CHAPTER 1

ORGANISATIONAL ANALYSIS

1.1 COMPANY PROFILE

Largest Brake System Manufacturer in India

 Established in 1962
 2840 committed Employees
 Strength of 666 Engineers
 Built up Space of 1,000,000 Sq.ft
 Seven Manufacturing Locations across the Country
 Catering to 70 Leading Customers
 Quality Systems certified for TS 16949, ISO 14001
 Awarded for TPM
The strength of Brakes India lies in
 its ability to motivate and harness the capabilities of its human
resource develop and nurture a strong vendor base
 its commitment to quality, cost, delivery, safety and customer satisfaction
 Strong in-house Research & Development, coupled with access to World Class
Technology through collaboration and affiliations worldwide enables Brakes India to
provide the Best Braking Solutions and Castings to its customers.
An impressive list of Customers adds testimony to the capabilities of Brakes India.

1.2 Vision
We shall improve the quality of life of our employees and fulfill their reasonable aspirations.
By creating an atmosphere of trust and care, we shall work as a cohesive team always
encouraging higher standards of performance.

Key values
Brakes India is a VALUE based organisation and it strongly inculcates and practices key values:
• Commitment
• Excellence
• Fairness
• Harmony and Co-operation
• Humility
• Innovativeness
• Integrity
• Orderliness/Cleanliness
• Respect and Concern for People
• Transparency and Openness
• Trust
• Vibrancy

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1.3 Quality Aspects
Brakes India is committed to total quality.
We shall
1) Achieve this by identifying and meeting the Customer requirements on Quality,Delivery,
Price and Service.
2) Strive to enhance Customer satisfaction through continual improvement of the effectiveness
of the quality management system.
3) Comply with the statutory and regulatory requirements.

1.4 Technological Aspects

Brakes India has continuously upgraded its manufacturing technology to meet the growing
customer needs.
Operations have been organized into business units to achieve "focused manufacturing" to
improve quality, cost and delivery.

Manufacturing
Lean
Brakes India Private Limited takes after the Lean Manufacturing System and the goal is, precise
way to deal with distinguishing and dispensing with squander (non-esteem included exercises)
through consistent change by streaming the item just when the client needs it called "pull") in
quest for flawlessness
TPM
Confirmed for 3 grants from JIPM Japan (Excellence , Consistency and Special) Our Objective
is to enhance and advance the viability of assembling gear and tooling. Day by day work
administration and Cell administration being honed
BPS
Target of the BPS (Brakes India Private Limited generation System) is to take care of the client
demand on time. Protect client from inside generation issues and creation varieties. It upgrades
the Standardized Work, Line Balancing to Take Time, Short Changeover Time, Stable Process,
Reliable Machines. BPS Integrates the providers with client request.
Brakes India has ceaselessly overhauled its assembling innovation to meet the developing client
needs. Operations have been sorted out into specialty units to accomplish "centered assembling"
to enhance quality, cost and conveyance.
Cellular Manufacturing
 Based on group technology
 Cellular manufacturing system has been introduced
 Flexibility to deliver a variety of products in addition to exploiting the benefits of flow
line production

Multi-Functional Approach
 Extensive training is imparted to workers to be multi-functional and multi-skilled
 Paving the way for a flexible workforce in the company

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  Brakes India has been able to provide job enrichment and job satisfaction to its highly
supportive workforce.

Quality Control Measures

For solving quality problems seven QC tools used are Pareto Diagram, Cause & Effect
Diagram, Histogram, Control Charts, Scatter Diagrams, Graphs and Check Sheets. All this tools
are important tools used in Brakes India monitor the overall operation and continuous process
improvement. This tools are used to find out root causes and eliminates them, thus the
manufacturing process can be improved. The modes of defects on production line are
investigated through direct observation on the production line and statistical tools.
For solving quality problems following seven QC tools are required
1. Pareto Diagram
2. Cause & Effect Diagram
3. Histogram
4. Control Charts
5. Scatter Diagrams
6. Graphs
7. Check Sheets

1.5 Financial Aspects

o Sales turnover of its Brakes divisions surpasses Rs.25 Billion. Brakes Divisions have
developed consistently to end up noticeably a Leading Brake System Supplier to
worldwide OEMs working in India.
o Sales turnover of its Foundry division surpasses Rs.6 Billion, has an introduced limit of
80,000 MTPA for perpetual form Gray Iron and high weight shaped Ductile and dim
iron sand castings.

