Summer Training Report Yamaha motors pvt. ltd

TABLE OF CONTENTS

1. INTRODUCTION Page

No.

1.1 Company Profile……………………………..….......................................... (8)

1.2 Industry Profile…………………………………......................................... (11)

1.3 Products Profile in India…………………………………………………... (21)

2. OBJECTIVE…............…………………………...…...................................... (43)

3. SCOPE OF THE PROJECT…...……………..….......................................... (43)

4. METHODOLOGY

4.1 Time Study………………………………….........……………………….. (43)

4.2 Lean Manufacturing concepts...…………….….......................................... (44)

4.3 Kaizen……………………………………….….......................................... (46)

4.4 SPR……………………………………….….............................................. (47)

4.5 4-M METHODOLOGY…………………………………………………... (48)

4.6 5-S POLICY………………………………………………………………. (50)

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4.7 ZDP……………………………………….…............................................. (53)

4.8 LIQUID COOLING………………………………..................................... (54)

4.9 FUEL INJECTION…………………………..…........................................ (56)

5. PROCESS ANALYSIS

5.1 PLANT LAYOUT…....…......................................................................

(59)

5.2 BODY ASSEMBLY LINE.................................................................... (61)

5.3 SUB-ASSEMBLY LINE....................................................................... (69)

5.4 ENGINE ASSEMBLY LINE…………………………………………. (74)

6. OBSERVATIONS AND RECOMMENDATIONS...................................... (78)

7. REFERENCES…....…………………………................................................. (87)

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LIST OF ABBREVIATIONS

1. 4M- Man, Machine, Material, Method

2. 5S- seiri, seiton, seiso, seiketsu, shitsuke

3. ASPR- Assembly Straight Pass Ratio

4. B/A- Body Assembly

5. BOP- Brought of Parts

6. FI- Final Inspection / Fuel Injection

7. IYM- India Yamaha Motor

8. NG- Not Good

9. OEE- Overall equipment effectiveness

10. SPR- Straight Pass Ratio

11. TCI- Transistor Controlled Ignition

12. TFF- Telescopic Front Fork

13. TPM- Total Productive maintenance

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14. TPS- Toyota Production System

15. TSPR- Total Straight Pass Ratio

16. YMC- Yamaha Motor Company

17. ZDP- Zero Defect Process

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LIST OF TABLES

Table 1: Overview of IYM- Table No. 1…………………………………………. (20)

Table 2: VMAX Technical Specifications………………………………………... (21)

Table 3: R1 Technical Specifications……………………………………………... (24)

Table 4: R15 Technical Specifications……………………………………………. (27)

Table 5: FAZER Technical Specifications………………………………………... (29)

Table 6: FZ 16 Technical Specifications………………………………………….. (31)

Table 7: FZS Technical Specifications…………………………………………… (34)

Table 8: SZR Technical Specifications…………………………………………… (37)

Table 9: YBR Technical Specifications…………………………………………... (40)

Table 10: Product Codes……………………………………………………….… (67)

Table 11: Defects………………………………………………….……………… (78)

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LIST OF FIGURES AND CHARTS

Figure 1: Yamaha’s First President…………………………………………..…… (11)

Figure 2: First Yamaha Motorcycle…………………………………………….… (12)

Figure 3: First racer motorcycle…………………………………………………... (13)

Figure 4: Genichi Kawakami…….……………………………………………….. (16)

Figure 5: Yamaha Motorcycle Operations in India……………………………….. (18)

Figure 6: Corporate Office Surajpur…………………………………………….... (18)

Figure 7: Vmax…………………………………………………………………..... (21)

Figure 8: YZF R1…………………………………………………………………. (24)

Figure 9: YZF R15………………………………………………………………... (27)

Figure 10: FAZER………………………………………………………………… (29)

Figure 11: FZ 16…………………………………………………………………... (31)

Figure 12: FZS……………………………………………………………………. (34)

Figure 13: SZR……………………………………………………………………. (37)

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Figure 14: YBR………………………………………………………………….... (40)

Figure 15: Kaizen Flowchart……………………………………………………… (46)

Figure 16: 5 S Cleaning Point…………………………………………………….. (51)

Figure 17: Fuel Injection Mechanism…………………………………………….. (58)

Figure 18: Yamaha Manufacturing Plant Layout…………………………………. (59)

Figure 19: Material received at B/A Line………………………………………… (61)

Figure 20: Line layout…………………………………………………………….. (62)

Figure 21: Manufacturing Plant…………………………………………………... (63)

Figure 22: Engine Assembly Line………………………………………………… (74)

Figure 23: Fuel Pipe and clamp missing analysis………………………………… (82)

Figure 24: Horn Bolt Free analysis……………………………………………….. (83)

Figure 25: Rear Fender clamp missing analysis…………………………………... (84)

Figure 26: Pedal Shift Lose analysis……………………………………………… (85)

Figure 27: Chain Free play analysis………………………………………………. (86)

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1. INTRODUCTION

1.1 COMPANY PROFILE

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50

joint-venture with the Escorts Group in 1996. However, in August 2001, Yamaha

acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor Co., Ltd,

Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with YMC to

become a joint-investor in the motorcycle manufacturing company "India Yamaha Motor

Private Limited (IYM)".

IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh

and Faridabad in Haryana and produces motorcycles for both domestic and export

markets. With a strong workforce of more than 2,000 employees, IYM is highly

customer-driven and has a countrywide network of over 400 dealers. Presently, its

product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1 (998cc), FZ1

(998cc), YZF-R15 version 2.0 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc), SZ-R

(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110 (106cc) and

Crux (106cc).

VISION

We will establish YAMAHA as the "exclusive & trusted brand" of customers by

"creating Kando" (touching their hearts) - the first time and every time with world class

products & services delivered by people having "passion for customers".

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MISSION

We are committed to:

Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of

YAMAHA products, focusing on serving our customer where we can build long term

relationships by raising their lifestyle through performance excellence, proactive design

& innovative technology. Our innovative solutions will always exceed the changing

needs of our customers and provide value added vehicles.

Build the Winning Team with capabilities for success, thriving in a climate for action and

delivering results. Our employees are the most valuable assets and we intend to develop

them to achieve international level of professionalism with progressive career

development. As a good corporate citizen, we will conduct our business ethically and

socially in a responsible manner with concerns for the environment.

Grow through continuously innovating our business processes for creating value and

knowledge across our customers thereby earning the loyalty of our partners & increasing

our stakeholder value.

CORE COMPETENCIES

Customer #1

We put customers first in everything we do. We take decisions keeping the

customer in mind.

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Challenging Spirit

We strive for excellence in everything we do and in the quality of goods &

services we provide. We work hard to achieve what we commit & achieve results

faster than our competitors and we never give up.

Team-work

We work cohesively with our colleagues as a multi-cultural team built on trust,

respect, understanding & mutual co-operation. Everyone's contribution is equally

important for our success.

Frank & Fair Organization

We are honest, sincere, open minded, fair & transparent in our dealings. We

actively listen to others and participate in healthy & frank discussions to achieve

the organization's goals.

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1. 2 INDUSTRY PROFILE

FOUNDING HISTORY

Paving the Road to Yamaha Motor Corporation:-

"I want to carry out trial manufacture of motorcycle engines." It was from these words

spoken by Genichi Kawakami (Yamaha Motor's first president) in 1953, that today's

Yamaha Motor Company was born.

"If you're going to do something, be the best."

Fig 1: Genichi Kawakami

Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation president

of Nippon Gakki (musical instruments and electronics; presently Yamaha Corporation).

Genichi studied and graduated from Takachiho Higher Commercial School in March of

1934. In July of 1937, he was the second Kawakami to join the Nippon Gakki Company.

He quickly rose to positions of manager of the company's Tenryu Factory Company

(musical instruments) and then Senior General Manager, before assuming the position of

fourth-generation President in 1950 at the young age of 38.

In 1953, Genichi was looking for a way to make use of idle machining equipment that

had previously been used to make aircraft propellers. Looking back on the founding of

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Yamaha Motor Company, Genichi had this to say "While the company was performing

well and had some financial leeway, I felt the need to look for our next area of business.

So, I did some research." He explored producing many products, including sewing

machines, auto parts, scooters, three-wheeled utility vehicles, and motorcycles. Market

and competitive factors led him to focus on the motorcycle market. Genichi actually

visited the United States many times during this period.

When asked about this decision, he said, "I had my research division chief and other

managers visit leading motorcycle factories around the country. They came back and told

me there was still plenty of opportunity, even if we were entering the market late. I didn't

want to be completely unprepared in this unfamiliar business so we toured to German

factories before setting out to build our first 125cc bike. I joined in this tour around

Europe during which my chief engineers learned how to build motorbikes. We did as

much research as possible to insure that we could build a bike as good as any out there.

Once we had that confidence, we started going."

"If you are going to make it, make it the very best there is." With these words as their

motto, the development team poured all their energies into building the first prototype,

and ten months later in August of 1954 the first model was complete. It was the Yamaha

YA-1. The bike was powered by an air-cooled, 2-stroke, single cylinder 125cc engine.

Once finished, it was put through an unprecedented 10,000 km endurance test to ensure

that its quality was top-class. This was destined to be the first crystallization of what have

now become a long tradition of Yamaha creativity and an inexhaustible spirit of

challenge.

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Fig 2: The first Yamaha motorcycle... the YA-1.

