INDUSTRIAL TRAINING REPORT

On
SPATTER ANALYSIS AND REDUCTION
Held at
MARUTI SUZUKI INDIA LIMITED

Submitted in the partial fulfillment of the requirement

for the award of degree of

BACHELOR OF TECHNOLOGY
(MECHANICAL, Batch: 2015-2019)

Under the Supervision of

Internal supervisor: External Supervisor:

MR. KAPOOR CHAND MR. AKHILESH KUMAR MAURYA
Asst. Prof (ME) SE(Production)

SUBMITTED BY:
VIPIN KUMAR CHAURASIA
4156047

KIIT COLLEGE OF ENGINEERING, GURUGRAM

Maruti Kunj, Bhondsi - 122102

1
 CANDIDATES DECLARATION CERTIFICATE

I hereby certify that the work which is being presented in the report entitled “SPATTER
ANALYSIS AND REDUCTION” by VIPIN KUMAR CHAURASIA in partial fulfilment of
requirements for the award of degree of Bachelor of Technology submitted to Department of
Mechanical Engineering of KIIT Gurugram, is an authentic record of my own work carried out
during a period from 5th February 2019 to 4th July 2019 under the supervision of Mr. AKHILESH
KUMAR MAURYA.

Signature of Student

It is certified that the above statement made by the candidate is correct to the best of our
knowledge and belief.

Signature of the Supervisor

Signature of HOD

KIIT COLLEGE OF ENGINEERING

2
CERTIFICATE

3
 AKNOWLEDGEMENT

Industrial training is an indispensable part of any engineering curriculum. It provides

the students an opportunity to gain experience about the practical applications of their
knowledge.

My training at MARUTI SUZUKI INDIA LIMITED, GURUGRAM has been very fruitful. I am sure
that the hands-on experience I have gained here will go a long way towards making me a
competent engineer.

I would like to convey my sincere gratitude to Mr. Akhilesh Kumar Maurya (SE) my project
guides who trusted me and gave me responsible project work and provided me with timely and
proper guidance whenever required. This provide me experience in not only the technical and
practical aspects of the industry but also in human relations, teamwork and also provided great
insights into the actual working of an industry. Without their efforts this training would not
have been as great a learning experience as it has been.

I would also like to thank Mr. Inderjeet Kalra (DM) and Mr. J. Edison (DPO) for giving me the
opportunity to work in their department.

I would also like to thank Mr. Rajiv Gandhi (Senior Executive Officer, Production) for endowing
me with an opportunity to work in such a prestigious company.

I take this opportunity to also thank the staff of Weld Shop 2-3 who offered their unconditional
support and advice during the course of my training.

VIPIN KUMAR CHAURASIA

4
 SUMMARY

This report comprises of all the projects, assignments and studies undertaken during the
internship at MARUTI SUZUKI INDIA LIMITED, GURUGRAM.

The initial phase of internship was marked by few lectures at Maruti Suzuki Training Academy
(MSTA), body responsible for recruiting trainees. Lectures were based on how we can use our
theoretical knowledge while working in the industry. After completion of industrial orientation,
WELD SHOP 2-3 department was allotted. Initially small assignments were given to adapt us in
industrial surroundings. After we were familiar with rules and regulations of industry, the main
project “SPATTER ANALYSIS AND REDUCTION” was given which aimed to increase productivity
of weld shop and produce defects free vehicles. Even to reduce injury that happen during
loading and unloading of components.

The body panels produced in the press shop and smaller sheet metal parts, which are procured
from vendors/joint ventures, are welded together to form white body. Main welding
techniques used are spot welding, C𝑂2 welding and brazing.

Besides this, several small assignments and studies were carried out which proved to be very
conductive to enhance the practical knowledge in the field of Mechanical, Production and
Industrial Engineering.

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 CONTENT:

S.No. TOPIC Page No.

1. Certificate 2

2. Candidate Declaration 3

3. Acknowledgement 4

4. Summary 5

5. Introduction to MSIL 7

6. Maruti Suzuki Culture 10

7. Salient features of company 25

8. Weld Shop 2-3 37

9. Project-Spatter Reduction 45

10. Spatter Reduction Flow chart 52

11. Weld Information Collection System 60

12. Parameter determination 68

13. Robot programming 79

14. RESULT/CONCLUSION 83

15. Bibliography 84

6
 INTRODUCTION TO MSIL

As India’s transport network is developing at a fast pace the Automobile Industry is growing

too.

The Indian economy is on an upsurge and the auto sector has a key role to play in its growth.

The automobile industry has strong backward and forward linkages and hence provides

employment to a large section of the population. It therefore has a strong multiplier effect and

is capable of being the driver of economy growth.

Now with the ‘Make in India’ campaign being launched there is even more scope in this

industry as a lot of foreign automobile manufacturers are planning to set up their units in India

and this would eventually boost the economy and provide ample job opportunities to the

people of our country.

The automotive sector is one of the core industries of the Indian economy, whose prospect is

reflective of the economic resilience of the country.

Continuous economic liberalization over the years by the government of India has resulted in

making India as one of the prime business destinations for many global automotive players. The

automotive sector in India is growing at around 18% per annum.

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 Advantages to India

India holds huge potential in the automobile sector including the automobile component sector

owing its technological, cost and man-power advantage. Further, India has a well-developed,

globally competitive Auto Ancillary Industry and established automobile testing and R&D

centers. The country enjoys natural advantage and is among the cheapest producers of steel in

the world. The Indian automobile industry today boasts of being the largest three-wheeler

market, largest two-wheeler market, seventh largest passenger car market, largest tractor

market, fourth largest commercial vehicle market, fifth largest bus and truck segment and third

largest exporter of passenger cars in Asia.

Challenges faced by the Indian Auto Industry:

❖ Lack of R&D Facilities

❖ Lack of Skilled Workforce

❖ Lack of Technical Know-How

❖ Lack of Infrastructure

❖ Cascading Effects of Taxes

❖ High Interest Rates due to High Reserve Ratio

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 COMPANY AT A GLANCE

The advent of Maruti in 1983 marked the beginning of a revolution in the Indian automobile
industry. MSIL brought in the latest technology then available, more fuel-efficient cars, and
drastically brought down the prices of cars in India. This led to creation of a huge market for all
segments as the Indian middle class grew in size.

A number of auxiliary parts manufacturing companies were setup. Our most major fluence was
in helping the component industry because of its localization and indigenization.

It also brought in innovative financing channels which helped Indian middle class realize the
dream of owning of car. It still remains the leader not only in terms of market share but also in
terms of customer satisfaction surveys conducted by respectable agencies like JD POWER.
Maruti was established in February 1981 with production commencing in 1983. MSIL entered
into collaboration with Suzuki Motor Corporation (SMC) in December 1983. The collaboration
heralded a revolution in the Indian car industry with the production of the first car Maruti 800.
The name of Maruti Udyog Limited was changed to Maruti Suzuki India Limited in September
2007.

Maruti today boasts of the most extensive dealer and service network in the entire industry
which lends tremendous reliability and credibility to the band. Strong focus on customer
orientation and leaner processes has leaded us to retain the shares.