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 CHAPTER 2
INTERNSHIP ANALYSIS

2.1 PRESS SHOP

Internship responsibilities
 The daily schedule was to do intern at press shop (Unit – 27) in operations department
for first fifteen days under guidance of Mr.Paul Diraviyam, Technical module advisor.
 Had a detailed observation about the machines in the shop and understood the working
of machines.
 Then Studied about the process flow and functioning of the unit and the working of
robot line cell.
 To update the cell management board which includes regular updating of details like
Accident monitoring, Daily plan Vs Actual, GAP analysis, Rejection Analysis Skill
matrix, Change over Monitoring.
 Learnt about the stocking system in press shop and how it is maintained and also
explained about the problem they are facing in delivering the finished goods. Then
collected details about the stock of past four months and current date stocking report
and did an analysis about the buffering stock and lead time taken for stocking.
 Calculated production scheduling for the monthly demand requirement for every models
of front shell and rear shell. Collected details about buffer stock physically for the
current date to check the variance between the actual production and expected
production.
 Reported regarding the flaws in current kanban system being followed.
 Studied about the report of kaizen implementation in change over time.
 Had a detailed study about the analysis of change over time carried out for internal audit
process.
 Reported regarding the flaws in current kanban system being followed.
 Analysis of flange height variation in the product- FUSO 120 BACKPLATE.
Knowledge Acquired
Acquired knowledge about the production planning and scheduling, the importance of
optimum stock maintenance. Experienced about the real time problems in altering the
schedule according to the situation. Learnt well about the PULL system and Kaizen
improvement method.
Limitations
It was difficult to collect the required information from the employees working over there as
they considered it as extra work. As I was allowed to do intern only during the second half
of the day I was not abled to follow the morning session works.

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Press shop
In the press shop belonging to unit – 27, they follow Cellular manufacturing method. Cellular
manufacturing is a process of manufacturing which is a subsection of just-in-time
manufacturing and lean manufacturing encompassing group technology. The goal of cellular
manufacturing is to move as quickly as possible, make a wide variety of similar products, while
making as little waste as possible. They consist of
 ‘U’ cells with Single- piece flow.
 Strategic business units (Factory within factory)
 Single Office concept with support services integrated into the business units.
 Maker Quality
The major components press worked are backplate, shell, front & rear calipers, brake actuators,
webs, rims.
Shop floor details:
The press shop consists of 63 presses with capacity ranging from 8 Tons to 1500 Tons.
Press Machine details (based on capacity)
1. 1500T - 2
2. 500T to 630T - 6
3. 250T to 350T - 10
4. 100T to 160T - 23
5. 8T to 80T - 22
63 presses

Press machine details (based on energy supply)

1. Mechanical Press - 38
2. Hydraulic press - 15
3. Hydraulic- Pneumatic
Press - 10
63 presses

Area of control- 36,000 sq.feet

To achieve Lean manufacturing they follow the following procedures daily.
1. Accident monitoring
2. Daily plan VS Actual
3. GAP Analysis
4. Change over Monitoring
5. Rejection Analysis
6. Skill Matrix

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Product Details:
 Back plate
The function of backing plates is to hold the braking system together so it can work properly.
With drum brake systems, each wheel has two curved brake shoes mounted on the stationary
backing plate.
Production – ( 1.7 million/ year)
Process Flowchart