Then, in January of 1955 the Hamakita Factory of Nippon Gakki was built and

production began on the YA-1. With confidence in the new direction that Genichi was

taking, Yamaha Motor Co. Ltd. was founded on July 1, 1955. Staffed by 274 enthusiastic

employees, the new motorcycle manufacturer built about 200 units per month.

That same year, Yamaha entered its new YA-1 in the two biggest race events in Japan.

They were the 3rd Mt. Fuji Ascent Race and the 1st Asama Highlands Race. In these

debut races Yamaha won the 125cc class and the following year the YA-1 won again in

both the Light and Ultra-light classes of the Asama Highlands Race.

By 1956, a second model was ready for production. This was the YC1, a 175cc single

cylinder two-stroke. In 1957 Yamaha began production of its first 250cc, two-stroke

twin, the YD1.

Based on Genichi's firm belief that a product isn't a product until it can hold it's own

around the world, in 1958 Yamaha became the first Japanese maker to venture into the

international race arena. The result was an impressive 6th place in the Catalina Grand

Prix race in the USA. News of this achievement won immediate recognition for the high

level of Yamaha technology not only in Japan but among American race fans, as well.

This was only the start, however.

Fig 3: The first Yamaha to compete in America (1957).

Yamaha took quick action using the momentum gained in the USA and began marketing

their motorcycles through an independent distributor in California. In 1958, Cooper

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Motors began selling the YD-1 250 and the MF-1 (50cc, two-stroke, single cylinder, step

through street bike). Then in 1960, Yamaha International Corporation began selling

motorcycles in the USA through dealers.

With the overseas experiences under his belt, in 1960, Genichi then turned his attention to

the Marine industry and the production of the first Yamaha boats and outboard motors.

This was the beginning of an aggressive expansion into new fields utilizing the new

engines and FRP (fiberglass reinforced plastic) technologies. The first watercraft model

was the CAT-21, followed by the RUN-13 and the P-7 123cc outboard motor.

In 1963, Yamaha demonstrated its focus on cutting-edge, technological innovations by

developing the Auto lube System. This landmark solution was a separate oil injection

system for two-stroke models, eliminating the inconvenience of pre-mixing fuel and oil.

Yamaha was building a strong reputation as a superior manufacturer which was reflected

in its first project carried out in the new Iwata, Japan Plant, built in 1966. (The YMC

headquarters was moved to Iwata in 1972.) Toyota and Yamaha teamed up to produce the

highly regarded Toyota 2000 GT sports car. This very limited edition vehicle, still

admired for its performance and craftsmanship, created a sensation among enthusiast in

Japan and abroad.

Genichi said, “I believe that the most important thing when building a product is to

always keep in mind the standpoint of the people who will use it.” An example of the

commitment to “walking in the customers’ shoes” was the move in 1966 by Yamaha to

continue its expansion. Overseas motorcycle manufacturing was established in Thailand

and Mexico. In 1968, the globalization continued with Brazil and the Netherlands. With

manufacturing bases, distributors and R&D operations in a market, Yamaha could be

involved in grassroots efforts to build products that truly met the needs of each market by

respecting and valuing the distinct national sensibilities and customs of each country.

Yamaha continues that tradition, today.

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By the late 1960s, Yamaha had quality products that had proven themselves in the global

marketplace based on superior performance and innovation. Distribution and product

diversity were on the right track. But Genichi knew that beyond quality, success would

demand more. He had this view on the power of original ideas. “In the future, a

company’s future will hinge on ideas over and above quality. Products that have no

character, nothing unique about them, will not sell no matter how well made or affordable

ﾉ and that would spell doom for any company.”

He also knew that forward vision, walking hand in hand with original ideas, would create

an opportunity for the company and its customers that could mean years of happiness and

memorable experiences. Genichi said, “In the business world today, so many people are

obsessed with figures. They become fixated on the numbers of the minute and without

them are too afraid to do any real work. But in fact, every situation is in flux from

moment to moment, developing with a natural flow. Unless one reads that flow, it is

impossible to start out in a new field of business.” A real-world illustration of this belief

is the Yamaha DT-1. The world’s first true off-road motorcycle debuted in 1968 to create

an entirely new genre we know today as trail bikes. The DT-1 made a huge impact on

motorcycling in the USA because it was truly dirt worthy. Yamaha definitely “read the

flow” when it produced the 250cc, single cylinder, 2-stroke, Endure that put Yamaha

On/Off-Road motorcycles on the map in the USA. The DT-1 exemplified the power of

original ideas, forward vision, and quick action coupled with keeping in mind the

customers’ desires.

In years to come Yamaha continued to grow (and continues to this day). Diversity

increased with the addition of products including snowmobiles, race kart engines,

generators, scooters, ATV’s, personal watercraft and more.

Genichi Kawakami set the stage for Yamaha Motor Company’s success with his vision

and philosophies. Total honesty towards the customer and making products that hold

their own enables the company that serves people in thirty-three countries, to provide an

improved lifestyle through exceptional quality, high performance products.

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Fig 4

Genichi Kawakami's history with Yamaha was long and rich. He saw the new corporate

headquarters in Cypress, California and the 25th Anniversary of Yamaha become a

reality in 1980. He also watched bike #20 million roll off the assembly line in 1982.

Genichi passed away on May 25, 2002 yet his vision lives on through the people and

products of Yamaha, throughout the world.

IYM’s MANUFACTURING PROCESSES

IYM's manufacturing facilities comprises of 2 state-of-the-art Plants at - Faridabad

(Haryana) and Surajpur (Uttar Pradesh). Currently 10 models roll out of the two Yamaha

Plants.

The infrastructure at both the plants supports production of motorcycles and its parts for

the domestic as well as oversees market. At the core are the 5-S and TPM activities that

fuel our agile Manufacturing Processes. We have In-house facility for Machining,

Welding processes as well as finishing processes of Electroplating and Painting till the

assembly line.

The stringent Quality Assurance norms ensure that our motorcycles meet the reputed

International standards of excellence in every sphere.

As an Environmentally sensitive organization we have the concept of "Environment-

friendly technology" ingrained in our Corporate Philosophy. The Company boasts of

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effluent Treatment plant, Rain water - Harvesting mechanism, a motivated forestation

drive. The IS0-14001 certification is on the anvil - early next year. All our endeavors give

us reason to believe that sustainable development for Yamaha will not remain merely an

idea in pipeline.

We believe in taking care of not only Your Motoring Needs but also the needs of Future

Generations to come.

IYM plant at Surajpur (Greater Noida)

The new Surajpur plant was inaugurated by Mr. T.Kazikawa C.E.O & MD Yamaha

Global on 6th July 2009, which has capacity to produce 6 lakh motorcycles annually

including Fazer followed by FZ-16, FZ-S, YZF-R15 and other models. The plant

capacity can be augmented up to 1 million units.

This fully integrated assembly plant is built on the lines of Yamaha’s globally tried,

tested and successfully implemented standards and meets the global quality benchmarks.

At the core are the 5-S and TPM activities that fuel its Manufacturing Processes. The

plant has 3 vehicle assembly lines and 4 engine assembly lines including one dedicated

for export engines. The engine and vehicle assembly lines are synchronized and

incorporate concepts of Unit Assurance i.e. Complete Product Assurance, Parts

Assurance through 100% kit supply on lines and synchronization of parts storage, supply

and production. The innovative production processes along with high tech final assurance

processes are aimed to achieve Zero Claims at our dealers and thus, a highly satisfied

customer base.

The YAMAHA plant is ISO 9001, 14001 and 18001 certified. The first certification is for

quality management where as the second and third one are for environmental and safety

standards and health respectively.

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Fig 5: YAMAHA’S MOTORCYCLE OPERATIONS IN INDIA

Fig 6: CORPORATE OFFICE (SURAJPUR)

The IYM Factory in Surajpur is located at:-

A-3 Industrial Area, Noida-Dadri Road,

Surajpur-201306, Distt. G.B. Nagar (U.P.) INDIA

http://www.yamaha-motor-india.com

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OVERVIEW

Founded July 1, 1955

Capital 85,666 million yen (as of March 31, 2012)

President Hiroyuki Yanagi

Employees (Consolidated) 54,677 (as of December 31, 2011)

Parent :10,159 (as of December 31, 2011)

Sales (Consolidated) 1,276,159 million yen

(from January 1, 2011 to December 31, 2011)

Parent: 463,292 million yen

(from January 1, 2011 to December 31, 2011)

Major Products &

Services

Manufacture and sales of motorcycles, scooters, electro-hybrid

bicycles, boats, sail boats, Water Vehicles, pools, utility boats,

fishing boats, outboard motors, diesel engines, 4-wheel ATVs,

side-by-side vehicles, racing karts, golf cars, multi-purpose

engines, generators, water pumps, snowmobiles, small-sized

snow throwers, automotive engines, intelligent machinery,

industrial-use remote control helicopters, electrical power units

for wheelchairs, helmets. Biotechnological production,

processing and sales of agricultural and marine products and

microorganisms. Import and sales of various types of products,

development of tourist businesses and management of leisure,

recreational facilities and related services.

