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Organization chart showing line of responsibility of various functions associated with the core production activities is given below.
Asst.Manager. MOULDING



INCHARGE CORE SHOP To carryout core production activities as per the plan received from planning department. Giving feedback to planning regarding any deviation from the production plan. Initiation of contingency plans to ensure that customers delivery schedule is not affected based on contingencies arouse due to labor shortage, machinery breakdown or material shortage in co-ordination with concern department. Maintenance of approved list of qualified operators related to core production. Initiation of process FMEA related to core production along with other team members and to identify improvement opportunities.

Preparation of control plan related to core production activities for existing products as well as new product development. Preparation of control charts and to ensure that core production process is under statistical process control. Carrying out job setup in case of core production. Disposal of non-conformity at core production stages due to core hardness deviations. Initiation of corrective and preventive action based on process deviation, customer complaints related to core problems, core rejections if required in consultation with Asst.Manager Moulding. Significant analysis of environmental aspects/impacts due to activities. Preparation of EMPs based on significant analysis. SUPERVISOR - CORE SHOP Identification of products at core shop including raw materials, inprocess products, finished cores and core boxes. Ensure that operators follow necessary work instructions related to core production activity. Ensure that safe working practices are adhered by the operators. Implementation of corrective and preventive action as decided by Incharge core shop / Asst.Manager Moulding related to core production. Arranging for dimensional / Layout inspection through pattern shop. Maintenance of records related to core production. Storage and issue of cores to moulding. core shop

Day to day responsibilities of Incharge core shop in his absence. House keeping practices through implementation of 5S. Implementation of activities based on EMPs. INTERFACE Following matrix defines the interface required for various core production related activity specifically on approval, discussion and Information. Activities Review deviations production against plan Initiation contingency plans Approval of of GM Discussion Asst.Manager moulding Asst.Manager moulding if required. AGM.maint. Break down and Personnel dept labor shortage / absenteeism. Team Members Information Planning moulding and

of Incharge Core shop

Planning & moulding in case of deviation, Maint. and Personnel dept. Customer if required along with PPAP or otherwise to cocern dept to initiate Improvements

AGM QA Core FMEA shop

CORE PRODUCTION EQUIPMENTS Mixers used for core sand preparation are provided with mixer number and capacity. Oven number identifies core oven used for core baking. CO2 cylinders

used for core preparation are kept in a trolley identified by CO2 cylinder trolley. Empty cylinders are kept outside in a separate area identified by Empty CO2 cylinder as detailed in stores procedure DP/ST/03. Mixers and oven under breakdown are provided with Under Breakdown board, till they are repaired and released for production. RAW MATERIALS FOR CORE PRODUCTION Raw materials used for core production withdrawn from stores are accepted ones and hence no need to identify the inspection status separately. These products received from stores are kept in identified locations provided product names are written at the location or with name boards indicating product name.

CORE BOXES Core boxes are kept in racks identified by location codes. List of core boxes along with VR number and Location code is maintained by In charge Core shop. Individual core boxes are identified with VR number punched or marked on the respective core boxes. Core boxes identified for rework are either shifted to pattern shop immediately or kept separately in an area identified by For Rework. Separate areas are ear marked for producing oil cores, CO2 cores and these locations are provided with name board indicating the type of process, and hence the sand mix need not be separately identified. Mixed sand from the mixer are collected and stored in worktable itself. Hence, separate identification is not required. Both oil mixed sand and sand mix for CO2 process are also identified by its appearance. A set of cores waiting for various processes are provided with VR number or drawing number along with serial number in case of multiple cores for a single item either on the board or bin or rack where they are stored. Oil core waiting for baking are provided with For Baking boards. Damaged cores if any identified before baking are scrapped and the sand is reused. Hence, no need to identify the status at this stage. Cores after baking are inspected for correct baking and over baked cores if any shifted to scrap area or bin identified by Scrap board. Under baked cores are