Raw Ist Draw IInd Draw

Shearing Trimming Restrike Piercing
material

Raw Material details

 Hot rolled steel is used
 The consumption rate is 500tons/ month
 No of variety: 20 Varieties
 No of part no: 84
Back plate range
Thickness - 1.8 to 6 mm
Dia - Φ180 to Φ320
Customers
1. Maruti Alto 4. Toyota innova 7.Fuso
2. Honda brio 5. Ford Fiesta 8.LCV
3. VW Vento 6. Scorpio M&M

 Servo Shell – Front & Rear

In a brake power servo booster including a stationary stop provided on a cylindrical
projection of a rear shell.
Production rate – 4.3 million/ Year

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Process flow chart

Raw IInd IIIrd Groovin Cam

Blanking Ist Draw
Material Draw Draw g Forming

Chamfe Extrusio Trimmin

Piercing ring n g

Raw Material details

 Cold Rolled steel is used
 The consumption rate is 100 tons/ month
 No of variety: 8 Varieties
 No of part no: 45
Back plate range
Thickness - 0.7 to 1.6 mm
Dia - Φ60 to Φ210mm
Customers
1. Maruti Alto 4. Toyota innova
2. GMI Spark 3. Nissan Micra
2.2 BRAKES INDIA TECHNICAL TRAINING CENTRE
Then continued another 15 days of intern at Brakes India Technical Training centre under the
guidance of Mr.O.S.Ramanujam, Pricipal.
Internship Responsibilities
 Attended training along with the trainees in theoretical sessions.
 Guided the engineering intern students in doing their project "Generating water from
atmospheric air"
 Developed the design for project using CATIA software and sorted out the bill of
material required for project

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  Attended soft skill sessions regarding Goal orientation and Presentation skills
 Attended soft skill sessions regarding Time management and Ownership & Positive
thinking
 Prepared about 5S and Handled theoretical session about the same to freshers
 Conducted survey regarding the effectiveness of training among the freshers and
permanent operators
Knowledge Acquired
Understood the significance of preparing, as expanding profitability by presenting more viable
methods for working, teaching representatives in the utilization of new gear and new
techniques, making representatives more versatile by furnishing them with the abilities to do an
assortment of assignments, expanding work fulfillment and delivering a roused workforce.
Limitations
 Questionnaire survey was conducted for only male employees.
 Time constrain – As the time period was only two weeks intern at BITTC I was
restricted to conduct research over only limited number of samples (70 respondents).
 Respondents hesitated to fill out the questionnaire and it was harder to explain about the
need and benefits of survey and explain each questions.

My work was to collect all the details about the organization to create a profile. So personally I
collected details about the BITTC right from the Principal to security about the courses they
offer and about the students getting trained over there. Here I have presented the BITTC details
for reference.
BITTC Profile:
BITTC was established in the year 1997. The initial training duration was 2 ½ , including 6
months of hands on – factory experience at BI. In the year 2009, a decision was taken to
convert the 2 to year course to 1 year course with special emphasis on attitude and soft skill
development.
BITTC transformed itself as a technical and skill training center from a training school. BITTC
will conduct training programs to cater to the needs of the BI and DU’s. The DUs are Dedicated
units of Brakes India located at 8 places.
 Graduate Engineers are trained
 Career development for diploma trainees
 Classes are being conducted ( evening 5 – 9pm) apart from regular classes
 Soft skills for supervisors and operators
The practice of recruiting the SSLC students for 2.5 year training was discontinued.
The following types of training programs are provided as per the need of BI and Du’s.
A. Factory Orientation training

