SRI KRISHNA COLLEGE OF

ENGINEERING AND TECHNOLOGY

(An Autonomous Institution)
(Approved by AICTE and Affiliated to Anna University, Chennai)
ACCREDITED BY NAAC WITH “A” GRADE

AN INDUSTRIAL CASE STUDY REPORT ON

INDUSTRIAL WORK PLACE MANAGEMENT

Submitted by

MOHAMED TASLIM M (727721EPED002)

in partial fulfillment of the requirements

for the award of the degree

of

MASTER OF ENGINEERING

in

Engineering Design

July 2022

1
 SRI KRISHNA COLLEGE OF
ENGINEERING AND TECHNOLOGY
(An Autonomous Institution)
(Approved by AICTE and Affiliated to Anna University, Chennai)
ACCREDITED BY NAAC WITH “A” GRADE

BONAFIDE CERTIFICATE

Certified that this Industrial Case Study report “INDUSTRIAL WORK PLACE

MANAGEMENT” is the bonafide work of MOHAMED TASLIM M (727721EPED002)

who carried out the Industrial Case Study under my supervision.

SIGNATURE SIGNATURE
HEAD OF THE DEPARTMENT FACULTY GUIDE
Dr. P.ASHOKA VARTHANAN, Dr. S.KARTHIK,
HEAD OF THE DEPARTMENT, ASSOCIATE PROFESSOR,
MECHANICAL ENGINEERING, MECHANICALENGINEERING,
SKCET. SKCET.

This Industrial Case Study report submitted for the Autonomous 19PD204-

Industrial Case Study 2 examination held on 15.07.2022

____________

INTERNAL EXAMINER EXTERNAL EXAMINER

2
 L. R. FA RICATIONS
Manufacturers of Static, Rotary Equipments, Heat Exchangers, Pressure Vessels,
Columns & Allied Fabrications.
AN ISO 9001 :2015 Certified Company

08-07-2022

TO WHOMSOEVER IT MAY CONCERN

This is to certify that Mr. Mohamed Taslim, 727721EPED002,

M.E Engineering Design Student from Sri Krishna College of Engineering and
Technology has successfully completed the Industrial Case Study on "Industrial
work place Management" in our company during May-July 2022.

During his tenure his Conduct and performance was good.

For LR. FABRI

RegiSlered Office & Unit-1, S.F.443, Subramaniampalayam, G.N. Mills Post, Coimbatore - 641 029. Phone
: 0422 - 2642012, 2648359 / Telefax : 0422 - 2642331
Unit-2, SF No. 399 / 1828, Okkillpalayam Road, Malumachampatti Village, Coimbatore. 641
050.
Email : francis@lrfabrications.in / mktg@lrfabrications.in
www.lrfabrications.in
 ACKNOWLEDGEMENT

We would like to thank the management for supporting us during our entire project and
encouraging us to be innovative and backing us in everything we did.

We would like to thank Dr. J. JANET, Principal, Sri Krishna College of Engineering and
Technology, Coimbatore, for allowing us to do this project and providing required time to complete
the same.

We express our sincere thanks to our beloved head of the department Dr. P. ASHOKA
VARTHANAN, for his kind words of encouragement in our endeavour.

We deem in our duty our sincere admiration and heart gratitude to our guide DR. S.
KARTHIK and Industrial Case study coordinator Dr. C. SAMSON JEROLD SAMUEL, for
having effectively guided and supervised throughout this project by imparting his erudite
knowledge and personalized guidance blended with exemplary patience and encouragement.

We thank all the teaching faculty of our department for their constant encouragement and
support during the project.

We express our sincere thanks to all the laboratory assistants for permitting us to work in
the laboratory. Also we would like to thank all the subordinates of the laboratory.

Finally, we would like take this opportunity to thank our family members, friends and well-
wishers who have helped us co-operated for the successful completion of our project.

3
TABLE OF CONTENTS

CHAPTER CONTENT PAGE NO

ACKNOWLEDGEMENT i

TABLE OF CONTENTS ii

LIST OF FIGURES iv

LIST OF TABLES v

1 STUDY OF ORGANISATION STRUCTURE

1.1 Overview about the organization 08
1.2 Company Profile 09
1.3 Structure of the organization 10
1.4 Shop Floor layout 11
1.5 Stores and Inventory Management 12
1.6 Practice of Industrial Safety 13
2 STUDY OF MACHINE TOOLS
14
2.1 Constructional Features of Machine Tools
15
2.2 Features and functions of Work holding

