Department of Industrial Engineering

& Management

Streamlining Technical Material Analysis

Processes for Commercial Trucks

Major Project – 18IMP81

Submitted by

TEJASWINI H 1RV20IM056

Under the Guidance of

Internal Guide External Guide

Prof. Nandini B

Carried out at

in partial fulfillment for the award of degree of

Bachelor of Engineering in
Department of Industrial Engineering and
Management

2023-24
 RV COLLEGE OF ENGINEERING®, BENGALURU-59
(Autonomous Institute Affiliated To VTU, Belagavi)

DEPARTMENT OF INDUSTRIAL ENGINEERING & MANAGEMENT

CERTIFICATE

Certified that the Minor Project work titled ‘STREAMLINING TECHNICAL MATERIAL
ANALYSIS PROCESSES FOR COMMERCIAL TRUCKS’ is carried out by
TEJASWINI H(1RV20IM056) in partial fulfillment for the award of degree of Bachelor of
Engineering in Industrial Engineering & Management of the Visvesvaraya Technological
University, Belagavi during the year 2023 – 2024. It is certified that all
corrections/suggestions indicated for the Internal Assessment have been incorporated in the
minor project report deposited in the departmental library. The Major Project report has
been approved as it satisfies the academic requirements in respect of minor project work
prescribed by the institution for the said degree.

Signature of Guide Signature of Head of Department Signature of Principal

Nandini B Dr. C K Nagendra Guptha Dr. K N Subramanya

External Viva

Name of Examiners Signature with Date

ii
certificate

iii
 RV COLLEGE OF ENGINEERING®, BENGALURU-59
(Autonomous Institute Affiliated To VTU, Belagavi)

DEPARTMENT OF INDUSTRIAL ENGINEERING &MANAGEMENT

DECLARATION

I , TEJASWINI H (1RV20IM056) as the students of 8th semester B.E., Department of

Industrial Engineering & Management, RV College of Engineering, Bengaluru hereby declare
that the Minor Project titled, ‘STREAMLINING TECHNICAL MATERIAL ANALYSIS
PROCESSES FOR COMMERCIAL TRUCKS’ has been carried out and submitted in partial
fulfillment for the award of degree of Bachelor of Engineering in Industrial Engineering &
Management during the year 2023-24. Further I declare that the content of the report has not
been submitted previously by anybody for the award of any degree or diploma to any other
university.

Place: Bengaluru
Date:

Name Signature

1. TEJASWINI H

iv
 ACKNOWLEDGEMENT

I indebted to my guide, Prof Nandini B, Assistant Professor, Industrial Engineering

& Management, R V College of Engineering for her guidance in the mechanics of this
PROJECT.

I also express my gratitude to my committee members Prof. Vivekanand S Gogi,

Assistant Professor, Prof Nandini B ,Assistant Professor and Dr. C K Nagendra
Gupta, Associate Professor and Head, Department of Industrial Engineering &
Management, R V College of Engineering for their valuable comments and suggestions.

My sincere thanks to Dr. C K Nagendra Gupta, Associate Professor and Head,

Department of Industrial Engineering & Management, RVCE for his support and
encouragement.

I express sincere gratitude to our beloved Principal, Dr. K. N. Subramanya for his
appreciation towards this internship work.

I thank all the teaching staff and technical staff of the Industrial Engineering &
Management department, RVCE for their help.

Lastly, I take this opportunity to thank my family members and friends who provided all
the backup support throughout the internship work.

v
 ABSTRACT

The project "Streamlining Technical Material Analysis Processes for Commercial Trucks"
aims to enhance the efficiency and effectiveness of the TMA process within UD Trucks'
Quality Assurance team. The focus is to ensures product excellence throughout the product
lifecycle by collaborating with cross-functional departments. Initially, the current TMA
process was examined to identify challenges such as delays, inaccurate information flow,
extended waiting times, and inadequate visualization tools. A value stream map (VSM) was
created to identify inefficiencies and pinpoint kaizen bursts—areas for improvement.

To address these challenges, several targeted solutions were implemented:

- Argus 365: Centralized communication for real-time updates and seamless information
sharing.
- Power BI Dashboards: Effective visualization and tracking of the TMA process stages.
- Leica S9i Stereoscopic Microscope: Initial visual inspections with a standard operating
procedure for consistent use.
- Standard Template: Standardized process for identifying and addressing quality issues.
- Standardized Segregation Procedure: Efficient categorization of parts into non-analyzed
failed parts, analyzed returnable parts, and analyzed non-returnable parts.

These solutions reduced lead time from 19 to 18 days with cycle time reduction from 3005 min
to 2720 min, optimizing communication, improving visualization, and streamlining inspection
and segregation processes. The project emphasizes proactive quality management, continuous
oversight, and effective resolution of quality issues through root cause analysis.

In conclusion, the project highlights the critical role of the Quality Assurance team in
ensuring product quality and maximizing vehicle uptime. By integrating advanced digital tools
and standardized procedures, the TMA process is significantly improved, leading to enhanced
efficiency, cost-effectiveness, and productivity. Recommendations for ongoing enhancements
include further integration with ERP systems, continuous employee training, and periodic
process benchmarking, ensuring UD Trucks maintains its competitive edge in the commercial
trucking industry.

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 TABLE OF CONTENTS

Abstract .....................................................................................................................................v

List of Tables..........................................................................................................................viii

List of Figures ........................................................................................................................viii

Chapter 1.0 Introduction.............................................................................................................1

1.1 Literature Review .............................................................................................................3

1.2 Objectives .........................................................................................................................4

1.3 Methodology.....................................................................................................................4

1.4 Expected Results and Outcomes......................................................................................5

1.5 Organization of Report ....................................................................................................6

Chapter 2: Warehouse operations...............................................................................................8

2.1. Introduction to warehouse ...............................................................................................9

2.2. Key features...................................................................................................................10

2.3. Existing Operations........................................................................................................10

Chapter 3: Data Collection Process ..........................................................................................18

3.1. Sample Questionnaire ...................................................................................................19

Chapter 4: Problem Analysis and Selection .............................................................................21

4.1. Existing system- dispatch process ................................................................................22

4.2. Problem Identified .........................................................................................................22

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viii
 LIST OF TABLES
Table 4.1 Analysis of current dispatch process ........................................................................23
Table 4.2 Advantages and disadvantages of alternatives..........................................................27

Table 4.3 Comparison of alternatives.......................................................................................28