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 All the fresh recruits (meant for manufacturing), who are recruited in DME will
be sent to BITTC for the factory orientation training. If BI has already cover
them under skill development centre, such people will be excluded under this
orientation program conducted for a week covering,
 Safety
 Shop floor practices
 Factory discipline and attitude
 5S , TPM – JH (including hands on demo in 1S/ 2S, etc.,)
 Quality Orientation
 Skill development
All the trainees (DME apprentices) who are recruited by DU’s are sent to BITTC for the skill
development program before they are inducted into their respective units. Exception will be
given only to those who have reasonable exposure in the factory environment. The unit head
will decide based on the merits of each case.
These trainees will also be given OJT in their respective units before putting onto the job.
Based on the industrial visits and observations at DUs.
The following skills are identified for training the fresh recruits of DUs.
 Safe practice Awareness
 Safety man display
 Rope pull
 Impact test
 Drop test
 Moobility Skills
 Golf Ball/ Soft ball
 Rope (rod)
 Rope(ring)
 Motion Skills
 Eye hand coordination
 Lathe carriage
 Beep test
 Two hand motion
 Pick and place/ Put it back
 Loading and unloading, declamping
 Dexterity finger movement
 Swap it
 Ball insertion
 Assembly skills
 Circlip assembly and disassembly
 Assemble and disassemble by SOP

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  Product Puzzle
 Loading and unloading
 Technical skills
 Tool height setting in holders on a surface table
 Tool setting in turret head
 Locator fixing and removal ( jig and fixture)
 Drawing reading exercise
 Tool holders and inserts Identification
 Properties of material
 Inspection skills
 Gauge block
 Instruments handling
 Mercer setting and measurement
 Quality documents updating
 Visual defects identification
 Parts mix up identification
Along with technical skills knowledge on the following will be imparted
 Know your company & product
 Attitude Building
 Rules & Regulations of company
 5S , TPM & JH
 Manufacturing methods
 Quality
 Inspection
 Engineering Drawing
Specialized programs (To cater for the specific needs of BI and DUs) conducted are
 Machined tool maintenance:
o Basics of machine tool maintenance
o Machine Elements
o Hydraulics
o Pneumatics
o Preventive Maintenance
o TPM basics
o Trouble shooting
 Hands on machine shop practices
Covering engineering drawing practices, basic machine shop practices, hands on
operations on machines, hands on measurement practices and inspection
Duration – 1 week
Meant for – GETs, JETs of BI and DUs

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  Basic course on hydraulics and pneumatics
Covering hydraulic and pneumatic circuits, various pneumatic elements, parts and
function.
Duration – 1 week
Meant for – GETs, JETs, technical module and maintenance module members of BI and
DUs.
 Basic electronics
Covering electronic circuits, parts (relays, PLC programming) with simple projects
Duration – 1 week
Meant for- GETs, JETs, technical and maintenance module members of BI and DUs.
 Machine drawing and geometric tolerances
Covering free hand sketching, machine drawing, symbols, types of tolerances, etc.,
Duration – 5 days
Meant for- GETs, JETs, technical module members and design engineers of BI and DUs.
Other programs
 Cell leader Development Program
Covering basic math, English communication, role of cell leader, cell management
principles, quality charts, trouble shooting, people management, etc,
Duration – 2 weeks
Meant for – cell leaders, Engineers of BI and Dus
 CNC Machining level 2 training
Covering CNC machine basics, Programming, trouble shooting, etc,
Duration – 2 weeks
Meant for – senior operators, cell leaders of BI and Dus
 TPM/ JH Training
Covering TPM topics, JH levels and hands on JH practices
Duration – 1 week
Meant for - senior operators, cell leaders of BI and DUs
 Store management and logistics
Covering stores management, FIFO, Kanban, logistics, material handling, traceability
and operation knowledge in SAP
Duration- 1 week
Meant for – stores, supply module, PPC module members of BI and DUs
 BITTC
Currently conducts programs for service training, other special programs based on
marketing needs.
 Soft skills
7 habits of highly effective people

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 Interpersonal skills
Yoga
Healthy living
English language training

B. Operator Development Program

The operators are assessed for three months minimum and will be selected for further additional
training called, “Operator Development Program”.
Hours for each sessions: 2 hours
No of sessions: 48 per batch
Batch Size: 12
The training includes theoretical inputs and GEMBA and one day practical.
It will also be decided at this time whether a particular operator will be trained in machining
area or assembly area. This program can be made use of both by BI and Dus. This training for
one month will be covering,
 Basic English (Communication)
 Basic math
 Basic inspection skills
 Attitude
 Factory practices (SOP/ LEAN/ Cell management, Etc.,)
 Quality Tools/ Charts
 Kaizens/ Small improvements
 Hands on Assembly Skills/ Machining skills
BITTC will gear up for the skill training (Assembly and Machining) by taking inputs from the
current SDC’s major sites. It will equip itself with CNC training module. They use Kirkpatrick
Model for training.
C. Staff Training Program

