TRAINING REPORT

OF
SIX MONTHS INDUSTRIAL TRAINING
UNDERTAKEN

AT

“INDIA YAMAHA MOTOR”

IN

ENGINE ASSEMBLY

SUBMITTED IN PARTIAL FULFILLMENT OF THE DEGREE

OF

BACHELOR OF TECHNOLOGY

Under the Guidance of : Submitted By:

Name: Mr. BIJENDER KAUSHIK Name:Kumar Gaurav Kaundal

Designation:Sr. Manager Saurabh Parashar
Department: Engine Assembly Ankush Choudhary
 CONTENTS
1.Company profile Page no.

 Founding history 7

 About India Yamaha Motor Pvt. Ltd. 8

2 .List of director 10

3 .Print media 11

4 .Sales figures 13

5. Yamaha’s plan for INDIA 14

6. Neo, Fino & Spark in INDIA 15

7. Projects

Project 1-Quality level improvement

1.1 Yellow plate implementation 16

1.2 C/head fins dent & scratches. 20
1.3 Part kit tray improvement -small part kit tray. 22
1.4 Part kit tray improvement – medium part kit tray 23

Project2- Irregular cost reduction

2.1 Problems due non std.supply of material in engine assembly. 26

2.2 Non std. supply of material & irregular cost in store department. 29

Project 3-Policy of Motivation

3.1 Reward policy operator 31

Project 4-Process standard implemention

4.1 Operation standard display : process strengthening 34

Project 5-Shop floor management

5.1 Schedule for trolley cleaning.

35

5.2 Tools management-mini tool crib 36

 5.3 Part management – disassembled part 37

8. Experience at IYM 38
9. References 39
 ACKNOWLEDGEMENT

We thankfully acknowledge the encouragement and correct guidance

provided by all the yamaha staff members, who were very kind and
generous to their approach.
We specially thank Mrs. Surabhi Dixit(H.R), Mr V.Raina (Division
Head), Mr. Bijender Kaushik (Sr. Manager, Engine Assembly), Mr.
D.Bhatti(Manager,Engine Assembly), Mr.Sanjeev Chaudhary
(Manager, Engine Assembly), Mr. Amit Gupta(Asst. Manager, Engine
Assembly), Mr. Gaurav Verma (Asst. Manager in Engine Assembly),
Jagbindra Singh(D.E.T.),Miss Tripti Sharma(D.E.T. ) Mr.Shiv
Singh(Trainner, Engine Assembly) and all other staff members who
helped us a lot.
We express our sincere gratitude and thanks to the hard working and
devoted staff members, who have helped us a lot to gain some of the
technical knowledge, which is surely a boon for any technical graduate.
 DECLARATION

We hereby declare that the, “INDUSTRIAL TRAINING” –

report, submitted as part of Bachelor’s degree at India Yamaha
Motor Ltd. - Surajpur plant ,is an authentic record of our work
carried out under the supervision of Mr.Bijender Kaushik (Sr.
Manager, Engine Assembly) .
COMPANY PROFILE

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.

Genichi Kawakami The first Yamaha motorcycle... the YA-1

In 1953, Genichi was looking for a way to make use of idle machining
equipment that had previously been used to make aircraft propellers.
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.

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.

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.
ABOUT INDIA YAMAHA MOTOR PVT. LTD.
Yamaha Motor Company Limited is a Japanese motorized vehicle-
producing company.
Yahama Motor is part of the Yamaha Corporation and its headquarter
is located in Iwata, Shizuoka.
Along with expanding Yamaha Corporation into the world's biggest
piano maker, then Yamaha CEO Genichi Kawakami took Yamaha into
the field of motorized vehicles on July 1, 1955. The company's
intensive research into metal alloys for use in acoustic pianos had given
Yamaha wide knowledge of the making of lightweight, yet sturdy and
reliable metal constructions. This knowledge was easily applied to the
making of metal frames and motor parts for motorcycles. It produces
motorcycles, all-terrain vehicles, boats, snowmobiles, outboard motors,
and personal watercraft.

