.

INSTITUTE OF TECHNOLOGY
UNIVERSITY OF MORATUWA

PROGRESS REPORT ON
INDUSTRIAL TRAINING

Semester VI

AT
MICHELIN LANKA (PVT) LTD
AGARADAGURU MAWATHE,EKALA,JA ELA

NAME : A.P.T.T.U.PIHILIANGA
REGISTRATION NO: 19/IT/PT/734
COURSE : NATIONAL DIPLOMA IN TECHNOLOGY
FIELD : CHEMICAL & POLYMER ENGINEERING
TECHNOLOGY
PERIOD : 06TH SEPTEMBER 2023 – 10TH JANUARY 2023
 Preface
Industrial training program, which is conducted annually for the Polymer Technology students by
the Industrial Training Division in Institute of Technology, University of Moratuwa. In collaboration
with the National Apprentice and Industrial Training Authority is an essential requirement of the
National Diploma in Technology Program. I consider this as the best opportunity during my carrier
as a diplomat. This exposes me to the industry as an industrial trainee. This industrial training report
is based on, which I performed after completion of 12 weeks of Industrial training at Michelin Lanka
(Pvt)Ltd. Industrial training completion of 24 week is compulsory for the completion of the National
Diploma in Technology from Institute of Technology University of Moratuwa, Sri Lanka. Mainly This
report consists of 2 chapters. Chapter 01 is giving the information about the training organization,
its function, and its structure. Chapter 02 mainly describes my experience which is learned during
my 12 weeks of training, technical problems, and difficulties that I faced, and observations of the
training organization.

A.P.T.T.U.Pihilianga
19/IT/PT/734
Institute of Technology,
University of Moratuwa

i
 Acknowledgement

I like to give my sincere gratitude to Eng.Kamlanath Jinadasa (Training Engineer of Industrial

training division) Institute of Technology University of Moratuwa and National Apprentice and
Industrial Training Authority (NAITA) for providing the necessary training program.
I would like to express my sincere appreciation to the Division of Chemical and Polymer
Engineering Technology, especially the Head of the Division, Ms W.A.Weerakoon, and for the
training coordinator of the polymer Technology Dr. S.G.J. Perera the effort taken to coordinate
everything. I would like to thank all the lecturers for arranging me this training establishment for us
and giving instructions.
I wish to convey my thanks to my training organization the Michelin Lanka (Pvt) Ltd for
providing me opportunity to carry out my training in their company under supervision of well-
trained managers. Especially my thanks are to officer-in-charge HR Manager Mrs. Head of Quality
Assurance Mr.Ranjith Kirimetiyawa, my Supervisor quality Engineer Mr.Chaminda Prasad , And also
for the officers Mr.Mangala Podiralahamy,Mr.Gihan.
Then I wish to convey my thanks to all the supervisors in every plant and Lab assistants for
tremendous support and encouragements the support given by them. And also, I offer my sincere
thanks to my colleagues who trained with me at Michelin Lanka (Pvt) Ltd.