The company boasts of a state of art facilities on board. Besides three manufacturing units at
the GURGAON plant churning out majority of products the company recently set up
manufacturing facility at MANESAR with a vision to make India a global manufacturing hub for
small cars. In addition, the diesel engine and transmission facility are further evidence of SMC
and Maruti enhanced partnership and commitment to India.
In past 25 years we have found our way into the hearts of millions of Indians and it’s not
because we have just made cars but something that goes a little deeper-GREAT PARTNERSHIP.

9
A partnership in which our businesses have grown together and together we have discovered
Maruti multiple revenue streams like Pre-Owned Cars, Insurance, Finance, Service, Spares,
Accessories, etc. These new streams have added another dimension to the company’s profile.

Maruti has given great importance and has taken initiatives to contribute to the society. IDTR’s,
schools, Fire services etc. are glaring examples of it.

Maruti Suzuki Culture

KAIZEN:

It’s a Japanese word which means “Improvement”. We emphasize on Change=Simplification of

system and processes – in everything that one does, he should strive for a continuous
improvement. At Maruti, beautification of working place, reduction of waste, system and
process improvements are done through Kaizen.

5S:

5S is the name of a workplace organization method that uses a list of five Japanese words: seiri,
seiton, seiso, seiketsu, and shitsuke. 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.

10
5S stands for 5 initials of the following Japanese words:-

1. Seiri (Sort)

• Remove unnecessary items and dispose of them properly

• Make work easier by eliminating obstacles
• Reduce chance of being disturbed with unnecessary items
• Prevent accumulation of unnecessary items
• Evaluate necessary items with regard to cost or other factors
• Remove all parts not in use
• Segregate unwanted material from the workplace
• Need fully skilled supervisor for checking on regular basis

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2. Seiton (Systematic Arrangement)

• Can also be translated as "set in order" , "straighten" or "streamline"

• Arrange all necessary items so they can be easily selected for use
• Prevent loss and waste of time
• Make it easy to find and pick up necessary items
• Ensure first-come-first-served basis
• Make workflow smooth and easy
• All above work should be on regular base

3. Seiso (Shine)

• Can also be translated as "sweep", "sanitize", "shine", or "scrub"

• Clean your workplace completely
• Use cleaning as inspection
• Prevent machinery and equipment deterioration
• Keep workplace safe and easy to work
• keep work place clean

4. Seiketsu (Standardize)

• Standardize the best practices in the work area.

• Maintain high standards of housekeeping and workplace organization at all times.
• Maintain orderliness. Maintain everything in order and according to its standard.
• Everything in its right place. (Chilled totes in chilled area, Dry totes in dry area.)
• Every process has a standard

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5. Shitsuke (Sustain)

• To keep in working order

• Also translates as "do without being told" (though this doesn't begin with S)
• Perform regular audits
• Training and Discipline
• Training is goal oriented process. its result feedback is necessary monthly

3G:

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3 M:

“Eliminate these 3M’s” “What has been decided must be followed exactly as per standard”

Mura -
Inconsistency

Mura - Mura -
Inconsistency Inconsistency

3 K:

Koto Ga: What

has been
decided

Kihon Dori: KichinTo

Exactly as per Mamaru: Must
the standard be followed

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4M:

“The Factory is essentially a mix of man, machine, materials and methods. These
4M play an important role in producing quality products at low cost.”

Man

Method 4M Material

Machine

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 MARUTI’S MATERIAL MANAGEMENT SYSTEM

DOL(Direct on Line):-
That with complete faith in the supplier we can hope to create a system where we can bypass
inspection, thus the material arrives directly on the line, at the right time. The basic principle
behind this philosophy is to unload the raw material directly on the line & reducing to as little
as possible.

JIT(Just in Time):-
This is a method of reducing waste. Inventory is also a form of waste. It suggests methods of
inventory reduction including the concept of ‘zero inventory’ that is, availability of the right
thing, at the right place, at the right time. It proposes a model for zero inventories.

KANBAN:-

It is used in MARUTI SUZUKI INDIA LIMITED as a three-bin system. For any component fitted on
the assembly line, there are three-bins (or trolleys etc.) available containing that component.
One of these is the bin under use i.e. from which the operator picks up the component this bin
is kept must beside the line at a position convenient for the operator. The other two bins are
kept little aside the line at their designated place near their respective station.

As the bin under use gets empty, the operator exchanges it with one of the two full bins. Now
this empty bin in place of a full bin is signal to the material feeding department(MX). As far as
inventory is concerned, the maximum inventory of components that is kept at MSIL is of two
hours. To regulate this, the vendors supplying the parts are given orders on two hourly bases

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according to the plan decided by PPC(Production Plan Control) department. This plan includes
the number of vehicles to be made with model and their variant type and also the color if
necessary.

POKA YOKE:-

A literal translation means fool proofing. Poka Yoke ensures completion of a critical activity
such as tightening of a nut. Thus, till the time the worker does not use the said wrench a light
keeps blinking. The line will be allowed to continue past the said station only when the light
stops blinking.

PIKA PIKA:-

A literal translation gives us “Blink Blink”. This system ensures correct selection of similar
looking items to assembly.

Example:

In the transmission line in AL shop, synchro rings of 23 different models are kept on opposite
sides. Motion sensors are placed close to these piles. Depending on the model being built at the
moment, the sensors expects the worker to reach from the left or tight. If he moves towards
the correct direction the sensor allows the assembly process to continue. If not, it halts the line.

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 Products and services

Current models:

Model Launched Category Image

Omni 1984–present Minivan

WagonR 1999–present Hatchback

Swift 2005–present Hatchback

DZire 2008–present Sedan

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Eeco 2009–present Minivan

Alto 800 2014-present Hatchback

Alto K10 2010–present Hatchback

Ertiga 2012–present Mini MPV

Alto 800 2012–present Hatchback

Celerio 2014–present Hatchback

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Ciaz 2014–present Sedan

Baleno 2015–present Hatchback

S-Cross 2015–present Mini SUV

Vitara Brezza 2016–present Mini SUV

Ignis 2017–2019 Hatchback

CelerioX 2017–present Hatchback

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 Discontinued models:

Model Launched Discontinued Category Image

800 1983 2010 Hatchback

Gypsy E 1985 2000 Mini SUV

1000 1990 2000 Sedan

Zen 1993 2003 Hatchback

Esteem 1994 2010 Sedan

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Baleno 1999 2007 Sedan

Alto 2000 2012 Hatchback

Versa 2001 2010 Minivan

Grand
Vitara 2003 2007 Mini SUV
XL7

Grand
2007 2015 Mini SUV
Vitara

Zen
2007 2013 Hatchback
Estilo

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A-star 2008 2014 Hatchback

SX4 2008 2014 Sedan

Swift
2008 2017 Sedan
Dzire

Ritz 2008 2016 Hatchback

Kizashi 2011 2014 Sedan

Gypsy
1985 2018 Mini SUV
King

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Sales and service network:
Maruti Suzuki has 3,526 sales outlets across 1,471 cities in India. The company aims to do its
sales network to 4,000 outlets by 2020. It has 3,614 service stations across 1,506 cities
throughout India. Maruti’s dealership network is larger than that of Hyundai, Mahindra, Honda,
Tata, Toyota and ford combined. Service is a major revenue generator of the company. Most of
the service stations are managed on franchise basis, where Maruti trains local staff. Other
automobile companies have not been able to match this benchmark set by Maruti Suzuki. The
Express Service stations help many stranded vehicles on the highways by sending across their
repair man to the vehicle.