The Yamaha corporate logo is composed of three tuning forks placed

on top of each other in a triangular pattern.

In 2000, Toyota and Yamaha Corporation made a capital alliance in

which Toyota paid Yamaha Corporation 10.5 billion yen for a 5 per
cent share in Yamaha Motor Company while Yamaha and Yamaha
Motor each bought 500,000 shares of Toyota stock in return

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)".

Presently, its product portfolio includes VMAX (1,679cc), MT01

(1,670cc), YZF-R1 (998cc),YZF-R15 (150cc), Fazer (153cc), FZ-S
(153cc), FZ16 (153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125
(123cc), YBR 110 (106cc) and Crux (106cc).
INDIA YAMAHA MOTOR INAUGURATED NEW
PLANT AT SURAJPUR (GREATER NOIDA)
The new Surajpur plant has been inaugurated by Mr. T.Kazikawa
C.E.O & MD Yamaha Global on 6th July 2009, which have 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.
LIST OF DIRECTORS
Directors of Yamaha Motor Co., Ltd. are as follows;

Title Name
President and Representative Director Hiroyuki Yanagi
Representative Director Takaaki Kimura
Director Toyoo Ohtsubo
Director Yoshiteru Takahashi
Director Masahito Suzuki
Director Hiroyuki Suzuki
Director Kozo Shinozaki
Director (Outside) Yuko Kawamoto
Director (Outside) Masamitsu Sakurai
Director (Outside) Mitsuru Umemura

Standing Corporate Auditor Yutaka Kume

Standing Corporate Auditor Shigeki Hirasawa
Corporate Auditor (Outside) Naomoto Ohta
Corporate Auditor (Outside) Norihiko Shimizu
Corporate Auditor (Outside) Tetsuo Kawawa

As of March 24, 2011

PRINT MEDIA
SALES FIG. (MARKET SURVEY ABOUT YAMAHA’s BIKE
MILEAGE)
YAMAHA’s PLAN FOR INDIA
Yamaha witnessed a huge demand for exports from India which grew
at 73 percent in the past year when, at the same period, demand for
Yamaha bikes in India grew at 25 percent. Yamaha registered 66,904
units of two wheelers in 2010 fiscal in global exports against 38,639
units supplied in 2008-09.

These units include Gladiator, FZ, YZF R15, Crux, Enticer, Alba and
Libero G5 range of bikes from India. Yamaha exports bikes to
countries like Kenya, Indonesia, Sri Lanka, Colombia, Bangladesh and
Philippines from India. Though Yamaha did not reveal what premium
motorbikes it is planning to manufacture here in India, this news
indicates the grave interest of the firm and the lower cost of
manufacturing advantage which India provides to companies. And if
we are thinking in the right direction than this could mean cheaper and
affordable super luxury sports bikes from the company which currently
retail at insane price tags majorly due to the tax and surcharges
associated with importing a bike from other countries.
NEO, FINO & SPARK IN INDIA
There was news the other day that Yamaha is going to launch scooters
in to Indian market. Guess what, Yamaha has even initiated
proceedings for bringing three scooters to India. The three scooters
currently included in the portfolio are Neo, Fino and Spark. This is
great news for all those scooter lovers who wanted to experience
scooters made by Yamaha.

The scooters viz. 50 cc Neo, 115 cc Fino and 135 cc Spark are
currently very popular in Thailand and thus Yamaha decided to test
them out in Indian market

Confirming this news Mr. Pankaj Dubey (Head of Marketing and

Sales) said that the company is studying the market conditions after
that it will be decided on which model perfectly compliments the
Indian customer base.

Speaking of the scooters, all the three are unique as far the looks and
the features are concerned. There is no word from the company
officials regarding the costs of these scooters but they are expected to
be priced high in India.