devices 2.3 Features and functions of Tool holding 16

devices 2.4 Types of tool holding devices 17

2.5 Types of Cutting tool and nomenclature 21

2.6 Types Cutting tool material 23

4
3 STUDY OF JOBS AND PROCESSES

3.1 Reading of component drawing 24

3.2 Sequence of operations 27

3.3 Selection of cutting tool paramenters 29

4 STUDY OF MEASURING INSTRUMENTS

4.1 Measuring Instruments used in inspection 33

4.2 Limit Gauges 38

5 STUDY OF QUALITY MANAGEMENT TOOLS

5.1 Study of quality Management Tools 39

5.2 Quality Management Planning 40

5.3 Best Practices of Quality 42

6 CONCLUSION 48

5
 LIST OF FIGURES

S. NO FIGURE NAME PAGE NO

1 1.1 Organizational Structure chart 10

2 1.2 Shop Floor Layout 11
3 1.3.1 In Process store 12
4 1.3.2 Inventory 12
5 1.4.1 Pressure Valve 13
6 1.4.2 Vertical lathe 13
7 2.1 Classifications of work holding devices 15
8 2.2 Work holding devices 16
9 2.3 Pressure valves 16
10 2.3.1 Tool holding devices for lathe 17
11 2.3.2 Classifications of tool holding devices 17
12 2.4.1 Single point cutting tool nomenclature 23
13 3.1 pressure valve drawing 26
14 3.2 Manufacturing control processes 28
15 4.1 Air gauges 33
16 4.2 Microscope 34
17 4.3 Depth Gauge 35
18 4.4 Microtome 35
19 4.5 Plug and pin gauges 36
20 4.6 protractor and angle gauges 36
21 4.7 Ring gauge 36
22 4.8 Snap gauges 37
23 4.9 Surface profilometer 37
24 5.1 Quality Do and Don’ts 39

6
 LIST OF TABLES

TABLE NO CONTENT PAGE NO

1 Machines and capacity 14

2 Types of tool holding devices 21
3 Types of cutting tool materials 23

7
 CHAPTER 1

STUDY OF ORGANIZATION STRUCTURE

1.1 OVERVIEW ABOUT THE ORGANIZATION

L.R. Fabrications is a company involved in the manufacture of high

quality pressurevessels, Heat exchangers, Storage Tanks, Process Equipments,
Static & Rotary Equipments as per ASME, ASTM, DIN, IS, TEMA, API 610
standards.
This Industry was founded in the year 1989 by Late Mr. L. RAJAN (Ex-
partner) of the unit having more than 25 years of experience in the field of
fabrication. The company has its factory situated at 443, Subramaniam-palayam,
G.N.Mills Post, Coimbatore - 641 029, which is 7 Kms away from Coimbatore
on the Mettupalayam Road and also having its secondary unit located at 399/1B2
Malumichampatti village, Coimbatore - 641 121.
L.R.Fabrications has a team of qualified and experienced Engineers at all
levels, which thrive to produce the best quality products at competitive prices and
supply them in stipulated time.

Careers
L .R. Fabrications is made up of solid team of professionals with a very
stable foundation in the Fabrication industry. We focus on our strengths and
competencies to achieve success through quality and timeline. This quality,
we believe, will bring us references that will fuel our growth in business.

8
1.2 COMPANY PROFILE

Company name : L.R.Fabrications

Company address : 443, Subramaniam Palayam, G.N.Mills Post,
Coimbatore-641029
Name of chairman : Mr.FrancisRajan.R
Contact number : 0422-2642012, +91-422-2648359
Email id : prodnunit1@lrfabrications.in
Website : www.lrfabrications.in
Nature of company: Manufacturing of Pressure Vessels, Heat Exchangers,
Storage Tanks, Vertical Turbine Pumps, Columns, Klins, Static Equipment’s,
Rotary Equipments and Air receivers

Number of employees : 123(Hundred and twenty three)

35 Staff and 88 Workers
Machines available:
a. Rolling Machine(32m*2500 Rolling capacity),
b. Welding(SMAW, GTAW, GMAW and FCAW),
c. Radial drilling machine Heavy duty lathe upto ф1200,
d. Plasma cutting upto 50mm Vertical turrent lathe bed ф1600 and Swing
length ф1800.

9
1.3 STRUCTURE OF THE ORGANIZATION

Fig 1.1 Organizational Structure chart

10
1.4 SHOP FLOOR LAYOUT

Fig 1.2 Shop floor layout

11
1.5 STORES AND INVENTORY MANAGEMENT
LR Fabrications has good inventory storage and a well organized system to
monitor the existing and wanted stock (materials). They maintain a standard level
of stock to prevent from having many inventories or not having stocks.

Fig 1.3.1 In Process Store

Fig 1.3.2 Inventory

12
1.6 PRACTICE OF INDUSTRIAL SAFETY
LR Fabrication as mentioned earlier they are manufactures of industrial
pressure valves, they follow high safety practices to ensure the people working
are safe and the components are safe as well. They are recognized with “ISO
9001:2008 certification” and “Bureau Veritas Certification” (A global
certification leader, Bureau Veritas Certification offers a large range of
customized certification and audit services in the Quality, Health& Safety, and
Environment and Social Responsibility fields). The below pictures were taken
when we were in industry.

Fig 1.4.1 Pressure valve

Fig 1.4.2 Vertical Lathe

13
 CHAPTER 2

STUDY OF MACHINE TOOLS

2.1 CONSTRUCTION FEATURES AND FUNCTIONS OF MACHINE
TOOLS

LR Fabrications having various kinds of machines such as Lathe, Rolling

machine, drilling, etc....The list of machine and their capacity is mentioned
below.