NEXA :
In 2015 Maruti Suzuki launched NEXA, a new dealership format for its premium cars. Maruti
currently sells the Baleno, Baleno RS, S-Cross, Ciaz and Ignis through NEXA outlets. S-Cross was
the first car to be sold through NEXA outlets. Several new models will be added to both
channels as part of the Company’s medium-term goal of annual sales by 2020.

Maruti TrueValue:
Maruti TrueValue service offered by Maruti Suzuki to its customers. It is market place for used
Maruti Suzuki Vehicles. One can buy, sell or exchange used Maruti or Non Maruti vehicles with
the help of this service in India. As of 10 August 2017, there are 1,190 outlets across 936 cities.
It has many competitors.

N2N Fleet Management:

N2N is the short form of End to End Fleet Management and Provides lease and fleet
management to corporates. Clients have signed up of this service include Gas Authority of India
Ltd., DuPont, Doordarshan, Singer India, National Stock Exchange of India and Transworld. This
fleet management service includes Leasing, Maintenance, Convenience services and
Remarketing.

Maruti Accessories:
Many of the auto component companies other than Maruti Suzuki started to offer components
and accessories that were compatible. This caused a serious threat and loss of revenue to
Maruti Suzuki. Maruti Suzuki started a new initiative under the brand name Maruti Genuine
Accessories to offer accessories like alloys wheels, body cover, carpets, door visors, fog lamps,
stereo systems, seat covers and other car care products. These products are sold through
dealer outlets and authorized service stations throughout India.

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SOME SALIENT FEATURES OF THE COMPANY

Organization Culture:

At Maruti, manpower is seen as a unique resource, in the sense that optimal productivity of
other resources depends largely on the way human resources are utilized. The basic philosophy
of management that underlies, the Maruti culture is that all employees of the company should
mold into a team, which then strives as one, to achieve commonly shared company goals and
objectives. To make this philosophy tenable, the Company takes several initiatives. Inputs are
sought from employees at all levels. Secondly, Maruti encourages leadership in the best sense
of the word i.e. a leader is one who must be impartial, must have the ability to rise above his
own subjectivity.
The company understands that the process of creating a sense of belonging that all employees
scan identity with is a lengthy one. This leads to the introduction of a common uniform for all
employees. Another measure is the creation of a common canteen where all employees has
lunch. Common toilets, common transport and similar facilities for all levels of employees are
other measures that reinforce our emphasis on genuine equality. Maruti does not believe in the
notion of organizational hierarchies. In fact, the management structure and systems in Maruti
have been designed to promote decentralization of authority. Maruti has a horizontal
management structure with only four functional levels of responsibility to facilitate quicker
decision-making.
Another focus area of the Maruti culture is the maintenance of a smoothly functioning
communication network. Maruti believes that communication channels between labor and
management cannot simply consist of having a labor representative on the Board of the
Company. There is a thorough dissemination of information at all levels, through newsletters or
via a letter from the Chief Executive to all employees. Meetings with the Union are held regularly,
and programs being contemplated by the Company are discussed with the Union. The Sahyog
Samitiis a collection of representatives of non-unionized employees. Training programs in Japan,
Quality Circles, productivity-linked incentive schemes, are ethos of discipline and teamwork.

Several measures of performance have made amply clear that Maruti has established a truly
healthy work culture. They have met all project and performance targets since inception. The
productivity levels are constantly improving. The Company has had good labor relations with
employees from the very beginning and has been successful in the export market. Yet, the Maruti
culture is one that does not believe in resting on its laurels. It adheres to the spirit of Kaizen,
which states that constant improvement is always possible. The most basic tenet of productivity

25
that it holds dear is that " Today should be better than Yesterday and Tomorrow should be
better than today.”

Organizational Structure:

MUL is a functional organization. The company is divided into different divisions according to the
various functional areas. A Divisional Manager heads each division. Divisions are further divided
into departments, which are headed by Department Managers who report to their respective
Divisional Managers. Designation in the company is based on the functional responsibility in
terms of the company's philosophy of de-linking designation and functional responsibility from
the salary level.

The total operations of the company are divided into Divisions like Marketing and Sales, Spares,
Engineering and QA, Production, Production Engineering, Materials, Information Services,
Finance, Personnel etc. Each division is further divided into departments

WORK CULTURE:
The employees endeavor for treating the whole MUL as a single team and they strive to strengthen
the following areas: -
Work culture in a big organization means a philosophy, which guide’s actions and behavioral
patterns of the employees, thus determining the extent of efficiency
Interaction between them: - It also defines the working environment. That's why building a
distinctive organizational culture whereby a we feel dominates among employees and each
member feels that he/she is a part of the family. All the employees wear same uniform, eat in the
same canteen, travel by same busses and sit in the same open offices irrespective of the nature of
their work or position in the companies’ hierarchy.

Participative Working:

• Equity participation of employees

• Smooth interaction among the employees
• Open-minded approach

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 • Stress on team-building
• Effective communication among the employees

Certain forums are established for the benefit of the employees namely Maruti Sahyog Samiti,
Suggestion Scheme, Small group activity, Kaizen and Quality Circles, which help in promoting
team spirit and information sharing among the employees.
KAIZEN in Japanese loosely means continuous improvement. At Maruti, beautification of
working place, reduction of waste, system and process improvements are done through Kaizen.
The employees are given the scope of improvement by arranging Quality Circles, which
encourage enthusiasm and commitment within the department to improve the quality of work
done.
The work strength of Maruti is 5848 employees with an average age of 35.5 years. Of them 128
are female. A crèche has also been provided for their children. The no. of workers/technician is
4309, supervisors/executives are 1808 & that of managers & above is 451.In keeping with the
world standards, the whole plant has been industrially air-conditioned to improve the
productivity of the employees.

Team Work:
In an organization, each individual and group has a definite function to perform. This
performance should add to the overall performance of the company and not detract from it.
‘Victory’ and achievement have to be viewed from the point of view of the company as a whole,
and not of any individual department or employee within the company.

Significance of Wearing Identical Uniforms:

The significance of wearing identical uniforms does not merely lie in being identified as a Maruti
employee. It symbolizes a new culture of working together as a team, a team, which will be
playing successfully in the world league.
The Maruti Philosophy is that all employees must be enabled to realize their full potential
during their career in the company. Company policies of training, job rotation, etc. will be
directed towards this end. At the same time, an employee has also to contribute towards the
realization of his own potential. For this, he must always have an open mind, and the learning
process should never stop.

27
New experiences and analyzing mistakes are important ways of learning. One should never try
to cover up a mistake but should learn from it and improve the system.
Reading, asking questions and taking part in discussions are other ways of enlarging one’s
knowledge and mental caliber. Above all, employees must have a sense of pride in their work
and should be able to hold their head high and own the job done by them. Equally, employees
must respect the work done by their colleagues, and realize that it is the sum total of the
contribution made by every employee which determines the extent of success of the company.
HRD strategy is a course of action, planned to be under- taken, to achieve desired goals. The
objective of any HRD effort is to build human competencies, to build a climate for innovative
development. Human competencies are very critical for those working in services. HRD is a
growing field- the thrust of HRM strategies to manage structural changes effectively. Creating
an atmosphere, which promotes learning and provides opportunity to the employees in MUL,
can successfully meet the challenges effectively.