Yamaha has got gear less scooters starting from 50 cc and above. All
the three scooters viz. Neo, Fino and Spark are gear less. While Neo
and Fino are air cooled scooters, Spark is a liquid cooled one.
PROJECT NO. 1

QUALITY LEVEL IMPROVEMENT

1.1 YELLOW CARD IMPLEMENTATION
• WHAT IS YELLOW CARD?

 Yellow card is yellow tag which is used in the part kit zone and
engine assembly

• WHY YELLOW CARD IS USED?

 To avoid supply of extra and less part to part kit.

 To avoid missing of parts in part kit.

PROBLEM FACED BEFORE ITS

IMPLEMENTATION
1.Supply of extra or less part in part kit.
2. Missing of parts in part kit are the common problem faced by
operators in the assembly line.
3.Due to above problems assembly line gets stop which leads to
loss in production.

1. Rule 2. Education
 3. Implementation 4. Check sheet

Rule:
1. Yellow plate should be used in every stage ,whenever there is
stop in a line like:- lunch break, tea-break, shift change etc.
2. Yellow plate availability should be ensure by group leader/line in
charge.
3. In case of replacement, contact to line in charge.
4. Location of yellow plate should be proper.
5. Yellow plate should only be used 5mins after the line stopped.

Education:
1. Ensure yellow plate availability on your respective stage.
2. If its not then keep it on proper location.
3. Use when-ever line stop.
4. Cross check by group leader.
Implementation:
1. Operator:-
Yellow plate has to use, whenever line-stop.

2. Group leader:-
Cross check during line STOP.

3. Line-in-charge:-
Check availability and condition of yellow plate by his/her check
sheet.

Check sheet:
• Check sheet column should be filled by group leader/line-in-
charge whenever line stops.

Audit:
• Check sheet should be audited by senior manager once in a week
to ensure proper implementation of yellow card.
.

BENEFITS AFTER YELLOW CARD

IMPLEMENTATION:
1.After implementation of yellow card supply of parts are accurate.
2.Problem faced by operator of missing parts in part kit is solved.
3.Production of engine assembly is increased.
 QUALITY MANAGEMENT

Feb.2011
70

60

50
Total SPR
40
Total Rejection
30
%
g
e
a

Appeareance
20 Firing
10 Leakage

0
Total SPR Total Appeareance Firing Leakage
Rejection

%AGE OF REJECTION DUE TO

APPEAREANCE
 COUNTER-MEASURE & ACTION PLAN TO
REDUCE THE APPEAREANCE REJECTION
%AGE
1.2- C/HEAD FINS DENT & SCRATCHES
Problem Back Ground :
C/Head Absorber Pressing Jig Wear Out , During Absorber Pressing it
was generating minor dents on Cylinder Head Fins .
But this condition was acceptable in Other Model except 45P1 Model
Nos. of Engine Rejected for same problem : 187

New Jig prepared with soft Taflon Material

Old Jig New Jig prepared with soft Taflon Material

Rubber Shock Absorber Pressing Fixture Improved - 45P1

SCRATCH

Before After
Improvement

Soft Teflon Rubber Pad provided to avoid Scratches / Paint Peel off

Soft Teflon During Assy.

1.3P ART KIT TRAY IMPROVEMENT -SMALL
PART KIT TRAY
BEFORE

AFTER

SEPERATE

(Stand for Keeping Part Kit Tray Redesigned to making separate platform for
keeping Wrench / Hand Tools to avoid Dent / Scratches)
1.4-PART KIT TRAY IMPROVEMENT – MEDIUM
PART KIT TRAY
PART TO PART TOUCH AREA IDENTIFICATION :

Fig. 1 Fig. 2 Fig. 3 Fig. 4

ACTION PLAN
Fig. 1 At wall area of Bin some cushion required to avoid
hitting of C.C.-1 with Bin walls
Fig. 2 At wall area of Bin some cushion required to
avoid hitting of C.C.-2 with Bin walls
Fig. 3 Cover-2 required to be supply out of Tray
Fig. 4 Head Cover required to be supply out
Of Tray