either immediately taken for baking or kept separately for subsequent baking and in such cases they are provided with For baking board. Baked cores are inspected after it is cooled and till then For Inspection, board identifies the trolley. After inspection, damaged cores are shifted to scrap area as above. Accepted cores are identified either by For Binding or For Moulding or For Coating boards. Cores after binding are provided with For Moulding or For Coating boards and cores after coating is provided with For Moulding boards. Cores are inspected at various stages by respective operators themselves and damaged cores if any identified are repaired then and there itself or scrapped. Hence, these stages need not be identified separately other than scrapped cores. In case of CO2 process, cores are inspected while taking out from the core box and damaged cores if any are repaired or scrapped immediately as above. Accepted cores are either taken for binding or coating or both and these are identified as above. Accepted cores after coating are identified by For Moulding board at the location where it is stored. Traceability is not a requirement separately for cores.

CONTINGENCY PLANS Wherever labour shortage is identified, overtime is planned to compensate the production shortages if any, these are recorded in contingency record QF/PD/01. In case of sand mixer alternate standby sand mixer is provided to take care of any breakdown affecting the production schedule. In case of oven breakdown, priority is fixed in consultation with planning department and production is carried with other ovens available. Possibilities of shifting oil core to CO2 core are also decided to reduce the deviation from production planning. In addition to this, production schedule will review and revised with planning department to increase the schedule for CO2 cores for effective utilization of labour. These are also recorded in contingency record . In case of shifting from oil process to CO2 process job setup verification is done as detailed below in para no wherever required. In case of power failure maintenance department as detailed in initiates contingency plans.

Raw materials except CO2 and silicate oil are stored for a period of 15 days to 1 month of production requirement and hence shortages are not normally affecting the production schedule. CO2 gas and silicate oil are stored for 3 days of production and if stock is going to be below the minimum stock they are reviewed with vendor and if he is not in a position to supply the item to the extent of affecting the production schedule, the purchase is made from alternate sources. Any contingency plans initiated as detailed above are recorded as per along with details of action initiated and its effect on the production schedule. Based on this necessary corrective action in consultation with concerned department in the form of improvement in contingency plans are initiated and recorded. SPECIAL PROCESS Core production is also considered as special process as moisture level in the cores leads to internal defects in the castings such as gas holes. To ensure that cores are having the required moisture level core process are carried out through controlled processes as defined in respective work instructions. These processes are qualified through PQP or sample approval procedure. It is ensured that core production activities are carried out by qualified operators for various processes such as baking, binding, coating etc as approved by Asst.Mgr.Moulding. Records are maintained to ensure that processes are carried out under defined conditions and as defined in work instructions. When coated cores are stored for more than a day they are reheated as detailed in work instruction before issued to moulding. Based on process capability study if required processes or work instructions are revised and requalified. PROCESS MONITORING Work instructions are provided as detailed above for core production activities including the sub-activities as detailed in process flow chart given in annex. These instructions include both instructions to be followed while operating machine and specific process parameters and monitoring frequencies. Based on these work instructions process parameters are monitored and recorded in core oven register oil core and CO2 core production register . Work instructions are provided at the respective locations in order to ensure that these instructions are accessible when needed without disturbing the work being performed. These are derived based on PQP and control plan.


Organization chart showing line of responsibility of various functions associated with the mould production activities is given below.
Asst.Manager MOULDING


Asst.Mgr. Moulding To carryout mould production activities as per the plan received from planning department in consultation with melting. Giving feedback to planning regarding any deviation from the production plan. Maintenance of approved list of qualified operators related to mould production. Initiation of contingency plans to ensure that customers delivery schedule is not affected based on contingencies arouse due to labor shortage, machinery breakdown or material shortage in co-ordination with concern department. Initiation of process FMEA related to mould production along with other team members and to identify improvement opportunities. Preparation of control plan related to mould production activities for existing products as well as new product development.