Human-resource constitutes a key input in any organization. Unlike other resources, they are
not standardized, interchangeable or passive. Human beings differ from one another in their
basic mental abilities, skills, attitude and behavior. Their complex behavioral and psychological
making gets multiplied when they interact with one another in an organization.
Today, with the growing realization of the role and importance of human resources, the study
of motivation has assumed importance. This project report explains the role of HRM in fulfilling
MUL aims, present status of HRM activity, industrial relation, situation, absenteeism and work
culture in MUL.

Quality Circles:

Quality circles are a forum for people within a section or department to voluntarily come
together and work towards making improvements in their field of work through group
discussions. Although it bears the name of quality, this is a movement that is not linked to the
improvement of the product quality alone but also quality of work in general resulting in
increase in efficiency, productivity, cost saving, safety, cleanliness, orderliness etc., all of which
ultimately contribute to making a stimulating work environment. To promote this activity an
attractive reward system has been initiated for a Quality Circle’s group suggestion. The best
quality circle is sent to Japan generally every year. The objective of such group activity is not
only to benefit the company by way of work-related improvements, but also to enable each
employee to develop his analytical skills, the spirit of team work and train himself to assume
greater responsibilities on the job as well as in his personal life.

28
Once the members of a quality circle learn to perceive what good quality is and what is not,
they recognize those problems which were previously taken for granted and these would
become their target for improvement through group discussions. The members would gradually
learn to conduct their meeting in such a way that logical and feasible solutions emerge.

Suggestion Scheme:

Maruti Udyog Limited attaches a great value to its human resources. It believes that every
employee is capable of thinking up ideas, which can result in significant improvements in all
spheres of the organization’s activity.
However, in the normal course of working, the employees do not have an opportunity to
participate in management to share their ideas. Consequently, this hidden potential remains
unutilized.
One way of realizing this potential is through a Suggestion Scheme, which is a formal way of
expressing ideas. It provides an opportunity to the employees to participate in the
management. The employees can express their ideas in the form of suggestions, individually or
as a group and submit to their Dept. Managers, who in turn evaluate the suggestion, if found
useful, these ideas get implemented. A successful suggestion scheme can go a long way
inbuilding employees’ involvement with the company’s objectives and its growth. The company
too can derive benefits in terms of improved quality, efficiency in working, reduction in cost
and greater customer satisfaction.
In the current system, the suggestion makers fill a form and submit it to their Dept. Managers
through suggestion co-coordinators who are responsible for evaluating it. The tear off slip is
sent to the suggestion maker after the suggestion is registered at the suggestion cell.
Departments send reports (weekly and monthly), that show various parameters such as
number of suggestions generated, implemented, and rejected, cost saving, etc.

MAIL (Mobility and Automobile Innovation Lab):

Driven by Maruti Suzuki, India’s No. 1 Automobile Brand and powered by most prominent Indo-
Japanese seed fund and co-creation Centre, GHV Accelerator, MAIL or Mobility & Automobile
Innovation Lab, is an initiative to find innovative and cutting-edge solutions in the mobility &
automobile space, which are futuristic and customer oriented.

29
Maruti Suzuki’s MAIL seeks to create an ecosystem in India, which will provide the foundation
for talent to thrive and make Innovation, a way of thinking.
Maruti Suzuki’s MAIL intends to drive forward thinking fueled by innovations and a
commitment to bring the very best to Indian roads.

About GHV:
GHV Accelerator is the most prominent Indo-Japanese early-stage seed fund with proprietary
accelerator program (No. 1 Accelerator according to Inc42 as of December 2018) and industry
co-creation program. GHV acts as a Green House for the Startups, using T.E.S.T. PoC methods,
which include - a controlled environment accompanied by optimized & appropriate resources,
along with sustainability funding opportunity, helping them to grow multifold in a shorter
timeframe.

MAIL Program Structure:

The program has been structured to select best start-ups in the domain of Automobile and
Mobility.
The program starts with an internal selection process using T.E.S.T. PoC methodology, which
identifies the best start-ups for further participation in the program. A cohort of selected start-
ups would be formed, and over a period of up to 4 months - the proof of concept of the
participants would be closely monitored and governed, their business models will be optimized,
their pain points would be evaluated, and their innovation specific strategies would be built
across. The aim is to enhance their value proposition and inculcate global scalability in their
business, under the mentorship of prominent personalities of the start-up ecosystem.
At the end of the cohort, select few start-ups from the cohort would get an Opportunity to do a
Paid POC with Maruti Suzuki.
Each Cohort would cover the below main processes:
1. Opening of Application Process
2. Screening and Evaluation of Applications
3. Selection & Onboarding
4. Orientation / Induction
5. Need Gap Mapping
6. Mentoring / Advisory Sessions
7. Product Assessment and Roadmap optimization

30
8. Mock Pitches / Industry Testing & Feedback
9. Access to Test Beds
10. Domain Experts and Industry Verticals Interaction
11. Business Pitch Assessment
12. Product Pitch / PoC plan assessment
13. Networking Sessions
14. Demo Day
15. Cohort Winners Announcement

Manufacturing Units:

MSIL’S Gurugram Plant:

The manufacturing plant, located about 25-km south of New Delhi in Gurugram, has an
installed capacity of 5,00,000 units per annum. The total area of the plant is 12,02,256 𝑚2 with
a total covered area of 2,95,293 𝑚2 . The average daily production is around 1500 vehicles a
day. The whole production facility has been divided into 3 plants.

1. Plant 𝐼
2. Plant 𝐼𝐼
3. Plant 𝐼𝐼𝐼

The other activities include research & development and utilities (captive power plant, water
and effluent treatment plant, compressor house, boiler house, air washers and incinerator
facilities)

31
 Division & Departments

Corporate Services:

• Corporate Services Division

• Legal & Secretarial Department
• Corporate Communication Cell Protocol
• Recruitment and Management Compensation

Personnel and Administration:

• Employee Relations Department

• Establishment & Time office
• Factory Administration Department
• Organization Development Department
• Short-terms Trainees
• External Training

Production:

Production- 𝐼 and Production- 𝐼𝐼

• Plant 1 Division Plant 2 Division

• Plant Common Division Plant 3 Division
• PKC Department Maintenance Division

PQC Department
MX-ENGG Department

32
Production ENGG:

Production Engg. Division

Production Services Division
Tool Room, Die Design Division

Material Division:

• Supply Chain - 1
• Supply Chain - 2
• Supply Chain - 3
• Supply Chain - 4
• Supply Chain - 5

Directorate:

• QAIN Division
• Service Division
• Parts Inspection Division
• Engineering Division

Various Shops involved in Production:

1) Blanking line:

Coils of steel sheets are cut into blanks of requisite size on the blanking line. Main facilities
include large blanking dies, 4000T blanking Press, stack reverses, EOT crane, etc.

33
 Blanking Line

2) Press Shop:

Blanks produced in the blanking line are pressed into body panels in the Press shop. Among the
important devices used are 2000T fully Automated Transfer Press, 1500T Semi-automatic Press
line, Sheet Cleaning Machine, 100T die spotting press, EOT cranes, etc.

Pressing Area
3) Weld Shop:

The body panels produced in the press shop and smaller sheet metals parts, which are procured
from vendors/Joint ventures, are welded together to form white body. Main welding
techniques used are spot welding, C𝑂2 welding and brazing.

34
 Welding

4) Paint Shop:

The white bodies produced in the weld shop are painted in the paint shops. The most advanced
technology is being used here which ensures high paint adhesion to the body, high degree of
corrosion resistant and glossy finish of the body.