LIST OF FIGURES

Fig. 1.1 Methodology process.....................................................................................................5

Fig. 2.1 Gate Entry....................................................................................................................10

Fig.2.2 Truck waiting to be docked..........................................................................................11

Fig. 2.3 Truck at the dock.........................................................................................................11

Fig. 2.4. Lock/seal ....................................................................................................................11

Fig. 2.5 Security Check receipt ................................................................................................12

Fig. 2.6. Contents on box..........................................................................................................12

Fig. 2.7 Checklist .....................................................................................................................12

Fig.2.8 Om logistics box with box number ..............................................................................13

Fig.2.9 Receipt.........................................................................................................................13

Fig.2.10 Prepacking process.....................................................................................................13

Fig.2.11 Packaged items...........................................................................................................14

Fig.2.12 Racks with nomenclature...........................................................................................14

Fig.2.13. Fork lifts....................................................................................................................15

Fig.2.14. Gravity Racks............................................................................................................15

Fig.2.15 Picking process ..........................................................................................................16

Fig. 2.16 Packing process.........................................................................................................16

Fig.2.17 Dispatch section.........................................................................................................16

Fig.4.1 RFID technology..........................................................................................................25

Fig.4.2 RS 232 and data logger ................................................................................................26

Fig.4.3 Image processing technology.......................................................................................26

ix
Fig.5.1 Connections being made to PC.....................................................................................31

Fig 5.2. Types of cable ports that can be used..........................................................................32

Fig.5.3 .9-pin male RS 232 port with USB cable.....................................................................33

Fig.5.4 Device manager............................................................................................................34

Fig.5.5 Results in MS Excel sheet............................................................................................35

Fig 5.6 Testing of prototype.....................................................................................................35

Fig.5.7 Python Code 1..............................................................................................................39

Fig.5.8 Python Code 2..............................................................................................................40

Fig.5.9 Input – HTML code .....................................................................................................40

Fig.5.10 Output – HTML code.................................................................................................41

Fig. 5.11.Data transfer to MS Excel .........................................................................................42

Fig.5.12 Data retrieval page .....................................................................................................42

Fig 5.13 Output ........................................................................................................................43

Fig.6.1 Fire extinguisher...........................................................................................................46

Fig. 6.2 Warehouse safety operations.......................................................................................46

Fig.6.3 Safety equipment’s.......................................................................................................47

Fig.6.4. Division of zones.........................................................................................................47

Fig.6.5 .5S principles................................................................................................................47

Fig.6.6 Workload assignment...................................................................................................48

Fig.6.7 Guidance ......................................................................................................................48

Fig.6.8 Safety precautions ........................................................................................................48

Fig.6.9 Safety rules-01 .............................................................................................................49

Fig.6.10 Safety rules-02 ...........................................................................................................49

Fig. 6.11 Do’s and Don’ts ........................................................................................................49

x
 Streamlining Technical Material Analysis processes for Commercial trucks

CHAPTER 1
Introduction

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CHAPTER 1
1.0 Introduction

Technical Material Analysis (TMA) is a pivotal aspect of the Quality Assurance (QA) process
in the commercial trucking industry. Ensuring the highest quality of truck components is crucial
for maintaining operational efficiency, customer satisfaction, and competitive advantage. At
UD Trucks, the Quality Assurance team collaborates across various departments to ensure
product quality from the project's inception through its entire lifecycle.

This project, "Streamlining Technical Material Analysis Processes for Commercial Trucks,"
focuses on enhancing the efficiency and effectiveness of the TMA process within the Quality
Assurance framework. The TMA process is integral to identifying and addressing quality
issues, involving the retrieval and analysis of parts based on specific requirements to provide
vital data for root cause identification and problem resolution.

In the current TMA process, several challenges hinder optimal performance, including delays
in part arrival, inaccurate information flow, extended waiting times, and inadequate
visualization tools. These issues contribute to inefficiencies and delays in providing timely
solutions, impacting overall productivity and customer satisfaction.

To address these challenges, the project employs industrial engineering techniques and
advanced digital tools. By creating a value stream map (VSM) of the existing TMA process,
the project identifies inefficiencies and targets specific areas for improvement, known as kaizen
bursts. The implementation of solutions such as centralized communication platforms,
visualization dashboards, standardized inspection procedures, and efficient segregation
methods aims to reduce lead times, enhance communication, and improve overall process
efficiency.

This study begins with a comprehensive literature review to understand current trends and
advancements in quality assurance and technical material analysis. It examines successful case
studies and best practices in the industry to identify effective strategies for optimizing the TMA
process.

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Data collection involves detailed analysis of the current TMA process at UD Trucks,
identifying key challenges and bottlenecks. Based on this analysis, the project proposes and
implements targeted solutions to streamline operations. These include the use of Argus 365 for
centralized communication, Power BI for process visualization, the setup of a Leica S9i
microscope for standardized visual inspections, and the development of a standard template for
consistent issue resolution.

The ultimate goal of this project is to provide practical insights and recommendations for
improving the TMA process in the quality assurance domain. By embracing digital tools and
industrial engineering techniques, UD Trucks aims to enhance productivity, reduce lead times,
and ensure timely resolution of quality issues. This will strengthen the company's competitive
advantage, achieve operational excellence, and ensure sustained growth in the demanding
commercial trucking industry.

Through this project, UD Trucks seeks to demonstrate the critical role of continuous
improvement in quality assurance, showcasing how strategic process enhancements can lead to
significant gains in efficiency and customer satisfaction.

1.1 Literature Review

The literature review encompasses a comprehensive exploration of three distinct yet interrelated
studies, each offering valuable insights into the realm of quality management and process
optimization within the automotive and transportation sectors. The first pair of studies, authored
by Mukhlis et al., delves into the multifaceted world of service quality enhancement within
Indonesian automotive repair services. Through the strategic deployment of Value Stream
Mapping (VSM) and Six Sigma methodologies, the researchers advocate for a holistic approach
centered around understanding customer needs, identifying and rectifying operational
inefficiencies, and establishing robust key performance indicators (KPIs) to gauge and sustain
improvements over time. By meticulously dissecting the intricacies of service delivery
processes and implementing targeted quality improvement initiatives, Mukhlis et al. aim to
elevate service standards, bolster customer satisfaction, and drive operational excellence within
the automotive repair industry.