S. NO MACHINES CAPACITY
We have 700 tones capacity John Shaw & Sons, England
Processing
1 makes Hydraulic Press.
We have 32 mm thick x 2500 width rolling capacity With
Rolling
2 Pre-pinching attachment.
a) SMAW : We have 12 Triyodyne Generators
b) b) GTAW : We have 3 TIG Welding Machines
Welding Process c) GMAW : We have 3 MIG Welding Machines
3
d) FCAW : We have 3 MIG Welding Machines

4 Drilling We have 3 Radial drilling Machines of RM 63 capacity

and 1 No 80 mm Capacity ROBAMA German makes
Drilling Machine.
We have 4 heavy duty lathes of machining capacity Of
5 Handling ø1200. We have 4 bays of 25’ width x 25’ height x 150’
length each bay having loading capacity of 40 tones.
Visual & We have full-fledged inspection facilities at all levels
6 Dimensional With calibrated measuring instruments.
Inspection
100% hydrostatic test is carried out on finished
7 Hydrostatic test equipment to check the leakages under hydraulic Pressure
as per the specification given in drawing.

TABLE 1: Machines and capacity

14
2.2 FEATURES AND FUNCTIONS OF WORK HOLDING DEVICES

The work holding devices are used to hold and rotate the workpieces along
with the spindle. Different work holding devices are used according to the shape,
length, diameter and weight of the workpiece and the location of turning on the
work. They are

1. Chucks
2. Face plate
3. Driving plate
4. Catch plate
5. Carriers
6. Mandrels
7. Centres
8. Rests

Fig 2.1 Classification of work holding devices

15
 Fig 2.2 Work holding devices

Fig 2.3 Pressure valve

2.3 FEATURES AND FUNCTIONS OF TOOL HOLDING DEVICES

A holding tool is a tool that firmly holds any material together.

Each holding tool is different but the common principles between them are that
they all secure a piece of material when you are working with it.

16
 Fig 2.3.1 Tool holding device for lathe

Fig 2.3.2 Classification of tool holding devices

Types of tool holding devices

Tools
Word Meaning Context More Information

"A" shaped These clamps are versatile and

"A" - clamp
clamping device. easy to use. They use a cam
powered action. They prevent
twisting of workpieces.

"A" - clamp

17
 Angle plate is
used in layout
work and in
setting up the
angle plate work piece for
drilling or
milling at a 90
degree to the
table. Angle plates are a common layout Angle plate / layout
accessory.

Using "C" - clamps

workpieces can be fastened to
angle plates for layout
"C" shaped
"C" - clamp operations.
clamping device.
"C" - clamps are available
Clamping devices are used by the
from 1 to 16 inches.
operator for safe handling and ease of
operation.

Centre punch is
Centre punches are used to
used to enlarge
centre punch mark the workpiece prior to
prick punch
machining operations such as
holes.
drilling and should not be used
Centre punch has an included point angle in place of a layout punch.
of 90 degrees.
Dividers transfer
distances directly
Dividers are usually set to
from the rule to
rules.
the work and are
used to scribe
Similar to a pencil compass, it
dividers equally spaced
consists of two sharp points.
divisions.
Points may be lightly honed
They are also
Dividers are available in various sizes. for sharpness.
used to scribe
arcs and circles.

Drill vise is a
holding device
The vises provide the quickest
used for
drill vise and most efficient set up
clamping most
method for parallel work.
workpieces while
drilling. One of the most commonly used work- Available in many sizes.
holding devices is also called a drill press
vise.

18
 Gooseneck is a
The gooseneck clamp allows
hold down device
gooseneck the top of the clamping bolt to
used to fasten a
clamp be positioned below the
work piece to a
surface to be machined.
table.

The measuring surfaces are lapped and

polished to 200 millionths of an inch.
Available in many sizes.
Hermaphrodite
calliper locates
Reversible for inside lines.
hermaphrodite and scribes lines
calliper in a work piece
parallel to its It consists of two legs, one
side. The hermaphrodite calliper can also be sharp point and the other leg is
used to lay out the centre of round stock. a hook.

Kant-Twist clamps weight

approximately half as much as
comparable C-clamps.
Kant-Twist
Kant-Twist clamp is a heavy
They are superior to standard
clamp duty clamping
C-clamps.
devices.
They eliminate distortion and
Clamping devices are used for safe twisting action.
handling and ease of operation.
Lying out or lay-
out is the
operation of The information measured and Accurate workmanship
transferring transferred must be accurate. An error in depends upon the ability to
laying out
reference marks layout will result in an error in the use the proper instruments and
from a blueprint finished part. gages for measuring precisely.
to the work
piece.

A parallel clamp
is a low reach
heavy duty Clamping devices are used for
clamping device, safe handling and ease of
parallel clamp
also known as operation. Stronger and
machinist or smaller than a C-clamp.
toolmakers'
clamp.
Toolmakers' parallel clamp

Prick punch is
used lightly mark
prick punch The prick punch is the only
the location of
punch that should be used in
holes.
layout. It is used to preserve

19
 The prick punch has an included point the location of a layout mark
angle of 30 degree. while doing minimum damage
to the work piece.

Scriber is a
The pocket scriber can be
sharp, pointed
reversed in the handle for
scriber tool used to draw A scriber is used with a square rule or
safety. Available with carbide
straight sharp straight-edge for drawing straight lines. or hardened steel point.
lines. This is particularly important when lying
out.

Step blocks are extremely

useful clamping aids.
Step blocks help
step blocks to support the
They are used in conjunction
work piece.
with gooseneck, "U" - clamps
The height of the work piece determines and strap clamps.
the correct step block on which a clamp
can be placed to secure the work piece.