I. Pre-treatment: The body is thoroughly washed to remove dirt and oil scales.
II. ED coat: This is done by electric deposition method. After applying the ED coat body is
baked in ovens.
III. Intermediate coat: This is done by spray painting method. After applying the coat, the
body is dried in the oven.
IV. Final coat: For metallic coating, double coats are applied, and aluminum flakes provide
the shine to metallic paint. This is also done by spray painting method. The PBOK, i.e.
Paint Body OK is sent to the assembly shop.

Paint Area

35
5) Machine Shop:

Important component machined in the machine shop are:

• Upper Cylinder Head

• Lower Cylinder Head
• Engine Block
• Cylinder Block
• Cam
• Cam Shaft
• Cam Carrier
• Crank Shaft
• Transmission case

The flow line consists of CNC machine integrated with manual and transfer conveyor.

6) Assembly Shop:

The Assembly Shop consist of:

a) Engine Assembly Shop: Engine components taken from the machine shop/bought from
outside are assembled and tested here.
b) Final Assembly Shop: This shop consists of conveyor lines where final assembly is
completed, after which car goes for the vehicle inspection.

Assembly shops have continuous production system. The assembly line can be further
subdivided as following: -

• Trim
• Chassis
• Final

36
Department Allocated During Industrial
Training:

WELD SHOP 2-3

GURUGRAM (WS2-3)

37
 About the Department
Weld shop 2-3 department is the second weld shop of Maruti Suzuki India Limited
(MSIL) in Gurugram Plant. Weld shop 2-3 has 100% automation. Weld shop 2-3 is in
between the Press Shop and the Paint Shop.
The model which is manufactured over here are Alto 800 (YE3/YE3 MC 19), Vitara
Brezza (YBA), Ignis (YJC) , S-cross (YAD). An updated model Alto (YE3 MC19) has been
started its production from 18th march, 2019. A lot of automations were carried out to
improve the capacity.

Department Policy:
1. Raising the level of employee morale to meet the challenge ahead by:
Providing safe and healthy working environment by raising the level of 5S to next
level.
Good communication by one to one interaction.
Focus on skill improvement by imparting internal training for safety, quality, and
productivity.
2. Increasing capacity and productivity by:
Preventive and predictive maintenance of jigs and robots.
Improving efficiency
3. Improve customer satisfaction by continual improvement in quality through:

Proactive approach for prevention of defect & system adherence

4. Reduction of cost through localization and wastage reduction:

Safety First - No accidents/incidents on the shop floor
Quality Number 1 - Customer Number # 1
High Productivity - Fulfill market demand on time
Low Cost - Minimum cost

38
Overview:

Following Model is manufactured in Weld Shop 2-3, Gurugram

• Alto 800 (YE3/YE3 MC 19)
• Vitara Brezza (YBA)
• Ignis (YJC)
• S-cross (YAD)
The body panels produced in the press shop and the other small components (supplied by the
vendors) are joined here to give the “white body” or “shell”.
The weld shops have the following facilities.
• Welding jigs
• Portable Spot-welding guns
• C𝑂2 Welding robots
• Hemming machines
• Sealer Application Units
• Number Punching machines

39
Sequence of Manufacturing:

Front Under Rear Under

Under Body Body (UB) Body
(FUB) (RUB)

ROOF
RH Side
MAIN Body
LH Side BODY
Body

MB
RESPOT

HOOD and
Back Door

LH Door White RH Door

(Front & Body (WB) (Front &
Rear) Rear)

(WBOK)

40
Division of Weld Shop 2-3:
1. Under Body: Here different underbody panels are welded together. These
comprises of rear underbody, central underbody, front engine room panel. These
underbody panels are prepared on sub line starting from singular components. The sub
lines have specific jigs for each. There are chain hosts for transferring the jobs from one
jig to another on sub lines. Finally, these underbodies are put on the conveyor and
welded together to give the underbody. The chassis no. is punched on the cowl top and
it is welded to the front engine room panel.

2. Main Body: As the body moves on the conveyor, roof and side body panels are
welded to it to give the main body. The side body panels are prepared on the sub lines.
Each side body consists of an inner side body and an outer side body. All the spots are
welded onto the inner side body which is welded onto the outer side body.

41
 3. White Body: The White Body line is common for both line-2 and line-3. The doors,
hood and back door are attached onto the main body with the help of bolts and screws
to make it a “White Body”. The body is checked for dents, burr and spatter and these
defects are repaired. After inspection and repairs the body is called WBOK. It is sent to
the paint shop thereafter.

Welding Techniques used in Weld Shop 2-3:

For welding purpose, the following welding techniques are used in
the Weld shop:
• Resistance welding
• MIG welding
• Gas welding
• Precision welding

Resistance Welding:
Resistance welding basically consists of spot welding. In this process, an electric current flow
through a resistive circuit to generate enough heat between two pieces of sheet metal so that
the metal reaches molten stage. The resistance to the flow of current is provided by the work
piece. The maximum heat is generated at the point of maximum resistance.

42
 Weld current
Weld time
Pressure
Electrode press

Heat generated is given by, H = 𝑰𝟐 𝒙𝑹𝒙𝑻

Where, H = Heat.
𝐼 2 = Current in amperes.
R = Resistance of the work in ohms.
T = Time the current flow in cycles.

Equipment used for Spot Welding:

43
MIG Welding:
This is a modern Arc welding technique which uses an inert gas atmosphere in place of flux and
has auto feeding. This technique is used specially, for welding of thin sheets. In sheet metal
work, this technique is extensively used. Inert gases like Argon are mainly used. C𝑂2 gas is
relatively cheap to Argon and has similar inert property. So, in mass production, where finishing
quality is not much required, C𝑂2 gas is used in place of Argon. That’s why, the MIG welding
which uses C𝑂2 gas for inert atmosphere is called C𝑂2 Welding.

Parameters of C𝑶𝟐 welding:

• Voltage : 16-24 V
• Current : 60-100 A
• C𝑂2 Flow Rate : 16-20 Lt/min

Gas Welding:
BRAZING:
Brazing is defined as a joining where in coalescence is produce by heating to a suitable
temperature and by using a filler metal having a melting point above 427°C and below the
melting point of base metal.
This is a non- fusion process in which a dissimilar filler material fills the gap between close fitted
surfaces of joining parts through capillary rise.

SOLDERING:
It’s also a joining process similar to Brazing, but with a difference in temperature. Soldering is
done below the 427°C.
This joining process is suitable for low application of heat.
Example – Body outer skin is very sensitive to heat. So, any repairs like dent etc. are repaired by
soldering.

Precision Welding:
The stud welding is being done in Weld Shop, through precision welding. The welding
instrument consists of controller, feeder, cable, feed pipe, gun, etc.

44
 Project:
Spatter Analysis and Reduction
Project contents
• What is Spatter?
• Types of spatter
• Need and scope of Spatter Reduction
• Effects of Spatter
• Reasons of Spatter
• Spatter reduction flow chart
• Activities done for Spatter Reduction
• Results achieved after Spatter Reduction
• Learning

Spatter:

Weld spatter consists of droplets of molten

metal or non-metallic material that are
scattered or splashed during
the welding process. These small bits of hot
material may fly and fall on the workbench or
on the floor, while others may stick to the base
material or any surrounding metallic material.
Spatter is nothing but solidified particles of the
molten metal which fly or come out of the
molten pool act as a burr during spot welding
because of heat generated and continuous
electrode force during spot welding.

