofing to ensure quality and proper sequencing of work processes.

5) Taiichi Ohno:
One of Taichi Ohno’s biggest achievements was integrating the just-in-time system with
the Jidoka system. After his visit to America to study Ford’s methods in 1953, he was inspired
to improve his own processes. He understood the importance of focusing on the future needs
of the consumer. He realized that products need to be replenished at the same rate that
consumers select them from the shelves. This inspired him to build the successful Kanban
system. He even practiced the Dr.Edwards Deming method to incorporate quality at each step
of the process, from design to aftersales services to the consumers. Ohno integrated this
philosophy with Kiirocho’s JIT concept and the principle of Kaizen and brought it to the floor
level. Hence, he is the true architect of the ‘Toyota Production System’.

Proposed the Toyota production system, and later on the concept of lean, was developed
around eliminating the three types of deviations that shows inefficient allocation of resources.
The three types are Muda, Mura and Muri i.e., Waste, Unevenness and Overburden.

“All we are doing is looking at the timeline, from the moment the customer gives us an
order to the point when we collect the cash. And we are reducing that timeline…”
 RESEARCH METHODOLOGY

Definition of research methodology

Research refers to any original and systematic investigation undertaken in order to
increase knowledge and to establish facts and principles. It is an organized and systematic
activity and may lead to new and improved insights, development of new products and process.
Thus, research is an organized and systematic way of finding answers to questions or finding
solutions to problems. Research is said to be systematic because, it involves the following of
definite set of steps in order to arrive at some conclusion.

Types of research

Descriptive
It includes surveys and fact-finding enquiries. Main aim is to describe the state of affair
as it is existing at present. The researchers have no control over variable. They can report what
has happened or what is happening. It is also known as ex Post Facto.

DATA COLLECTION SOURCES

The collected data should be appropriate and adequate, hence, to be collected by two
methods i.e primary and secondary.

Primary data:
Primary source of information will be Mr. Umesh manager in Balaji cable and auto
components. He gave me insights into various issues such as production , inventory etc.

Secondary data:
Secondary source of information was internet and various other articles in magazines,
pamphlets etc.
 These were some of the sources through which up-to-date and relevant data was
collected. It is one of the best methods to collect data because of economy in terms of time and
money. Secondary data was collected from textbooks, journal.

Tools analysis
Observation and descriptive survey methods used to collect the data about the features,
expectations, satisfaction, problems etc. the customers.

Project Design
The tool used for data collection in this project is secondary data.

The secondary data tools used in the project are books and internet. I refused to various
articles and data on internet. The founding’s of other people were also used to achieve
appropriate data. The secondary data thus collected helped to get refined and reliable data. This
project report is made on the basis of secondary data.

SAMPLING DESIGN
Sampling procedure refers to the procedure by which the respondents should be chosen.
In order to obtain a representative sample, convenience- sampling method has been used in this
study without any stratification to obtain a uniform size of respondents.

• Selection of sample
Sample can ideally be selected as percentage of total population of respondents to
increase the accuracy and reliability of the sample. Hence, a sample size of 150 respondents
was appropriate to keep sample accurate as well as manageable.

• Sampling unit
The unit refers to the definitions of the particular person who is to be survey. In this study
the unit is the respondents, which are operating in.
Methods of data collection

Purpose of questionnaire
• They permit respondents time to consider their responses carefully without interference
from, for example, an interviewer.
• Cost. It is possible to provide questionaries to large numbers of people simultaneously.
• Uniformity. Each respondent receives the identical set of questions. With closed-form
questions, responses are standardized, which can assist in interpreting from large
numbers of respondents.
• Can address a large number of issues and questions of concern in a relatively efficient
way, with the possibility of a high response rate.
• Often, questionnaires are designed so that answers to questions are scored, and scores
summed to obtain an overall measure of the attitudes and opinions of the respondent.
• They may be mailed to respondents (although this approach may lower the response
rate).
• They permit anonymity. It is usually argued that anonymity increases the rate of
response and may increase the likelihood that responses reflect genuinely held opinions.