Preparation of records related to mould production as a part of PAP documents in case of new auto components requiring PAP. Preparation of control charts and to ensure that mould production process is under statistical process control. Carrying out job setup in case of mould production. Initiation of corrective and preventive action based on process deviation, customer complaints related to mould problems. Significant analysis of environmental aspects/ impacts due to moulding activities. Preparation of EMPs based on significant analysis. SUPERVISOR MOULDING Identification of products at moulding including raw materials, inprocess products. Ensure that operators follow necessary work instructions related to mould production activity. Ensure that safe working practices are adhered by the operators. Implementation of corrective and preventive action as decided by Asst.Manager- Moulding related to mould production. Maintenance of records related to mould production. Day to day responsibilities of Asst.Manager - Moulding in his absence. House keeping practices through implementation of 5S. Implementation of activities based on EMPS.


Separate hoppers are provided at the sand plant for storing return sand and new sand. By marking on the respective hoppers, the type of sand to be stored is identified. Sand mixers used for green sand preparation are provided with mixer number and capacity. Individual moulding machines are identified by serial number and moulding box size, which can be used in that particular machine. Mixers/ moulding machines under breakdown are provided with UNDER BREAKDOWN board till they are repaired and released for production. RAW MATERIAL USED FOR MOULD PREPARATION Raw material used for moulding withdrawn from stores is accepted ones and hence no need to identify the inspection status separately. Moulding raw materials other than sand received from stores are kept in identified locations provided with product names written at the location or name boards indicating product name are provided at the location. PATTERN AND MOULD BOXES Patterns are received in mounted condition and these are identified by VR number as detailed in it . These patterns are received from pattern shop and are all accepted ones hence inspection and test status need not be identified separately in moulding area. In case any pattern is identified for rework or repair during moulding such patterns are either repair the pattern at the machine itself by pattern shop personnel or removed and returned to pattern shop. Such patterns identified during 2nd and 3rd shift are also marked, the area where rework is to be done before shifting to pattern shop. In the other shift, the nature of repair is informed to pattern shop personnel and the pattern is return back. A, B, C, etc identify mould boxes of different sizes and individual sizes against the size code A, B, C, etc is displayed in moulding area. Box identified for repair are kept in an area identified by FOR REPAIR board and the boxes not used in current production ranges are kept in separate area identified by NOT IN USE boards. Such boxes whenever taken for production the size code or size is marked

as above before they are used for production. Boxes to be scrapped are shifted near to a pig iron area identified by C.I.Scrap board. IDENTIFICATION OF MOULDS Name board indicating Machine moulding earmarks moulding area location. Green sand mix is identified from its appearance in black color. Moulds produced are inspected for any damage by the operator themselves before mould closing. Damaged moulds if any are kept in unclosed condition. Any damaged moulds identified during mould closing are identified with sprue in closed or damaged condition so as to easily identify that particular mould is not fit for pouring. The first and last mould is identified by VR number. In addition running serial number is also provided in individual boxes. In case number of boxes are more than that can be accommodated in one single line the first mould of every line is also provided with the VR number. Cores are identified with VR number or drawing number as received from the core shop for each tray of cores. Schedule for mould preparation is received for B, C & A shifts for every day before 4 p.m. Core production is planned at least a shift in advance . Whenever daily production schedule is prepared, the same is discussed with core shop personnel and items for which cores ready are marked on the copy of the schedule on a shift basis. In case cores are not ready or sufficient, number of cores is not available to take up the production as scheduled, details are informed to planning. Based on this, in case any addition pattern is to be taken up for production in a particular shift the details are received from planning through IDC. Any urgent requirement from customers are also informed to moulding through IDC indicating any deletion of particular item to take care of this urgent requirement. Whenever production schedules are received from planning these is discussed with melting personnel and the sequence of moulding /pouring is decided considering the grades. These are marked on the copy of the schedule. In case required number of moulds are not available to meet the furnace capacity, items planned in other shifts are also advanced or postponed. If these changes affects the items planned within the day, feedback is given to planning through IDC. GM reviews the production against plan on a daily basis.