Types of spatter:
1. Spatter between sheets
2. Spatter on sheet surface

45
 Spatter between sheets Spatter on sheet surface

Gap between the sheets Dust on sheet

Higher current in-relation to electrode force Less touching area between sheet and tip
Squeeze time short Squeeze time shot
Tip Centre shift, less pressure Tip diameter less, tip Centre shift
Gun angle NG

Need and Scope of Spatter Reduction Project

• Currently weld spatter is a major concern as per
1. Safety: injuries to workers handling weld robots
2. Cost and Quality standards: Spatter sticking to work piece and tooling
3. Cost standards: Loss of material
• High spatter percentage currently.
• Moving towards full automation in welding processes is good scope for significant
spatter reduction.

46
Reasons for Spatter:

1. Dust & contamination in sheet metal parts

2. Gap between work piece, electrode & work piece.

47
3. Tip angle not perpendicular to surface of work piece

4. Improper Tip dressing

48
5. Tip mismatch

6. Parameters include current, pressure & cycle time are set

higher than required

49
Effects of Spatter:
1. Safety loss:
➢ Can harm/burn skin (Kevlar Gloves & wrist cover)
➢ Spatter particles can cause Eye Injuries (Safety goggles )
➢ Burn clothes (Arm protector & protection dress)
➢ Damage belongings
2. Quality loss:
➢ Spatter particles clog the jig miler, block & deform the body structure and decrease
body accuracy.
➢ Spatter particles on clamp lead to improper Clamping of body.
➢ Spot Undulation on Body.
➢ Spot Puncture on Body.

3. Production loss:
➢ Welding jigs-spatter particles clog on the cylinder & clamps and blocks their
functioning.
➢ Jams Shuttle and NC locator movement
➢ Damages wires, cables and sensors
➢ Clogging of spatter on PLS, Reed switch obstructs their signal visibility.

50
4. Poor 5-S:
➢ Spatter particles all over the floor, damages floor
➢ Damages safety fence

Spatter particles on the floor & damaged fence

MAIN CAUSE OF SPATTER

SPATTER CAUSE

30% 25%

10%
10%
10%
15%

Zero Touch Up Others

Part Matching & Sheet gap Gun Alignment disturb
Dust on part Tip Dressing

51
Spatter Reduction Flow Chart:

Take out spatter % of all Robots

Select Top Area Robot

Spatter Reduction WIS

Zero Touch Up

Gun Matching

Dressing Check

Pressure Change

Current Change

Check for spot with Spatter

OK
MOS-Q Updated/Result Compilation

52
53
Benefits of Spatter Control:
➢ Reduced power consumption
➢ Better weld quality and less rework
➢ Reduced maintenance costs
➢ Safer and cleaner environment
➢ Lower consumable costs
➢ Increased production up-time

Difference Made:
The aim of the project is to reduce spatter and improve welding process. Spatter free weld shop
was motto of this project.
A team was formed including expertise, line supervisor, summer trainee. A proper check sheet
was designed to record daily spatter data. The project started with aim of reducing spatter in
YAD line .During initial data collection spatter percentage was found out to be 42% which was
way above acceptable level. A proper procedure to control spatter was followed as discussed

54
above and the results obtained were commendable. The spatter percentage of Left side body
was reduced from 40% to 5%.
A view of spatter control check sheet can be seen below which is updated for each and every
robot in welding shop and stepwise sequence was followed to achieve desired results.

55
And now after 4 months the current spatter and the difference that has been made can be seen
in below bar graph:

YAD Line Feb'19 YAD Line Mar'19 YAD Line Apr'19

Standardization:
A standardized process for recording data was formulated which includes summary sheet of a
particular area, supervisor check sheet, monthly data graph which is updated on regular basis.
It helps us to analyze spatter data of a particular area and decide next course of action. Given
below are the examples of data collection sheets to give the insight of how things work.

• Monthly Spatter status update sheet which give us the monthly spatter status.
• Individual robot wise check sheet updated on regular basis to know the current spatter
status of particular robot.(Supervisor check sheet.)

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List of Activities Carried Out for Spatter Reduction:

1. Shank Misalignment Corrected

2. Improper Gun angle during tip dressing corrected

57
3. Improper Gun angle welding corrected

4. Gap between tip and work piece reduced

58
5. Parameter changes

Below is the step by step instruction for Fanuc robot to conduct zero touch up
procedure.

59
WELD INFORMATION CONTROL SYSTEM:
INTRODUCTION
As we know, the spots of a car are the most précised work done on a car as their failure
can cause accident. So, the company prefers to check the spots of car as it directly refers
us to the company quality. But it was not possible for the company to check the spots of

60
every car as it was a very time consumable process as the processes done to check the
spots were hammering test and peeling test. But this does not give assurance to the
customer for the best quality car as there was no tool for analysis of weld spot quality.
So, there was a need to implement a method which would help the company in
providing the best quality car. Due to this reason, weld information control system came
to be being in use.

WELD INFORMATION CONTROL SYSTEM

Weld information control system is a non-destructive testing technique to check the
spots. In this technique, a spot id is given to every spot of the car. The data of welding
parameters are noted. These data have been fed to the PLC (programmable logic
controller). IT department has implemented a server which would be directly linked
with the PLC. PLC provides a graphical characteristic of every spot in computer screen
with the help of server from which we could ensure defective spots on line. Also, the
robot line would stop in which problem has occurred i.e. if the spots does not have the
same characteristics as provided to the PLC, the robot would stop working itself and
show faults on computer screen. So that, we can correct the spot by taking counter
measure. Also, this technique will help us in having a control on NG welding flow.

NG Welding Flow
NG welding flow occurs at a point where the robot is not able to weld the spot correctly
i.e. the weld does not take properly due to following reasons:-
a) Spatter control
b) Spot Miss
c) Gun alignment NG
d) Tip / Tip Dressing NG
e) Half spot
f) Spot out of position
g) Gun shunting
h) Part deformation (part mismatch)

W.I.C.S. FUNCTIONALITY
➢ Prevents NG Welding Flow
➢ Accurate Detection of Faults
a) Spatter control
b) Spot Miss
c) Gun alignment NG
d) Tip / Tip Dressing NG
e) Half spot
f) Spot out of position

61
 g) Gun shunting
h) Part deformation (part mismatch)
➢ Analysis of every weld spot
➢ Storage of weld spot parameters (up to 10 years)

W.I.C.S. METHODOLOGY
The methodology on which W.I.C.S. depends is to study about the resistance waves as the
reason for the spot failure could be known by this methodology. RESISTANCE WAVES
Resistance waves are the graphical representation between resistance values and the weld
time to show that the nugget formed is absolutely correct.

RESISTANCE WAVES
Resistance waves are the graphical representation between resistance values and the weld
time to show that the nugget formed is absolutely correct.
As we can see from the below figure, the resistance value first decreases but as the temp. of
base metal is raised the resistance value climb up and form a nugget and as the nugget
expansion takes place with the increase in electrical path, the resistance value again declines.

BENEFITS FOR OBSERVING RESISTANCE WAVES

• Resistance wave profile is full spot welding, white body check.

• Detect the abnormal conditions early.