T-bolts are used on milling

machines tables and
Head has a T-
faceplates.
shape and is used
T-bolt
to fasten work to
The heads of the T-bolts often
the table.
fit the slots on the drill press
tables.
T-slot bolt

Trammel
measures Trammel points can be
between two attached to a bar and set to
trammel points and circle dimensions or they may
scribes circles or be clamped directly by rule
arcs that are too graduations.
large for dividers.

Trammel

Transfer punch
Transfer punch can be used
used to transfer
with any shape of hole-round
holes of any
transfer punch rectangular, square, elongated,
diameter from
or tear-shaped materials up to
1/16th to 2
2 inches or 50 mm thick.
inches.

Transfer punch set

20
 "U" shaped
device for
One advantage of the "U" -
holding down a
clamp is that it can be
"U" - clamp work piece.
removed without taking the
nut off the T-bolt.
It has a
continuous slot.
Clamping devices are used for safe
handling and ease of operation.

V-blocks hold
V-blocks round stock for
layout work.
To prevent the shaft from
bending under cutting pressure
Round work pieces can be securely a V-block and screw jack can
fastened in a set of V-blocks. be used to support the shaft.

TABLE 2: Types of tool holding devices

2.4 TYPES OF CUTTING TOOL AND THEIR NOMENCLATURE

A cutting tool is mounted in the machine tool and used for cutting material.
Cutting tools must be made of a material harder than the material which is to be
cut, and the tool must be able to withstand the heat generated in the metal-cutting
process.

There are different types of cutting tool available in the market. Here we are
mentioning some of the cutting tools.

Different Cutting Tools and Properties

a. Carbon tool steel

Carbon tool steel is an inexpensive cutting tool used for the low speed machining
operations.

21
 b. High speed steel tool (HSS)

It has high carbon steel with a significant amount of alloying element, such as
tungsten, molybdenum, chromium, etc. to improve harden ability, toughness and
wear resistance.

c. Cemented carbide

This tool used metallurgy technique. It consists of tungsten, tantalum and titanium
carbide with cobalt as a binder (when the binder is nickel or molybdenum, then
it is called cermets).

d. Ceramics tool

Most common ceramic materials are aluminium oxide and silicon nitride. Powder
of ceramic material Compacted in insert shape, then sintered at high temperature.
Ceramic tools are chemically inert and possess resistance to corrosion.

e. Cubic boron nitride Tool

It is the second hardest material after diamond. They are generally used in hand
machines. They offer high resistance to abrasion and use as an abrasive in
grinding wheels.

Diamond tool

It is the hardest material known and it is also expensive. It possesses very high
thermal conductivity and melting point. Diamond offers excellent abrasion
resistance, low friction coefficient and low thermal expansion. It is used in
machining very hard material such as carbides, nitrides, glass, etc. Diamond tools
give a good surface finish and dimensional accuracy.

22
 Fig 2.4.1 Single point cutting tool nomenclature

Types of Cutting tool materials

Element Properties
Tungsten Increases hot hardness, Hard carbides formed
Abrasion resistance
Molybdenum Increases hot hardness, Hard carbides formed
Improving resistance
Chromium Depth harden ability during heat treat hard carbides are
formed improving abrasion resistance some corrosion
resistance
Vanadium combines with carbon for wear resistance retards grain
growth for better toughness
Cobalt Increases hot hardness, toughness
Carbon Hardening element forms carbides

TABLE 3: Types of cutting tool materials

23
 CHAPTER 3

STUDY OF JOBS AND PROCESSES

3.1 READING OF COMPONENT DRAWING

In the L.R FABRICATION Industry, various job drawings are used

associated with different projects. Majority of the projects are manufacturing of
High-Pressure Air Receiver.

Design flexibility is incorporated into the 3D model and all corresponding detail
drawings and assemblies automatically reflect the new change. Because all
supplemental drawings are linked to the 3D model, even the bill of materials is
kept up to date. Automatic bill of material generation can greatly decrease
engineering costs, especially in the design of mechanical assemblies with
multiple parts and fasteners.

The design process is facilitated when working with a 3D model. The computer
model holds the actual geometry of the part within the software’s algorithm,
allowing parametric constraints to be applied to the design, preventing certain
critical features from being modified. For example, if two holes need to always
be 2″ apart and two sides must always be at a specified angle, 3D modelling
ensures the product can be re-designed over and over, without these
predetermined constraints ever being violated. This preserves the integrity of the
component throughout the entire design process.

CAD software is used to increase the productivity of the designer,

improve the quality of design, improve communications through documentation,
and to create a database for manufacturing.

24
Advantages and disadvantages of using CAD

Advantages

a. Can be more accurate than hand-drawn designs - it reduces human error.

b. You can save and edit ideas, which make it easier and cheaper to modify
your design as you go along.
c. You can modify existing ideas, which saves time.

Disadvantages

a. The software itself can be expensive so initial costs are high. There are free
software packages though.
b. Staffs needs to be trained how to use the software, which also adds to costs.

25
Fig 3.1 Pressure valve drawing

26
3.2 SEQUENCE OF OPERATIONS

It is to plan the order of the operation by process, regarding the fixed orders
through the Operation Planning. It is to grasp the progress status of the operation,
to consider the priority, setup time, and etc., and to make an operation sequencing
list.

Work descriptions
Manufacturing planning is usually handled by a master workman or each
person in charge belonging to the planning or management section in each shop
in the manufacturing division. Based on the production plan (large schedule plan),
he/she explores the necessary constituent parts (middle schedule plan), which are
sorted into internal ones or external. Then he/she prepares a schedule list (small
schedule plan), allocates the worker(s) by dispatching, and provides directions
for the actual work.