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In contrast, the second set of studies, authored by Ulewicz and Novi, casts a spotlight on the
critical role of material selection in ensuring the structural integrity and performance reliability
of truck components. With a keen eye on durability, strength, and corrosion resistance, the
researchers advocate for a structured and risk-aware approach to material procurement and
quality assurance processes. By integrating principles of continuous improvement and risk
management into the fabric of material selection strategies, Ulewicz and Novi seek to mitigate
potential vulnerabilities, optimize component longevity, and enhance overall operational
efficiency within the truck manufacturing and maintenance landscape.

Lastly, the third set of studies, spearheaded by Wales and Dennis et al., ventures into the
realm of predictive analytics and machine learning to refine lead time estimations in
transportation planning. Leveraging the wealth of historical data at their disposal, the
researchers harness advanced analytical techniques to develop predictive models capable of
accurately forecasting lead times and optimizing logistical operations. Through meticulous data
preparation, rigorous model training, and iterative refinement, Wales and Dennis et al. aim to
transcend the limitations of traditional forecasting methodologies, unlocking new horizons for
efficiency gains, cost savings, and resource optimization within the realm of transportation
planning and supply chain
management. Collectively, these studies offer a rich tapestry of insights, methodologies, and
best practices, illuminating pathways toward enhanced quality, efficiency, and innovation
within the automotive and transportation domains.

The key learnings from the trio of papers highlight strategic approaches to quality management
and process optimization in automotive and transportation sectors. Mukhlis et al. stress the
importance of VSM and Six Sigma for enhancing service quality, focusing on customer-
centricity and waste reduction. Ulewicz and Novi emphasize structured material selection to
ensure component durability and risk management. Lastly, Wales and Dennis et al. underscore
the role of predictive analytics and machine learning in refining lead time estimations,
emphasizing data-driven insights for operational efficiency. These insights offer valuable
guidance for driving efficiency, quality, and innovation in automotive and transportation
industries.

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1.2 Objectives

• To reduce the total lead time of Technical Material Analysis process from 19 days, leading to
faster available of parts.

• To do a detailed report of Root Cause analysis for Gasket Filter.

.

1.3 Methodology

The methodology of the project involves a systematic approach to improving the

Technical Material Analysis (TMA) process. It starts with a detailed examination of
the current TMA process, followed by analyzing the process using Value Stream
Mapping. This helps in identifying Kaizen bursts, which are opportunities for
improvement. Alternative improvements are then deployed where possible. These
improvements are implemented and executed in the process. Post-implementation, the
Value Stream Design is analyzed, and the results are compared and evaluated to
measure the effectiveness of the improvements.
The implementation of this methodology includes integrating tools like Argus 365
and Power BI, while specific improvements like setting up a stereoscopic microscope
and standardizing operating procedures are executed. The redesigned process is then
evaluated using VSM techniques to measure performance metrics, allowing for
iterative adjustments to further optimize efficiency and quality assurance. Through this
structured approach, UD Trucks aims to streamline operations, enhance quality, and
ultimately improve customer satisfaction within the TMA process.

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Detailed examination of the current TMA

process

Analysing the process using Value Stream

Mapping

Identification of Kaizen bursts and seek for

improvement

Deploy alternate improvements where

possible at Kaizen

Implement and execute the improvements in

process

Analyse the Value Stream Design

Compare and Evaluate the results

Figure 1.1 Methodology process

1.4 Expected Results and Outcomes

Reduced Lead Time: Through targeted enhancements, the project aims to significantly shorten
the lead time in the TMA process. Streamlining workflows and optimizing processes will
expedite the analysis of truck spare parts, leading to faster resolution of quality issues and
improved product delivery times.
Cost Savings: By minimizing manual intervention and streamlining workflows, the project will
optimize resource utilization and reduce labor costs associated with the TMA process. This cost-
saving initiative will contribute to improved cost-effectiveness and profitability for UD Trucks.
Enhanced Accuracy and Efficiency: Automation and standardized procedures will enhance
accuracy and efficiency within quality assurance operations. By eliminating manual data entry
errors and introducing standardized protocols, the project will ensure consistent quality
standards across analyzed truck parts, improving overall warehouse efficiency.

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1.5 Organization of report

Chapter 1
Introduction

The introduction chapter provides an overview of the project's objectives and significance. It
begins with a literature survey, establishing the foundation for defining the problem statement.
Based on identified gaps and challenges within the Technical Material Analysis (TMA)
processes at UD Trucks, the project's objectives are formulated. Furthermore, the chapter
outlines the expected outcomes, emphasizing productivity improvement through the integration
of digitization and industrial engineering methods.

Chapter 2:

Understanding Technical Material Analysis Processes

This chapter delves into an in-depth examination of the current TMA process at UD Trucks. It
identifies challenges and inefficiencies within the TMA workflow, serving as a basis for
defining project objectives. Through a comprehensive analysis, the chapter aims to provide
insights into the intricacies of TMA processes and their impact on overall quality assurance
within the commercial truck manufacturing industry.

Chapter 3:

Methodology

The methodology chapter outlines the approach taken for data collection and research. It
describes the methods used for gathering data on current TMA operations and challenges,
including the formulation of research hypotheses and the development of questionnaires. By
presenting a structured methodology, the chapter aims to provide transparency and clarity
regarding the project's research process.

Chapter 4:

Data Analysis

In this chapter, the collected data from questionnaires and existing TMA processes are analyzed.
Utilizing analytical tools such as Factor Analysis and visualization software, the chapter aims

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to interpret the data and identify key insights. Through rigorous analysis, the chapter seeks to
uncover areas for improvement within the TMA process, laying the groundwork for subsequent
implementation strategies.

Chapter 5:

Implementation of Improvements

This is focused on the development and deployment of targeted enhancements, this chapter
discusses the practical implementation of improvement initiatives. It details the execution of
tools and procedures aimed at streamlining the TMA process, with a particular emphasis on
effectiveness and efficiency. By documenting the implementation process, the chapter aims to
provide valuable insights into the practical aspects of improving TMA operations.

Chapter 6:

Evaluation of Outcomes

The evaluation chapter assesses the outcomes and impacts of implemented improvements. It
analyzes key performance indicators (KPIs) such as lead time reduction and cost savings,
providing a comprehensive overview of project effectiveness. Through critical evaluation, the
chapter aims to measure the success of improvement initiatives and their contribution to
enhancing productivity within the commercial truck manufacturing industry.