• Prevent NG Welding Flow.

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RESULTS OBTAINED BY OBSERVING RESISTANCE WAVES
By observing the resistance waves, we could get to know the various methods because of which
the NG Welding Flow occurs.

1. Fault due to get out of parts position.

From the above figure, we can clearly see that the nugget formation takes place at any
other position than required.

63
 2. Fault due to bend parts.

Fault due to get out of position seen

From the above figure, we can clearly see that the nugget formation was formed slightly side
from its position due to which spot was not formed as required.

64
3. Fault due to get out of position

Fault due to get out of position seen

From the above fig., we can clearly see that the nugget formation was formed slightly
side from its position due to which spot was not formed as required

65
Weld Spot Checking Process Standardization

Maruti Operation Standard Inspection

MOS-I is known as Maruti Operation Standard Inspection sheet in which a list of all the spots
are made and their robots are mentioned which apply these spots. Cycles are divided according
to the application of spots. This sheet has a full spot detail of a car and the copy of every sheet
is listed in the file on the line so that any engineer could go on the line and with this sheet could
know about the inspection of this spot. The sheet is divided according to main body, main body
pit, white body, cowl box, etc. and their cycles.

DESCRIPTION OF MOS-I
• The first thing that an engineer should know in welding department is the layout of
department.
• He should know that which robot is working on which car.
• He should know which spots can be checked and which cannot be checked.
• He should know how many men are needed for checking the spots in a given component.
• For this, MOS- I has been made so that the engineer has a list of all the spots being
implemented on the components of the car.

OBJECTIVES OF MOS I

1. To mark the spots with different colors of different robots working on the component.
2. To mark the G.A. spots and Maru - A spots of the component.
3. To mark the cycle so that we could know how many men are needed for checking the
spots? No. of cycles is equal to no. of men needed to check the spots.
4. To know how many robots are doing welding in a given component and how many spots
are there in the given component.

METHODOLOGY ADOPTED
• A MOS I sheet was made in which the picture of component with the spots was printed.
• The robots which are applying those spots in a given component were noted down
along with their spots.
• Maru- A spots and G.A. spots were seen and marked on it.
• The men working on a given component to check the spots were noted and cycles were
made according to their work.

66
Conclusions
• Easy for engineer to trace back the broken spot robot
• Easy to find out the component details with the help of index.

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 PARAMETER DETERMINATION
Parameters such as tip pressure, weld current, squeeze time and weld time affects weld quality
and expulsions. Low pressure, high current and weld time were found to be main reasons for
weld expulsions.

METHODOLOGY

Stage 1 - calculating pressure at particular current, time, hold time, sheet thickness ratio,
material
stage 2 - determining current and weld time combination through lobe diagram
stage 3 - verifying by peel test nugget size, depth, shear strength
stage 4 - spot sample

PRESSURE CALCULATION
Expulsion in welding is determined by many factors involving electrical, thermal, metallurgical,
and mechanical processes. Although there are many complicated causes of expulsion, its basic
process can be described by the interaction between the forces from the liquid nugget and its
surrounding solid containment. Major forces acting on a weldment during welding are
illustrated. They include the squeezing force provided by the electrodes (FE applied) and the
force from the liquid nugget (FN) onto its solid containment, which is generated by the pressure
(P) in the molten metal and a compressive force between the workpieces. There is also a
resistance to sheet separation provided by solid diffusion (corona bonding) at the faying
interface. This force is usually much smaller than the others and can be neglected in the
analysis, as this model considers extreme expulsion conditions only.
Expulsion occurs when the force from the liquid nugget (FN) onto the solid containment equals
or exceeds the effective electrode force (FE), i.e., FN≥ FE.
In practice, the applied electrode force is rarely collinear with the total force from the liquid
nugget because of complications in electrode geometry such as wearing, electrode alignment,
and part fit-up. Therefore, the applied electrode force, in many cases, is not the same as the
one used to contain the liquid nugget from expulsion. The “effective” electrode force is
introduced in this situation to accurately represent the force used to suppress the force from
the liquid nugget.

EVALUATION OF EFFECTIVE ELECTRODE FORCE

An effective electrode force, which is usually a portion of the total applied electrode force, is
used to balance the force from the liquid nugget.

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PROCEDURE FOLLOWED IN PRESSURE CALCULATIONS
• Obtain material properties of the main alloying elements and surface contaminants.
• Obtain information of temperature distribution and value, and dimensions of the nugget
• Calculate pressure components and the total pressure.
• Calculate forces in the directions of interest

CURRENT AND WELD TIME DETERMINATION

Weldability range (lobe) is the area where acceptable welds can be produced using a specific
combination of welding current and weld time. Welding range is limited by the minimum
acceptable weld size and splash limit. In spot welding, weldability range is usually defined using
coordinate axes where weld time is located on one axis and welding current on the other. The
electrode force used, electrode geometry and cleanness, and the consistency and thickness of
the welded material affect the shape and size of the weldability range. Materials with good
welding properties have a large weldability range, which means that welding parameters can be
selected from a great number of different combinations. Cold rolled metal sheets usually have a
large weldability range.

Welding current can vary from 1.0–2.0.kA in common weld times. The alloying of the steel and
thick zinc coating, in particular, may decrease the weldability range. In this case, the correct use
of appropriate welding parameters is very important in terms of producing good spot welds.
For a given combination of materials, electrodes, process conditions, and at a particular
electrode-force, the weld lobe describes a region of acceptable welding parameters.
The parameter axes are generally weld time (duration) & weld current. The "lower" boundary is
the parameter combination that produces a weld button of minimum acceptable dimensions.
The "upper" boundary is defined by expulsion conditions. Expulsion is a probabilistic event, so
one way to define the limit is to find the conditions that lead to (say) 50% of welds expelling.
The area inside the lobe represents the "safe" welding window for new electrodes. Generally,
the wider the better.

69
70
CONSRUCTION OF LOBE CURVES
1. First you decide what is Cold, Hot, and OK. I use: Cold = undersize weld button when the
coupon is peeled apart, OK = greater than minimum acceptable size. Hot = expulsion occurred
during the weld.
2. Select the proper tips, that have a contact size of at least the minimum button size required.
3. Then setup the proper force for the job.
4. Next you condition the tips with 25 welds, this is very important for coated materials.
5. Make a weld in a small coupon, record the current with an accurate weld current meter,
along with the cycle time.
6. Peel the coupon apart, measure button size, length plus width, and divide by two. (Length
and width are at a 90-degree axis)
7. Classify the weld, OK, Hot, or Cold. Note, if you got expulsion, it is Hot, don’t bother to peel
it.
8. Enter the weld current under the appropriate column, there are four columns for OK, three
for Cold, and three for Hot, use whatever one you want.
9. Continue with different current levels
10. Then change cycle time to 4 cycles and entered 7 more welds.
11. Then 6 cycles, then 7 cycles, then 3 cycles. As we fill in the area on the left, a chart is
constructed on the right, that is our weld lobe. The spreadsheet also finds which cycle time
gave the widest acceptable current range, and announces that is the cycle time to use, along
with a current that is about 10% below the expulsion level.

71
72
73
SQUEEZE TIME SETTING

Figure shows how the weld time can be started at different times relating to the force cycle. In
the middle example, the welding current comes on too early and the squeeze time is too short
to allow sufficient force to build up between components to produce a satisfactory weld. Many
welding defects can be attributed to welding with too short a squeeze time.
The lower example shows a welding cycle where the current is applied late and the peak force
has been established for some time. Although acceptable welds may result from this sequence,
time is wasted unnecessarily, and in volume production this can add significant costs.