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Headquarters 2500 Shingai, Iwata-shi, Shizuoka-ken, Japan

Affiliated Companies Consolidated subsidiaries: 113

Non-consolidated subsidiaries: 4 (by the equity method)

Affiliates: 25 (by the equity method)

TABLE No.: 1

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1.4PRODUCTS PROFILE IN INDIA

VMAX

Fig 7: VMAX

TECHNICAL SPECIFICATIONS

Engine type Liquid cooled, 4-stroke, DOHC, 4-valve,

V-type 4-cylinder

Engine Cooling Liquid cooled

Displacement 1,679cc

Bore & Stroke 90.0 x 66.0 mm

Compression ratio 11.3:1

Maximum output 200.1PS / 9,000 rpm

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Maximum torque 166.8Nm / 6,500 rpm

Lubrication system Wet sump

Fuel system Fuel injection

Starter method Electric

Clutch type Wet, multiple-disc

Ignition system T.C.I

Transmission system Constant mesh, 5-speed

Final transmission Shaft drive

Primary/Secondary reduction ratio 1.509/3.082

Gear ratios 1st gear=2.375, 2nd gear= 1.81, 3rd gear=

1.4, 4th gear= 1.115, 5th gear = 0.935

Fuel tank volume 15 litres

Engine oil volume 5.9 litres

CHASSIS

Aluminum, Diamond-shaped

Suspension (Front/Rear) Telescopic fork/Swingarm

Wheel travel (Front/Rear) 120/110 mm

Caster angle 31°

Trail 148 mm

Brake Type (Front/Rear) Dual Hydraulic disc Ø 320 mm/Single

Hydraulic disc brake Ø 298 mm

Tyre Size (Front/Rear) 120/70 R18M/C (59V)/

200/50 R18M/C (76V)

Overall Length x Width x Height 2,395 x 820 x 1,190 mm

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Seat height 775 mm

Kerb weight 310 kg

Wheelbase 1,700 mm

Minimum ground clearance 140 mm

Service weight 310 kg

TABLE No.:2

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YZF R1

Fig 8: R1


Engine type Liquid cooled 4-stroke DOHC, 4-valve

Displacement 998 cc

Bore & Stroke 78.0 x 52.2 mm


Maximum output 182.1PS / 12,500 rpm

Maximum torque 115.5NM / 10,000 rpm

Starting system Electric

Lubrication wet sump

Clutch type Wet multiple-disc


Primary/Secondary reduction ratio 65/43 (1.512)- 47/17 (2.765)

Secondary reduction system Chain drive

Transmission type Constant mesh, 6-speed

Final transmission Chain

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Maximum Speed (crouched) 285km/h

Minimum turning radius 3500 mm

Cylinder layout In-line 4-cylinder

Radiator capacity(including all routes) 2.773 L

Air filter type Paper

Spark plug model CR9EK

Battery voltage/capacity 12V, 8.6AH(10H)

Gear ratio 1st gear=38/15 2.533, 2nd gear=33/16

2.063, 3rd gear=37/21 1.762, 4th

gear=35/23 1.522, 5th gear=30/22

1.364, 6th gear=33/26 1.269

Headlight bulb type Halogen bulb

Headlight 3312V, 55W ×2

Auxiliary light 12V, W5W ×2

Brake/tail light LED

Turn signal light(Front) 12V, 10.0 W ×2

Turn signal light(Rear) 12V, 10.0 W ×2

Speedometer LCD Digital

Tachometer Analog

Odometer LCD Digital

Trip meter LCD Digital

Water temperature meter LCD Digital

Clock LCD Digital

Shock absorber assembly type(Front) Coil spring/oil damper

Shock absorber assembly type(Rear) Coil spring/gas-oil damper

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Frame type Diamond

Front suspension Telescopic fork

wheel travel (front/rear) 120/120 mm

Rear suspension Swingarm

Brake type (front/rear) 310 /220 mm

Tyre Size (front /rear) 120/70ZR17M/C(58W)/,

190/55ZR17M/C(75W)

Overall length x width x height 2,070mm x 715mm x 1,130mm

Seat height 835mm

Wheelbase 1,415mm

Minimum ground clearance 135mm

Kerb weight 206 kg

Dry weight (with oil and fuel) 206 kg

Fuel tank volume 18 litres

Engine oil volume 3.7 litres

TABLE No.: 3

R15

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Fig 9: R15


Engine type Liquid-cooled, 4-stroke, SOHC, 4-valve

Cylinder arrangement Single cylinder

Displacement 149.8cc

Bore & Stroke 57 × 58.7mm


Maximum power 17PS/ 8,500rpm

Maximum torque 15N.m / 7,500rpmm

Starting system Electric start


Fuel tank capacity 12 liters

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Fuel supply system Fuel Injection


Primary / Secondary reduction ratio 3.042 / 3.133

Clutch type Wet Multiple-disc

Transmission type Return type 6-speed

Gear ratios 1st=2.833, 2nd＝1.875, 3rd=1.364,

4th=1.143, 5th=0.957, 6th=0.84

Frame type Delta box

Caster / Trail 26° / 98mm

Tire size (Front / Rear) 90/80-17 / 130/70-R17

Brake type (Front / Rear) Hydraulic, single disc (Front / Rear)

Suspension type (Front / Rear) Telescopic / Linked type Monocross

Headlight Lo beam12V/35W X1, Hi beam12V/35W

X2

Battery 12V, 3.5Ah (10H)

Overall length x width x height 1,970mm x 670mm × 1,070mm

Seat height 800mm

Wheelbase 1,345mm


Kerb weight 136Kg

TABLE No.:4

FAZER

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Fig 10: FAZER

TECHINCAL SPECIFICATIONS

Engine type Air-cooled, 4-stroke, SOHC, 2-valve

Displacement 153.0 cc


Maximum power 14PS @ 7500 rpm

Maximum torque 13.6 Nm @ 6000 rpm

Starting system Electric & Kick start

Fuel tank capacity 12 litres

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Lubrication type Wet Sump

Fuel Supply Carburetor

Transmission type Constant mesh 5-speed


Cylinder Layout Forward-inclined Single cylinder

Bore × Stroke 58.0 × 57.9 mm

Battery 12 V, 5.0 AH (10H)

Gear ratios　 1st=2.714, 2nd=1.789, 3rd=1.318,

4th=1.045, 5th=0.875

Primary / Secondary reduction ratio　3.409/2.857

Frame type　 Diamond

Brake type(front/rear) disc / drum

Headlight 12V, 35/35W

Caster / trail　　 25 degree/ 101 mm

Tyre size (front/rear)　　 100/80-17 / 140/60-R17

Suspension (front/rear)　　 Telescopic/ Monocross

Overall Length × Width × Height 2,075mm × 761mm × 1,119mm

Seat height 790mm

Wheelbase 1,334mm


Kerb weight 141 kg

TABLE No.:5

FZ16

30

Fig 11: FZ 16


Engine type Air-cooled, 4-stroke, SOHC


Bore & Stroke 58.0 × 57.9mm


Maximum output 14PS / 7500 rpm

Maximum torque 13.6 N.m / 6000 rpm

Starting method Electric & Kick

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Lubrication type Wet sump



Primary/secondary reduction ratio 3.409 / 2.857


Gear ratio 1st=2.714 2nd=1.789 3rd=1.318 4th=1.045

5th=0.875

Cylinder layout Single Cylinder

Frame type Diamond

Suspension (front/rear) Telescopic/ Swingarm

Wheelbase 1,335mm

Brake type(front/rear) Disc/Drum

Tire size (front/rear) 100/80-17 / 140/60-R17

Headlight 12 V, 35/35W

Battery 12 V, 5.0 Ah

Caster / trail　　 25 degree/ 101 mm

Overall Length × Width × Height 1973mm x 770mm x 1045mm

Seat height 790mm

Wheelbase 1,334mm


Kerb weight 135 kg

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Fuel tank volume 12 liters

Engine oil volume 1.2 liters

TABLE No.:6

FZS

33

Fig 12: FZS




Bore & Stroke 58.0 × 57.9mm


Maximum output 14PS @ 7500 rpm

Maximum torque 13.6 N.m @ 6000 rpm

Starting method Electric & Kick

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Lubrication type Wet Sump



Primary/secondary reduction ratio 3.409 / 2.857


Gear ratio 1st=2.714 2nd=1.789 3rd=1.318 4th=1.045

5th=0.875

Cylinder layout Single Cylinder


Frame type Diamond

Suspension (front/rear) Telescopic/ Swingarm

Wheelbase 1,334mm

Brake type(front/rear) Disc/Drum

Tire size (front/rear) 100/80-17 / 140/60-R17

Headlight 12 V, 35/35W

Caster / trail　 25 degree/ 101 mm

Overall Length × Width × Height 1,973 mm × 770 mm × 1,090 mm

Seat height 790 mm

Wheelbase 1,334 mm

Minimum ground clearance 160 mm

Kerb weight 135 kg

Fuel tank volume 12 liters

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TABLE No.:7

SZR

36

Fig 13: SZR


Engine type Air cooled, 4 stroke, SOHC, 2-Valve

Displacement 153 cc

Bore & Stroke 58.0 X 57.9mm


Maximum output 12.1PS/7500rpm

37

Maximum torque 12.8Nm/4500rpm

Starting system Electric Start/Kick Start


Cylinder layout Single cylinder

Clutch type wet, multiple disc

Ignition system C.D.I

Fuel supply Carburettor

Battery 12V,5 AH(10H)

Headlight Halogen bulb (12 V, 35/35 W)