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Contents
Preface ................................................................................................................................................ i
Acknowledgement ............................................................................................................................ii
Abbreviation .......................................................................................................................................v
Table of figures ............................................................................................................................... vi
Chapter 1 ............................................................................................................................................ 1
1. Introduction.................................................................................................................................... 1
1.1 History of the company ............................................................................................................ 1
1.2 The Michelin group .................................................................................................................. 2
1.3 Focused Areas of Industry ........................................................................................................ 4
1.4 Michelin Sri Lanka .................................................................................................................... 6
1.5 Ekala Tire Division 01................................................................................................................ 6
1.5.1 Plant Layout................................................................................................................ 7
1.6 Mission of the Michelin ............................................................................................................ 8
1.7 Vision of the Michelin .............................................................................................................. 8
1.8 Organizational structure .......................................................................................................... 8
1.9 International accreditations & certifications of company ....................................................... 9
1.10 Observations on performance ............................................................................................... 9
1.11 Suggested Improvements ...................................................................................................... 9
1.11.1 Identify and manage loss and waste .......................................................................... 9
1.11.2 Build problem-solving capabilities within teams ..................................................... 10
1.11.3 Sustain gains with best practice implementation .................................................... 10
Chapter 2 .......................................................................................................................................... 11
2. Training Experience ...................................................................................................................... 11
2.1 Organizational Process ........................................................................................................... 11
2.2 Operational Techniques ......................................................................................................... 12
2.2.1 Resilient tire manufacturing ..................................................................................... 12
Manufacturing Process ............................................................................................................ 12
Resilient tyre categories ........................................................................................................... 12
Benefits of Resilient Tires. ........................................................................................................ 13
Applications of Resilient Tyres ................................................................................................. 13
Resilient Tire Sectional View .................................................................................................... 13
2.2.2 Press-on Tires & Cured On Tires manufacturing ...................................................... 14
Manufacturing Process ............................................................................................................ 14
Features of PON tyres .............................................................................................................. 14
Usage of Press on Tyres............................................................................................................ 15

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 Features of CON tyres .............................................................................................................. 15
Usage of Press on Tyres............................................................................................................ 15
2.2.3 Manufacturing of anti-static tyres ........................................................................... 16
2.2.4 Shot blasting process................................................................................................ 16
2.3 Departments of ETD 1 ............................................................................................................ 18
2.3.1 Planning department................................................................................................ 18
2.3.2 Production department............................................................................................ 18
2.3.3 QA (Quality Assurance) department ........................................................................ 18
2.3.4 IE (Industrial Engineering) department .................................................................... 18
2.3.5 Safety Health & Environment department .............................................................. 18
2.3.6 Engineering department .......................................................................................... 19
2.3.7 HR (Human Resource) Department.......................................................................... 19
2.3.8 Finance Department................................................................................................. 19
2.3.9 IT Department .......................................................................................................... 19
2.3.10 Welfare department................................................................................................. 19
2.4 Projects ................................................................................................................................... 19
Introduction ............................................................................................................................. 19
Objective .................................................................................................................................. 20
Procedure ................................................................................................................................. 20

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Abbreviation
ERP -Enterprise Resource planning

ETP -Effluent Treatment Plant

IP -Impact Protection

MST -Mechanically Stable Time

NPD -New Product Improvement

PCU -Process Control Unit

PPE -Personal protection equipment

PVC -Poly Vinyl chlorite

QA -Quality Assurance

SAP -System Applications & production

TPM -Total Productive Maintenance

TPR -Thermoplastic rubber

TQM -Total Quality Management

TSC -Total Solid Content

TSI -Toluene Swell Index

VFA -Volatile Fatty Acid

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 Table of figures

Figure 1 Logo of the company ........................................................................................................................... 1

Figure 2 The history of the company ................................................................................................................. 2
Figure 3 The distribution of Michelin group ........................................................................................................ 3
Figure 4 the Michelin growth over the world ...................................................................................................... 4
Figure 5 Products manufacture in Michelin ........................................................................................................ 5
Figure 6 Layout of the company ........................................................................................................................ 7
Figure 7 ETD1 Structure .................................................................................................................................... 7
Figure 8 Press on tyres .................................................................................................................................... 11
Figure 9 Cured on tyres ................................................................................................................................... 11
Figure 10 Resilient tyres .................................................................................................................................. 11
Figure 11 Non marking tyre ............................................................................................................................. 11
Figure 12 Black tyre ......................................................................................................................................... 11
Figure 14 2 Layer CON tyre ............................................................................................................................. 15
Figure 13 1 Layer CON tyre ............................................................................................................................. 15
Figure 15 Anti-static tyre .................................................................................................................................. 16

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 Chapter 1

1. Introduction

1.1 History of the company

In 1905, Mr. T.S.Jinasena was started a workshop to repair bicycles. Some years back, within the
improvement of the workshop, this business was registered as a company and this company was
the first Ceylonese owned engineering company. Therefore, with the development, in 1932 it
became one of the companies among the best five leading companies in Sri Lanka. Then at 1950,
the son of Mr. T.S.Jinasena designed and started to manufacture the first Jinasena Centric Water
Pump. Because of that, the Loadstar ( Pvt ) Ltd was established at 1984 with the cooperation of
Jinasena group and Solideal Loadstar in Belgium to manufacture the rubber tyres and wheels for
the off-road vehicles. Loadstar company was certified by ISO 9000 since 1996 and the Camso
Loadstar was the one of the first ISO certified company in Sri Lanka.