Chapter 7:

Conclusion and Recommendations

In the final chapter, a comprehensive conclusion of the project is provided, summarizing

achievements and outcomes. It presents recommendations for further improvement in TMA
processes, emphasizing the potential for continued integration of digitization and automation.
By reflecting on project contributions and implications, the chapter aims to underscore the
significance of enhancing productivity and competitiveness within the industry.

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Chapter 2
Technical Material Analysis
Processes

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CHAPTER 2
Understanding Technical Material Analysis Processes in Quality Assurance

2.1 Introduction to UD Trucks

UD Trucks, which stands for Ultimate Dependability, is a leading Japanese commercial vehicle
solutions provider, operating in over 60 countries worldwide. In 2023, UD Trucks sold 19,897
units, demonstrating its significant market presence. The company is committed to enhancing
fuel efficiency, safety, and productivity through innovative solutions, such as UD Trucks
Connected Services for optimized logistics. UD Trucks' Vision 2030, named "Fujin & Raijin.
Vision 2030," focuses on smart logistics solutions, including the development of electric and
autonomous trucks. The market valuation of UD Trucks by ISUZU is 243 billion Japanese yen.

UD Trucks Historical Innovation Cycle

• 1930s: LD1
Launch: Introduction of LD1, UD Trucks' entry into the commercial vehicle market.
• 1960s: UD Engine 6TW
Innovation: Launch of Japan's first 10-ton payload truck, the 6TW, with the iconic UD
engine.
• 1995: ESCOT-II
Advancement: Introduction of the ESCOT-II gearbox with robotized clutch for easier and
safer driving of heavy-duty trucks.
• 2004: World's First SCR
Environmental Leadership: Introduction of the world's first truck with a urea Selective
Catalytic Reduction (SCR) system.
• 2013: Quester
Market Expansion: Launch of Quester, the first truck specifically designed for growth
markets.
• 2017: New Quon
Next-Generation Technology: Launch of the new Quon, emphasizing advanced technology
and user-centric design.

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• 2021: UD Active Steering

Safety and Comfort: Introduction of UD Active Steering on Quon models in Japan,
enhancing driving safety and comfort.

Quality Assurance at UD Trucks

The Quality Assurance (QA) team at UD Trucks plays a vital role in ensuring product excellence
across all cross-functional fields. From the start of each project, Project Quality Management
proactively identifies and mitigates risks, screens technical concepts, selects appropriate quality
tools, and audits projects to ensure quality. Throughout the product lifecycle, the Product
Quality Management team addresses quality concerns, leads quality action groups, investigates
quality reports, manages quality journals, analyzes warranty data to identify trends, and
proposes solutions for identified issues. The Quality Journal (QJ) and Taskforce team focus on
identifying root causes of quality issues, addressing design-related problems, unknown causes,
and potential safety concerns. They work with the Technical Material Analysis (TMA) team to
retrieve and analyze parts, providing crucial data for root cause identification.

Maximizing Uptime and Optimizing Profitability

UD Trucks' Technical Service team supports dealerships by investigating customer cases,

creating technical service bulletins to share solutions, and providing training aimed at
maximizing vehicle uptime and resolving field issues quickly. The Warranty and Supplier
Warranty Recovery (SWR) team focuses on reducing the Cost of Non-Quality (CoNQ) and
improving profitability. They consolidate failure modes, analyze warranty data, communicate
supplier warranty performance, and ensure suppliers meet their contractual obligations.

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2.2 Existing system

The process initiates when issues arise with trucks, dealers first undertake an analysis and
consult UD Trucks’ service department for potential solutions. The Product Quality
Leaders/Technical Support (PQL/TS) team plays a crucial role at this stage, checking historical
data to see if the issue is recurrent or if there is an existing resolution. They may suggest verbal
solutions or propose retrofitting.

If the problem lacks a ready solution, the PQL/TS team initiates a parts analysis process. This
involves formally requesting the necessary components from dealers through SharePoint and
email communications. All pertinent documentation, including prior correspondences and
technical details, is shared across these platforms to ensure accuracy and traceability.

Once requested, the parts are shipped either to a designated location such as the Bengaluru
(Hoskote) facility or directly to the supplier, depending on the urgency and nature of the issue.
Upon receipt, a detailed quality report is compiled by trained personnel who analyze the parts
to pinpoint the root causes of the failure. This phase is critical as it directly influences the
outcomes of the TMA process.

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The findings from this comprehensive analysis are documented and compiled into a Technical
Service Bulletin (TSB), which is then uploaded to SharePoint. This ensures that the information
is accessible for future reference and can be used to prevent similar issues. After the analysis,
parts are either dispatched to the Hoskote warehouse for storage or retained at a city office,
depending on their condition and storage requirements. Parts that are beyond repair or reuse are
systematically scrapped in accordance with company protocols.

This end-to-end process not only addresses the immediate issue but also feeds into a broader
continuous improvement strategy. By documenting and analyzing each incident, UD Trucks
enhances its troubleshooting databases, making future diagnostics faster and more efficient.
This iterative process helps in refining truck designs and maintenance protocols over time,
ensuring that each analysis contributes to the company’s overarching goal of quality
improvement and customer satisfaction.

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CHAPTER 3
DATA COLLECTION PROCESS

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CHAPTER 3

Data collection process

3.1 Sample Questionnaire:

The survey is being conducted to gather feedback from the UD Trucks Quality Assurance team
on the efficiency and effectiveness of the Technical Material Analysis (TMA) process. The goal
of the survey is to identify any bottlenecks, challenges, and areas for improvement within the
current TMA process. The survey is anonymous and confidential.

Here are some specific questions asked:

What are your responsibilities in the TMA process?

What are your thoughts on the current TMA process?
Are there any specific areas that you think could be improved?
What are your suggestions for improving the TMA process?
General Questionnaire:

1. General Information:
a) Name:
b) Job Title:
c) Department:
d) Years of Experience in Quality Assurance:

1.TMA Process Efficiency: On a scale of 1 to 5, please rate the overall efficiency of the TMA
process, where 1 indicates "Very Inefficient" and 5 indicates "Very Efficient."

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Bottlenecks and Challenges:

Are there any specific bottlenecks or challenges in the current TMA process? If yes, please
specify.
Data Entry and Transfer:
a) How is the data from TMA currently transferred to the analysis system?
b) Do you face any difficulties or errors during the data entry process?