Problems encountered while sequencing of operations

Possible problems in the manufacturing process control system are as
follows
a. Due to improper standard time manufacturing plan is difficult to be practical.
b. The relationship between capacity and load is unclear, and thus it is difficult
to sort parts into internal ones or external.
c. since the person in charge of planning cannot grasp the progress status, some
Deliveries are delayed.
d. The performance data of work cannot be correctly grasped and thus be
reflected on the plan.

27
MANUFACTURING PROCESS CONTROL

Fig 3.2 Manufacturing control process

28
3.3 SELECTION OF CUTTING TOOL PARAMETERS

Cleaner production and sustainability are of vital importance in the field of

machining processes where great amount of energy is consumed. Reducing the
energy consumption during machining process can significantly improve the
environmental and economical performance of manufacturing systems. To
achieve this, calculation of energy consumption during the metal cutting process
is required. This paper investigates the specific cutting energy consumption for
the serrated chip formation of 7050-T7451 aluminium alloy in high speed
machining.
The cutting energy consumption during serrated chip formation mainly
includes such three components as plastic deformation energy in the primary
deformation zone, friction work between the tool–chip interface and kinetic
energy of the flowing chip. The predictive models of these three energy
components are developed for orthogonal cutting mode, and the influences of
cutting speed, undeformed chip thickness and tool rake angle on the cutting
energy consumption are revealed. Meanwhile, the theoretical energy
consumptions under different undeformed chip thicknesses are validated with the
high speed orthogonal cutting experiments of 7050-T7451 aluminium alloy.
Based on the research results, when high cutting speeds are applied in order to
improve the machining efficiency, large positive rake angle tools and large
undeformed chip thicknesses are recommended if the rigidity of the machining
system and the machining surface quality can be guaranteed
3.3.1 Material machinability
The machinability of a material decides how easy or difficult it is to cut.
The material’s hardness is one factor that has a strong influence on the
machinability. Though a general statement like "a soft material is easier to cut
than a harder material" is true to a large extent, it is not as simple as that. The
ductility of a material also plays a huge role.

29
3.3.2 Cutting Tool Material
In metal-cutting, High Speed steel and Carbide are two major tool materials
widely used. Ceramic tools and CBN (Cubic Boron Nitride) are the other tool
materials used for machining very tough and hard materials. A tool’s hardness,
strength, wear resistance, and thermal stability are the characteristics that decide
how fast the tool can cut efficiently on a job.

3.3.3 Cutting speed and spindle speed

Cutting speed is the relative speed at which the tool passes through the
work material and removes metal. It is normally expressed in meters per minute
(or feet per inch in British units). It has to do with the speed of rotation of the
work piece or the tool, as the case may be. The higher the cutting speed, the better
the productivity. For every work material and tool material combo, there is
always an ideal cutting speed available, and the tool manufacturers generally give
the guidelines for it.

Spindle speed
Spindle speed is expressed in RPM (revolutions per minute). It is derived
based on the cutting speed and the work diameter cut (in case of turning/ boring)
or tool diameter (in case of drilling/ milling etc). If V is the cutting speed and D
is the diameter of cutting, then Spindle speed N = V /(Pi x D).
3.3.4 Depth of cut
It indicates how much the tool digs into the component (in mm) to remove
material in the current pass.

3.3.5 Feed rate

It is the relative speed at which the tool is linearly traversed over the work
piece to remove the material. In case of rotating tools with multiple cutting teeth
(like a milling cutter), the feed rate is first reckoned in terms of “feed per tooth,"
expressed in millimetres (mm/tooth). At the next stage, it is “feed per revolution"
(mm/rev).

30
 In case of lathe operations, it is feed per revolution that states how much a
tool advances in one revolution of workpiece. In case of milling, feed per
revolution is nothing but feed per tooth multiplied by the number of teeth in the
cutter.

To actually calculate the time taken for cutting a job, it is “feed per minute"
(in mm/min) that is useful. Feed per minute is nothing but feed per revolution
multiplied by RPM of the spindle.

3.3.6 Tool geometry

For the tool to effectively dig into the component to remove material most
efficiently without rubbing, the cutting tool tip is normally ground to different
angles (known as rake angle, clearance angles, relief angle, approach angle, etc).
The role played by these angles in tool geometry is a vast subject in itself.

3.3.7 Coolant
To take away the heat produced in cutting and also to act as a lubricant in
cutting to reduce tool wear, coolants are used in metal-cutting. Coolants can range
from cutting oils, water-soluble oils, oil-water spray, and so on.

3.3.8 Machine/ Spindle Power

In the metal-cutting machine, adequate power should be available to
provide the drives to the spindles and also to provide feed movement to the tool
to remove the material. The power required for cutting is based on the metal
removal rate – the rate of metal removed in a given time, generally expressed in
cubic centimetres per minute, which depends on work material, tool material, the
cutting speed, depth of cut, and feed rate.

31
3.3.9 Rigidity of machine
The rigidity of the machine is based on the design and construction of the
machine, the age and extent of usage of the machine, the types of bearings used,
the type of construction of slide ways, and the type of drive provided to the slides.
All play a role in the machining of components and getting the desired accuracy,
finish, and speed of production.

