A

REPORT ON

INDUSTRIAL INPLANT TRAINING

AT

FIAT INDIA AUTOMOBILES PVT LTD. ,

(FIAT CHRYSLER AUTOMOBILES GROUP)
RANJANGAON - PUNE
BY

JIVANSHU PODDAR
T.E. PRODUCTION-SANDWICH
ROLL NO:51

EXAM SEAT NO:T120087559

GUIDE
Mr. A.GAIKWAD
DEPARTMENT OF PRODUCTION ENGINEERING

D. Y. PATIL COLLEGE OF ENGINEERING

AKURDI, PUNE -44
2015-2016

COMPANY PROFILE

Fiat India Automobiles Limited is a 50-50 Industrial Joint Venture between Fiat Group
of Automobiles S. p. A., (Fiat) and Tata Motors Limited (Tata), originally incorporated
on January 02nd, 1997. The definitive agreement of the Joint Venture was signed on
October 19th, 2007. The board of directors for this company comprises of five
nominees each from Fiat and Tata. Fiat, which holds a 50% stake in the Company,
also owns and controls multiple internationally renowned brands: Fiat Automobiles,
Alfa Romeo Automobiles, Lancia Automobiles, Jeep, Chrysler, Abarth and Fiat Light
Commercial Vehicles, the makers of renowned cars such as the Ferrari, Tata Motors
Limited, the other partner in the Joint Venture, is the largest automobile company in
India, with revenues of Rs. 32,426 crores (USD 7.2 billion) in 2006-07. It is the
leader in commercial vehicles in every segment and the second largest in the
passenger vehicles The Fiat plant located at Ranjangaon in the Pune District of
Maharashtra provides direct and indirect employment to around 4,000 people. This
facility manufactures the premium Fiat cars such as the Grande Punto and Linea
having started operations in 2008. The plant also manufactures Tata cars. The
facility manufactures Fiats super successful 1.3 litre MultiJet diesel engines and 1.2
& 1.4 litre FIRE gasoline engines. The state-of -the-art facility has an installed
capacity to produce 100,000 cars and 200,000 engines, besides aggregates and
components. The company plans to double the production capacity for both car units
and engines in the next few years.

ACKNOWLEDGEMENT
At the outset, I would like to thank Fiat Automobiles India Private Limited and its
Human Resource Department and the plant heads for having provided an
opportunity to have an experience of their plant and facilities.
I would like to extend my gratitude to Mr. Nilesh Chandragiri, under whose guidance
the project was successfully completed. Mr. Nilesh, gave full freedom to choose any
project under his ambit and facilitating any queries and support.
The major part of success should be attributed to the efforts and direction provided
by:
Car Plant, FIAPL:
Mr. Pranav Shah
Mr. Nitesh Khole
Mr. Vinayok Dubey
Mr. Mujeeb Syed
Human Resources, FIAPL:
Mr. Earnest Koilraj
Mr. Kunal Kumawat
who were acting as a mentor and were supportive not only in explaining the
complexities of the project but also to guide and support at all times.
The supervisors, operators and all the workmen in the plant have been immensely
helpful in making me understand the daily duties they performed which has
increased my overall knowledge and helped me complete my project without major
hurdles. I thank each and every personnel.

ABSTRACT
My project was at FIAT INDIA AUTOMOBILES PVT. LTD. (hereafter called as
FIAPL). This project deals with a brief review of the technique in Industrial engineering
such as Golden zone, and its relevancy to its application in various assignments given to
me.
My project is Workplace Organization and its application in FIAPL. This assignment is
related to bringing parts to better working zone by organizing workplace properly.
Therefore, I did my project under WPO (Work Place Organisation) which is a part of
WCM (World Class Manufacturing). Under this project I did an assignment that was
related with initial cleaning and various steps of Work Place Organization, as illustrated
hereafter

Table of Contents
1. FIAT Group Introduction..
i.
ii.
iii.
iv.
v.
vi.
vii.

Fiat Group Automobiles

Fiat Power Train Technologies
Case New Holland
Iveco
Magnetti Marelli
Teksid
Partnership with Chrysler

2. FIAT India Introduction

3. Mission and World Class Manufacturing (WCM) at FIAPL
i.
ii.
iii.

Mission
World Class Manufacturing
Principles

4. FIAT Production System (FPS).........

i.
ii.
iii.
iv.
v.