Primary/Secondary reduction ratios 3.409/3.000

Tranmission type Constant Mesh 5 - Speed

Caster/Trail 26 degree/99 mm

Gear ratios 1st=2.714, 2nd=1.789, 3rd=1.318,

4th=1.045, 5th=0.916

Frame type Diamond

Suspension (Front/Rear) Telescopic/Swingarm

Brake Type (Front/Rear) Disc /Drum

Tyre size (Front/Rear)　 (2.75- 17 41P )/ (100/90-17 55P)

Overall length x width x height 2050 x 730 x 1100 mm

Kerb Weight 134 Kg

Seat Height 802mm

Wheelbase 1,320mm


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Engine oil volume 1.2 L

Fuel tank capacity 14 liters

TABLE No.:8

YBR

39

Fig 14: YBR



Displacement 123 cc

Bore & Stroke 54.0 × 54.0 mm


Maximum power 10.88PS@7,500 rpm

Maximum torque 10.40N.m / 6,500 rpm

Starting system Electric Start


40

Cylinder layout Forward inclined Single cylinder

Clutch type Wet, multiple disc

Ignition system DC CDI

With Oil and Fuel 126kg

Fuel Supply Carburettor

Primary/Secondary reduction ratio 3.400/3.214

Transmission Type Constant mesh 4-speed

Gear ratios 1st=3.000, 2nd＝1.687, 3rd:=1.200,

4th=0.875

Caster/Trail 26.4 degree/90 mm

Frame type Diamond


Headlight 12 V, 35W/35 W x 1

Suspension(Front/Rear) Telescopic/Swing arm

Brake Type(Front/Rear) Drum/Drum

Tyre size(Front/Rear) 2.75-18" 4PR/3.00-18 6PR

Seat Height 795mm

Overall length x width x height 2,065mm x 730mm × 1,100mm

Wheelbase 1300mm

41



Fuel tank capacity 13.6 liters

TABLE No.:9

2. OBJECTIVE:

42

Main Objective: To study the processes of manufacturing (assembly) of YAMAHA

motor bikes, the sequence of those processes and find out the defects arising during the

‘on-line’ stage and to suggest appropriate counter measures to reduce the defects. Main

purpose of all this observation is to inculcate the ‘Zero Defect Process (ZDP)’ to ensure

that the customer gets a bike that is defect free.

3. SCOPE OF THE PROJECT:

Since I was studying the assembly and the sub-assembly processes, my scope of study

was limited to the Body Assembly line, the Sub-Assembly bays and the Engine Assembly

line. This study limited me to these areas only and I was not allowed in the paint shop,

welding shop or the electroplating shop.

4. METHODOLOGY:

To reduce the cycle time and so as to eliminate non value adding activities/classical

wastes we are using following the methodologies:

4.1 TIME STUDY:

Time study is one of the basic techniques for measuring work and setting standards. It

uses a stopwatch to time the work and work sampling, which entails recording random

observations of a person or team or process at work. The purpose of this time study is to

reduce the required time for performing a task in order to increase productivity.

43

Total time of work, which is known as Standard time, mainly divided into two parts one

is normal time and other one is ideal time.

Standard time = Normal Time + Ideal Time (Rest time)

4.2 LEAN MANUFACTURING:

Lean manufacturing is a systematic approach for identifying and eliminating waste in

operations through continuous improvement for doing everything more efficiently,

reducing the cost of operating the system and fulfilling the customers desire for

maximum value at the lowest price. Many organizations have realized the capability of

producing high quality products more economically even in lower volume and if half the

time and space using just a fraction of the normal work in processes inventory. For the

enterprises keen to win and retain customer confidence, to realize efficiency and

effectiveness in all business processes and to improve the chance of making profit

consistently, Lean Manufacturing has proved to be a very reliable “good management

practice”.

WHAT IS LEAN MANUFACTURING?

Lean manufacturing evolved out of lean thinking, the antidote to waste. Waste

specifically means any activity which absorbs resources but creates no value and lean

thinking provides a way to specify value, line up value-creating actions in the best

sequence, conduct these activities with less human effort, equipment, time and space,

while coming closer and closer to providing customers with exactly what they want.

Many organizations in Japan, USA, Germany, India, UK and other countries have

benefited tremendously by translating their lean thinking into world class organizations.

These organizations achieved superior quality, higher productivity, perfect delivery

performance, overall customer satisfaction and enterprise excellence all with lower cost.

The actual scenario may be different, but the overall approach was based on defining the

44

value, value stream analysis, getting the value to flow by putting in place a proper flow

system, quest for perfection and people empowerment with proper change management.

Lean manufacturing -The practical approach towards productivity lean manufacturing

initiative focus on cost reduction and increase in turnover by systematically and

continuously eliminating non value added activities. In a nutshell, lean manufacturing is

all about driving towards achieving profitability and productivity through continuous

improvement and resource waste elimination. It is an organizational culture as well as

specific practices with clear goals. Lean manufacturing is a generic process management

philosophy derived mostly from the Toyota.

Elimination of 3Ms - Muri, Mura, and Muda is important and forms the basis of TPS.

Touching upon the 5S methods, the need to passionately practice it to achieve global

standards. If quality is lost, everything is lost. Emphasis on quality is supreme and any

failure needs to be analyzed in depth to get the root cause.

Lean basically includes the following element:

Overview of lean

Value stream mapping

Flow

Pull production

Cellular manufacturing

5S

Quick changeover (setup reduction)

Eight wastes

Standard work

Kaizen

TPM (total productive maintenance)

OEE (overall equipment effectiveness)

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It is renowned for its focus on reduction of the 'seven wastes' in order to improve overall

customer value. Wastes are following:

Overproduction

Time on Hand (waiting time)

Transportation

Stock on Hand - Inventory

Waste of Processing itself

Movement

Making Defective Products

4.3 KAIZEN:

‘Kai’ means continuous and ‘zen’ means improvement so Kaizen is Continuous

improvement over current processes. This continuous improvement can occurs for

machinery, materials, labor utilization, and production methods through applications and

ideas of company teams.

Fig 15: Kaizen Flowchart

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4.4 SPR:

SPR or Straight Pass Ratio is the percentage of vehicles that pass straight out of the Body

Assembly line after final inspection without any defects or the need of reworking on the

vehicle. This means that after the vehicle gets off of the conveyor belt on the assembly

line and has undergone Final Inspection, the vehicle should straight away go for

packaging and then be handed over to the Logistics department for further processing.

It can also be understood as the production rate in layman terms as the percentage of

vehicles that have been passed as ‘OK’ to go to the next stage.

There are 2 kinds of SPR that are considered in the production process:-

a. Assembly Straight Pass Ratio (ASPR) :- The percentage of vehicles that move

without defects from the body assembly line when the defects considered are only

of the Body Assembly Line. For example:- defects that occur due to operator

negligence like no or less torque provided, no tagging of defect done, etc.

ASPR = ASPR Quantity x 100

Checked Vehicle

b. Total Straight Pass Ratio (TSPR) :- The percentage of vehicles that move without

defects from the Body Assembly Line when the defects are considered from every

concerned department, i.e. Body Assembly, Paint Shop, Welding Shop, Engine

Assembly, BOP( Brought of Products), Other defects(include Electrical defects or

Electroplating defects).

TSPR=TSPR Quantity x 100

Checked Vehicle

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ASPR Quantity= Total No. of Vehicles Checked at F.I. – No. of Vehicles with

defects from Body Assembly Line

TSPR Quantity= Total No. of Vehicles Checked at F.I. – No. of Vehicles with

defects from any department

For an effective production process, a benhcmark has to be set so that the production rate

does not go down. At YAMAHA, SPR is the criterion that guides the production process,

therefore for an effective production rate and quality production:

ASPR> 99% and TSPR>90 %

To increase SPR, we need to reduce the defects during the whole production process.

I was concerned with reducing the defects occuring in the body assembly line. I was

supposed to find out the defects,categorise them, analyse them and take counter

measures.

4.5 4M METHODOLOGY:

FOUR M’S STANDS FOR:

MEN

MACHINE

METHOD

MATERIAL

The basic characteristics of four M are for optimum production.

1. Men:

The men force should be trained well.

The men should have right attitude for work.

The appropriate part of total work force should be multi skilled.

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2. Machine

The proper machine and tool kit should be allocated at workplace.

Stand by machines and tool kit option should be there in case of critical

parts.

Periodical review of machines and tool kit by experts.

3. Method

Method should be well explained to the responsible worker.

Improve that method which doesn’t fulfill the requirement of production.

Method should be time saving, space saving, cost saving.

4. Material

Material should be the as per standard given by company.

Timely availability of material by vendor.

Vender should be responsible for all incurred cost of company, in case of

any material defect.

Some times there is also a 5th M that is included but not taken in the general concept. The

5th M is that of ‘Measurement’.

5. Measurement

All the items whether received from any department should adhere to the

specified dimensions.

The criteria for vehicle checking at Final Inspection should be followed by

guidelines provided. For example: the clutch freeplay should be

between 10-15 mm for any vehicle and chain freeplay should be 30-40

mm.

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4.6 5 S POLICY:

5S is the name of a workplace organization method that uses a list of

five Japanese words: seiri, seiton, seiso, seiketsu, and shitsuke. Transliterated or

translated into English, they all start with the letter "S". The list describes how to

organize a work space for efficiency and effectiveness by identifying and storing the

items used, maintaining the area and items, and sustaining the new order. The decision-

making process usually comes from a dialogue about standardization, which builds

understanding among employees of how they should do the work.