Thus, in getting a component finished out of a metal-cutting machine at the

best possible time within the desired levels of accuracy, tolerances, and surface
finish, some or all the above parameters play their roles. As already mentioned in
the beginning, each of the parameters can create a positive or negative impact on
other parameters, and adjustments and compromises are to be made to arrive at
the best metal-cutting solution for a given job.

32
 CHAPTER 4

STUDY OF MEASURING INSTRUMENTS

4.1 MEASURING INSTRUMENTS USED FOR INSPECTIONOF JOBS

Inspection in L.R Fabrication is carried using various instruments and tools

and are as follows.
4.1.1Air Gages
Air gages use pneumatic pressure to measure or sort dimensional
attributes.

FIG 4.1 Air gauges

SPECIFICATIONS
Make: Baker

Non-contact gauging: long life due to minimal frictional wear.

Minimum line pressure required 4.5 bars (67 psi).

Air consumption: 46 LPM.

For diameter 6 mm and above Module-1A air gauge unit is to be used.

For diameter below 6 mm Module-2A air gauge unit is to be used.

33
4.1.2 Microscopes
Electronic microscopes are used to study organisms and their vital
processes.

Fig 4.2 microscope

4.1.3 Bore and ID Gages

Bore and ID gages are designed for internal diameter dimensional
measurement or assessment.
4.1.4 Borescopes
Borescopes are optical inspection tools that consist of a rigid or flexible
tube, an eyepiece on one end, and an objective lens on the other. They use optical
relay components to transfer images of bores and cylinders from a tip to an
eyepiece.
4.1.5 Calliper
Calliper typically uses a precise slide movement for inside, outside, depth
or step measurements. Some calliper types are used for comparing or transferring
dimensions.
4.1.6 CMM Probes
Coordinating measuring machine (CMM) probes are transducers that
convert physical measurements into electrical signals, using various measuring
systems within the probe structure.

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4.1.7 Coordinate Measuring Machines (CMM)
Coordinate measuring machines (CMMs) are mechanical systems
designed to move a measuring probe to determine the coordinates of points on a
work piece surface.
4.1.8 Depth Gages
Depth gages are used to measure of the depth of holes, cavities, or other
component features.

Fig 4.3 Depth Gauge

Specifications
Dial reading: 0.05mm or .001”
Base size: 100x6.5mm (WxT)
4.1.9 Micrometers
Micrometers are instruments for precision dimensional gaging consisting
of a ground spindle and anvil mounted in a C-shaped steel frame. Noncontact
laser micrometers are also available.
4.1.10 Microtome’s
Microtome’s are machines that cut extremely thin sections from a sample
for transmitted electron (TEM) or light microscopy applications.
Specifications
Brand: SAFIRE
Model: MRM-ST
Features
a. Automatic, specimen
Fig 4.4 Microtome retracting mechanism
b. Uniform sectioning

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4.1.11 Plug and Pin Gages
Plug and pin gauges are used to compare hole and slot dimensions or
locations to specific tolerances. This product area includes go gauges and no-go
gauges.

Fig 4.5 Plug and Pin Gauges

4.1.12 Protractors and Angle Gages
Protractors and angle gages measure the angle between two surfaces of a
part or assembly.

Fig 4.6 Protractor and angle gauges

4.1.13 Ring Gages

Ring gages are used for go / no-go assessment compared to the specified
dimensional tolerances or attributes of pins, shafts, or threaded studs.

Fig 4.7 Ring gauge

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4.1.14 Snap Gages
Snap gages are used in production settings where specific diametrical or
thickness measurements must be repeated frequently with precision and
accuracy.

Fig 4.8 Snap Gauges

4.1.15 Surface Finish Comparators
Surface finish comparators are visual and tactile inspection tools that
identify the surface qualities of finished workpieces.
4.1.16 Surface Profilometers
Surface profilometers are contact or non-contact instruments used to
measures surface profiles, roughness, waviness and other finish parameters.

4.9 Surface Profilometer

4.1.17 Thread Gages
Thread gages are dimensional instruments for measuring and/or verifying
thread size, pitch or other parameters.

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4.2 LIMIT GAUGES
The limit gauges belongs to manufacturing process.The gauging is a
process which it is determine quickly that whether the dimensions of parts under
production are within specified limit or not.The limit gauges is similar thing.
These are also called go and no go gauges. These are made to the limit sizes of
the work to be measured. One of the sides or ends of the gauge is made to
correspond to maximum and the other end to the minimum permissible size. The
function of limit gauges is to determine whether the actual dimensions of the work
are within or outside the specified limits.

Here the list of gauges has been listed which we came across while working
at L.R Fabrication Industry.

a. Plug Gauge
b. Pin Gauge
c. Snap Gauge
d. Ring Gauge

1. Plain ring gauge,

2. Taper ring gauge, and

3. Thread ring gauge

e. Calliper Gauge
f. Thickness or Feeler Gauge
g. Radius or Fillet Gauge
h. Screw Pitch Gauge

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 CHAPTER 5
STUDY OF QUALITY MANAGEMENTS TOOLS

5.1 STUDY OF QUALITY MANAGEMENT TOOLS

In L.R Fabrication the quality is considered to be the key priority and is being
focused with at most caution. The cost of quality can be analysed into:

• cost of conformance – cost of achieving specified quality standards

• cost of prevention – costs incurred prior to or during production in order to
prevent substandard or defective products or services from being produced
• cost of appraisal – costs incurred in order to ensure that outputs produced
meet required quality standards
• cost of non-conformance - cost of failure to deliver the required standard of
quality

Fig 5.1 Quality do and Don’ts

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 • cost of internal failure – costs arising from inadequate quality which are
identified before the transfer of ownership from supplier to purchaser
• Cost of external failure – costs arising from inadequate quality discovered
after the transfer of ownership from supplier to purchaser.