Definition
Purpose
The Production System
WCM Pyramid
Standard and tools for WCM

5. Ranjangaon Facility..
i.
ii.
iii.

Facility Layout
Divisions at FIAPL
Assembly Plant

6. Facts and Figures of FIAPL, Ranjangaon.

7. Hierarchy of FIAPL..
8. Project
i.

Workplace Organization

1. FIAT Group
FIAT Group is based out of Italy and has interests largely in the Automobile
sector with various brands. Fiat is the largest vehicle manufacturer in Italy, with
a range of cars starting from small Fiat city cars to sports cars made by Ferrari,
and vans and trucks ranging from Ducato to Iveco commercial trucks.

1.1

Fiat Group Automobiles

It designs, produces and sells cars worldwide under a variety of Car

Manufacturing brands. They are,
FIAT
Maserati
Alfa Romeo
Iveco
Lancia
Abarth

1.2

Fiat Power Train Technologies (FPT)

It is a sector that focuses on research, development and production of engines &

transmissions for automobiles, commercial vehicles, heavy trucks, buses,
industrial machinery, marine applications and power generation.

1.3

Case New Holland (CNH)

It is worlds leading manufacturer of tractors & agriculture machinery through

the Case IH, New Holland & Steyr brands & construction equipment through
Case, New Holland and Kobelco brands. It also provides financial services to its
end customers & dealers.

1.4

Iveco

Iveco is an internationally recognized brand in the road transportation sector. It

designs, produces and sells a complete range of commercial vehicles under the
Iveco brand. It also produces buses under the Irisbus brand, and fire fighting &
special purpose vehicles under the Iveco, Astra & Magirus brands. In addition
Iveco also provides financial services to its sales network & rental services to its
customers.

1.5

Magnetti Marelli

It produces automotive components in the areas of lighting, Exhaust Systems,

Suspension & Shock Absorbers, Engine Control & Electronic systems.

1.6

Teksid

It supplies engine blocks, cylinder heads and other critical components of

engine & cast iron components for transmissions, suspensions & aluminium
cylinder heads.

1.7

Partnership with Chrysler

On 20 January 2009, Fiat S.p.A. and Chrysler LLC announced that they were
going to form a global alliance. Under the terms of the agreement, Fiat would
take a 35% stake in Chrysler and gain access to its North American dealer
network in exchange for providing Chrysler with the platform to build smaller,
more fuel-efficient vehicles in the US and reciprocal access to Fiat's global
distribution network.

2. FIAT India
FIAT is one of the oldest known brands in India. FIAT started manufacturing
cars in India in 1950 (around) and the manufacturing was done in Mumbai (then
Bombay). Fiat, as a car manufacturing brand got discontinued after some years,
while Fiat continued with technical knowhow for many years.
In 1996 Fiat brand came back to India as a JV partner with local manufacturer
and started manufacturing Fiat Uno and then in lateral years added Palio, Siena,
Adventure on the 178 platform, the manufacturing was done in Mumbai.
FIAT India Automobiles Private Limited (FIAPL) is a joint venture between
FIAT and Tata Motors formed in 2006 and started with the manufacturing of
Palio-Stile. The Fiat plant is situated in Maharashtra Industrial Development
Centre (MIDC), Ranjangaon, around 60 km from Pune, Maharashtra.
In 2008 manufacturing of Linea & Grande Punto was started in a new shop and
both the cars were launched in market in the year 2009. Fiat currently
manufactures the Linea ,Grande Punto, Punto Evo & Avventura in India and
imports Fiat 500 from Italy.
FIAT formed the JV in order to exploit the distribution and servicing
capabilities of Tata Motors which is wide spread across the country. However,
in light of the recent activities and the declining sales of FIAT automobiles in
the market resulted in the shrinkage of the market share for FIAT which already
was very low and hence has resulted in severing the ties between Tata Motors
and FIAT.
Though the JV still continues, FIAT has decided to build its own distribution
and servicing network by launching FIAT Cafes, which will now sell fiat cars
directly instead of TATA dealers. The state-of-the-art facility at Ranjangaon,
which is owned by FIAL is capable of producing 2, 00,000 cars and 3, 00,000
engines, besides 3, 00,000 parts & accessories. The plant is expected to provide
direct and indirect employment to more than 4,000 people.