Inspection Methods:
a) If a stereoscopic microscope (like Leica s9i) is used, how has it affected the efficiency and
accuracy of initial visual inspections?
b) Have you noticed any improvements in identifying defects and issues since adopting
advanced inspection methods?

Supplier Evaluation:
a) How do you currently evaluate and select suppliers for parts and components? (e.g., based
on cost, quality, reliability)
b) Which factors do you consider most crucial in supplier selection? (e.g., partnership,
reliability, cost)

Automation and Digitalization:

a) Are there any existing automation tools or systems used in the TMA process? If yes, please
specify.
b) How has digitalization impacted the overall TMA process and quality assurance activities?

Feedback and Suggestions:

a) What improvements or changes would you suggest to enhance the efficiency and
effectiveness of the TMA process?
b) Do you have any additional comments or feedback related to the TMA process?

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CHAPTER 4

PROBLEM ANALYSIS AND

SELECTION

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CHAPTER 4

Problem analysis and selection

4.1 Value Stream Map (Existing system)

The existing Value Stream Map (VSM) provides a detailed visual representation of the current
Technical Material Analysis (TMA) process, highlighting each step involved from the submission
of the request to the storage of analyzed parts.

The total lead time for the current process is 19 days (including 7 days and 12 days of controllable
and
uncontrollable time, respectively), and the total cycle time is 6.25 days (3000 min). This VSM helps
in identifying bottlenecks and areas for potential improvements, such as reducing the lead times and
optimizing cycle times for each step to enhance overall process efficiency.

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Process Step Cycle Time (CT) Lead Time

Submit Request 20 min 1 day
Update Price Information 10 min 0.5 day
Documentation 60 min 0.5 day
Verification 15 min 0.5 day
Raise XTR Documents 15 min 0.5 day
Pick Up Parts 1 day 3 days
Parts Arrival at DC Bengaluru 1 day 1 day
Analysis of the Parts 3 days 2 days
Report and Documentation 1 day 1.5 days
Parts Stored Post Analysis 6 months

• Total Cycle Time: 6.25 days (3000 min)

• Total Lead Time: 19 days (including 7 days of controllable time and 12 days of uncontrollable time)

4.2 Problem identified.

• Inadequate communication regarding part availability status.

• Frequent quantity and price mismatches due to poor communication with the market.
• No visual inspections at the DC in Bengaluru, allowing defects and quality issues to go
undetected.
• Inconsistent reporting of TMA results, making it difficult to track and analyze data effectively.
• No reliable system for tracking analyzed parts, leading to inefficiencies in monitoring their
status and location.
• Long lead time at customs causing due to improper documents and other issues.

Due to all these above-mentioned problems and the bottleneck, its creating delay and long
lead time, by solving these problems the cost and time could be reduced

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4.3 Identification of Kaizen bursts.

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CHAPTER 5

DEVELOPMENT OF SOLUTION

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CHAPTER 5

Development of solution

5.1 Argus 365 Part Return Procedure

1. Part Return Creation

Initiation

Part Returns can be raised from DQR/MQR or manually for scenarios like warranty part
investigation.
Support Agent clicks the menu to create a new Part Return.

Summary Tab for New

General Info: Includes Request No, Phenomenon, Additional Comments, Request Type, Part
Return Country From, Oversea Flag, Other Id, Priority.
Contact Groups Information: Details for PQL, AMA, IS HQ, SQD, Hub PQE, Dealer, and Main
Dealer.
Dates: Tracks dates for creation, request sent, shipped locally, received locally, shipping
confirmation, and receiving.
Timeline: Allows adding notes, attachments, etc., for internal discussion.
Summary Tab

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Summary Tab After Save

Certain fields become read-only.

Responsible Group Information: Used for Part Return transfer, where users can select values
for ‘Assign to Group Role’ and ‘Assign to Group’.
Contact Person Information: Allows adding contact persons for the relevant groups.

2. Dealer Upload Documents

Dealers need to upload documents like 'Booking Sheet', 'Invoice & Packing List IECU', and
'Letter UD Packing IECU'.
Users download templates, update them, and upload them to the Public Timeline.

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3. Dealer Shipping Procedures

Scenario 1 (Ship to Main Dealer)

System checks mandatory fields like Shipping Agent Name, Local AWB No, Material Weight,
Total Weight, Assign to Group Role, and Assign to Group.
Status changes to 'Shipped Locally'.
Scenario 2 (No Ship to Main Dealer)

Checks similar fields as Scenario 1 but focuses on International AWB No instead of Local.
Status changes to 'Shipped'.

4. Main Dealer Receiving Procedures

Main Dealer clicks to accept Part Return and proceed to receive it.
Status changes to 'Received Locally'.
Initial Acceptance

Shipping

Main Dealer inputs fields like Assign to Group Role, Assign to Group, Shipping Agent Name,
International AWB No, Approx. Material Weight, and Total Weight.

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Status changes to 'Shipped', and the relevant email notifications are sent.

5. AMA Receiving Procedures

Part List Acceptance

AMA personnel accept parts from the Part List tab.

System marks parts as received with the received date auto-filled.

Part Return Receive

Upon receiving parts, AMA personnel perform mandatory checks (Duty Amount, Duty
Currency, Duty Payment Status, Part List Receiving Status).
Status changes to 'Received'.

6. Investigation Completion
Once the investigation is finished, the status changes to 'Investigation Completed', and the Part
Return becomes inactive.

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7. Part Return Views

Support Agent Views

IS – All Part Returns: Displays all Part Returns.

IS – My Part Returns: Shows Part Returns worked on by the logged-in user.
IS – Part Returns Assigned to My Team: Lists Part Returns owned by the user's team.
Dealer Views

My Part Returns: Shows all Part Returns worked on by the logged-in dealer.
Part Returns Assigned to My Team: Displays Part Returns owned by the dealer's team.
My Sub Dealer Part Returns: Used by Main Dealers to display locally shipped Part Returns.

8. Searching and Viewing

Overall Search

Users can enter various fields like Request No, Request Type, Case #, Vehicle Info,
Phenomenon, and Part Return Status for a fuzzy search.
Specific Column Search

Allows searching within specific fields using conditions like Equals, Does Not Equal, Contains,
Does Not Contain, Begins With, etc.
Field Customization.

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Users can customize the fields shown on the list view.