CONTINGENCY PLANS Whenever labor shortage is identified overtime is planned to compensate labor shortages if any. These are recorded in daily man-hour record. In case of sand, mixer breakdown upto half-an-hour production is not affected. In case of more than half-an-hour one mixer can be used for feeding two machines at a time. In such cases, if the breakdown timing is half an-hour ahead of normal lunchtime. Staggered lunchtime is given to moulding machine operators to compensate the loss in production. Other wise production schedule is reviewed in consultation with planning & melting and high priority items are identified and these items are given priority to ensure that customers despatch schedule is not affected. In case the breakdown is going to the extent of affecting customers delivery schedule customer is informed and mutually agreed schedule is arrived. If necessary castings are also produced through sub-contract foundry. In case of moulding machine breakdowns, the production schedule is reviewed with planning to identify the priority items or urgent items given in the schedule. Based on this, the mould boxes allocated to machine under breakdown are shifted to other machine if the size can be accommodated. Based on these breakdowns, castings are produced from outside foundry as detailed above.

Contingency plan due to power shut down and compressed air are detailed in. Contingency plans due to raw materials shortage is not relevant as raw materials are purchased based on minimum stock level. Even in case of any stock out affecting production items if required are locally arranged through emergency purchase procedure. Whereas all moulding related raw materials are locally available or purchased through alternate suppliers. In case of the above contingency situations have affected customers delivery schedule or production to a greater extent or based on unplanned holidays in a particular week based on the statutory orders and regulations. Sunday is declared as working day to compensate such holidays.

Any contingency plans initiated as above are recorded along with details of actions initiated and effect on production schedule. Based on this, necessary corrective action in consultation with concern department in the form of improvement in contingency plans are initiated and recorded. INCOMING INSPECTION Wherever moulds are to be produced for inspection of raw materials related to mould production for functional test as defined in control plan. Samples of raw material purchased from new source are received along with IDC from stores. Sand mix is prepared and sent to lab for analyze the sand properties. Moulds are produced and mould hardness determined. Acceptance or rejection is given to stores through IDC by Asst.Manager Moulding. If required casting produced are verified for surface finish before taking the decision on acceptance / rejection. Whenever required the lab analysis are also recorded which is also considered to take decision on acceptance. INPROCESS AND FINAL INSPECTIONS OF MOULDS Mixed sand is inspected for parameters like moisture, Green compressive strength, permeability, Loss of Ignition, Compactibility by lab as per the frequency given in the control plan. Based on non-conformity subsequent corrections are done in the mix. Mould produced are inspected for visual damages and mould hardness. Based on visual inspection for damages, moulds are scrapped. Moulds are inspected for mould hardness as per the frequency given in the control plan and record in Daily production register . Based on the results, no non-conforming moulds are generally identified but only subsequent adjustment in the ramming is done. Operators at mould production and closing are responsible for carrying out the inspection and are authorized to take the disposal action and the details of moulds rejected are recorded in respective production register . Accepted moulds are identified These nonconformities are reviewed and analyzed by Asst.Manager Moulding and based on the extent of non-conformance a prioritized reduction plan detailing the

responsibility, target date is prepared, and progress towards the plan is monitored. Wherever such plans are maintained for incoming product non-conformities, the plan is prepared in consultation with purchase department. In case of automotive customers, wherever the disposal action is on the change of an approved process as defined in PAP, customer authorization is obtained. In such cases, a record indicating the expiry date and quantity authorized is also maintained. It is ensured that the original or revised specification is complied with when authorization is expired. In such cases, instructions are given to fettling department to specifically mark the product packings produced under such authorization. STORAGE Incoming products are not stored for longer period. They are withdrawn from stores as and when required through indent slip. In case of sand, indent slip is forwarded to stores on next day morning based on previous day consumption. Patterns used for moulding are received from pattern shop based on daily production schedule after they are inspected. No storage requirements are applicable for moulds at various stages of production as they are taken to pouring within 2 shifts (except for components for internal usage). In case any mould is left unpoured for more than 2 shifts, such moulds are taken for knockout.