Percentage analysis:
Percentage in research refers to the use of numbers expressed as a proportion of a whole
to present findings and compare results.
Percentage calculation = (Value / Total Value) * 100

Chi-square analysis:
Chi-square analysis is a statistical measure used in the context on sampling analysis for
comparing a variance to a theoretical variance.
 ANALYSIS AND INTREPRETATIONS

Table 1 : Table Showing Age of Respondents

Age Group No. of Respondents Percentage of respondents

21 to 25 17 16

26 to 30 38 36

31 to 35 45 43

Above 35 5 5

Total 105 100

Interpretation

16% of the respondents are in the age group of 21 to 25 years, 36% of the respondents
are in the age group of 26 to 30 years , 43% and 5% of the respondents are in the age group 31
to 35 and above 35 years respectively.

Inference

43% of the respondents are in the age group of 31 to 35 years.

 Chart 1: Chart showing age of respondents

45
40
35
NO. OF RESPONDENTS

30
25
20
15
10
5
0
21 to 25 26 to 30 31 to 35 Above 35
AGE

Percentage of respondents
 Table 2 : Table Showing Gender of Respondents
Gender No. of Respondents Percentage of respondents

Male 73 70

Female 32 30

Do not wish to disclose 0 0

Total 105 100

Interpretation

70% of the respondents are male while 30% of the respondents are female. There were
no respondents who do not wants to disclose.

Inference

70% of the respondents were male.

 Chart 2: Gender wise classification chart

Percentage of respondents
70

30

Male Female Do not wish to disclose

 Table 3 : Table Showing Educational Qualification of Respondents
Education No. of respondents Percentage of respondents

HSC 19 18

Diploma 74 70

Ug 8 8

Pg 4 4

others 0 0

Total 105 100

Interpretation

18% of the respondents have completed HSC, 70% of the respondents did diploma, while
8% and 4% of the respondents have completed Ug and Pg respectively. There were no
respondents other than this category.

Inference

70% of the respondents have completed diploma.

Chart 3: Classification of Education Qualification

4
8 18

70

HSC Diploma Ug Pg others

 Table 4 :Table Showing Monthly Income of Respondents
Monthly Income No. of respondents Percentage of respondents
Below 5000 17 16
5001 - 10000 33 32
10001 - 15000 39 37
Above 15000 16 15
Total 105 100

Interpretation

16% of the respondents are paid below 5000 rupees, 32% of the respondents get their
payroll between 5001 – 10000 rupees, 37% of the respondents get their salary from 10001 –
15000 rupees and 15% of the respondents are paid above 15000 rupees.

Inference

37% of the respondents are paid between 10001 – 15000 rupees.

 Chart 4: Classification based on Salary.

40
37

35
32

30

25

20
16
15
15

10

0
Below 5000 5001 - 10000 10001 - 15000 Above 15000

Percentage of respondents
 Table 5 : Table Showing Work Experience of Respondents
Work Experience No. of respondents Percentage of respondents
Below 1 year 27 26
1 – 3 years 23 22
4 – 6 years 42 40
Above 6 years 13 12
Total 105 100

Interpretation

26% of the respondents have a work experience below 1 year, 22% of the respondents
are working 1-3 years while 40% of the respondents have a work experience of 4-6 years . 12%
of the respondents are working more than 6 years at Balaji cable and auto components.

Inference

40% of the respondents have work experience of 4-6 years.

 Chart 5 : Classification based on work experience
45
40
40

35

30
26
25 22

20

15 12

10

0
Below 1 year 1 – 3 years 4 – 6 years Above 6 years

Percentage of respondents
 Table 6: Table showing responses in quality management system
Clear quality management No. of respondents Percentage of respondents
system
Yes 72 69
No 33 31
Total 105 100

Interpretation

69% of the respondents have mentioned that there is an established, documented and
maintained quality management system while 31% of the respondents have claimed that there
isn’t such one.

Inference

69% of the respondents claim that there is a well maintained a documented management
system.
Chart 6 : Chart categorized based on responses of the respondents

31

69

Yes No
 Table 7: Table showing the availability of quality manual
Quality manual No. of respondents Percentage of respondents
Yes 98 93
No 7 7
Total 105 100

Interpretation

93% of the respondents have affirmed that there is a quality manual while 7% of the
respondents have denied to it.

Inference

93% of the respondents says that there is a quality manual.

Chart 7: Chart showing the presence of quality manual

93

Yes No
 Table 8: Table showing the personnel for quality management
Personnel for quality No. of respondents Percentage of respondents
Yes 105 100
No 0 0
Total 105 100

Interpretation

100% of the respondents says that the company have a personnel specifically
responsible for quality.