There are five primary 5S phases: sorting, straightening, systematic cleaning,

standardizing, and sustaining.

1. Sorting (Seiri)

Eliminate all unnecessary tools, parts, and instructions. Go through all tools, materials,

and so forth in the plant and work area. Keep only essential items and eliminate what is

not required, prioritizing things per requirements and keeping them in easily-accessible

places. Everything else is stored or discarded.

2. Stabilizing or Straightening Out (Seiton)

There should be a place for everything and everything should be in its place. The place

for each item should be clearly indicated.

3. Sweeping or Shining (Seiso)

Clean the workspace and all equipment, and keep it clean, tidy and organized. At the end

of each shift, clean the work area and be sure everything is restored to its place. This

makes it easy to know what goes where and ensures that everything is where it belongs.

Spills, leaks, and other messes also then become a visual signal for equipment or process

50

steps that need attention. A key point is that maintaining cleanliness should be part of the

daily work – not an occasional activity initiated when things get too messy.

Fig 16: 5S Cleaning point at the plant

4. Standardizing (Seiketsu)

Work practices should be consistent and standardized. All work stations for a particular

job should be identical. All employees doing the same job should be able to work in any

station with the same tools that are in the same location in every station. Everyone should

know exactly what his or her responsibilities are for adhering to the first 3 S's.

5. Sustaining the Practice (Shitsuke)

Maintain and review standards. Once the previous 4 S's have been established, they

become the new way to operate. Maintain focus on this new way and do not allow a

gradual decline back to the old ways. While thinking about the new way, also be thinking

about yet better ways. When an issue arises such as a suggested improvement, a new way

of working, a new tool or a new output requirement, review the first 4 S's and make

changes as appropriate. It should be made as a habit and be continually improved.

*Three other phases are sometimes included: safety, security, and satisfaction.

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6. Safety

There is debate over whether including this sixth "S" promotes safety by stating this

value explicitly, or if a comprehensive safety program is undermined when it is relegated

to a single item in an efficiency-focused business methodology.

7. Security

To leverage security as an investment rather than an expense, the seventh "S" identifies

and addresses risks to key business categories including fixed assets (PP&E), material,

human capital, brand equity, intellectual property, information technology, assets-in-

transit and the extended supply chain.

8. Satisfaction

An eighth phase, “Satisfaction”, can be included Employee Satisfaction and engagement

in continuous improvement activities ensures the improvements will be sustained and

improved upon. The Eighth waste – Non Utilized Intellect, Talent, and Resources can be

the most damaging waste of all.

It is important to have continuous education about maintaining standards. When there are

changes that affect the 5S program such as new equipment, new products or new work

rules, it is essential to make changes in the standards and provide training. Companies

embracing 5S often use posters and signs as a way of educating employees and

maintaining standards.

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4.7 ZERO DEFECTS PROCESS:

"Zero Defects" is one of the postulates from "Philip Crosby's "Absolutes of Quality

Management". Although applicable to any type of enterprise, it has been primarily

adopted within industry supply chains wherever large volumes of components are being

purchased (common items such as nuts and bolts are good examples).

PRINCIPLE OF ZDP:-

1. Quality is conformance to requirements

Every product or service has a requirement: a description of what the customer needs.

When a particular product meets that requirement, it has achieved quality, provided that

the requirement accurately describes what the enterprise and the customer actually need.

This technical sense should not be confused with more common usages that indicate

weight or goodness or precious materials or some absolute idealized standard. In

common parlance, an inexpensive disposable pen is a lower-quality item than a gold-

plated fountain pen. In the technical sense of Zero Defects, the inexpensive disposable

pen is a quality product if it meets requirements: it writes, does not skip or clog under

normal use, and lasts the time specified.

2. Defect prevention is preferable to quality inspection and correction

The second principle is based on the observation that it is nearly always less troublesome,

more certain and less expensive to prevent defects than to discover and correct them.

3. Zero Defects is the quality standard

The third is based on the normative nature of requirements: if a requirement expresses

what is genuinely needed, then any unit that does not meet requirements will not satisfy

the need and is no good. If units that do not meet requirements actually do satisfy the

need, then the requirement should be changed to reflect reality.

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Further, the idea that mistakes are inevitable is rejected out of hand. Just as the CEO

wouldn't accept 'mistakenly' not getting paid occasionally or his/her chauffeur

'mistakenly' driving them to the wrong business, so the company shouldn't take the

attitude that they'll 'inevitably' fail to deliver what was promised from time to time.

Aiming at an "acceptable" defect level encourages and causes defects.

4. Quality is measured in monetary terms – the Price of Nonconformance (PONC)

The fourth principle is key to the methodology. Phil Crosby believes that every defect

represents a cost, which is often hidden. These costs include inspection time, rework,

wasted material and labor, lost revenue and the cost of customer dissatisfaction. When

properly identified and accounted for, the magnitude of these costs can be made apparent,

which has three advantages. First, it provides a cost-justification for steps to improve

quality. The title of the book, "Quality is free," expresses the belief that improvements in

quality will return savings more than equal to the costs. Second, it provides a way to

measure progress, which is essential to maintaining management commitment and to

rewarding employees. Third, by making the goal measurable, actions can be made

concrete and decisions can be made on the basis of relative return.

4.8 LIQUID COOLING:-

YAMAHA YZF-R15 is the first Indian made motorcycle to mount a liquid cooling

system for higher performance. When the engine is running, the combustion in the

cylinders heats up the engine. But if the engine gets too hot, it loses power. If the engine

remains hot for a long time, it causes slight distortion in the engine parts that in turn

reduces the gaps between the moving parts. That is why an effective cooling system is

necessary to cool down the engine parts and the lubricating oil.

There are two types of engines i.e. air cooled and liquid cooled engines. Liquid cooled

engines use a mixture of water and other chemicals like anti freeze and rust inhibitors.

54

While some other, liquid cooled engines do not use any water but special fluids with

enhanced properties like ethylene glycol. On the contrary, air cooled engines use air but

no water or other chemicals to cool themselves. Liquid cooled and air-cooled engines are

interdependent as most liquid cooled engines use some amount of air to cool over heating

and air-cooled engines use liquids for cooling down.

LIQUID COOLING MECHANISM:

Liquid-cooled motorcycles have a radiator (similar to the radiator on a car) which is the

primary way their heat is dispersed. Coolant is constantly circulated between this radiator

and the cylinders when the engine is running. While most off-road motorcycles have no

radiator fan and rely on air flowing over the radiators from the forward motion of the

motorcycle, many road motorcycles have a small fan attached to the radiator which is

controlled by a thermostat. Some off-road motorcycles are liquid-cooled, and anti-dirt

protection is attached to the radiator. The cooling effect of this fan is enough to prevent

the engine overheating in most conditions, so liquid-cooled bikes are safe to use in a city,

where traffic may frequently be at a standstill.

Basic Advantages & Features:

A motorbike with liquid cooled engines is smoother and more resistant to

breakdown than air-cooled.

A liquid cooled engine produces more power/torque than an air-cooled one.

A liquid cooled engine, since cooled by liquids, maintains a better control

temperature.

Air-cooled engines are fuel efficient, affordable and require lesser engine space

than that of liquid cooled engines.

The Maintenance costs of liquid cooled ones are higher than air-cooled engines.

Liquid cooled ones are easy to operate (better riding experience) but certainty of

liquid spilling out is high.

Air-cooled engines are nosier and somewhat harsh than liquid cooled engines.

55

Although liquid cooled engines are quite good as regards cooling, power and efficiency

people prefer air-cooled engines because of their cost efficiency, fuel efficiency and low

cost of maintenance. However, if you wish to avail more powerful and torque then opting

for liquid cooled engines are a good deal. In simple words, go for liquid cooled engines

if you need more power and air cooled engine for more mileage.

4.9 FUEL INJECTION:-

Fuel injection is a system for admitting fuel into an internal combustion engine. It has

become the primary fuel delivery system used in automotive engines, having

replaced carburetors during the 1980s and 1990s. A variety of injection systems have

existed since the earliest usage of the internal combustion engine.

The primary difference between carburetors and fuel injection is that fuel

injection atomizes the fuel by forcibly pumping it through a small nozzle under high

pressure, while a carburetor relies on suction created by intake air rushing through

a venturi to draw the fuel into the airstream.

Modern fuel injection systems are designed specifically for the type of fuel being used.

Some systems are designed for multiple grades of fuel (using sensors to adapt the tuning

for the fuel currently used). Most fuel injection systems are for gasoline

or diesel applications.

OBJECTIVES

The functional objectives for fuel injection systems can vary. All share the central task of

supplying fuel to the combustion process, but it is a design decision how a particular

system is optimized. There are several competing objectives such as:

Power output

Fuel efficiency

Emissions performance

56

Ability to accommodate alternative fuels

Reliability

Driveability and smooth operation

Initial cost

Maintenance cost

Diagnostic capability

Range of environmental operation

Engine tuning

The modern digital electronic fuel injection system is more capable at optimizing these

competing objectives consistently than earlier fuel delivery systems (such as carburetors).

Carburetors have the potential to atomize fuel better.