Figure 1 Logo of the company

Recently the Loadstar was adjoined with the world best track producer Camoplast and the Loadstar
company name was changed as Camoplast Solideal Loadstar (Pvt) Ltd. Now this company was the
second largest tyre manufacture and the largest solid tyre manufacture in the world. From the
beginning, Mr. T.S.Jinasena directed the company and Mr. Pierrer Pringiers was the Chief Managing
Director.

After that, the Camoplast Solideal name abbreviated as Camso Loadstar and the factories of Camso
company were distributed in 10 countries through Asia, North and South America. Camso Loadstar
supplied and distributed the products through the global distribution network more than 100
countries under the names Camso and Solideal.

The company manufactures exclusively for Solideal, one of the world’s leading industrial tyre
distributors, which has a 20-25% share of the industrial solid rubber tyre market and operates

1
within a network spanning 90 countries. In addition to solid tyres, Loadstar manufactures
pneumatic tyres, rims and rubber tracks and supplies about 90% of Solideal product requirement

LoadStar
1984 (Jinasena (Pvt) Ltd.)

2010 Camoplast Solideal

2015 Camso Loadstar

2018 Michelin

Figure 2 The history of the company

1.2 The Michelin group

In the 1920s and 1930s, Michelin operated large rubber plantations in Vietnam. Conditions at these
plantations led to the famous labor movement Phu Rieng.Michelin's domination of the supply of
rubber in French Indochina led to the Phu Rieng strike in 1930. This resulted in France investigating
Michelin's treatment of workers on its rubber plantations.

In 1934, Michelin introduced a tyre which, if punctured, would run on a special foam lining, a design
now known as a run-flat tyre (self-supporting type). Michelin developed and patented a key

2
innovation in tyre history. As of 1 September 2008, Michelin is again the world's largest tyre
manufacturer after spending two years as number two behind Bridgestone.[15] Michelin produces
tyres in France, Serbia, Poland, Spain, Germany, the US, the UK, Canada, Brazil, Thailand, Japan,
India, Italy, and several other countries.

Michelin is a well-established multinational company. The company is headquartered in France and

has become one of the largest tire manufacturers in the world, with operations in over 170
countries.

Figure 3 The distribution of Michelin group

Michelin is the highest shareholder in the Solid Tire market in the world. Michelin has 22 $ Billion
share Market in the world Solid Tire industry and Euro 23,795 million of total sales. Brand value of
Michelin is worth more than 8 billion Dollars. Michelin mainly focused their sales on Europe and
North American Counties.

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This is how the Michelin established there companies all over the world

Figure 4 the Michelin growth over the world

1.3 Focused Areas of Industry

Michelin focuses on 4 main business segments. They are,

▪ Agriculture
▪ Construction
▪ Material Handling
▪ Power Sports

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Main products of Michelin are,

• Solid Tires
• Pneumatic Tires
• Airless Tires
• Wheels
• Tracks
• OEM
• Conversion Track Systems
• Under Carriages

Figure 5 Products manufacture in Michelin

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 1.4 Michelin Sri Lanka

Michelin completed the acquisition of Camso, under the terms announced on July 12, 201 8, and
after obtaining all of the necessary approvals for the transaction. A total consideration of US$1.36
billion was paid for the acquisition. By joining forces with Camso, Michelin will create the world’s
number one market player in tyres. As world leader, the new entity will represent more than double
the net sales of Camso, supported by 26 plants and approximately 12,000 employees. After that
the camso loadstar in Sri Lanka distribute as Michelin Lanka (Pvt) LTD and now have 12
manufacturing plants in four areas.