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5.2 Building an Interactive Dashboard for Tracking Part Return Process

5.2.1 Introduction

Building an interactive dashboard using Power BI enhances the tracking and management of
part returns. Initially, the follow-up process for parts was cumbersome and inefficient. By using
this dashboard, users can easily track parts based on reference numbers, leading to easier access
to shipment status and overall better visibility into the process. This section details the ETL
(Extraction, Transformation, Loading) method used to create the dashboard and explains each
step involved.

5.2.2 ETL Method

The ETL process is critical for transforming raw data into a structured format suitable for
analysis. The ETL method includes three main stages: Extraction, Transformation, and Loading,
followed by Analytics for creating the dashboard.

1. Extraction
Objective: Extract raw data from various sources.
• Data Sources: The data regarding part returns, including request dates, part names,
reference numbers, importers, and receivers (countries), are extracted into Excel sheets.
• Flat Files: These Excel sheets serve as flat files that store the raw data in a tabular format.
Steps:
• Collect data from SharePoint or other databases where part return information is stored.
• Export the data into Excel sheets to create a uniform structure for further processing.

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2. Transformation
a) Objective: Clean and transform the extracted data into a usable format.
• Data Cleaning:
• Remove duplicates to ensure data accuracy.
• Correct any inconsistencies or errors in the data.
b) Data Transformation:
• Split or merge columns as necessary to create new fields (e.g., separating date and time,
combining first and last names).
• Convert data types to ensure compatibility (e.g., converting text to date format).
• Create calculated columns for additional insights (e.g., lead time calculations).
Steps:
• Load the extracted data into a data processing tool (e.g., Power Query in Power BI).
• Apply transformation rules to clean and format the data.
• Validate the transformed data to ensure accuracy and completeness.

3. Loading
Objective: Insert the transformed data into the target database or data warehouse.
• Target Database: This could be a relational database, a data warehouse, or a data lake,
depending on the storage and analysis requirements.
• Data Insertion: Load the cleaned and transformed data into the chosen data storage
system.
Steps:
• Connect to the target database or data warehouse from the data processing tool.
• Load the transformed data into the target system.
• Verify the data load to ensure all records are accurately inserted.

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4. Analytics
Objective: Create an interactive dashboard for visualizing the part return process.
• Data Visualization Tools: Use Power BI to build the dashboard.
• Visual Elements: Include various visual charts, graphs, and metrics to represent the data
effectively.
Steps:
• Import the cleaned and loaded data into Power BI.
• Create visualizations such as bar charts, line graphs, and pie charts to represent key
metrics (e.g., number of parts returned, shipment status, lead times).
• Use DAX (Data Analysis Expressions) codes to create calculated measures and columns
for deeper insights.
• Design the dashboard layout to ensure it is user-friendly and intuitive.

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Benefits
• Improved Visibility: Users can track parts based on reference numbers, leading to easier
access to shipment status.
• Enhanced Decision-Making: Visualizations provide insights into bottlenecks and areas
for improvement.
• Efficiency: Automating the data tracking process reduces manual effort and minimizes
errors.

5.2.3 Backend codes used.

1) Status of parts =
if [#"Material Request Submission Date (PQL);วนทตองการใหสงอะไหล (PQL)"] =
#date(2000,
01, 01) then "Blank"
else if [#"Material Request Submission Date (PQL);วนทตองการใหสงอะไหล (PQL)"]
<>
#date(2000, 01, 01)
and [#"Booking Document Sending Date (PQE); วนทสงเอกสาร (PQE)"] = #date(2000, 01,
01)
then "Material Requested"
else if [#"Material Request Submission Date (PQL);วนทตองการใหสงอะไหล (PQL)"]
<>
#date(2000, 01, 01)
and [#"Booking Document Sending Date (PQE); วนทสงเอกสาร (PQE)"] <> #date(2000, 01,
01)
and [#"Shipping Confirmation Date (TMA); วนทยนยนการจดสง (TMA)"] = #date(2000, 01,
01)
then "Document Booked"
else if [#"Material Request Submission Date (PQL);วนทตองการใหสงอะไหล (PQL)"]
<>
#date(2000, 01, 01)
and [#"Booking Document Sending Date (PQE); วนทสงเอกสาร (PQE)"] <> #date(2000, 01,
01)

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and [#"Shipping Confirmation Date (TMA); วนทยนยนการจดสง (TMA)"] <> #date(2000, 01,
01)
and [#"Actual Parts Pick Up Date (PQE); วนรบอะไหลจรง (PQE)"] = #date(2000, 01, 01)
then "Confirmation of shipping"
else if [#"Material Request Submission Date (PQL);วนทตองการใหสงอะไหล (PQL)"]
<>
#date(2000, 01, 01)
and [#"Booking Document Sending Date (PQE); วนทสงเอกสาร (PQE)"] <> #date(2000, 01,
01)
and [#"Shipping Confirmation Date (TMA); วนทยนยนการจดสง (TMA)"] <> #date(2000, 01,
01)
and [#"Actual Parts Pick Up Date (PQE); วนรบอะไหลจรง (PQE)"] <> #date(2000, 01, 01)
and [#"Parts Arrival Date (TMA); วนทอะไหลถง (TMA)"] = #date(2000, 01, 01)
then "Parts are picked"
else if [#"Material Request Submission Date (PQL);วนทตองการใหสงอะไหล (PQL)"]
<>
#date(2000, 01, 01)
and [#"Booking Document Sending Date (PQE); วนทสงเอกสาร (PQE)"] <> #date(2000, 01,
01)
and [#"Shipping Confirmation Date (TMA); วนทยนยนการจดสง (TMA)"] <> #date(2000, 01,
01)
and [#"Actual Parts Pick Up Date (PQE); วนรบอะไหลจรง (PQE)"] <> #date(2000, 01, 01)
and [#"Parts Arrival Date (TMA); วนทอะไหลถง (TMA)"] <> #date(2000, 01, 01)
then "Parts arrived"
else "Update the dates"

2) Lead days =
ld(APD-PAD) = MAX(0,'new sharepoint data'[Parts Arrival Date (TMA); วนทอะไหลถง
(TMA)]-'new sharepoint data'[Actual Parts Pick Up Date (PQE); วนรบอะไหลจรง (PQE)])

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3)To highlight the status
Dummy Line Highlight =
VAR _Selected_Status =
SELECTEDVALUE( 'new sharepoint data'[Altered] )
VAR _Selected_Status_Nr =
CALCULATE(
MAX( Sheet2[Range]),
Sheet2[Status of material] = _Selected_Status
)
VAR _Result =
IF(
SELECTEDVALUE( Sheet2[Range] ) <= _Selected_Status_Nr,
[Dummy] )
RETURN
_Result