74
PNUEMATIC VS SERVO GUN
Pneumatic or hydraulic cylinders actuate most spot-welding guns. The electrodes move the
entire range of the cylinder when the gun opens and closes. Clamping force is normally fixed by
a pressure regulator, and there is usually no means to provide feedback regarding the actual
clamping pressure. The motor-controlled servo gun provides variable electrode openings and
programmable regulated pressure.
Pneumatic guns often have two cylinders; one is used for short open and the other creates a
full open space between electrodes. The servo gun (in position control) provides programmable
electrode opening anywhere between the full stroke of the gun. The electrode opening can be
programmed to move simultaneously with other axes of the robot. Application flexibility cycle
time savings are realized by the servo-gun's ability to open the electrodes only a short distance,
or a larger amount, to provide the exact clearance needed around tooling or parts.
During the weld, the servomotor switches to torque control and provides a uniform calibrated
clamping force. This is easily programmed in the robot control and is expressed as a unit of
force. The force can be stepped during an individual weld cycle or varied from weld to weld for
different material thickness stack-ups.
Pneumatic guns close at full clamping force, which creates high impact on the tips. The servo
gun controls the rate at which the electrodes close and ramps up to the clamping force. This
controlled process extends the life of tips and is a major reason auto manufacturer have been
using them. The controlled clamp force also improves quality and cosmetics, allowing welds to
be made on Class A surfaces. Hence squeeze time for pneumatic guns is set to 3-4 cycle
whereas squeeze time for servo guns can be set to 0 as weld trigger is given only after the
application of tip force.

75
SHEAR STRENGTH CALCULATION
The shear strength of a single spot weld can be calculated as follows:
Shear strength(N) = 2.6 • t • d • Rm
where:
t = sheet thickness, mm
d = weld diameter, mm
Rm = tensile strength of the material, MPa

PEEL TEST
This test is conducted to determine nugget size and depth to ascertain the quality of spot weld.

76
SPOT SAMPLE
For final verification spot samples were taken and their shear strength calculated by tensile
shear testing machine in R&D lab.

Spot sample jig

77
78
ROBOT PROGRAMMING
Tip dressing programm was modified in accordance with the sensor requirement. For e.g.
programm was made for the additional path robot follows after dressing, giving different
pressure schedule during testing and logic was given to check the conditions for proper process
in macro module.
1: !*** 371A TIP DRESS *** ;

2: ;

3: UTOOL_NUM = 1 ;

4: UFRAME_NUM = 0 ;

5: $USEUFRAME = 0 ;

6: PAYLOAD[1] ;

7: ;

8: !*** IO_RESET *** ;

9: CALL IO_RESET ;

10: ;

11: !*** AROUND HOME POSITION *** ;

12:L PR[2] 2000mm/sec FINE ;

13: ;

14: Reset Tip Wdn ;

15: ;

16: LBL[1] ;

17: R[17] = 0 ;

18: DO[213] = ON ;

19: ;

20:L P[3] 2000mm/sec FINE ;

21: ;

22: !*** BEFORE DRESS POSITION *** ;

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23:L P[4] 2000mm/sec FINE ;

24: ;

25: DO[221] = ON ;

26: R[99] = $MCR.$GENOVERRIDE ;

27: OVERRIDE = 100% ;

28: ;

29: !*** DRESS POSITION *** ;

30:L P[5] 200mm/sec FINE PRESS_MOTION P=[99,89] ;

31: ;

32: WAIT 0.50(sec) ;

33: WAIT DI[203] = ON ;

34: ;

35: !*** BEFORE DRESS POSITION *** ;

36:L P[4] 300mm/sec CNT0 ;

37: ;

38: DO[221] = OFF ;

39: DO[213] = OFF ;

40: ;

41: ;

42:L P[3] 1000mm/sec CNT10 ;

43: ;

44: CALL TWD ;

45: ;

46:L P[3] 1000mm/sec CNT10 ;

47: ;

48: DO[210] = ON ;

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49: ;

50: !*** Tip Change Request *** ;

51: IF DI[210] = ON,JMP LBL[10] ;

52: ;

54: ;

55: DO[210] = OFF ;

56: WAIT 0.50(sec) ; 57: ;

58: CALL WDN_CHK ;

59: ;

60:L PR[2] 2000mm/sec CNT100 ;

61: ;

62: CALL IO_RESET ;

63: ;

64: !*** HOME POSITION *** ;

65:L PR[1] 2000mm/sec FINE ;

66: ;

67: !*** IO_RESET *** ;

68: CALL IO_RESET ;

69: ;

70: IF R[17] = 1,JMP LBL[1] ;

71: ;

72: END ;

73: ;

74: LBL[10] ;

75: ;

76: ;

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77: !*** Tip Change Position *** ;

78:L P[9] 2000mm/sec FINE ;

79: ;

80: Reset Tip Wdn ;

81: ;

82: DO[64] = ON ;

83: WAIT DI[64] = ON ;

84: DO[64] = OFF ;

85: ;

86: ;

87: JMP LBL[1] ;

88:

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RESULT
COST PER PIECE

Cost of mild steel strip = Rs 5

Cost of force sensor = Rs 400

Cost of 4 hollow rods = Rs 20

Cost of locating pins = Rs 90

Cost of pressure sensor = Rs 600

Total cost per piece = Rs 1105

EFFECT ON QUALITY AND PRODUCTIVITY

There would be a huge effect in quality aspects of the spot weld as tip misalignment and
improper face cutting are the major reasons for defects such as spot pinning, spot burr.
Chances of weld spatter will reduce which is a major factor for excessive tip wear out.
Productivity will increase with the reduction in jig related breakdown such Limit switch fault,
PLS fault , solenoid vacuum fault. The major contributor to such faults is weld expulsion.

Hence overall line efficiency = Total time – breakdown time would significantly improve.

EFFECT OF SPATTER REDUCTION ACTIVITIES

Reduction in no. of spot burr cases per month = 1500

Cost of repairing spot burr defect = cost of tool = cost of sander wheel

Life of sander wheel = 40 spots

Reduction in cost of repairing = 1500/40*60 = Rs 2250

CONCLUSION
Spatter reduction activities were a huge success. We reached our target of 5 % in 4 weld areas
in S-Cross line. Parameter determination for different sheet combination helped us achieve the
required spot quality at low current and weld time.

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BIBLIOGRAPHY
• https://www.marutisuzuki.com/
• http://www.surfindia.com/automobile/automobile-industry.html
• http://www.researchconnect.com/buyreport/report_8080.asp
• https://www.scribd.com/?&utm_medium=cpc&utm_source=adwords_brand&utm_cam
paign=Google_Search_Alpha_Brand_India&utm_term=scribd&utm_device=c&gclid=EAI
aIQobChMImfD09u304QIVgxuPCh2ufAJlEAAYASAAEgIKqvD_BwE
• https://en.wikipedia.org/wiki/Maruti_Suzuki
• https://www.slideshare.net
• https://www.google.com/search?q=images8
• https://www.outlookindia.com/website/story/automation-on-the-rise-one-robot-for-
every-4-workers-at-maruti-suzukis-plants/298812

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