•Central Mixing Division

Kotugoda •Casting Product Division
•Kotugoda Tire Division

•Ekala Tire Division 01

•Ekala Tire Division 02
•Wheel Manufacturing Division
Ekala
•Wheel Paint Division
•APD
•Cinco

Kuruwita •Kuruwita Mixing Plant

•Midigama Tire Division 01

Midigama •Midgama Tire Division 02

1.5 Ekala Tire Division 01

Ekala Tyre Division 01 established in 1984 which is a solid tyre manufacturing plant. The
plant is only producing solid tires.Resilient, Press – ON, And Cured – ON tires are main solid tire
types that manufacturing in the plant. The production capacity of ETD1 is 4500 pieces per day (150
Ton per day). The workforce is around 700 members including operators, staff members, general
workers. Total land area of this plant is 27,610 m2 and ETD 1 is main solid tire manufacturing plant
of Michelin Lanka (Pvt) LTD.

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1.5.1 Plant Layout

Figure 6 Layout of the company

The ETD 1 consist of 5 loops as follows.

Ekala Tire
Division 01

Production Production
Area Zone A Area Zone A

Loop 06 Loop 05 Loop 04 Loop 09 Loop 10

Line 15 Line 13
Line 05 Line 01 Line 09
Line 14
Line 06 Line 10
Line 07
Line 08

Figure 7 ETD1 Structure

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 1.6 Mission of the Michelin
To create a better way forward. This sense of responsibility is shown in our commitment to
developing accessible, clean, safe, and connected mobility solutions, and extends to our customers,
employees, stakeholders, and communities where we live and work.

1.7 Vision of the Michelin

improving mobility, placing technology at the service of human well-being, and innovating to open
up new horizons.

1.8 Organizational structure HR Officer- Training

HR & Executive
HR & HR Officer- Employee
Administration
manager Security Coordinator

Factory Accountant Accounting Assistant

Project Manager Project Engineer

Production Manager Shift in charge Group Team Leader Team leader

Maintenance
Maintenance Engineer
Team Leader

Engineering Manager Maintenance Manager Maintenance Planner

Drawing Designer

Plant
Planning Manager Planning executive Planning Officer
Director

IE Manager Process Engineer

TLBO Officers

Quality Assurance Quality Engineers QA Officer

Manager

Safety In Charge Safety officer

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 1.9 International accreditations & certifications of company
Michelin Lanka (Pvt) Ltd has gained several international accreditations & certifications for their
excellence & quality of the manufacturing process & the products.

They are,

1) ISO 9001 (Quality Management System)

2) ISO 14001 (Environmental Management System)

3) OHSAS 18001 (Occupational Health & Safety Management System)

1.10 Observations on performance

To operate successfully in a changing market, companies should plan their objectives and strategies
around their strengths and downplay their weaknesses. Michelin has the passion, expertise, and
experience in leading the way to provide world’s number one tyres around the world. A best
company improve with the strong employee attitudes, excellent customer service, large market
shares personal relationships with customers, leadership in product innovation, highly efficiency of
production.

In this company the employee attitude towards the company is best. The company make the labors
satisfy and the labors also dedicated to company. They are strong and self-motivated and directly
engaging in high efficiency production. And also, the technology in this company is higher, there
are robots’ plants to increase the production. And the customer relationship and customer
satisfaction are on a peak level.

1.11 Suggested Improvements

1.11.1 Identify and manage loss and waste

The team’s first step is to conduct a high-level loss and waste analysis of the company. This will
identify the company’s main “pain points” that need. The consumable materials usage and reject
wastage is high in this company. And also the compound wastage due to expire and also the
compound wastage due to green tyre scraps, mill cleaning, scorching are high. And the flash, bead
grommet scraps, tyre scraps are also identify as loss for the company. So those will be very high
loss for the company. Not only as waste this causes to the increase the IQP (Quality index
parameter) of the company.