DEPARTMENT FETTLING Organization chart showing line of responsibility of various functions associated with the Fettling and despatch activities is given below.






SUPERINTENDENT FETTLING Evaluation of fettling and machining vendors. Arranging for audit of fettling / machining vendors. Preparation of daily despatch plan. Arranging for fettling and machining through vendors. Monitoring on time delivery of castings after machining and fettling from vendors.

Arranging transport for despatch of castings to customers. Maintenance of premium freight record with regard to despatch of castings to customers. Initiating corrective and preventive actions against nonconformities identiifed at fettling stages (both inhouse and to vendors). Initiation of contingency plans in case of labour shortage or machine breakdown or power shutdown in order to meet the customers delivery schedule. Control of Inventory of final castings based on monthly stock statement of castings. Significant analysis of environmental aspects/impacts due to fettling. Preparation of EMPs based on significant analysis. SUPERVISOR SHOTBLASTING Follow-up the castings from deheading to shotblasting. Implementation of activities based on EMPs. SUPERVISOR GRINDING Follow-up the grinding of the casting. Implementation of activities based on EMPs. SUPERVISOR FETTLING Preparation of grinding delivery note.

Implementation of activities based on EMPs SUPERVISOR DESPATCH Follow-up of painting, Oil dipping process. Follow-up of packing, loading and preparation of despatch advice.

IDENTIFICATION AND TRACEABILITY Shot blasting machines are identified by serial number, type and capacity on the individual machines. Pedestal grinders, disc grinder and tool grinders are identified by PG, DG and TG followed by the serial number. Pneumatic grinders are identified by Pneumatic as provided by the supplier. In case any of these machines are not in operation NOT IN OPERATION board is provided till it is put into use. Castings, along with runner/riser after knockout is arranged melt wise, identified by a board indicating the melt number. These castings are taken for degating and individual castings are arranged item wise and are shifted to shot blasting area. Two samples castings are randomly selected for each melt at degating area and these castings are taken along with a portion of runner. These sample castings are shot blasted and after removal of the runner, melt number is written on the castings and shifted near to hardness machine. At the end of the shift, the hardness is tested by lab for each melt and those melts which are cleared are taken for shot blasting till that time, castings are stored in bins or in heaps at shot blasting area and identified by melt number is written on the bin. Accepted castings are taken for shot blasting item wise and after shot blasting they are grouped item wise and unloaded in bins/ heaps identified FOR INITIAL INSPECTION along with the VR No. or drawing No. board in yellow color. Accepted castings after initial inspection are identified. Castings at various stages of production are identified by VR number along with the process for which the castings are waiting such as FOR PAINTING, FOR PACKING, FOR MACHINING, FOR PRE-DESPATCH INSPECTION etc. Those accepted castings after initial inspection which are identified FOR GRINDING through vendors are loaded into the transport as and when identified.