Inference:

100% of the respondents says that there is personnel specifically responsible for
quality.
 Chart 8: Showing the availability personnel for quality management
120

100
100

80

60

40

20

0
0
Yes No

Percentage of respondents
 Table 9: Table showing the authority to change quality of the product
Authority to make decision No. of respondents Percentage of respondents
Yes 16 15
No 89 85
Total 105 100

Interpretation

15% of the respondents have stated that this personnel have the authority to make
independent decision on quality of the product, 85% of the respondents have denied to it.

Inference

85% of the respondents claim that this personnel doesn’t have authority to make
independent decision on the products quality.
Chart 9: Showing the independence of decision making on product quality

15

85

Yes No
 Table 10: Table showing the Likert scale on record maintenance
Records maintained No. of respondents Percentage of respondents
Strongly agree 7 7
Agree 16 15
Neither agree nor disagree 42 40
Disagree 26 25
Strongly disagree 14 13
Total 105 100

Interpretation

7% of the respondents strongly agree that the records are maintained for a minimum of
5 years, 15% of the respondents agree to this statement while 40% of the respondents neither
agree nor disagree with the statement 25% and 13% of the respondents disagree and strongly
disagree with the statement respectively.

Inference

40% of the respondents neither agree nor disagree with the statement that the records are
maintained for a minimum of 5 years.
 Chart 10: Showing the Likert scale on record maintenance

45
40
40

35

30
25
25

20
15
15 13

10 7
5

0
Strongly agree Agree Neither agree nor Disagree Strongly disagree
disagree

Percentage of respondents
 Table 11: Table showing the attainable representative of the company
A representative who address No. of respondents Percentage of respondents
the company
Yes 105 100
No 0 0
Total 105 100

Interpretation

100% of the respondents have mentioned that there is a representative who address the
company and the responsibility of this representative is clearly defined.

Inference

There is a representative who address the company and the responsibility of this
representative is well determined as all of the respondents have agreed to it.
 Chart 11: Chart showing the attainable representative of the company

120

100
100

80

60

40

20

0
0
Yes No

Percentage of respondents
 Table 11.a: Table showing whether the responsibilities are determined
Clearly defined No. of respondents Percentage of respondents
responsibilities
Yes 105 100
No 0 0
Total 105 100

Interpretation

100% of the respondents have mentioned that the responsibilities of this representative
is well defined.

Inference

There is a representative who address the company and the responsibility of this
representative is well determined as all of the respondents have agreed to it.
 Chart 11.a: Chart showing whether the responsibilities are determined

120

100
100

80

60

40

20

0
0
Yes No

Percentage of respondents
 Table 12: Table showing the Likert scale on checking supply goods
Clear system for checking No. of respondents Percentage of respondents
regular supply
Strongly agree 5 5
Agree 24 23
Neither agree nor disagree 58 55
Disagree 11 10
Strongly disagree 7 7
Total 105 100

Interpretation

5% of the respondents strongly agree that there is a clear system for checking the regular
supply materials, 23% of the respondents agree to this statement while 55% of the respondents
neither agree nor disagree with it. 10% and 7% of the respondents disagree and strongly
disagree with the statement.

Inference

55% of the respondents neither agree nor disagree with the statement.
 Chart 12: Chart showing the Likert scale on checking supply goods

60
55

50

40

30
23

20

10
10 7
5

0
Strongly agree Agree Neither agree nor Disagree Strongly disagree
disagree

Percentage of respondents
 Table 13: Table showing the purchase of store stock according to requirements
Store stocks purchased No. of respondents Percentage of respondents
according to requirements
Yes 47 45
No 58 55
Total 105 100

Interpretation

45% of the respondents claim that the stocks are purchased according to the requirements
while 55% of the respondents have mentioned that the stock are not purchased according to the
requirements.

Inference

55% of the respondents claim that the store stocks are not purchased according to the
requirements and there is an overflow with the purchase.
Chart 13: Chart showing the purchase of store stock according to requirements

Percentage of respondents

45

55

Yes No
 Table 13.a: Table showing the usual state in purchase store stock
Situation in store stock No. of respondents Percentage of respondents
purchase
Overflow 35 60
Underflow 23 40
Total 58 100

Interpretation

60% of them state that there is an overflow of the stock purchase. 40% of the respondents
say that there is an underflow of store stock.

Inference

60% of the respondents state that there is an overflow in store stock.