BENEFITS

Driver benefits

Operational benefits to the driver of a fuel-injected car include smoother and more

dependable engine response during quick throttle transitions, easier and more dependable

engine starting, better operation at extremely high or low ambient temperatures, increased

maintenance intervals, and increased fuel efficiency. On a more basic level, fuel injection

does away with the choke, which on carburetor-equipped vehicles must be operated when

starting the engine from cold and then adjusted as the engine warms up.

Environmental benefits

Fuel injection generally increases engine fuel efficiency. With the improved cylinder-to-

cylinder fuel distribution of multi-point fuel injection, less fuel is needed for the same

power output (when cylinder-to-cylinder distribution varies significantly, some cylinders

receive excess fuel as a side effect of ensuring that all cylinders receive sufficient fuel).

Exhaust emissions are cleaner because the more precise and accurate fuel metering

reduces the concentration of toxic combustion byproducts leaving the engine, and

57

because exhaust cleanup devices such as the catalytic converter can be optimized to

operate more efficiently since the exhaust is of consistent and predictable composition.

There are various types of Fuel Injection schemes:-

1. Single-Point Injection

2. Continuous Injection

3. Central Port Injection

4. Multi Point Fuel Injection

5. Direct Injection

6. Swirl Injection

Fig 17: FUEL INJECTION MECHANISM

58

5. PROCESS ANALYSIS

5.1MANUFACTURING PLANT LAYOUT

Fig 18

Following the above mentioned principles of 5S and 4M, Yamaha has a very simple and

effective shop floor layout that is optimized for maximum output and provides ample

space for the labor to work. Every inch has been judiciously utilized and the whole layout

has been highlighted in the figure shown above.

The whole plant layout and process has been explained below:

59

First, the material from different vendors is received in the Material Receiving

Area at the far end of the plant.

The material or the parts are then stored in the inventory and checked for quality.

The parts that are NG are sent back to the vendor and the ones that are OK are

stored for further processing in the sub-assemblies.

In the 8 sub-assembly bays for the Body Assembly Line and the Sub Assembly

Bays for Engine Assembly Lines, these parts are transported from the Inventory

area and each and every part, even a small nut or washer is accounted for.

After the Sub-Assembly, the parts are then supplied to the Body Assembly and

Engine Assembly Lines respectively.

After Final Inspection, the OK vehicle is then sent to the Logistics department for

packaging and tagging. Then these bikes are stored as inventory items and

supplied to the dealers as per the demand and order which is a large scale process

on its own.

If after the F.I., the vehicle is NG, it is sent to the Reworking Areas-different for

Lines A, B, C (Line C is not active yet) and Major Reworking Area for major

faults in the vehicle. After reworking, again F.I. is done and if passed, the vehicle

goes to the Logistics Department and the process continues as mentioned above.

If there is faulty material during the assembly process that has been supplied on

the line, it is separated and stored in the Rejected Parts Area where representatives

from the Welding shop, Electroplating shop, BOP Department, Paint shop and

other departments come, analyze and take countermeasures to do away with the

defects that have arisen in their supplied parts.

Now, we will study all the Body Assembly, Sub Assembly and Engine lines individually.

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5.2 BODY ASSEMBLY LINE

The body assembly line is the most important part of the manufacturing plant. It’s where

the actual production or assembly of the vehicles takes place.

The Body Assembly Line receives material from all the other departments-BOP, Engine

Assembly, Sub Assembly, Welding Shop, Paint Shop, etc. and then the whole process has

been divided into zones for the complete assembly of the vehicles.

Fig 19: Material received at B/A line

The Body Assembly line has been divided into 10 zones for the assembly process. Each

zone has a set of operators and a set of instructions that are carried out before the vehicle

moves to the next zone. The instructions are based on the 4M process and the instructions

sheet is called the ‘process check sheet’ in which all the processes to be carried out are

given in complete detail with the tools that are to be used and the technical specifications.

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Fig 20: Line layout

As mentioned above, the Body Assembly Line has been divided into 10 zones. The first

Zone is of the Frame Assembly, 8 zones where the actual bike is assembled and the final

zone for Inspection.

1. Frame Assembly : Here, the frame or the ‘chassis’ is received from the paint shop

after it has been welded by the welding shop and then screws are put on it for

footrest and other parts. Also the CHASSIS NUMBER is punched by the

computer here. Chassis No is a unique identification number for every individual

bike that is produced by a company to keep track of the vehicle. It is like the PAN

Card Number that the government uses to keep track of every citizen.

After the Frame punching, there is also a chit pasted on the vehicle which

contains the barcode of the vehicle and the chassis number. This barcode is

scanned after Appearance Checking stage, Final Inspection, at Logistics

Department and all other important stages just to signify the current position of an

individual vehicle.

The left and the right side zone operators work in unison but do their individual

operations. The L-1 and R-1 zone operators work simultaneously and so on.

2. L-1 and R-1 Zones : More than 60-70% of a vehicle is completed in these two

zones. Main items like TFF (Telescopic Front Fork) suspension, engine, rear arm,

rear fender, chuck nut, front wheel, lock set etc. are mounted here.

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Fig 21(a): Manufacturing Line

3. L-2 and R-2 Zones : In these zones, the Chain sub assembly takes place, engine

connections, muffler assembly, clutch handle, meter, brake handle, air filter, axle

tightening, horn engine stay and fuel tank fitting take place.

4. L-3 and R-3 Zones : Here all the electrical connections, the relay input, indicators

and headlight is done and battery box and battery box are put.

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Fig 21(b): Manufacturing Line

5. L-4 and R-4 Zones : Here tail covers, side covers, body covers and passenger seat

is placed. Also this zone houses the Appearance Check and small repairing

operators. Operators manually and visually check any damaged, scratched, lose,

broken part and a repairman is present to tighten any screw etc.

6. Final Inspection Zone : Roller testing, CO2 emission testing, speedometer testing,

Dynamometer testing, Engine noise, headlight and indicator checking, brake test

and a number of other tests are performed to ensure that the vehicle is in a good

condition. If there are any faults, it is recorded in the computer and contributes in

SPR calculation. The vehicle is sent to the reworking areas and then tested again

for good working condition after reworking.

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Fig 21(c): Manufacturing Line

Fig 21(d): Manufacturing Line

65

After the vehicle is passed from the Final Inspection, it is sent to the Logistics

department where it is packed and sent for further processing.

The Body Assembly Line usually runs on a 72 manpower setup or a 64 manpower

setup.

In a 72 manpower setup, 72 people work actively on the conveyor belt and

additionally 34 people are deployed who work as operators at Frame Assembly,

operators at Final Inspection, workers who do sub assembly of small parts between

the Body Assembly Line and the Sub Assembly bays and delivery boys. So actually

for a 72 manpower setup, 106 operators work on the line.

Also in each zone, there are 9 operators (9x8=72) where in each zone there is a group

leader who has all the technical know how of every individual part and assembly

process and who motivates his team of 8 people to work efficiently, solves their

problems like part shortage and manages these 8 people. The group leaders then

reports to the Line Managers and these Line managers report to the Senior Manager

in case of any shortcomings. Everything is similar for the 64 manpower setup.

Tact Time/ Pitch Time: The time in which one vehicle gets off of the conveyor belt

when the conveyor is at full capacity.

It may also be defined as the time provided for one operation on the conveyor as after

this allotted time, it moves on to the next operator. This calculated time is different

for different models and manpower setups. For eg: the tact time for FZ-16 is 49

seconds on a 72 manpower setup.

The different models are coded in the plant and not referred to by their market name

as it causes confusions. The different model numbers are:-

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S. No. MODEL CODE COMMON NAME

1 21 CE FZ S

2 21 CD FZ 16

3 45S9 FAZER

4 1CK1 R 15

5 1PG3 Export Model FZ

6 5KAB CRUX

7 5TSG YBR 110

8 5YYL YBR 125

9 1PM3 SZR

10 35B4 SS 125

TABLE No.:10

The ‘B’ line produces the FZ series i.e. 21CE, 21 CD and 45S9 and the ‘A’ line

produces the rest of the models.

The company is planning to launch a new scooty model-‘RAY’ which will be

exclusively produced on Line ‘C’.

Packaging Process:

For the bikes that have to be exported to other countries, the bikes are made on

the same assembly lines A or B just like the domestic variants with slight

modifications in the appearance and graphics etc.

The engine remains the same and fender or fuel tank or body graphics differ and

no number plate is mounted for the export models.

After Final Inspection, when the bike is OK for dispatch, it is thoroughly cleaned

and polished. The front cowl, muffler and fuel tank are covered in plastic packing to

avoid scratches.

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The vehicle is now in custody of the Logistics Department. The bikes for

domestic use are tagged and then sent to the warehouse for storage and dispatch to the

dealers as per demand.

The bikes for export are sent to the export department. At the export department,

the bike is disassembled on a disassembly lines. Mostly the front cowling (headlight),

front tyre and a few other projecting out parts are taken out differing from model to

model. The vehicle is then packed in a large crate and kept in storage for further

transport.

The countries to which bikes are exported, besides domestic use are:

a. Australia

b. Sri Lanka

c.Nepal

d. Philippines

e.Mexico

f. Singapore

g. Korea

h. Angola

i. Columbia

j. Bangladesh

k. Ecuador

l. Chile

m. Indonesia

n. And a few others.

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5.3 SUB-ASSEMBLY LINE

The Sub-Assembly line has been divided into 8 bays. Each individual bay houses the sub

assembly of different items which are then supplied to the Body Assembly Lines. We

will be looking at the different bays briefly and studying some processes in depth.