SCHEDULE :
Schedule will be finalized after discussion with M.E.
IMPROVEMENT AFTER IMPLEMENTATION
OF ABOVE PROJECT
CONCLUSION:

%ageof Appeareance %age of Appeareance

probleminFeb-2011 problem in March-
2011
CC-2(Bolt paint CC-2(Bolt
peel-off) paint peel-
CC-1(Bolt paint off)
peel-off) CC-1(Bolt
Self motor paint peel-
scratch off)

HD.CYL. Paint Self motor

peel-off scratch

In Feb. %age of appearance problem-22.8%

In March 2011 %age of appearance problem-4.8%
After taking counter measure , actions were taken which lead
to reduction from 22.8% to 4.8%
PROJECT NO.2

IRREGULAR COST REDUCTION

2.1- PROBLEMS DUE NON STD.SUPPLY
OFMATERIAL IN ENGINE ASSEMBLY
S.N ITEMNO. P
ARTNAME PRESENTSUPPL
Y PROBLEM REQUIRED TIME TARGET
CONDITION ARRIVEDDUE SUPPL
Y W AS - DATE
TOPRESENT CONDITION TED/1 FOR
SUPPLY EG. REQUIR
ED
SUPPLY
• Dent on
parts
• Time
consuming Supply should
• Hindrance be in part bin
1 21 -C- Oil cleaner inworker and as per 3Sec
E3440 -00 assembly movement standard
• 5s concept
not
satisfying

• Dent on
parts
• Time
consuming
• Hindrance Supply should
2 21C -H1800 - Starting motor inworker be in part bin 7Sec
00 assembly movement and as per
• 5s concept standard
not
satisfying

• Dent on
parts
• Time
consuming
• Hindrance Supply should
in worker be in part bin
3 45P -E5524 - Wheel movement and as per 3Sec
00 starter • 5s concept standard
not
satisfying

• Dent on
parts
• Time
consuming
• Hindrance Supply should
in worker be in part bin 3Sec
movement and as per
4 21C -E4812 - Pipe -2 • 5s concept standard
00 not
satisfying
 • Dent on
parts
• Time
consuming
• Hindrance Supply should
in worker be in part bin 5Sec
5 21C -E5514 - Gear -2 movement and as per
00 • 5s concept standard
not
satisfying

• Dent on
parts
• Time
consuming
• Hindrance
in worker Supply should
6 90340 - Plug straight movement be in part bin 2Sec
32823 screw • 5s concept and as per
not standard
satisfying

• Dent on
parts
• Time
consuming
• Hindrance Supply should
in worker be in part bin
7 21 -C-H2116 Wire minus movement and as per 2Sec
lead • 5s concept standard
not
satisfying

• Dent on
parts
• Time
consuming
• Hindrance
in worker Supply should
movement be in part bin 5Sec
8 54B -H1410 Stator • 5s concept and as per
assembly not standard
satisfying
 • Dent on
parts
• Time
consuming
• Hindrance Supply should
in worker be in part bin
9 21 -C- Tensioner movement and as per 2Sec
E2210 -00 Assembly • 5s concept standard
not
satisfying

• Dent on
parts
• Time
consuming
• Hindrance Supply should
in worker be in part bin 5Sec
10 54B -E5411 - Crank case movement and as per
00 cover -1 • 5s concept standard
not
satisfying

CALCULATION:
Total time wastage/1 engine = 60sec

Total time wastage/day= 60sec x 2000engine =120000sec

Man power wastage/day=120000/26400 = 4.5man

Irregular cost/day due to non std. parts supply

= 4.5 x 40=1800/day
Annually irregular cost due to non std. parts supply
= 648000Rs