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1.11.2 Build problem-solving capabilities within teams
In this company the second main problem that can be seen is the problem solving happen late. It
was a time wasting. This company is a team leader-based organization. So the some responsibilities
are to the TLs,GTLs. The rejects were occurred due to technical problem, compounding problem
and by a process fault they should have capability to solve those it may solve easily without time
wasting.

1.11.3 Sustain gains with best practice implementation

Sustainable process improvements require ongoing management. This includes ensuring there is
an unrelenting focus on loss and waste and on continuous improvement. The implementation of
projects should continue. The members should practice for the implementation and its
sustainability.

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 Chapter 2

2. Training Experience
2.1 Organizational Process

In this company the product designing done by the research and development unit. Then the
prototype is testing in the plant and the production started after planning if success. So, there are
three main types of tyres are manufacture in ETD 1.

They are

• PON-Press on Tyres

• CON-Cured on Tyres

• Resilient Tyres

Figure 10 Resilient tyres Figure 9 Cured on tyres Figure 8 Press on tyres

Furthermore, these all-tyre types can be divided into two main categories.

▪ Black (standard) Tires

▪ Non marking (Gray) Tires : Non- marking tires are simply tyres that,
leave a lot less marks on the floor than
the regular ones

Figure 12 Black tyre

Figure 11 Non marking tyre

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 2.2 Operational Techniques

2.2.1 Resilient tire manufacturing

Manufacturing Process

Compound Inner heel

Bonding
mixing & rolling & bead Heel Rolling
applying
warming inserting

Tire curing Tire moulding Tread rolling Soft rolling

Primary
Tire
inspection & Final inspection Loading
demoulding
tire grading

Resilient tyre categories

Resilient tires can be divided into 3 categories.

Again, above all tire types can be divided as follows.

▪ Normal Tires: Designed for all heavy-duty applications. Made with safety and reliability as a
priority. Usage of special safety hardware and markings for all wheels.
▪ Quick Tires : Designed to fit tires with specially integrated heel nose, according to ETRTO's
narrow geometrical tolerances. Fast and easy mounting. Reduces cost of wheel.
Operates as safe as normal tires with less parts which could fail or be damaged.

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Benefits of Resilient Tires.
• Puncture free that can run in harshest environment
• No air pressure control and minimal maintenance
• Can steer easily.
• Long lifetime with low cost per hour
• High load caring capacity

Applications of Resilient Tyres

• Forklifts
• Ground Support Equipment
• Port Trailers
• Industrial Trailers
• Access / Warehouse Equipment
• Platform Trucks
• Reach Stackers

Resilient Tire Sectional View

Tread

• Tread formulation has high tensile and tear properties ensuring high performance in the toughest
applications.

Soft

• The tire mid layer cushion is designed to perfectly balance tire resilience and hardness. This balance
is critical to ensure "low rolling" resistance while optimizing shock absorption quality.

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Heel

• The base or heel compound is formulated with hard rubber reinforced materials. These materials
are further supported by steel beads providing additional hoop strength to prevent wheel spin.

60J Line

• The 60 J Line is what that consider to be the wear out point of a resilient tire. Wearing the tire past
this point will reduce the load carrying capacity.

2.2.2 Press-on Tires & Cured On Tires manufacturing

Manufacturing Process

CON and PON tyre manufacturing process are also like resilient tyre manufacturing process. But the
difference is, in PON tyres manufacturing, compound is rolled on a steel band and in CON tyre
manufacturing used a steel wheel.

Band Compound
Soft Rolling Tread Rolling
Handling Warming

Moulding &
Demoulding Curing Band Loading
Pressing

Primary Flash Grinding/

Trimming
Inspection Removing NM Buffing

Packaging & Final Band

Finishing
Storing Inspection Painting

Features of PON tyres

• Reduce the down time period due to absolute puncture resistance.

