Professional Documents
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ABSTRACT
List of figures.
Fig. No. Details Page No.
List of tables.
Table No. Details Page No.
List of abbreviations.
CHAPTER 1
INTRODUCTION
CHAPTER 2
Company Profile
2. Company profile:
• Ensure the highest standards of ethics and integrity in all their actions.
Rane has been an integral part of the Indian Automotive Industry since
1929. Founded by Mr. T.R.Ganapathy Iyer, Rane started as a Trading House for
automobiles and parts. The history of Rane is growing from this reputed Trading
House into a major manufacturer of vital components for the Automotive Industry.
Today, the Rane group, under the leadership of Mr. L. Ganesh, Chairman, has in
its fold manpower strength of 4500 people and a sales turnover in excess of
Rs.600 cores.
The company enjoys total confidence of all the automotive manufacturers and
users in India. This reputation has been built up, as a result of anticipating needs,
and manufacturing products of international quality and reliability. The group has
access to world-class technology through strong alliances - TRW Inc., USA,
Nastech Ltd, Japan, TMD, UK, Unisia JKC, Japan etc.
Rane’s major customers in India are – Maruti Suzuki India Ltd., Ashok Leyland,
Hyundai, Fiat, Hindustan Motors, Mahindra & Mahindra, Hero Honda, TATA
Motors, Eicher, TAFE, Escorts, New Holland Tractors (India) Ltd., John Deere
Equipments Pvt. Ltd., Indian Railways etc
eh
ou
se
s
13
Warehouses
Varanavasi Plant 4
Pudhucherry Plant 3
2.5.3 Product
Manual range
Recirculating Ball & Customer
Steering Gear base
Suspension & Steering Linkage Products
Suspension
Inner & outer Ball Joint
Manual Ball Joint
Steering Gear
Tie rod
Lower
Control Arm
Drag Link
Stabilizer
link
RANE RANE
SONA SONA
RANE
EATON
RANE RANE
SONA / QH SONA / QH
RANE RANE
SONA SONA
93%
33%
67%
100%
Served Unserved
RML’s domestic OEM customers have major market share in the industry
2007
2004
2004
2003
1998
that "Japanese quality could be the best in the world, instead of the worst,
and they could transform the phrase ' Made in Japan'
Continuously enhancing TQM practices and achieves the highest TQM award
“ Japan Quality Medal” by 2011.
CHAPTER 3
Area of Training
Chairman
Plant Manufacturing
Plant Plant Plant
Manufacturing Engineering QA Engineering TQM
CORPORATE FUNCTIONS
materials HR Finance
(PLE) (MED)
Program
Management
Materials
(MMD)
R&D
HR
Marketing
R ole a ndOrganisationstructure
Finance & IT
TQM
R es earchEngineering,
Department Of Mechanical and Hum an R Mysore
SJCE, es ourc es S ales and F inanc e 18
D ev elopm ent (4 ) D is patc h (6)
(1 ) (2)
Industrial Training At M/s Rane (Madras) Limited, Mysore.
Plant Head
3.4.1 Purpose
The purpose is to ensure timely schedule adherence agreed with the customer
3.4.2 Role :
Achieve Targeted Production
Improve Mfg Quality
PLANT
HEAD
HEAD - PLE
SR.EXE EXE
ELE MECH
3.5.2 Role :
Upgrade equipment availability
Control maintenance cost
3.5.3 Functions:
Plant consists of around 320 production machines, H.T furnaces, utilities and
facilities including buildings. Caters to the technical service requirement of
manufacturing and calibration requirement of testing & measuring instruments. It
takes care of company statutory & legal requirements.
Head MMD
Incharge Incharge
Incharge
Diresct Purchase Indirect Material
Subcontract
3.6.2 Role :
Ensure Timely Supply
Inventory Management
Head Financent
3.7.1 Purpose
To ensure timely and accurate accounting / profit forecasting and cash flow.
3.7.2 Role :
Timely and accurate accounting
Timely and accurate statutory and internal audit compliance
Incharge Incharge
Incharge
Training & Personel &
Security
develoment Administartion
3.8.2 Role :
Recruit Employees
Enhance Employee Morale
Plant Head
Head MED
3.9.2 Role :
Plant Head
Sr.Executive - Dy.Executive -
SGP SSLP
3.10.1 Purpose
To achieve quality to meet customer expectation.
3.10.2 Role :
Improve incoming material quality
Improve in-process quality
Improve out going product quality
3.10.3 Functions :
1.Customer Quality :
Purpose:
To improve out going product quality
Role:
Improve exit product quality
Reduce customer complaints
Managing Points:
Conduct Product lay out inspection
Conduct Process audits
Conduct Dock audit
First Time Right approval rate for customer PPAP
Monitoring of Cp / Cpk for special characteristics
Activities :
Reduce customer line rejection / complaints
Role:
Support in-process quality
Improve process robustness
Submit customer PPAP
Managing Points:
Conduct Product lay out inspection
Conduct Process audits
Conduct Dock audit
First Time Right approval rate for customer PPAP
Monitoring of Cp / Cpk for special characteristics
Activities :
Generation of control plan
First off & patrol inspection
Monitoring of Cp / CpK – Special characteristics
Product layout inspection
Process audits
Dock audits
MIS – Manufacturing quality
PPAP
Planning of measuring gauges & instruments
Support NPD
ECN implementation
Role:
Calibration & service of gauges & instruments
Ensure measuring capability of gauges & instruments
Procure gauges, instruments & equipments
Managing Points:
In-time calibration
MSA Study
Procurement as per plan
Activities:
Calibration & service of gauges / instruments – Internal / External
b) Metallurgical Lab
Purpose
To support product quality in special processes
Role:
Improve metallurgical quality
Improve quality system at supplier
Establish process for new products
Activities:
Testing & control of in-coming materials
Monitoring & Validation of special processes
Control of metallurgical deviations
Calibration & Verification of metallurgical instruments
Purpose
To improve incoming material quality to meet internal customer requirement.
Role:
Improve incoming material quality
Reduce cost of inspection
Managing Points:
Reduce incoming material rejections
Reduce lead time for inspection – Lot Aging
Activities :
Initial sample approval through ISIR
Agreement of inspection – Supplier parts
Supplier corrective action meet – Bi-monthly
Casting supplier meet – monthly
Vendor quality rating
In co-ordination with STA
PPAP approval
Supplier Training
Suppler system audit
Conclusion
Conclusion:
M/s Rane (Madras) Limited, Mysore plant, was evidenced with a well
defined / structured organization with clarity on purpose, role and the functions
and the activities are drawn against each function with responsibilities. It’s
present turnover over of 100 crores per annum which is almost double the time
compared to 2009 with productivity improved by 55%. There is a significant
growth between 2000 and 2009 and the turnover of the tractor market and RML
Mysore grew along with the industry. With this RML proven has a market leader
in India and enjoying 41% share of business on Steering gear products with 3
competitors and 46% on steering linkage products with 2 competitors.
Bibliography
Bibliography:
2. RML library.
3. Company Literature.
4. Annual reports.
5. Internet.
a) www.rane.co.in