S.No Name Of The Training Program Type

1 Iatf 16949:2016
2 Statutory Guidelines For Shop Floor Supervisors Awareness
3 Six Sigma – Awareness
4 Healthy Living
Health
5 Yoga
6 English Language Learning
Language
7 E Mail English

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 8 Communication Skills
9 Ownership And Positive Thinking
10 Creativity And Innovation
11 Time Management
12 Decision Making
13 Leadership Skills Soft Skill
14 Interpersonal Relationship
15 Team Working/ Synergy Development
16 Presentation Skills
17 Goal Orientation
18 Tpm Based Skill Training Technical
19 Va/Ve
20 Fmea
21 Doe
22 Statistical Process Control
23 Problem Solving Techniques
24 Msa
25 Cnc Programming
26 Product Knowledge
27 Lean Manufacturing System
28 Ms Office (Word, Excel & Power Point)

Training Calendar
Keeping in mind about the requirements of DUs the training calendar are prepared based on the
separate batch for a separate DU.
BITTC will release an annual calendar – indicating the course details, schedule, etc.
It is expected to have minimum 46 – 48 weeks of planning and review activities. As the advance
information on their need and nominate trainees based on the calendar.

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 CHAPTER 3

APPLICATION OF MANAGEMENT THEORY

3.1 KAIZEN IN MANAGEMENT

Kaizen, also known as continuous improvement, is a long-term approach to work that
systematically seeks to achieve small, incremental changes in processes in order to improve
efficiency and quality.
To increase the productivity they undergone a project to identify the factors in production
which accounts for the major loss hours in production for the year 2016- 2017. The total loss
hours are calculated for backplate and Shell production cells. It comprises of 9 cells where 3
cells produce back plates, 3 cells produce front shells and rest 3 cells produce rear shells. Out of
this 9 cells, in back plate cell-3, the backplates are produced by robotic line.
Problem Identification:
The major factors for loss hours during this year are
1. Setting change – 2324 hours
2. Tool & minor stoppages – 728 hours
3. Equipment failure – 588 hours
4. Measurement & Adjustment – 367 hours
5. New products/ Methods trial – 218 hours
6. Waiting for material – 107 hours
7. Waiting for Power/ Air – 51 hours
8. Waiting for men – 49 hours
9. Waiting for inspectors – 13 hours
10. Line organization – 12 hours
11. Rework Losses – 11 hours
12. No fork lift – 5 hours

Among all these factors setting change contributes for the major loss hours. Hence they
decided to implement the Kaizen method to reduce the time loss during setting changeover.
Changeover is the time it takes to go from the last good part of one product run to the first good
part of the next product run. Quick changeover is critical to Lean. It provides the flexibility to
match the product mix to actual demand.

In turn, this prevents the accumulation of inventory that can add cost and substantial waste to a
value stream.

They formed a team headed by the Department head, Mr. R. Subba Narashiman and Mr .A.
Ravi. They created a team comprising of video study, facilitators team and separate team for
monitoring Pallet movement, Tool declamp and Depth, FL & Tool removal, Quality inspection.
Four teams
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are formed to monitor and reduce the loss hours in their respective section. They considered the
Back plate cell – 3 for the implementation of kaizen method.
Back Plate Cell -3 Details:
The cell consists of 8 press machines and 16 robotic machines. These are operated by hydraulic
and pneumatic power source. The whole unit is monitored and controlled by single operator and
continuously monitored by engineers through video aid. This cell is the most productive cell in
the press shop. The production rate is set as per the requirement. The cycle time for setting
changeover from LCV to Ertiga is studied.
Current cycle time is 5200 seconds.
The target cycle time is 2700 seconds.
Roles and responsibilities of all groups:
G- Group TS – Tool Setter S- Supporter FL- Fork Lift
G1 = TS1 + S1
= Tool declamp and next tool clamping
G2+G4 = Tool removal and Next tool clamp
G2= FL1+TS2
G4= FL2+TS4
G3= Tool declamp, next tool clamp and adjustment
G3= TS3+S2
G5= Quality Inspection
G6= Cell Leader – EOT changes, Blank preparation