Irregular cost due pats repair and rejection = under

calculation
2.2 -NON STD. SUPPLY OF MATERIAL &
IRREGULAR COST IN STORE DEPARTMENT
PRESENT SUPPLY FROM DOMESTIC VENDOR
1.Present Situation
2.Unpacking of carton

3. Transfer to bins

5.Transfer to truck 4.Waste Flow

CALCULATIONS OF IRREGULAR COST
• Irregular cost of man power per day =6personXRs250=Rs1500/day
• Irregular cost of man power per month=1500X30=Rs45000/month
• Irregular cost of man power annually=45000X12=Rs5,40,000/year

PROBLEMS DUE TO NON STD. SUPPLY OF

MATERIAL
1.Time wastage for opening of carton boxes.
2.Dent on parts.
3.5s condition unsatisfied.
4.Extra man power required for waste flow of carton.
5.Delay in part feeding of material in assembly line.
PROJECT NO. 3
POLICY OF MOTIVATION

3.1- REWARD POLICY FOR OPERATOR

RULE:
1. Checking the working condition ,if its not proper, then inform to
the line in-charge.
2. If operator one made any mistake and other operator finds it,
then as per rule other operator has to provide some reward &
operator one has to be given a warning(more then 3 warning,
strict action should be taken on him/her}
3. Line in-charge has to inform the Group Leader.
4. If Group Leader require its necessity / if problem is justified then
he has to follow the following reward policy rule:

REWARD POLICY RANK:

RANK A
If anyone find the fault concerning with human safety then he/she’ll be
rewarded as our norms.

RANK B
If anyone find the fault concerning with market value then he/she’ll be
rewarded as our norms.

RANK C
If anyone find the fault with-in the plant {engine-area} then he/she’ll
be rewarded as our norms
PROCEDURE:

BENEFITS:
TRAINING/EDUCATION PROCESS:
1. Line in-charge
2. Group leader
3. Operator

CHECK SHEET:
PROJECT NO 4

PROCESS STANDARD IMPLEMENTION

4.1- OPERATION STANDARD DISPLAY : PROCESS
STRENGTHENING
As Casual Operator keeps changing, there should be an operation std so
that anyone can work as per std and there should no impact of operator
change

BEFORE

AFTER
PROJECT NO. 5- SHOP FLOOR MANAGEMENT
5.1- SCHEDULE FOR TROLLEY CLEANING
RULE FOR TROLLEY CLEANING
1. Trolley should be cleaned by movement operator daily.
2. Unwanted material in the trolley should be removed.
3. Each line manager will check the sheet timely.

IMPLEMENTATION
1. Paint the trolley.
2. Each trolley should be given proper sequence number.
3. Proper cover seat should be provided to each and every trolley

CHECK SHEET
S.No Activity Date NG OK Remark
Description

1 Paint condition

2 Seat cover

3 Wheel condition

4 Dust and oil

5.2- TOOLS MANAGEMENT-MINI TOOL CRIB

Operation standard of supplementary material
management
 BEFORE AFTER

5.3- PART MANAGEMENT – DISASSEMBLED

PART
Management of disassembled parts
BEFORE
AFTER
 Tool position fixation.

 Exclusive trolley to be used for dismantled parts.

 Making the defects part clear

 EXPERIENCE AT IYM

After doing our training in IYM, We felt the importance of training in

the industry and the practical applications involved.
During our training period in IYM, we got an exposure of the industrial
culture and work environment which is prevalent in the organization.
All the staff members and associates were very co-operative throughout
the training and it was a learning experience in all the way. IYM is a
highly professional company with very strong management
fundamentals and extremely forward looking and cohesive approach
with a strong emphasis on total quality management.
Wishing IYM and its family all the best for the future endeavors and
we look forward to being associated with the company for giving
positive contribution in anyway possible.
 REFERENCES

 Engine department of IYM-Surajpur plant(Greater

Noida).

 Mr. Bijender Kaushik (Sr. Manager, Engine Assembly)

 www.yamaha.com

 www.wikepedia.com