3. Mission and World Class Manufacturing

(WCM) at FIAT
3.1

Mission

Fiat Manufacturing has set itself the objective of improving the performance of
the corporate operating system to a level of excellence able to achieve World
Class competitiveness. A goal that can be achieved only through wide scale
people development and an organization able to:
Attack all types of waste and loss
Involve all those who operate at all levels of organization
Apply methods and tools rigorously
Deploy and standardize the results achieved

3.2

World Class Manufacturing (WCM)

Represents the level of excellence of the entire logistic- production cycle

measured according to the methods applied and the performance achieved by
the best-in-class companies worldwide. The experience acquired by these
companies has lead to the definition of World Class manufacturing (WCM),
based on the following concepts:
Total Quality Control (TQC)
Total Productive Maintenance (TPM)
Total Industrial Engineering (TIE)
Just in Time (JIT)
The level reached by each company is certified by external experts and is
achieved through continuous improvement of performance and constant
involvement of all levels of the company.

3.3

Principles

WCM is based on important, challenging principles:

It is introduced and deployed top down with constant
commitment of the management
It is based on the constant, widespread contribution of all those who work
in the company (and not consultancy driven)
It is a way of working (and not a project)
It is reinforced and developed with the involvement of all
concerned
It requires methods, tools, standards and rigorous
application of these
It results in the setting up of a visible, transparent system
It is effective as it aims to keep it simple

4. FIAT Production System (FPS)

4.1

Definition

An integrated model that optimizes all production-logistic processes and

promotes continuous improvement of essential factors such as quality,
productivity, safety, delivery. Application of the system is supported by an Audit
System and it is structured according to objectives, achievement of which is
measured on the basis of suitable Key Performance Indicators (KPI).

4.2

Purpose

Maximize production system performance in accordance with logistic plans and

defined quality objectives through:
Important of processes
Improvement of product quality
Control and gradual reduction of production costs
Flexibility in meeting market and customer requirements
Involvement and motivation of people who operate on individual
processes

4.3

The Production System

A structured set of methods and tools applied throughout the company,

involving all employees, in order to promote a radical improvement in
production system performance, assuring that the product is delivered to the
customer by the times and with the quality required, also eliminating any type
of loss.
The Fiat Production System aims to achieve significant efficiency and customer
satisfaction results, taking as reference the methods applied by best practice
competitors, structured and defined in WCM. Therefore, WCM is both the
reference and arrival point of fiat auto manufacturing and establishes the
standards of excellence to be achieved when defining the objectives of each
plant, operating unit and ETU and in subsequent assessment of performance.

4.4 WCM Pyramid

4.5 Standard and Tools for WCM

Standard
ETU Visual Factory
Domain Visual Factory
UTE Box
Shopfloor Painting
Shopfloor Training Area
Heinrichs Pyramid
Green Cross
Material Feeding

Tools
4M Technique
5S
5W1H
5 Whys
AM Tag
Equipment ABC Prioritization
FMEA
Kanban
NVAA
OPL One Point Lesson