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PROCESS METHODOLOGY:

Time including Internal, Externa & MUDA (change over loss identification)

STEP 1

Analysis to internal, external & MUDA using SWC, FD, FPC & E
STEP 2

MUDA Elimination
STEP 3

Transfer preparation jobs to Internal jobs

STEP 4

Improvement of Internal jobs

STEP 5

Improvement to Internal jobs

STEP6

MUDA includes the operations of tool cleaning, Scrap removal, tool unloading, and waiting for
component, waiting for adjustment.
After conducting various studies each group identified the problems reasoning for the time loss
and their possible outcomes. They identified the no of activities involved in Internal, External
and MUDA jobs. Among these activities the potential activities accounting for the loss of time
in productivity is found and required Kaizen activities are initiated to eliminate those losses.
Summary of each group analysis and number of kaizen activities to achieve the target cycle time.

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GROUP 1: (Work combination table)
No of activity Time taken (sec)
INTERNAL 104 1896
EXTERNAL 21 193
MUDA 2 70
TOTAL 127 2159 sec
(Present cycle time)
No of recommended Kaizen activities : 24
Expected time save : 761 sec
GROUP 2: (Work combination table)
No of activity Time taken (sec)
INTERNAL 28 844
EXTERNAL 13 372
MUDA 2 437
TOTAL 43 1653sec

(Present cycle time)

No of recommended Kaizen activities: 9
Expected time save : 251 sec
GROUP 3: (Work combination table)
No of activity Time taken (sec)
INTERNAL 156 3720
EXTERNAL 20 508
MUDA 0 0
TOTAL 176 4228sec

(Present cycle time)

No of recommended Kaizen activities: 25
Expected time save : 1130 sec

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GROUP 4: (Work combination table)
No of activity Time taken (sec)
INTERNAL 27 613
EXTERNAL 13 429
MUDA 2 342
TOTAL 42 1384sec
(Present cycle time)
No of recommended Kaizen activities : 10
Expected time save : 150 sec
Currently they are working on the phase of reducing the external jobs reduction.
Flaws observed
 There was no regular update about the implementation of improvement processes.
 Identified the flaw like while considering the ergonomics, they left out to consider the
distance to reach the bed of the hydraulic press which also accounted for time loss and
suggested to them to reconsider it.
 Kaizen steps were focused only on MUDA operations. Least importance was given to
reduce the external jobs.
3.2 KANBAN SYSTEM
Kanban is a PULL system. It pulls inventory as it is needed. ERP/MRP is a PUSH system. It
pushes inventory into a warehouse for “Safety Stock” to deal with fluctuations in demand from
changing forecasts.
Features of Kanban system
The use of an instructional card, visible record and signboard are used. The status of production
and inventory are clearly displayed using very simple visual communication methods. As a
result, processes are streamlined and problems resolved quickly.
Products are “pulled through production purely by customer demand." This is a paradigm shift
from the push system which puts inventory into a warehouse based on forecasts. Visual markers
are used to help personnel monitor inventories more clearly. All production personnel can see
can see exactly how many customer orders have been p3laced and when al orders have been
filled.
Huge inventories are not cost effective. They are a large investment. Space is also costly. With
Kanban we stock inventory only when customers demand products. For many Western
facilities, maintaining small inventories may appear somewhat problematic. Large inventories
are thought