1. Bay 1

Bay 1 is basically for tyre fitting of different vehicles. The basic process of

assembling a tyre is as follows:

a.Rim is fitted with special and bearing and the pressure is applied through a machine

and then it is sealed by a rubber.

b. Then ‘homocol’- a lock tight adhesive is applied so that the bearing

can easily slide into the tyre and remain in place.

c.Air is filled inside the tyre.

d. Air pressure is checked

e.Finally, a damper is fitted into the tyre with the help of a hammer.

2. Bay 2

This holds the sub-assembly of clutch hub, rear arm and chain set and rear fender.

Clutch Hub:

a. The hub casing is obtained from the vendor.

b. Bearing is pressed into it with the help of a machine and bolts on outer

periphery are tacked.

c.The gear on which the chain moves is mounted.

d. Tacking, tightening and torquing of all screws is done.

e.Grease is applied and bush if fit into it.

f. Magic Mark is put.

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Rear Fender:

a.Plastic frame is obtained from vendor.

b. Number plate is screwed onto it.

c.Indicators and reflectors are placed.

d. Tail light and mudflap are put and damper is put on the edges.

3. Bay 3

This bay houses assembly for meters, lock sets, indicators, reflectors, tail covers and

side covers of different models of the lineup.

Tail Cover assembly:

a.Tail cover is fitted with grommet.

b. Grab rails are fitted into the panel with the help of screws and washers.

c.Finally, the tail cover is fitted on the light with the help of screws.

Lock set Assembly:

a.Frame is obtained from vendor.

b. Screws are put on sides.

c.Lock and key set obtained from vendor is fit into the frame and then screws are

tacked, tightened and torqued.

NOTE: - For every screw that is used to hold any two items in the whole plant, a

sequential process is followed for it:

1. TACKING: The screw is placed in its position and three to four threads are

turned.

2. TIGHTENING: The screw is tightened with the help of pressure guns that deliver

5 kgf cm of pressure.

3. TORQUING: After Tightening, torque is given to the screws with the help of a

torque wrench to ensure that the screws are tight and won’t come lose.

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4. After the whole process is done, a Magic Mark or a mark from permanent

markers is put to indicate that the torquing has been completed.

4. Bay 4

The different parts assembled here are handlebars, rear caliper brake, headlight stay,

relay, brake shoe.

Brake Shoe:

a.The lever is fitted with the help of nut and bolt through bolt machine and key

number 10.

b. Grease is applied in the lower case.

c.Small lever is fitted in the brake shoe.

d. Now, a washer is fitted and then a carrier is fitted with it.

e.It is tightened and then sealed.

Right Hand Handle:

a.First raw handle is taken which is sent by metal shop.

b. Then the brake along wire is inserted and washer placed above it.

c.Grease is applied for lubrication.

d. Acceleration lever is inserted on the rod.

e.Then stopper is applied.

5. Bay 5

This has the foot rest, side stand and handle grip sub-assemblies.

Foot Rest and Side Stand:

a.Side stand is fitted into foot rest with screw and nut with the help of bolt machine

and it is struck by hammer to fix it in place.

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b. Rubbers are fitted and spring is attached to the side stand for upwards and

downwards movement.

Front Brake Bleeding:

a.The handle bar and brake oil caliper assembly are taken and set on an oil drain

machine.

b. The machines sucks the air from the lever case and oil is made to flow into the

lever case, brake pipes and the lever case.

c. A little air is left in the lever case for application of brakes.

6. Bay 6

This bay has all the headlight assembly for different models. The process of assembly for

different models is obviously different.

For 1CK1(R 15):

a.First the window front is fitted with spring and wire clamp.

b. Then the panel is fitted with window front and panel and fixed in head cowling.

c.It is tacked, tightened and torqued.

d. Light is fit with rubber at the corners.

e.Light is then fixed inside the window cowling.

For 1PM3(SZR)

a.Front windshield is fit on light provided from vendor.

b. Brackets on the lower end are put.

c.Side indicators and side covers are fixed.

d. Front bracket is fixed for number plate.

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7. Bay 7

This bay has the fuel tanks and the muffler assembly for the different models.

Fuel tank Assembly:

a. Fuel tank obtained from paint shop (after welding is done).

b. First fuel cock, damper and collars are put.

c. Then ascender (which checks oil level) is put.

d. Bidding is then placed along the edges, torquing is done and magic mark is put.

e. Leakage test is done on the tank by applying a soap solution and applying air

pressure (0.25-.30 kgf/cm sq.)

f. Again dampers are placed on the surface to help the adjustment of fuel tank’s

body cover.

g. Fuel tank body cover and lock set placed.

Muffler Assembly:

a.Muffler obtained from vendor.

b. Placed on supports and fitted with protector and protector caps.

c.Screws are tacked, tightened and torqued.

d. Magic mark is put.

8. Bay 8

This bay has the Frame or the Chassis Fittings, air indication system and air filter

assembly.

a.The different parts of the frame on which vehicle is made is received from paint

shop (after it has been made in the welding shop).

b. The different parts are tacked, tightened and torqued.

c.Frame is ready and magic mark is put.

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5.4 ENGINE ASSEMBLY LINE

The Engine Assembly line has been divided into 4 zones for the assembly process. Each

zone has a set of operators and a set of instructions that are carried out before the engine

parts move to the next zone. The instructions are based on the 4M process and the

instructions sheet is called the ‘process check sheet’ in which all the processes to be

carried out are given in complete detail with the tools that are to be used and the technical

specifications.

Fig 22

All the zones in the above figure have been explained as follows:

1. Engine No. Punching : Here, the crank case is received from the paint shop and an

‘Engine Number’ is punched on it by a computer. Engine number is a unique

identification number for every individual engine that is produced by a company to

keep track of the engines. It is like the PAN Card Number that the government uses to

keep track of every citizen.

For the models that are below the 150 cc segment (like 5YYL or 5TSG), number

punching is done on the Crank Case -2.

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For the models that are in the 150 cc segment (like 1CK1 or 45S9), number punching

is done on the Crank Case -1.

2. Zone 1: The processes in this zone are as follows-

a. 2 bearings are pressed in the crank case. One bearing is without seal which is put

for axle main and the other bearing is put for the axle drive which is with a seal.

b. Crank is fitted in the crank case.

c. Sprocket is fit onto crank with the help of pulling machine.

d. Gear fitment takes place in Crank Case- 1 where in, the axle drive has the largest

gear-the 1st gear and the axle main has the 4th gear has the largest gear.

e. Crank Cases 1 and 2 are fixed together with the help of an adhesive bond which

is applied and pressed through a machine.

f. The segment is then fitted on it. The gear shaft is to be placed on it later on.

g. Oil seal is fit in crank case 1.

h. Sprocket drive gear is fixed.

i. Idle gear is mounted which is used to give rotation to a ‘rotor’.

j. Final Inspection of Transmission is done, magic marking completed and the

whole assembly is passed onto the Second Zone.


a. Shift shaft fitment which is used for gear shifting is placed.

b. Fitment of wire clutch holder is done.

c. Grade matching of balancer gear and crank gear is done.

d. Balancer gear assembly consists of 4 springs and 2 dovel pins.

e. Oil pump and balancer drive gears are tacked, tightened and torqued.

f. Conical washer and kickshaft are placed.

g. Shift shaft is placed on the segment.

h. Tightening and torquing of shift shaft.

i. Washer is placed on the axle drive.

j. Clutch assembly is placed on axle drive with the top cover kept open.

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k. The clutch bolt in the inside is tightened.

l. Push rod and ball is inserted for precise timing.

m. The clutch case is closed and adjusted.

n. Push rod and ball is matched with the outer bolts on the top part of the engine.

o. Crank case 2 cover is put.


a. After the cover has been placed, kick is put on the engine meshing with the kick

shaft.

b. The piston is then fitted on top.

c. The piston cylinder in which it reciprocates is mounted.

d. The head bolts are tacked, tightened and torqued.

(Sometimes at particular stages, there is an auto-cut gun which tightens and

torques the bolt without the need of a torque wrench and also gives out a sound

signaling that the process is done correctly.)

e. A chain is put on the sprocket which is on the crank shaft to connect the

decompressor. A decompressor is a mechanism which releases the extra force

applied while kick starting the bike.

f. After this process, rotor is put on the crank shaft with gears underneath-all on the

crank shaft and a self start motor on the outside.

g. The rotor is covered with an outer case that has copper coils on it. The basic

principle of a magnetic field rotating with copper coils producing electricity. This

spark is the one utilized to fire the charge during self start instead of a spark plug.


a. After the rotor assembly, the attention shifts to the valves.

b. The inlet and outlet valves are separated from their seats at a distance of 8-10 mm

and 12-14 mm respectively for them to work efficiently. This is also known as

tappet gap.

c. The cylinder head side and top covers are placed.

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6. Final Inspection Zone: The processes in this zone are as follows-

a. After the engine assembly is complete, leakage testing is done through a machine.

If leakage is found, it goes for reworking; if not then engine oil is filled, visual

inspection and barcode scanning is done.

b. The engine is then taken to the engine testing room where a complete setup of a

bike is present. The engine is mounted and every aspect is checked. If any

problem arises, a mechanic looks after it on the spot.

c. The final tested engine goes for a final visual inspection and barcode scanning

and then forwarded to the different body assembly lines.