Chart 13.a: Chart showing the usual circumstance in purchase of store stock

Percentage of respondents

40

60

Yes No
 Table 14: Table showing whether the roles are well defined in the company
Defined roles No. of respondents Percentage of respondents
Yes 87 83
No 18 17
Total 105 100

Interpretation

83% of the respondents have mentioned that their roles are well defined in this company
and 17% of the respondents claim that their roles are not clearly mentioned.

Inference

83% of the respondent’s roles are clearly defined in this company.

Chart 14: Chart showing whether the roles are well defined in the company

Percentage of respondents

17

83

Yes No
 Table 15: Table showing the Likert scale on complaints and queries
Complaints and queries No. of respondents Percentage of respondents
taken into consideration
Strongly agree 17 16
Agree 72 69
Neither agree nor disagree 10 9
Disagree 6 6
Strongly disagree 0 0
Total 105 100

Interpretation

16% of the respondents strongly agree that the complaints and queries are taken into
consideration by the management representative. 69% of the respondents agree with the
statement while 9% of the respondents neither agree nor disagree with it. 6% of the respondents
disagree with the statement. There are no respondents who strongly disagrees with the
statement.

Inference

69% of the respondents agree that the complaints and queries are taken into consideration
by the management representative.
 Chart 15: Chart showing the Likert scale on complaints and queries
80
69
70

60

50

40

30

20 16
9
10 6
0
0
Strongly agree Agree Neither agree nor Disagree Strongly disagree
disagree

Percentage of respondents
 Table 16: Table showing on whether the induction trainings are given
Induction training given No. of respondents Percentage of respondents
Yes 105 100
No 0 0
Total 105 100

Interpretation

All the respondents that new employees are given induction training at Balaji cable and
auto components.

Inference

100% of the respondents state that induction trainings are given to them.
Chart 16: Chart showing whether the induction trainings are given

Percentage of respondents
0

100

Yes No
 Table 17: Table showing whether additional technical training are given
Technical training No. of respondents Percentage of respondents
Yes 78 74
No 27 26
Total 105 100

Interpretation

74% of the respondents claim that the technical training given if there is a change in the
process of manufacturing while 26% of the respondents state that the training is not given if
there is change process of manufacturing.

Inference

74% of the respondents claim that the technical trainings are given if there is change in
manufacturing process.
Chart 17: Chart showing whether additional technical training are given

Percentage of respondents

26

74

Yes No
 Table 17.a: Table showing methods to be followed
Methods No. of respondents Percentage of respondents
Instructor-led training 16 59
Learning from experienced 8 30
workers
Hands-on training 0 0
Peer-to-peer training 3 11
Total 27 100

Interpretation

59% of the respondents state that they would like to follow instructor led training, 30%
of the respondents would like to learn from experienced workers while 0% of the respondents
are willing to learn from hands-on training. 11% of the respondents would like to have peer—
to-peer training.

Inference

59% of the respondents state that they would like to follow instructor-led training.
 Chart 17.a: Chart showing methods to be followed
70

59
60

50

40
30
30

20
11
10
0
0
Instructor-led training Learning from experienced Hands-on training Peer-to-peer training
workers

Percentage of respondents
 Table 18: Table showing the Likert scale on additional trainings
Additional training offered No. of respondents Percentage of respondents
Strongly agree 0 0
Agree 2 2
Neither agree nor disagree 23 22
Disagree 75 71
Strongly disagree 5 5
Total 105 100

Interpretation

None of the respondents strongly agree that additional appropriate regular training
offered to personnel. 2% of the respondents agree to this statement while 22% of the
respondents neither agree nor disagree with it. 71% and 5% of the respondents disagree and
strongly disagree with the statement.

Inference

71% of the respondents disagree that additional appropriate regular training offered to
personnel.
 Chart 18: Chart showing the Likert scale on additional trainings
80
71
70

60

50

40

30
22
20

10 5
2
0
0
Strongly agree Agree Neither agree nor Disagree Strongly disagree
disagree

Percentage of respondents
 Table 19: Table showing whether the designs are pre planned
Planned design and No. of respondents Percentage of respondents
development activities
Yes 105 100
No 0 0
Total 105 100

Interpretation

All the respondents claim that the design and development activities are planned.

Inference

100% of the respondents have mentioned that the design and development are planned.
Chart 19: Chart showing whether the designs are pre planned

100

Yes No
 Table 20: Table showing whether the respondents can identify the product
Product identification No. of respondents Percentage of respondents
Yes 94 90
No 11 10
Total 105 100

Interpretation

90% of the respondents can identify the product from drawing, specification, and
documents during all stages of production while 10% of the respondents can’t.