• High Stability in better vehicle control by the operator.
• Low rolling resistance.
• Low percentage of cost / hour.

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Usage of Press on Tyres

• Forklifts
• Ground Support Equipment
• Access / Warehouse Equipment
• Platform Trucks
• Reach Stackers
• Empty Container Handlers
• Other Material Handling applications

Steel band and wheel selection play a major role in PON and CON tyre production process. Before
applying rubber layers on it, this steel band or wheel should be prepared with use of shot blasting
machine.

Features of CON tyres

• Low Operating cost due to non-mounting process required
• Less maintenance cost and high durability.
• Stability to control the highest speeding of the vehicles due to reduce nature of tyre
heating.
• Less maintenance cost & other charges for the vehicles due to less vibrations and shocks.

Usage of Press on Tyres

• Scissor Lifts
• Articulating Booms
• Telescopic Booms
• Light weight self-propelled Booms
• Vertical Masts
• Push arounds
• Trailer Mounted Booms

Figure 13 2 Layer CON tyre

Figure 14 1 Layer CON tyre

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2.2.3 Manufacturing of anti-static tyres

Non-marking tyres are a requirement for about 30% of forklift applications, especially in
warehousing, paper mills and chemicals & food processing plants. The build-up of static electricity,
common to this type of tire, creates a significant hazard for personnel safety and facility downtime.
The static electricity hazards associated with non-marking forklift tyres. Individuals driving forklifts
equipped with these types of tyres can receive static shocks of up to 50,000V, which is a real safety
issue for companies.

The silica used as a reinforcing filler in non-marking tyres is an insulator, meaning that static
electricity generated by the friction is stored rather than dissipated. This can cause potential
hazards such as operator injuries, fires, damage to facilities, outages, and circuit damage.

While grounding straps and chains provide some protection, they wear down, break, or collect dust
and debris, which gradually insulates them from the ground, and they can also be costly.

Figure 15 Anti-static tyre

2.2.4 Shot blasting process

Shot blast is a surface treatment process using high stream of abrasive materials. This method is
used to increase the bonding between steel band or wheel and soft layer in pressed on and cured
on tyres. Shot blasting and Sand blasting is a technological process of removing various impurities
from the band surfaces by using abrasive. It is used for surface protection and also prior preparation
of surfaces prior to further processing.

The main difference is that in the shot blasting process we use a throwing wheel and in sand blasting
process compressed air is used.

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Shot blasting:

Abrasive gets acceleration through the throwing wheel, which is rapidly turning in a special steel
housing, with one side-oriented opening. Shot blasting is used for blasting metal, different profiles,
and welded constructions.

Sand blasting:

Abrasive is dosed into the stream of compressed air and gets a real acceleration in the outflow from
the blasting nozzle. Sand blasting is used in the blast rooms and blast cabinets.

Shot Blast Appling Primer

Steel Bands Appling Acral
Machine 1

Wrapping Appling Primer

Drying Drying
Polythene layer 2

Apply Bonding Send to

layer Production

After hanging steel bands and wheels in the shot blasting branch it is automatically go front and
inside the shot blasting machine and the shot blasting process is happening. After this process is
done, wheels and bands wash from a chemical solution called acral. This is called as degreasing
process. This is done for removing oil and grease in the steal band and clean it well before adding
primer. After this process bonding layer is added to the steel band and send to the tyre production
flow.

Testing used for shot blasting process

Some tests are done to check the quality of shot blasting process.

1. Roughness of the surface

Roughness is done to check the quality of the shot blasting process. After shot blasting,
the roughness of the surface is measured by roughness meter. The reading range should
in between 12.70-25.40.

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 The same test can be done visually by using micro finish comparator. That range should
be in 25.40-0.81.

2. Thickness of the paint

By using a Sellotape chemlock 205 and chemlock 220 is applied on it. After that the
thickness is measured by the elcometer. The unit is micro metre

2.3 Departments of ETD 1

2.3.1 Planning department

The main function of this department is scheduling daily production routine for lines in the plant
according to a weekly schedule which is given by the business unit of the company. Apart from that
planning cards for production lines are made through this department.