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to keep a facility from running out of materials. With Kanban, properly implemented, materials
are always available to meet a facilities production demands.
Advantages:
1. Optimize inventory and reduce product obsolescence
2. Reduce waste and scrap
3. Provides flexibility in production
4. Increases Output
5. Reduce total cost
The Kanban system reduces our total cost by
 Preventing over production
 Developing flexible work station
 Reducing waste and scrap
 Reducing inventory cost
 Reducing stock level and overhead costs
 Reduce the use of Bins (storage equipments)
6. Improves flow
7. Lead time is kept minimum
8. Totally customer demand driven system
9. Limits the space for storage of WIP goods.
Flaws observed in Kanban
1. It is less effective in shared resource situations. If the upstream station made several
parts, then a request to make more of the parts needed by the downstream station will
have to wait if other parts have to be made. A buffer is needed to ensure the downstream
station, the system becomes more complex than if the resources were dedicated.
2. Surges in mix or demand cause problems because kanban assumes stable repetitive
production plans. It is less suited to industries where mix and volumes fluctuate.
3. Kanban in itself doesn’t eliminate variability, so unpredictable and lengthy down times
could disrupt the system; poor quality in terms of scrap and rework also affects its good
functioning.
4. Kanban systems are not suited for manufacturing environments with short production
runs, highly variable product demand, poor quality products and a multitude of product
types.
5. A breakdown in the kanban system can result in the entire line shutting down.
6. The throughput of a kanban system is not managed but is instead a result of controlled
WIP and known cycle times.

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Suggestions:
Above situations can be avoided completely by the employment of e-Kanban system. If a
Kanban card, which was lost and replaced by newly reprinted card will be found, this will be
recognized by scanner and the old card will be removed from the process automatically.
Therefore danger of unintentional increase of inventories is excluded.
Every kanban card must be monitored under SKU (Store Keeping Unit) system.
3.3 Internship Experience
As I had industrial experience already, I was able to adapt to the industrial atmosphere quickly.
It was a pleasant experience going back to work again. I worked in the shop floor, I was able to
help the labours in shopfloor in clearing their doubts. I need to take report of the stocking
details every day, Being familiar to technical aspects, it was easy to understand the machine
drawings and their process flow.
Learned about the operations and was able to relate the theory learnt in MBA with the day to
day functions like Inventory management, Project management and especially 5S.
At BITTC, I got a chance to practice my technical training again. Attended useful sessions
about soft skill training, awareness sessions.

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 CHAPTER 4
INTERNSHIP EXPERIENCE REFLECTIONS ON LEARNING &
GROWTH
This internship period made me achieve almost all the desires and expectations. They follow
equality everywhere it was expressed in their uniforms. Everyone wore the same kind of
uniform no matter what position they possess. The employees had intimate relationships with
one another beyond the official contact hence they were able to work with coordination. They
were focused in their work and tried help out other in cases of necessity. But only drawback
was that they follow old system of management because they are not utilizing the software
resources well and system was conventional. The work culture followed there was appreciable
and everyone out there stick to their company rules. They can perform better if they get
modernized. And another drawback observed was that there were no young employees
generally in all the departments only people with high experience are employed in the
administration level.
At BITTC, they followed 5S very strictly and everything were held out in organized manner.
The students were very obedient and curious to learn new things. The students were encouraged
to ask their doubts and free to share their new ideas they come up with. The effectiveness of
training program was studied through a survey conducted for students which had positive
outcomes.
As a leader, I handled a session for diploma students as an instructor about 5S which was a
nostalgic experience for me. I was happy to share my knowledge and clear their doubts.
Learned about the evaluation system and as an instructor I taught them in practical session.
I was assigned as team leader for a group of engineering intern students. I guided them to
design the water generator from air. As I had working experience in fabrication field, it was
quite easy to guide them. Management theories like project management, buy or make
decisions, costing helped to carry out the project.
As an overall experience, this internship program made me realize that beyond the subject
knowledge, the real time situations carves out our hidden talents and provide us a chance to
know our strength and weakness.

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