Inference

90% of the respondents can identify the product from drawings, specifications, and
documents during all stages of the production.
Chart 20: Chart showing whether the respondents can identify the product

10

90

Yes No
 Table 21: Table showing the Likert scale on conforming and non-conforming products
Distinguished between No. of respondents Percentage of
conforming and non- respondents
conforming product
Strongly agree 24 23
Agree 28 27
Neither agree nor disagree 36 34
Disagree 13 12
Strongly disagree 4 4
Total 105 100

Interpretation

23% of the respondents strongly agree that the inspection and test status records are
clearly distinguished between conforming and non-conforming product. 27% of the
respondents agree with the statement. While 34% of the respondents neither agree nor disagree
with it 12% and 4% of the respondents disagree and strongly disagree with the statement.

Inference

34% of the respondents neither agree nor disagree that inspection and test status records
are clearly distinguished between conforming and non-conforming product.
Chart 21: Chart showing the Likert scale on conforming and non-conforming products
40

35

30

25

20

15

10

0
Strongly agree Agree Neither agree nor Disagree Strongly disagree
disagree

Percentage of respondents
 Table 22: Table showing whether the quality of product maintained
Quality of the product No. of respondents Percentage of
maintained up to its respondents
delivery
Yes 59 56
No 46 44
Total 105 100

Interpretation

56% of the respondents have mentioned the quality of the products are maintained up to
its delivery. 44% of the respondents say that the quality of the products are not maintained up
to its delivery.

Inference

56% of the respondents says that the quality of the products are maintained up to Its
delivery.
Chart 22: Chart showing whether the quality of product maintained

Percentage of respondents

44

56

Yes No
 Table 23: Table showing in house manufacturing
In house manufacturing No. of respondents Percentage of respondents
Yes 105 100
No 0 0
Total 105 100

Interpretation

All of the respondents state that all of the manufacturing operations for Balaji cable and
auto components are performed in house.

Inference

100% of the respondents have mentioned that all of the manufacturing operations are
performed in house.
Chart 23: Chart showing in house manufacturing

Percentage of respondents
0

100

Yes No
 Table 24: Table showing the safety standards
Safety standards in No. of respondents Percentage of
production line respondents
Yes 92 88
No 13 12
Total 105 100

Interpretation

88% of the respondents affirms that the safety standards are ensured in the production
line. 12% of the respondents mentioned that the safety standards are not proper in the
production line.

Inference

88% of the respondents claim that the safety standards are ensured in the production line.
Chart 24: Chart showing the safety standards

Percentage of respondents

12

88

Yes No
 Table 25: Table showing achieving quality of product before deadline
Able to achieve quality of No. of respondents Percentage of
product before deadline respondents
Yes 50 48
No 55 52
Total 105 100

Interpretation

48% of the respondents are able to meet the quality of the product and the deadlines
without any struggle. 52% of the respondents are unable to meet the quality of the product and
the deadlines without any struggle.

Inference

52% of the respondents are unable to meet the quality of the product and the deadlines
without any struggle.
Chart 25: Chart showing achieving quality of product before deadline

Percentage of respondents

48

52

Yes No
 Table 26: Table showing the short comings in manufacturing
Shortcomings in No. of respondents Percentage of
manufacturing respondents
Yes 48 46
No 57 54
Total 105 100

Interpretation

46% of the respondents face short comings in the manufacturing line. 54% of the
respondents do not face such like that.

Inference

54% of the respondents do not face any short comings in the manufacturing line.
Chart 26: Chart showing the short comings in manufacturing

Percentage of respondents

46

54

Yes No
 Table 27: Table showing whether material checked by the representative
Recovered material checked No. of respondents Percentage of the
by the quality representative respondents
Yes 105 100
No 0 0
Total 105 100

Interpretation

All of the respondents claim that the recovered material is checked by the quality
control representative.