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6. OBSERVATIONS AND RECOMMENDATIONS:

After the study of all the individual assemblies and the different concepts like 4M, 5S

etc., my main objective was to contribute to increasing the SPR. To increase the SPR, the

most basic requirement is to reduce the defects that occur on the Body Assembly line

during the assembly process. To reduce the defects, first all the defects are accounted for.

Then they are categorized under different departments which are responsible for the

defects occurring. Since, I was working on the Body Assembly Line, I was concerned

with the defects on the B/A Line only. Thus, my work was to find out the defects, the

root cause for the defect and its countermeasure and to formulate and report the whole

process to the line and senior managers so as to bring about a positive change in SPR.

The whole process is called “Why-Why” Analysis.

Listed below are some of the defects that I recorded during the whole process:-

S.No. MODEL CODE DEFECT CONCERNED

DEPARTMENT

1. 1PG3 Air Filter Noise Body Assembly

2. 1PG3 Reflector Loose Body Assembly

3. 1PG3 TFF screw Body Assembly

4. 1PG3 Muffler protector

Screw

Body Assembly

5. 1PG3 Seat Handle

Grommet

Sub-Assembly

6. 1PG3 Seat Handle Bolt

Free

Welding Shop

7. 1PG3 R stop switch brake BOP

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wire broken

8. 1PG3 Tail Cover Coupler

Broken

BOP

9. 1PG3 Thread NG BOP

10. 1PG3 Clutch NG BOP

11. 1PG3 Outer Cover 2 Paint

Dust

BOP

12. 1PG3 Muffler protector

broken

Other

13. 1PG3 Throttle NG Other

14. 1PG3 No start Other

15. 1PG3 Rear Fender loose Other

16. 21CE Headlight Coupler

Broken

Body Assembly

17. 21CE Air Filter Noise Body Assembly

18. 21CE Rear Brake Rod

Bent

Body Assembly

19. 21CE Handle Movement

Hard

Body Assembly

20. 21CE Clutch Freeplay

more

Body Assembly

21. 45S9 Chain Freeplay

more

Body Assembly

22.

45S9

Seat Handle

Grommet Fitting

NG

Sub Assembly

23. 45S9 Front Wheel Air

less

Sub Assembly

24. 45S9 Wind Cover Logo

Short

Sub Assembly

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25. 45S9 Magnet Coupler

Broken

Engine Assembly

26. 45S9 Engine Noise Engine Assembly

27. 45S9 Crank Case Dent Engine Assembly

28. 21CD Horn Bolt Thread

NG

Welding Shop

29. 21CD Air Shroud Bolt

Broken

Welding Shop

30. 21CD Air Shroud Bolt

Free

Welding Shop

31. 21CD Horn Mounting

Bolt Free

Welding Shop

32. 21CD Fuel Tank Cap

mismatch

BOP

33. 21CD Choke pin broken BOP

34. 21CD Front No. Plate

thread NG

BOP

35. 21CD Horn connection

wire broken

BOP

36. 21CD Rear Fender Offset Other

37. 21CD Throttle NG Other

TABLE No.:11

The above mentioned defects are just a few glimpses of all the defects that occur daily

during the assembly process and a line manager’s job is to reduce these defects to achieve

greater ASPR.

The whole process of WHY WHY analysis is as follows:

a.After the defects have been categorized (like in the above table).

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b. We must go to the concerned Zone where the assembly of the defective part is

taking place.

c.Talk to the group leader and make him aware of the problem.

d. Talk to the concerned operator that is doing the operation.

e.Try to find out the reason for the occurrence of the defect.

f. Check the 4M (Process Check sheet) to see if the operator is at fault, ask if the

Machine or material provided is faulty. In short check the 4M criteria-man, material,

method or machine whichever is at fault.

g. Find out why the fault occurred.

h. Take counter measures to do away with the fault.

i. Formulate in a report and submit the same to the line and senior managers.

I took 5 major defects that occurred during the assembly process for the whole Why-Why

analysis and followed the above procedure to formulate the report and increase ASPR.

The Analysis has been done for the following defects:

1. Fuel pipe and Clamp missing.

2. Horn Bolt Free.

3. Rear Fender Clamp Missing (Right Side).

4. Pedal Shift Lose.

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5. Chain Freeplay more

Definition Fuel pipe Clamp missing

MODEL : 21CE

Related Fact Cause : 5 Why Analysis

Check Item Judg’nt

Man Assy. Record

Date & Shift

Deployment Of Operator based on Skill Level at stage

Training Record & Operator Awareness Level

O.K

O.K

N.G.

Machine (Tool / Jig)

>Engine mounting arm

M/c MaintActivities

OK

Root Cause : Fuel pipe not kept straight.

Material clamp O.K Countermeasure

1)Operator and Group Leader made aware of the problem.

2)Implementation Date:11-6-2012

Evaluation Results–After this countermeasure no such problem observed from B/A as well as from Final Inspection

Countermeasure is Effective.

Method Clamp position to be kept straight after enignemounting

N.G.STD Revised –

Check Point added in Process Std.

<Defect> During Final Inspection, fuel pipe clamp was missing.

Education For the stage –Training records available

Verify with Relevant Data

Assy. Date – 11-6-2012, SHIFT A , LINE-B

Fuel pipe clamp

missing

The fuel pipe was bent after

engine mounting

WhyWhy

The clamp is bent inwards inside the frame and it falls off during later assembly operations

Operator was not following the available process Sequence

OK

Self Maint Found Updated

Observed ok

FUEL PIPE CLAMP MISSING

Operator Negligence

Fig 23: FUEL PIPE AND CLAMP MISSING

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Definition HORN BOLT FREE

MODEL : 21CE



Man Assy. Record

Date & Shift



O.K

O.K

O.K.


>Pressure gun for tightening

>Torque Wrench

M/c MaintActivities

OK

OK Root Cause : No checking of pressure of tool

Material SCREW O.K Countermeasure 1)Pressure of tool set to standard

2)Operator made aware of the problem

3)Implementation on 12-6-2012



Method After screw tightening, torque is provided

N.G.

N.G.

STD Revised –


<Defect> During Final Inspection, The Horn Bolt was free.




Horn not tight

properly

Over Torque done

WhyWhyWhyWhy

Excess tightening due to more pressure in tool

Operator was following the available process Sequence

OK

Self Maint Found Updated

Pressure more than standard

Horn Bolt Free

Over Torque done

More tightening of screw

Pressurein tool was

more

No standard checking

before usage

Observed Ok

Fig 24: HORN BOLT FREE

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Definition Rear Fender Clamp missing (Right side)

MODEL : 21CE



Man Assy. Record

Date & Shift



O.K

O.K

O.K.


S/A Bay work NG Root Cause : No checking of clamp after S/A of fender

Material

Nut Spring/clamp O.K

Countermeasure

1)Operator made aware of the problem




Method Clamp is put on Rear Fender in Sub Assembly

N.G.STD Revised –


<Defect> During Final Inspection, The nut spring for Rear Fender missing(Right Side).




Rear Fender Clamp

missing (right Side)

Clamp missing in parts

supplied to B/A

WhyWhyWhy

Operator forgot to put the clamp on the fender

Operator was not following the available process Sequence

OK

Nut spring missing

Operator forgot to put clamps

in fender in S/A

No checking of clamp after S/A of fender done

Observed not OK

Fig 25: REAR FENDER CLAMP MISSING

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Definition pedal shift lose

MODEL : 21CE



Man Assy. Record

Date & Shift



O.K

O.K

O.K.


Torque wrench NG Root Cause : Tool broken.

Material

Pedal shift O.K

Countermeasure

1)Tool provided to the operator




Method After tightening torque applied to pedal

O.KSTD Revised –


<Defect> During Final Inspection, pedal shift was lose.




Pedal shift lose

Less torque was given

WhyWhyWhy

OK


OK

Pedal Shift Lose

New torque wrench of

lower range was provided

Old wrench of higher range was broken

Broken

Fig 26: PEDAL SHIFT LOSE

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Definition chain play loseMODEL : 21CE



Man Assy. Record Date & Shift Deployment Of Operator based on Skill Level at stage


O.K

O.K

O.K.


Jig

Pressure gun to tight screw

NG

OK Root Cause : Tool broken.

Material

chain O.K

Countermeasure

1)Chain play avoided by tightening it through some standard 2)Implementation on 15-6-2012

Evaluation Results–After this countermeasure no such problem observed from B/ A as well as from Final InspectionCountermeasure is Effective.

Method Jig and Pressure guns are used to tight the screws to tighten the chain

O.KSTD Revised –


<Defect> During Final Inspection, chain play was lose.




Chain play more

WhyWhyWhy

The jig is not available for the operator and it could not be repaired by the maintenance department.


OK

chain play Lose

Jig was broken and could not be repaired

Chain play was tightening it by

according to some standard

Not available

Observed OK

No jig was provided

Fig 27: CHAIN FREE PLAY MORE

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7. REFERENCES

Websites referred:

http://www.yamaha-motor-india.com

http://www.google.co.in

http://www.wikipedia.com

http://www.fadaweb.com/

http://www.youmotorcycle.com/

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http://www.youmotorcycle.com/

http://www.fadaweb.com/two_wheeler_industry.

http://www.wikipedia.com/

http://www.google.co.in/

http://www.yamaha-motor-india.com/

Documents

Summer Training Report Yamaha motors pvt. ltd