Poka Yoke
QA Matrix
QM Matrix
Six Sigma
SMED
Value Stream Map
X Matrix

5. Ranjangaon Facility
5.1 Facility Layout

Total Plant Area

850 m2

Covered Area

215 m2

Other Facilities Area

145 m2

5.2 Divisions at FIAT India

FIAPL
CAR
Body
Shop

CORPORATE

POWERTRAIN

Engineering
& Design

Manufacturing

Paint
Shop

Quality

Product
Engineering

Assembly
Shop

Supply
Chain

Quality

Plant
178

Purchase

Human
Resource

Production
Technology

Commercial

Finance

Suppy
Chain

Finance

WCM
Support

Quality

Human
Resources

Human
Resources

Plant
Services

Finance

ICT

Work
Analysis

Legal

5. 3 Assembly Plant
5.3.1 Assembly Plant Layout

Assembly Plant
Area
Shifts/Day

25,300 m2

Model Mix

Linea/Punto/Avventura/Vista/Indica/Zest/Bolt

5.3.2 Assembly Process Details

6. Facts and Figures of FIAPL, Ranjangaon :

Total Manpower on Rolls: 4500
Capacity: 300,000 Engines & 150,000 cars per year, with part of
engine and gear box production to be utilized by Tata Motors for their
own vehicles.
Current FIAPL Products:
FIAT Brand: Punto, Linea, Avventura
Tata Brand: Zest, Indica
FIAPL is organized into three main divisons:
Power Train Division
Corporate Division
Car Division
The major subdivisions as applicable of the above include:
Manufacturing
Engineering and Design
Plant Services
Quality Control
Human Resources
Supply Chain Management
Finance
Commercial
Purchase
Information Technology
Principal Vendors and Suppliers:
Tata Autcomp Systems
JBM Automotive
BOSCH Ltd.
Sundaram Fasteners
3M INDIA
FIAT Auto S.p.A

7. Hierarchy of FIAPL:
The employees of the organization are classified in ascending order as follows:
DET/GET/MT
JR. EXECUTIVE
EXECUTIVE
SR. EXECUTIVE
ASST. MANAGER
MANAGER
SR. MANAGER
DIV. MANAGER
DY. GENERAL MANAGER
GENERAL MANAGAER
ASST. VICE PRESIDENT
VICE PRESIDENT
CEO/PRESIDENT

8. Project :
WORKPLACE ORGANIZATION:
Its one of the pillar of World Class Manufacturing (WCM)
Techniques and Instruments to be used in the 7 Steps
Step 0

Preliminary Preparation Activities

RESTORE STANDARDS
phase

Step 1

Initial Cleaning
Step 2

Tidying up process
Step 3

Tentative Standards
Step 4

Training in product characteristics. General inspection of

Equipment, tools and instruments.
Step 5

Just-in-Time supply of materials

Step 6

Improvement of initial standards

Step 7

Application of Standard Work Cycles

Step 0 : Preliminary Activities

Visual Management
WO Activity Board is a
standard way to represent
and communicate activities
preogress.

Should be positioned beside

the lines and created for
operating people.

KPIs and target definition

NVAA
Micro-stoppages
Cleaning Cycle Time
Suggestions
Work Injuries

Current
120/shift/operator
4/hrs
30 mins / shift
1/ year / employee
4 / year

Target Setting
< 40/shift/operator
1/shift
< 3 mins / shift
6 / year / employee
0 / year

Sub-division of Activities/Tasks

OPERATING
ACTIVITY
PLANNING

MODEL SECTOR SELECTION (Area/Section)

ASSIGNMENT OF SECTORS TO TEAMS
DEFINITION OF SITE MANAGER AND COMPONENTS
ASSIGNMENT OF TASKS TO TEAM MEMBERS

The Team must include ALL the persons who work in the area, plus any resource outside the area.
(e.g. Technologists, Maintenance staff, Logistics Staff, etc)
The Team Leader must be one of the persons of the Production Structure (from the Production
Manager for pilot sites to the Team Leader for on-stream deployment of the Pillar.

ACTIVITY TIME
ASSUMPTIONS

RESOURCES
AVAILABLE IN THE
TEAMS

COMPETENCES OF
THE PARTICIPANTS

ESTIMATION OF
TIMES

ASSIGNMENT OF THE VARIOUS

ACTIVITIES TO MEMBERS OF
THE TEAMS

EACH TEAM MUST HAVE A

CLEARLY-DEFINED AREA ON
WHICH TO OPERATE AND FOR
WHICH IT WILL BE SOLELY
RESPONSIBLE

Step 1 : Initial Cleaning

Step 1 An accurate inspection of the working area (including all workstations,
tools, devices, materials, etc. ) is required to detect and remove dirt, disorder
and useless materials that could generate unsafe conditions.

Step 1 final result is a TIDY and CLEANED UP AREA, where operators could
move easily and in a safe manner.

5S
5S approach helps people to be in the habit of keeping workplace cleaned up
and tidy and realizing small and frequent improvement actions.

Initial Cleaning (as applied in FIAPL)

Step 2 Process Reset target is workplace reorganization in order to guarantee

defined quality standards, efficiency and safety countermeasures. A untidy area
generates loss of time due to material and tools search. Moreover untidiness is

often generating scraps and defective parts. It is necessary to organize material

and tools on the base of the effective point of usage.

Step 2 : Tidying up Process

Step 2 final result is a TIDY WORKSTATION where everything has a well

defined position and every operator is able to find out the right tool or
component in a safe, fast and effective way without any loss of time. All items
and tools are well identified and positioned in order to be easily found and used
in a safe way.