4)Progress =
VAR _selection_status =
SELECTEDVALUE( 'new sharepoint data'[Altered] )
VAR _Result =
SWITCH(
TRUE(),
selection_status = "material Requested", "20%",
_selection_status = "Document Booked", "40%",
_selection_status = "Confirmation of shipping", "60%",
_selection_status = "Parts are picked", "80%",
_selection_status = "Parts arrived", "100%",
""
)
RETURN
_Result

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5) Range =
SWITCH(
TRUE(),
Sheet2[Status of material] = "Material Requested" , 1 ,
Sheet2[Status of material] = "Document Booked" , 2 ,
Sheet2[Status of material] = "Confirmation of Shipping" , 3 ,
Sheet2[Status of material] = "Parts are picked" , 4 ,
Sheet2[Status of material] = "Parts arrived" , 5
)

6) Total lead days = ((Average('new sharepoint data'[ld(MRSD-BD)])+AVERAGE('new

sharepoint data'[ld(BD-SCD)])+AVERAGE('new sharepoint data'[ld(SCD-
APD)])+AVERAGE('new sharepoint data'[ld(APD-PAD)])))

5.3 Implementation of Stereoscopic Microscope for Initial Analysis

1. Objective
• To enhance the accuracy and efficiency of the initial inspection process during the
analysis of failed parts by using a stereoscopic microscope.

2. Process Overview
b) Setup:
• Establish a dedicated lab at the Distribution Center (DC) equipped with a stereoscopic
microscope, such as the Leica S9i.

c) Inspection:
• Utilize the stereoscopic microscope to examine the surface of failed parts.
• Look for signs of wear, corrosion, pitting, cracking, or other abnormalities that may have
contributed to the failure.

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d) Efficiency:
• The microscope allows for a detailed visual inspection, which can identify issues that
may not be visible to the naked eye.
• By performing initial inspections on-site, the process reduces the need to send parts to
external labs, thereby saving time.

e) Impact:
• The implementation of the stereoscopic microscope reduces the waiting time for
receiving lab reports by 20%.
• Accelerates the overall analysis process and improves the turnaround time for parts
inspection and subsequent steps.

3. Benefits
• Improved Accuracy: Provides a more detailed and accurate inspection of failed parts.
• Time Savings: Reduces the dependency on external lab reports, speeding up the entire
process.
• Cost Efficiency: Minimizes costs associated with external inspections and reduces
manpower required for re-inspections.

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5.3.1 Poster setup

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5.4 Standard report format

1.. Dealer Information

1.1 Vehicle Details

1.2 Problem Description

• End Customer Complaint:
• Dealer Action:
• QR/MQR/SR/Past QJ:
• DTC:
• Failure Mode:
• No. of Warranty Claims till Date:
• Past Break Points:

2. Preliminary Check results (UD)

2.1 Appearance

2.2 Function Test

2.3 Dimension Test

3. Supplier Investigation results

3.1 Performance Test
3.2 Dimension
3.3 Fishbone /FTA
3.4 RCA
3.5 Countermeasures/ Action Plan.

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4. UD Investigation results
4.1 Performance Test /Lab Test
4.2 Dimension
4.3 Fishbone /FTA
4.4 RCA
4.5 Countermeasures/ Action Plan

5. Summary
Cause & Solution Summary

5.5 Segregation of parts

1. Pallet Crate 1 contains Not-Analysed Failed Parts. These are parts that have failed but have
not yet undergone any analysis to determine the cause of failure.
2. Pallet Crate 2 holds Analysed Returnable Parts. These are parts that have been analyzed and
are deemed suitable for return, either to the inventory for reuse or back to the supplier.
3. Pallet Crate 3 is designated for Non-Returnable Analysed Parts. These parts have been
analyzed and found to be unsuitable for reuse or return.
This systematic approach assists in maintaining a proper track of parts at various
stages of analysis, ensuring accurate record-keeping and facilitating efficient auditing.

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5.6 Root Cause Analysis

Root Cause Analysis (RCA) is a systematic approach used to identify the underlying causes of
a problem or issue. Here is the step-by-step RCA technique to the gasket failure issue in UD
Trucks.

1. Define the Problem

• Customer Complaint: There were complaints regarding Diagnostic Trouble Code (DTC)
P055B 64 being active along with a system message indicating a fault.
• Observation: Upon inspection, the oil filter housing gasket was found to be cracked. This
problem was noted in 15 trucks used in mining operations in the Philippines.

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2. Collect Data

• Incident Data: Documented instances of the gasket failure, including the number of trucks
affected and the specific application environment (mining).
• Historical Data: Failure rates for UD Trucks and a comparison with Volvo trucks, which did
not exhibit similar failures.
• Physical Evidence: Cracked gaskets and the affected oil filter housings were collected for
further analysis.

3. Identify Possible Causes Using FTA

Fault Tree Analysis (FTA) was prepared to systematically consider all potential causes of the
gasket failure.

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4. Analyze the Causes

• SEM Analysis and Fracture Study: These methods were used to closely examine the failed
gaskets and identify the precise nature of the failure.
• Mechanical/Residual Stress: Investigated as a potential cause based on compressive load,
supported by a TUV report and input from the field office.
• Gasket Flatness: Specified flatness tolerance was 0.1 mm, but actual measurements exceeded
this specification, suggesting a manufacturing defect or batch issue.
• Batch Issue: Confirmed by checking the flatness of gaskets from different batches, specifically
identifying issues with gaskets produced on Fridays.

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5. Root Cause Identification

• Primary Root Cause: A specific batch of gaskets was identified as defective due to:
o Mechanical stress and residual stress from compressive loads.
o Gasket flatness out of tolerance.
o Batch-related manufacturing inconsistencies.
• Why 1 ?  Mechanical / residual stress due to compressive load – TUV report & Field Front Office
input
• Why 2 ?  Stress due to Gasket flatness NOK (Spec is 0.1 mm, actual is higher – observed from
Gemba
• Why 3 ?  Batch issue (confirmed from checking flatness of Friday gasket of different batch)

6. Implement Containment Actions

• Immediate Replacement: Faulty gaskets were replaced with gaskets from a known good batch
("Friday" gaskets).
• Monitoring: Trucks were monitored post-replacement to ensure no repeat failures.
• Additional Replacements: For any repeat failures, both the oil filter housing and gasket were
replaced with components from another reliable batch ("Monday" gaskets).