1. Check sheet: A structured, prepared form for collecting and analyzing data; a
generic tool that can be adapted for a wide variety of purposes.
2. Control charts: Graphs used to study how a process changes over time.
3. Histogram: The most commonly used graph for showing frequency distributions,
or how often each different value in a set of data occurs.
4. Pareto chart: Shows on a bar graph which factors are more significant.
5. Scatter diagram: Graphs pairs of numerical data, one variable on each axis, to look
for a relationship.
6. Stratification: A technique that separates data gathered from a variety of sources
so that patterns can be seen (some lists replace “stratification” with “flowchart” or
“run chart”).
7. Cause-and-effect diagram (also called Ishikawa or fishbone chart): Identifies
many possible causes for an effect or problem and sorts ideas into useful categories.

5.2 Quality Management Planning

Quality management as the name suggests, is the overall monitoring of the

product, services or the internal processes of any organization for its overall
betterment. It ensures that there is consistency in the product or service delivered so
that every single time the customer experience is of premier quality. Quality
management planning is not only limited to the product or service but also to the
processes and goals of the organization. Maintaining uniformity in the

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organization’s objectives, product or services is the core function of quality
management planning.
The objective of achieving superior quality management planning is too
attained through classifying it into further four categories which include quality
planning, assurance control, and improvement.
Quality planning is the foremost step in attaining quality management process.
It helps in identifying the areas that need improvement and the way and means to
achieve the desired goals. It also encompasses the quality assurance and controls
part of total quality management. Basically, quality management planning is the first
step and gives a roadmap for the further processes.
Quality Assurance is the combination of processes, techniques that help in
identifying the means of achieving the desired level of quality for a particular
product or service. It helps in identifying the lags in the already established processes
so that the objective of attaining unswerving quality can be achieved.
Quality control as the name suggests is the compilation of all those quality
management processes that help in attaining a level of control in the desired level of
set quality standards and points out any deviation from the same. It primarily reviews
the quality of the product or service to check whether it is of the set standards.
Quality improvement is a continuous never-ending quality management
process that keeps upgrading from time to time. With the advent of technology newer
and more apt methods of measuring quality standards get introduced in the system,
it is a holistic process that not only involves applying newer systems from time to
time but also reinventing the older systems and keeps finding better methods.
Organizations cannot afford to stay stagnant in the way they function; they have to
keep re-establishing the older processes with new improved versions.

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5.3 BEST PRACTICES OF QUALITY
MANAGEMENT TOOLS
To ensure that quality management planning is a fruitful process, there are
certain best practices which if followed diligently it becomes a smooth sailing for
any organization and is not taken as a task other than the routine functions of the
organization.
a. Quality management planning is an integral part of the organization’s objectives.
b. Processes monitoring, not people is the key to effective quality control
c. The systematic approach to quality management planning
d. Problem analysis and not mere identification
e. Quality improvement is a never-ending quality management process

5.4 Quality management planning is an integral part of the organization’s

objectives
Quality management planning should not be taken as a function different than
the organization’s routine processes; it is a continuous process that has to be
followed in the day to day practice of the organization rather than taking it up
separately and then finding loopholes in the internal process. Many a time’s
employees feel it be a hindrance to their work though it is an integral part of the
overall process of delivering superior product quality.It is a small step by step
process that ensures no big gaps are found later on that have to be rectified. It is the
approach of continuously asking how processes can be improved for better results
rather than who can get better results. It shifts the focus on quality management
process for answering difficult questions, rather than on people. It is essential to
understand that quality can be measured in quantitative terms and must be managed
at all cost.