2.3.2 Production department

The main duty of the production department is handling the manufacturing flow of the plant
continuously. All manufacturing processes in the plant are managed by this department. This
includes raw material handling, flow workers handling, shift targets achieving according to the daily
schedule given by the planning department.

2.3.3 QA (Quality Assurance) department

The main function of the QA department is maintaining and improving the quality of products by
quality checking and quality controlling. This is not only for the products but also for the
manufacturing process.

2.3.4 IE (Industrial Engineering) department

Process optimizations & improvements, changes of processes, validation of new products &
compounds & tools, maintain the DMS & TLBO systems are done under this department.

2.3.5 Safety Health & Environment department

Improving existing safety rules & regulations, conducting safety awareness programs, and training
sessions and introducing new safety protocols to the manufacturing and maintenance processes in
the plant ensuring the employees and environment safety. Also, consider the employee’s health.

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2.3.6 Engineering department

All the engineering projects, maintenance works, utility handling, machinery repairing works done
under the supervision of this department.

2.3.7 HR (Human Resource) Department

Skill development programs, OBT training, recruitments, wellness programs, counseling programs
are handled by this department.

2.3.8 Finance Department

Paying wages, providing loan facilities for employees, allocating budgets to new projects, tax
management, financial reports, and analysis, and all the finance-related works done by this
department

2.3.9 IT Department

Handling the computer network in the plant and computerized systems keep updated. If any
problems occurred due to computers, or the computerized systems necessary actions should be
taken by this department.

2.3.10 Welfare department

Providing welfare facilities related to the employees by, provision of free meals provision of
transport, provision of uniforms, festivals – Vesak & New Year festivals and sports events, Gym
facilities, low-interest loan schemes, etc.

2.4 Projects
Introduction

In the context of tire manufacturing, "flash" refers to excess rubber material that protrudes from
the mold during the molding process. It is typically found along the edges of the tire and needs to
be removed to ensure a smooth and uniform surface. Flash is trimmed off using specialized
equipment or manually by operators to achieve the desired tire shape and appearance. But the
Flash amount increase causes to increase the IQP. This is a disadvantage for the company, and this
causes a loss for the company. So, the project is conducted to reduce the flash count of the
production.

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In tire manufacturing, the process of flash removal holds significant importance due to its impact
on various aspects of tire quality, performance, and safety. This report aims to highlight the reasons
why flash removal is a crucial step in tire manufacturing.

Flash can adversely affect the performance characteristics of a tire. It can cause imbalances, affect
the tire's ability to grip the road, and impact overall handling and stability. Through the removal of
flash, tire manufacturers optimize the tire's performance, ensuring it meets the desired
specifications and performs optimally on the road

Excessive flash can pose safety hazards. Irregularities caused by flash on the tire's surface can lead
to vibrations, increased wear, and potential blowouts. By removing flash, tire manufacturers
maintain the structural integrity of the tire, reducing the risk of accidents or tire failures and
ensuring safer driving conditions.

Flash removal is an integral part of quality control in tire manufacturing. It ensures that the final
product meets the required specifications and standards. By consistently removing flash, tire
manufacturers can maintain a high level of quality and reliability in their tires, meeting customer
expectations and industry regulations.

In conclusion, flash removal plays a crucial role in tire manufacturing. It enhances tire aesthetics,
optimizes performance, ensures safety, and maintains quality standards. By understanding the
importance of flash removal, tire manufacturers can produce high-quality tires that meet customer
demands and contribute to safer and more reliable driving experiences.

Objective

Reduce the flash count of the production in zone B and Reduce the IQP.

Procedure

1. Data gathering through brainstorming.

2. Prepare a A3 to find the root cause and gather data for each root cause by checklists.

3. Analyzes the causes and find the root cause and identify the suitable method for reduce
the root cause by counter measuring.

4. Conclude the final action to do for root cause.

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