MURI MURA MUDA

Cause

Solution

Comments

MURI
MURA

MUDA

Difficult or
unnatural
operation
Irregular
Movement

Ergonomic Study

Waste

Reduction of
N.V.A.A.

Standard
Operation

Without trial, this

problem cannot be
understood
Unless being
observed for some
time, this problem
cannot be
recognized.
If observed
properly, this
problem can be
easily noticed.

MURI
Difficult or innatural operations

Operations requiring force

Unnatural bearing
Operations requiring attention
Unpleasant operations
Effort

MURA

Muscular Effort
Effort due to bearing
Mental Effort
Emotional

MUDA NVA ACTIVITIES

LABOR TIME ANALYSIS

Available time
Operating Time
Breaks
Losses due to
production system
Effectiveness

Net Operating Time

(breakdowns/lack
Of energy)
NVAA +

VA Time
SVAA

LABOR LOSS : FLOW OF MOTION IMPROVEMENT

Observation of motions by
video taping

Set the target

Motion Analysis

Investigate the
countermeasures

Value added operation

analysis

Investigate and implement

the optimal measures

Detection of non-value added

operations

Confirmation of
results/effects

Revision of Standards

Analyzing Cycle Time we are able to define how many NVA (Not Value Added) activities we have on a
process. NVA activities represent a cost that is not adding any kind of value to finished product. Be
careful NVA activities are a loss even if they are included in the standard cycle time.

Example MURI, MURA, MUDA reduction

Tools Identification
Giving the same codification to a tool and its place, it is easier to keep
everything tidy.

Direct Material Identification

To help logistic operators to deliver the right item in the right place, package
must be identified with the same number of the delivery location (rack
number, location number)
To help operators in picking material, package orientation must be
ergonomic (distance, height, slope)
Double handling operation should be avoided

Location Identification

Giving a name to different location on racks, it is easier to store and pick the
right item in the right position

Tool or material kit for a specific product or workstation

Materials and tools necessary to produce a specific product or to be used in
a specific workstation/operation could be grouped according a specific kit
logic.

Logic recommended for systematic use tools and materials

Tool disposition according to specific function logic

Tool are located according to the specific function they have (ex. Torque
tools, screw drivers, calipers)

Step 3 : Initial Standard

Step 3 It is necessary to standardize not just transformations operations, but

also auxiliary to manage correctly workplace, materials, equipments
Step 3 final result is a perfect correspondence between what is written on the
standard operation sheet and what is really done on the working line.
Even cleaning activities and autonomous maintenance activities are
standardized and have a specific description sheet..
In step 3, are standardized solutions with soft Poka Yoke and Visual Control
definition for scrap prevention and management.

Step 4 : Training in the Product General Inspection

Aim :
Learn the structure and function of the product in order to guarantee assembly
quality.
Make a general inspection of manual tools, equipment, measurement
instruments, templates to guarantee the quality of results.
Activities :
1. Identify the five worst quality problems of the process managed and
improve knowledge of quality, solving the main problems.
2. Introduce optimal manual tools, equipment, measurement instruments,
templates in order to guarantee the quality of results.
3. Introduce easy-to-use tools and equipment together with safe, easy
working process in order to obtain precision and repeatability of manual
operations.

Step 5 : JIT Supply of Materials

Aim :
Eliminate waste of stocks and unnecessary operator movements.

Activities :
1. Achieve optimal balance of operations.
2. Introduce component feed units where possible.
3. Arrange each component on the shelves at optimal
height and in the correct direction.
4. Improve component shelving.
5. Review stocks of components to promote optimal
stock management.
6. Revise the layout of materials and operator
movements in the assembly and surrounding area to
identify an optimal solution.

Step 6 : Improvement of Initial Standards

Aim :
Revise and improve initial standards so that they are easier to apply

Activities :
1. Prevent Quality defects.
2. Reduce irregular operations to a minimum
3. Define rhythmical operations in order to minimize
fatigue with movements repeated at a natural pace
4. Make detailed comparisons between initial standards
and the work procedures assigned in order to define
operators daily working standards.
5. Create multi-functional operators (3-3-3)
6. Take corrective actions against changes in the cycle
time.