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 It is not difficult to manage quality, it is difficult to remain stuck up with
customer complaints and not knowing how to solve them. For better quality
management program it is essential to document each and every quality management
process so that quality can be measured in definitive terms and the specific standards
set are centrally acknowledged and available to one and all in the system, this way
there is no ambiguity in the various functions of quality management program and
in the objective the company tries to attain through quality management planning.
5.5 Processes monitoring, not people is the key to effective quality control
Organizations have understood that processes need continuous improvement,
not people. Any process in itself is not all-inclusive and cannot be perfect. Instead
of impugning people for non-performance companies now have shifted focus to
getting to know their own processes in detail and trying to find out the loopholes in
them, analyze them in detail and fix the problems.
Companies now understand that smooth and easy processes not only enhance
the speed and quality of functioning of the organization but also of the trust and
loyalty of the customer resulting in additional customer-centric approach. They have
understood that this way it becomes collective responsibility of each and every
employee and instead of concentrating upon doing only my job or knowing only my
job the employees think about getting the work done and knowing the process in
detail.
An effective quality management planning system can be implemented when
all the people involved are a part of the solution process rather than the problem.
Each and every participant be it, employees, customers or suppliers should be a part
of the quality management process and the standards set by the company for
attaining the desired level of quality should be in consonance with all of the
stakeholders. Involvement from each and every sector of the team will not only help
in having a holistic approachable goal but also in getting it implemented.
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5.6 Systematic approach to quality management planning
A systematic approach should be followed for the quality management
program, assuring of the best quality to the client cannot be achieved through
qualitative data. The processes and systems need to be clearly analyzed so as to
ensure that consistent quality is maintained in every aspect of product or service.
This way the whole processes are treated like a complete system and they have not
seen poles apart from one another.
Each and every quality management process in interrelated, identifying the
aspects of each and every process is essential for the betterment of any organization,
only then an all-inclusive approach towards quality management program can be
fruitful. Instead of blaming the people the company should focus on rectifying the
problem and then train and motivate the people accordingly to use the quality
management processor systems in a way that the productivity isincreased and of
respectable quality.
The companies should be proactive in their approach towards finding out any
issues at the beginning rather than finding ways to fix them later on. They should be
ready to keep a track of all the developments from time and time and keep
documenting everything, create reports, review and analyze them incessantly to
enable better quality maintenance. Such method ensures that the companies would
not wake up one fine day to some major problem but would keep resolving minor
issues from time to time so that they do not snowball into a major issue later on.
Quality management planning was always a part of the organization’s
framework, in earlier times it used to be done in the form of inspection of the various
aspects of production process. In today’s times with the advent of technology, it has
transformed into various well-defined theories, tools, and practices that lead to
proper and holistic quality management planning. To substantiate the above, let’s
take the example of Six Sigma which was developed only for finding out the
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variations in the manufacturing processes in the electronics industry primarily for
Motorola Inc., whereas today Six Sigma is the holy grail of quality management
planning and is used in numerous industries and in several departments.
5.7 Problem analysis and not mere identification
Another important aspect of quality management planning is problem
analysis. Quality control can be exercised only when there is a clear-cut method of
in-depth analysis of the processes involved. Quality control can be exercised when
processes are analyzed in detail for probable dissipation and appropriate methods
are utilized for the control function of quality management planning.Quality control
is an ongoing quality management process and cannot be delegated to a particular
function or a particular dimension of any production process, it implies in inspecting
and rectifying at every stage of production so that the desired level of quality is
maintained. Reviewing the already prevalent system regularly goes a long way in
solving minor issues at the early stages only.
Proper analysis and review are essential in understanding the reason behind a
particular lag, quality control or QC as it is normally referred to is the quality
management process wherein each and every product is carefully examined and
analyzed so as to catch any defect in the first place so that proper and timely
decisions can be taken. Any decision is effective only when it is taken judiciously
and is based on actual facts and figures, hence it becomes imperative for the
organizations to gather data and information from time to time to analyze it carefully
and come to necessary conclusions.
Once quality standards are set it should be communicated to all the teams so
that they know what is expected from them, moreover, the quality standards should
be archived as the reference point for other situations that might crop up in future so
that all the teams are on the same page and there is no ambiguity in the systems.
5.8 Quality improvement is a never-ending quality management process
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 Quality improvement isn’t static; it is like a never-ending river which keeps
flowing. Once data has been analyzed and quality standards set, it is the role of the
quality management planning to ensure that the agreed upon objectives are met. This
can be done by communicating the set standards to all the stakeholders moreover the
quality standards are set in accordance with the feedback from all the stakeholders
and each and every one of them is equally involved.
In this way, there is no ambiguity in the system and each employee or
production line knows what is expected from them so that quality management
program becomes an ongoing process and is achieved each day throughout the
various processes involved. Continuous quality improvement is termed as Kaizen a
Japanese term, which was introduced by Masaaki Imai in his book titled Kaizen.
Kaizen basically refers to the ongoing process of constantly identifying ways of
attaining quality control at each and every level of the organization from top to the
bottom of the hierarchy.
It is applied to all the processes of the organization at each stage from logistics,
assembly line, purchasing and even to all the stakeholders i.e. its employees and
suppliers. It basically aims at attaining lean manufacturing i.e. elimination of all the
waste processes from the system so that production is hassle free and at the least
achievable cost with maximum benefits and with maximum quality standards met.

It also involves at attaining the quality standards set basis the fact that cost
and time, as well as the scope of the service involved, is not affected adversely and
quality management planning becomes a universal approach wherein costs and other
benefits are taken into consideration.
Quality management planning or Total Quality Management ommonly
referred to as TQM is a vast domain which ensures quality standards are not only
set, assured, control but also attained and continuously revised upon from time to
46
time. It should not be seen as a function separate from the organization but is an
integral part of the organization’s overall strategy and approach. In this age of
shrinking margins, companies can’t avoid investing in quality management program
rather; it has become an essential part of their corporate strategy.

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 CHAPTER 6

CONCLUSION

During this training period, I have gained a lot of experience, knowledge and
exposure. The initial phase of training went with learning of equipments and
operations done in the industry. It is followed by hands on experiences in the field
of process planning, machining, inspection and logistics.
During our industrial training, there are many changes from the point of
learning environments and discussion among workers including us.
I have learned Field work such as work duration, leadership, quality practices,
and new way of approaching things in industrial perspective.
Thus I can conclude that from this industrial training, I received a lot of
exposure in the engineering work field. I would like to thank also the
LR Fabrications for giving us an opportunity to learn and gain experience.

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