Inference

100% of the respondents have mentioned that recovered material is checked by the
quality control representative.
Chart 27: Chart showing whether material checked by the representative

Percentage of the respondents

0

100

Yes No
 Table 28: Table showing the rankings of suggestions
Rank
Suggestions
1 2 3 4
Regular audits of process inputs 39 27 24 15
Keeping workers connected 24 36 30 15
Implement preventive strategy 27 12 37 29
Reviewing the manufacturing 15 30 14 46
processes

Interpretation

The suggestions are ranked by the respondents in order to reduce the amount of
reworks in the manufacturing process as follows:

1. Regular audits of process inputs

2. Keeping workers connected
3. Implement preventive strategy.
4. Reviewing the manufacturing processes

Inference

37% of the respondents have ranked regular audits of process in puts number 1.
 Chart 28: Chart showing the rankings of suggestions by the respondents
120

100

80

60

40

20

0
Rank 1 Rank 2 Rank 3 Rank 4

Regular audits of process inputs Keeping workers connected

Implement preventive strategy Reviewing the manufacturing processes
 Table 29 : Table showing the overall manufacturing process
Overall manufacturing No. of respondents Percentage of respondents
process
Effective 12 11
Neither effective nor 85 81
ineffective
Ineffective 8 8
Total 105 100

Interpretation

11% of the respondents have mentioned that the overall manufacturing process is
effective, While 81% of the respondents say that the overall manufacturing process is neither
effective nor ineffective, 8% of the respondents say it is ineffective.

Inference

81% of the respondents says that the overall manufacturing process in neither effective
nor ineffective.
 Chart 29: Chart showing the overall manufacturing process
90

80

70

60

50

40

30

20

10

0
Effective Neither effective nor ineffective Ineffective

Percentage of respondents
 Statistical Analysis

Chi-Square Analysis to check if there is relationship between respondent’s work

experience and short comings in manufacturing line.

Null hypothesis (H0): There is no relationship between respondent’s work experience and
short comings in manufacturing line.

Alternative hypothesis (H1): There is a significant relationship between respondent’s work

experience and short comings in manufacturing line.

Level of significance: 5%
Degrees of freedom: (c-1)(r-1)
C = Number of column r = Number of rows

Table 30: Table of Observed value

Work
Experience / Below 1 year 1-3 Years 4-6 Years Above 6 years Total
Shortcomings
Yes 19 17 8 4 48
No 8 6 34 9 57
Total 27 23 42 13 105

Table 31: Table of expected value

Work
Experience/ Below 1 year 1-3 year 4-6 Years Above 6 Years
Short comings
Yes 12.34 10.51 19.20 5.94
No 14.65 12.48 22.80 7.05
 Table 32 : Calculation of X2
Observed Expected (O-E) (O-E)2 (O-E)2/E
value (o) value (E)
19 12.34 6.66 44.35 3.59
17 10.51 6.49 42.12 4.00
8 19.20 -11.2 125.44 6.53
4 5.94 -1.94 3.76 0.63
8 14.65 -6.65 44.22 3.01
6 12.48 -6.48 41.99 3.36
34 22.80 11.2 125.44 5.50
9 7.05 1.95 3.80 0.53
27.15

X2 = 27.15

Chart 30: Chart showing calculated x2

Calculated X2
0.12

0.1

0.08

0.06

0.04

0.02

0
0 5 10 15 20 25 30 35 40
Degree of freedom = (column – 1) (row – 1)
= (4-1) (2-1)
=3
Significance level = 0.05
X2Tabular = 7.81
X2Calculated. = 27.15

X2Calculated  x2Tabular

Therefore, we reject null hypothesis.

Hence, there is a significant relationship between respondent’s work experience and short
comings in manufacturing line.
Chi square There is no relationship between respondent’s Gender and short comings in
manufacturing line.

Null hypothesis (H0): There is no relationship between respondent’s Gender and short
comings in manufacturing line.

Alternative hypothesis (H1): There is a significant relationship between respondent’s Gender

and short comings in manufacturing line.

Table 33: Table of Observed value

Gender/Short
comings Male Female Total
Yes 26 22 48
No 47 10 57
Total 73 32 105

Table 34: Table of Expected value

Gender/ Short comings Male Female
Yes 33.37 14.62
No 39.62 17.37

Table 35: Calculation of X2

Observed value Expected value (O-E) (O-E)2 (O-E)2/E
(o) (E)
26 33.37 -7.37 54.31 1.62
22 14.62 7.38 54.46 3.72
 47 39.62 7.38 54.46 1.37
10 17.37 -7.37 54.31 3.12
9.83

X2Calculated = 9.83

Degrees of freedom = ( Column – 1) ( Row – 1)

=(2–1)(2–1)
=1

Significance level = 0.05

X2Tabular = 3.841
X2Calculated = 9.83
X2Calculated  X2Tabular
Hence, We reject null hypothesis and accept alternate hypothesis
 Findings

• 43% of the respondents are in the age group of 31 to 35 years.