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7. Field Actions

• Affected Batches Identified:

o Engine Batch: 02 Feb 2022 to 16 Feb 2022
o Vehicle Batch: 25 Apr 2022 to 24 May 2022
• Action Taken: A total of 24 vehicles in the field were identified, with 20 vehicles in the
Philippines having their parts replaced and the flatness of aftermarket Friday gaskets checked
and confirmed to be okay.

8. Long-term Design Improvements

• Solution Implementation: Switched to the "Monday" oil filter housing and gasket, ensuring
long-term reliability and compatibility with existing components ("Friday" block).

New Oil
Old Engine module
block

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CHAPTER 6
RESULTS AND OUTCOME

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CHAPTER 6

RESULTS AND OUTCOME

6.1 Value stream design

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Process Step Cycle Time Lead Time Cycle Time (CT) Lead Time % of
(CT) improvement
Submit Request 20 min 1 day 10 min 0.5 day 50%
Update Price 10 min 0.5 day 10 min 0.5 day
Information
Shipment 60 min 0.5 day 30 min 0.5 day 50%
Documentation
Verification 15 min 0.5 day 10 min 0.5 day 34%
Raise XTR 15 min 3 days 15 min 3 days uncontrollable
Documents
Pick Up Parts by 1 day 9 days 1 day 9 days uncontrollable
logistics
Parts Arrival at 1 day 2 day 1 day 2 days
DC Bengaluru
Analysis of the 3 days 1.5 days 3 days 1 day 16.7%
Parts
Report and 1 day 1 day 0.5 day 1 day 50 %
Documentation
Parts Stored Post 5 min 6 months 5 min 6 months
Analysis
Total time 3005 min 19 days + 6 2720 min 18 days + 6
months months

The cycle time reduced is by 285 min.

The lead time reduced is by 1 day.

By implementing the recommended process improvements, UD Trucks can expect a significant

reduction in the overall lead time for the Technical Material Analysis (TMA) process. The
automation of documentation, optimized logistics, centralized tracking, enhanced coordination,
lean techniques, and staff training are anticipated to streamline the workflow, reducing delays
and inefficiencies. This will lead to faster completion of the TMA process, enabling quicker
resolution of issues, improved customer satisfaction, and increased productivity, ultimately
contributing to better operational efficiency and cost savings for the company.

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CHAPTER 7
CONCLUSION AND
RECOMMENDATIONS

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CHAPTER 7
CONCLUSION AND FUTURE SCOPE

7.1 Conclusion

The comprehensive analysis of the Technical Material Analysis (TMA) process at UD Trucks
has highlighted significant inefficiencies that contribute to prolonged lead times. By applying
Root Cause Analysis (RCA) and Fault Tree Analysis (FTA), we identified key bottlenecks and
uncontrollable delays within the process. The current steps, such as raising XTR documents and
logistics pick-up, were found to be particularly time-consuming. Implementing automated
documentation systems and optimized logistics solutions can address these inefficiencies
effectively. Additionally, improvements like centralized tracking, enhanced coordination
among departments, and lean manufacturing techniques can streamline the workflow and reduce
delays.

By making these targeted improvements, the overall lead time of the TMA process can be
significantly reduced lead time from 19 days to approximately 18 days, with reduced cycle time
3005 min to approximately 2720 min. These enhancements are expected to considerably boost
operational efficiency by expediting problem resolution and improving turnaround times.
Furthermore, the increased efficiency will lead to better resource utilization, cost savings, and
enhanced customer satisfaction. This comprehensive approach not only resolves the current
issues but also lays the foundation for continuous improvement, ensuring sustained operational
excellence and competitive advantage for UD Trucks.

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7.2 Future Scope of Improvement

UD Trucks can further enhance its operations by integrating advanced predictive analytics to
forecast potential issues and implementing real-time quality monitoring systems to detect
deviations early. Establishing continuous improvement programs, such as regular Kaizen
events, can help identify and eliminate waste. Closer collaboration with suppliers and creating
a robust feedback loop with customers will ensure timely, quality deliveries and better-aligned
products. Employing digital twin technology for virtual modeling and blockchain for supply
chain transparency can optimize performance and build trust. Additionally, leveraging AI and
machine learning can optimize logistics and inventory management, while sustainability
initiatives and employee training programs will support ongoing improvements and innovation.

The future scope of improvement for UD Trucks includes these advanced strategies: integrating
predictive analytics for issue forecasting, implementing enhanced quality control with real-time
monitoring, establishing continuous improvement programs with Kaizen events, and fostering
closer supply chain collaboration. Creating robust feedback loops for customer insights,
utilizing digital twin technology for performance optimization, adopting sustainability
initiatives to reduce waste and improve energy efficiency, and empowering and continuously
training employees for innovation are also critical. Leveraging AI and machine learning for
logistics and inventory management, along with employing blockchain technology for supply
chain transparency, are essential steps. These combined efforts will further enhance operational
efficiency, product quality, and customer satisfaction.

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1. References

[1] Dimas Mukhlis, Hidayat Fathurohman, Humiras Hardi Purba, Aris Trimarjoko..(2021) “Value
Stream Mapping And Six Sigma Methods To Improve Service Quality At Automotive Services
In Indonesia”
[2] Dr. hab. inż. Robert Ulewicz and Doc. Ing. František Nový, PhD.(2018)” Quality Management
in the Process of Selection of Material for Truck Elements"
[3] A. Demir, S. Bektaş, & G. Laporte.(2017) ”Predictive Lead Time Estimation for Transportation
Planning: A Machine Learning Approach”
[4] S. Dolgui, A. Ivanov, D. Sokolov, & N. Gligor ” Real-time Visibility and Collaboration in a
Multi-Echelon Supply Chain: A Review and Framework. (2020)”
[5] G da Costa Salvador (2023) “ Design and Implementation of a Business Intelligence &
Analytics Reporting Solution for the Export and Import Sector” Section 3.3.1
[6] S Karabay, K Baynal(2013) “Detecting groan sources in drum brakes of commercial vehicles
by TVA-FMEA: A case study”
[7] S.S. Gavaskar and P.K. Devan(2014) “Failure Analysis of Brake System in Light Commercial
Vehicles Using SQC Tools”.

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