• 70% of the respondents were male.
• 70% of the respondents have completed diploma.
• 37% of the respondents are paid between 10001 – 15000 rupees.
• 40% of the respondents have work experience of 4-6 years.
• 69% of the respondents claim that there is a well maintained a documented management
system.
• 93% of the respondents says that there is a quality manual.
• 100% of the respondents states that there is personnel specifically responsible for
quality.
• 85% of the respondents claim that this personnel doesn’t have authority to make
independent decision on the products quality.
• 40% of the respondents neither agree nor disagree with the statement that the records
are maintained for a minimum of 5 years.
• There is a representative who address the company and the responsibility of this
representative is well determined as all of the respondents have agreed to it.
• 55% of the respondents neither agree nor disagree with the statement.
• 55% of the respondents claim that the store stocks are not purchased according to the
requirements and there is an overflow with the purchase.
• 83% of the respondent’s roles are clearly defined in this company.
• 69% of the respondents agree that the complaints and queries are taken into
consideration by the management representative.
• 100% of the respondents state that induction trainings are given to them.
• 74% of the respondents claim that the technical trainings are given if there is change in
manufacturing process.
• 71% of the respondents disagree that additional appropriate regular training offered to
personnel.
• 100% of the respondents have mentioned that the design and development are planned.
• 90% of the respondents can identify the product from drawings, specifications, and
documents during all stages of the production.
• 34% of the respondents neither agree nor disagree that inspection and test status records
are clearly distinguished between conforming and non-conforming product.
• 56% of the respondents says that the quality of the products are maintained up to Its
delivery.
• 100% of the respondents have mentioned that all of the manufacturing operations are
performed in house.
• 88% of the respondents claim that the safety standards are ensured in the production
line.
• 52% of the respondents are unable to meet the quality of the product and the deadlines
without any struggle.
• 54% of the respondents do not face any short comings in the manufacturing line.
• 100% of the respondents have mentioned that recovered material is checked by the
quality control representative.
• 81% of the respondents says that the overall manufacturing process in neither effective
nor ineffective.
 Conclusion

In conclusion, the wiring harness market is highly competitive with a good profit margin.
Balaji cable and auto components can capitalize heavy on these markets if they change their
framework of manufacturing process. These can reduce the complexities in manufacturing and
can reduce the number of reworks done. Giving workers a tight deadline won’t work as a long
term strategy as they might quit their job, retaining talent and experienced workers is necessary
in this market. Over exploitation of the workers may lead them into stress and burnt-out, which
can cause the decline in quality of the product and dissatisfaction of the customer.

Inventory management must be focused, buying unnecessary materials may lead them to
delay in payments for their suppliers which can ultimately cause crack in their partnership. A
well-planned purchase must be done. Beginners and new employees needs to be tracked as
their chances of making mistakes are high and works needs to be given based on their
capabilities and age.
 Suggestions
1) Improve training

There’s no substitute for hands-on, real-world training. In this case many of

the respondents preferred instructor led training which would be appropriate for them to learn
them. Take stock in your employees by training them on multiple processes; that way, they can
help one another troubleshoot, act as substitutes, and provide relief during repetitive tasks.

Furthermore, if everyone on the factory floor has a good grasp of the entire
process from start to finish, they will have a better understanding of their roles within that
process.

2) Organize everything

Organization is key to an efficient workspace. Take a look around your

factory floor. Are hand tools easy to find ? Are waste products piling up in the corner? Many
of the respondents have complained that copper waste damages them. Organizing things can
increase the safety standards of the workspace too.

3) Standardize work

Everyone has their own approach to things, but in the world of

manufacturing, there’s not a lot of room for individuality. Even the simplest tasks should be
standardized to maximize efficiency.

Start by making checklist, and placing it in each workspace. Then, make sure
that every employee who does a job in that workspace follows the checklist. This simple act
can reduce downtime and improve overall product quality.

4) Implement cellular manufacturing

Taken directly from the lean manufacturing playbook, cellular manufacturing

is a method of improving efficiency by grouping similar processes. The methodology involves
dividing workspaces into cells, and assigning each cell a standardized set of tasks. The
employees and the machines in each cell might be capable of carrying out a wide variety of
jobs, but allowing them focus on a single job decreases downtime for tasks like re-calibration
and tooling installation, while improving consistency and quality of the product.

Cellular manufacturing also requires you to consider your overall

manufacturing process as a series of separate steps, allowing you to zero in on opportunities to
reduce waste. It also makes quantifying each part of the process a lot easier.

5) Engage with your employees

If your process is plagued by downtime, look to your employees for answers.

It’s only logical that the person responsible for carrying out a job might have a few ideas to
make the process more efficient. On the other hand, it’s easy for executives and managerial
staff, who are used to looking at the bigger picture, to miss smaller opportunities for
improvement. It’s important to open channels of communication so that employees can
effectively communicate up the chain, whenever they have suggestions, comment or
complaints.
Limitations of the study

• The survey is conducted to various respondents so biases such as mood, feelings act
on research settings.
• The responses from the respondents could be biased which ultimately affects the
results.
• A tight time frame can result in utilizing convenience sampling method, sacrificing
the representativeness of the data.
 Bibliography

References

1. https://global.toyota/en/company/vision-and-philosophy/production-system/

2. https://sixsigmadsi.com/history-of-lean-
manufacturing/#:~:text=Henry%20Ford%20was%20the%20first,flow%20of%2
0production%20in%201913.

3. https://en.wikipedia.org/wiki/Lean_manufacturing

4. https://www.wevalgo.com/know-how/lean-management/lean-manufacturing

5. https://books.google.co.in/books?id=n0qKUzfYbyUC&pg=PA65&source=gbs_sel
ected_pages&cad=1#v=onepage&q&f=false
 APPENDICES

QUESTIONNAIRE

Name (optional): _________________

1. Age:

21 to 25 26 to 30 31 to 35 Above 35

2. Gender:

Male Female Do not wish to disclose

3. Educational Qualification:

HSC Diploma UG PG Others

4. Monthly Income:

Below 5000 5001 – 10000 10001 – 15000 Above 15000

5. Work Experience (Years):

Below 1 Year 1-3 Years 4-6 Years Above 6 Years

6. Is there an established, documented and maintained quality management system ?

Yes No

7. Is there a quality manual ?

Yes No
8. Does the company have personnel specifically responsible for quality ?

Yes No

9. Do these personnel have the authority to make independent decisions on product

quality ?

Yes No

10. Records are maintained for a minimum of 5 years.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

11. Is there a representative who address the company ?

Yes No

11. a) If yes, are the responsibilities of these representative are clearly defined ?

Yes No

12. There is a clear system for checking the regular supply materials.

Strongly agree
 Agree

Neither agree nor disagree

Disagree

Strongly disagree

13. Are store stocks purchased according to the requirements ?

Yes No

13. a) If no, what is the situation usually ?

Overflow Underflow

14. Are your roles well defined in this company ?

Yes No

15. Complaints and queries are taken into consideration by the management
representative.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

16. Are new employees given induction training ?

 Yes No

17. Are technical training given if there is a change in the process of manufacturing ?

Yes No

17. a) If no what methods can be followed by the company ?

Instructor-led training Learning from experienced workers

Hands-on training Peer-to-peer training

18. Additional appropriate regular training offered to personnel.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

19. Are design and development activities planned ?

Yes No

20. Can the product be identified from drawings, specifications and documents during all
stages of production ?

Yes No
21. Inspection and test status records are clearly distinguished between conforming and
non-conforming product.

Strongly agree

Agree

Neither agree nor disagree

Disagree

Strongly disagree

22. Are they maintaining the quality of the product up to its delivery ?

Yes No

23. Are all manufacturing operations for Balaji cable and auto components to be
performed in house ?

Yes No

24. Are safety standards ensured in the production line ?

Yes No

25. Are you able to meet the quality of the product and the deadlines without any
struggle?

Yes No

26. Are there any shortcomings in the manufacturing line ?

Yes No
 26. a)If yes list them ______________

27. Is recovered material checked by the quality control representative ?

Yes No

28. Rank the suggestions for reducing the reworks in manufacturing process.

Rank
Suggestions
1 2 3 4
Regular audits of process inputs
Keeping workers connected
Implement preventive strategy
Reviewing the manufacturing
processes

29. How would you rate the overall manufacturing process ?

Effective

Neither effective nor ineffective

Ineffective

30. Do you have any other suggestions for the company ?

_____________________