Castings after grinding are identified FOR FINAL INSPECTION through a board along with the VR number of the castings. These castings after final inspection are identified by different colors for individual inspection.Castings, which are taken for grinding through vendors, are generally inspected at vendors premises by the final inspectors and are also identified as detailed above except for those castings, which requires further processing. Fettling superintendent maintains list of such items requiring further finishing operations when they are ground through vendors. Those castings, which require further processing, are unloaded separately and identified by a board indicating FOR FINAL GRINDING. These castings are also identified for final inspection as above. Accepted castings after fettling if requiring re-shot blasting as per customers specific requirement or due to poor surface finish are kept separate and identified by FOR RE-SHOT BLASTING. Accepted castings requiring dimensional inspection are kept separate identified by FOR DIMENSION INSPECTION and a board indicating subsequent process identifies accepted castings after dimensional inspection. FOR DIMENSIONAL INSPECTION AFTER MACHINING identifies machined castings, which are received from vendors. Accepted castings are identified for subsequent process as above. Castings to be salvaged based on dimensional inspection both in case of rough and machined castings are kept separate and identified by TO BE SALVAGED board. In case of machined castings, the areas where deviations identified are also marked on individual castings. If 100% inspection is done or all the samples, which are taken for inspection after salvaging, castings rejected are shifted to scrap area and castings, which are to be reworked, is kept separate identified by " FOR REWORK board. If the castings are to be segregated based on 100% inspection when nonconformities are identified based on sample inspection, such castings are identified by a board indicating FOR 100% INSPECTION & SEGREGATION. Casting which are identified for pre-despatch inspection are shifted to specific areas of individual customers identified by a board indicating name of the customer or in case of customer having small quantities or in case of customers who are not regular such castings identified for pre-despatch inspection, name of customer is also marked on the board.


General Manager

ERP Chief

Asst.Manage r HR


ERP Personnel

Responsibilities are assigned to the various personnel on the basis of applicable education, training, skills and experience. The competence of the personnel performing, work affecting quality and environmental performance are defined and maintained by the Asst.Manager HR on the basis of appropriate education, training, skill and experience in format . COMPETENCE, AWARENESS AND TRAINING All staffs are trained on the job, are competitive in doing their job, are provided training on TS 16949/ISO 14001 Awareness, Quality Policy ,Environmental Policy and Objectives, and are explained on how they contribute towards achieving the policy and objectives. The newly recruited employees are trained on quality and environmental system requirements as well as on the job training before assigning them on regular jobs. The respective HODs on an annual basis identify the competency requirements for Quality and environmental performance of the personnel working with them along with the suitable action to satisfy these needs as per the performance appraisal format. While identifying the training needs, needs related to customer specific requirements if any are also identified. In additional training requirements are identified once in a year from different depts. And updated . The Managing partner and GM identify their training needs by themselves and also propose actions. The information is forwarded to Asst. Manager HR in format. On the basis of the above information collected, Asst.Manager HR prepare an annual plan of action in format in consultation with General manager. The suitable actions as suggested by the HODs or General Manager, or the Personnel department arranges any other actions found adequate. In case of completing training, feedback is collected. In case of competency, on completion of the proposed action the effectiveness is verified by respective Supdts./ Engineers/ Managers through tests, interview or performance appraisal or on the job performance or based on their feedback and recorded in individual feedback . When additional trainings are proposed based on

effectiveness verification, the same are recorded and forwarded to Asst.Manager HR by respective HODs. MR verifies the effectiveness of training provided to internal auditors. For managers/ Supdts./ Engrs. effectiveness is verified by themselves and submitted to GM for his review. Effectiveness of training attended by GM / Managing Partner is verified by themselves and recorded. The employees are also nominated for external training or deputed to visit other organization found suitable for the organization as decided by the General Manager. External trainings are planned based on the communication received from such agencies by GM. In case of completion, effectiveness is also verified as above. On the job training is provided to all related personnel including contract or casual employees in case of any new or modified job affecting product quality as well as environmental performance . All personnel performing, work affecting quality and environmental performance are informed about the consequences to the customer or interested parties of any non-conformity to quality and environmental requirements related to their area. Records of Individual training, Education and Skills are maintained. On completion of competency training the individual training feedback is reviewed by respective HODs and decides the periodicity or dates (along with the area) during which the performance of the personnel on their job are to be monitored in order to verify the effectiveness and is recorded in the individual training feedback. Wherever required effectiveness is verified through their performance in actual job along with necessary measurements in product quality or audit results or their performance appraisal. During the training program (in house), it is ensured that disposal plastic cup/plates are not used for providing refreshments. In case of exclusive external programs, letter is given to the hotel / training agency not to use disposal plastic cup/plate for providing refreshments. MOTIVATION OF EMPLOYEES In order to motivate employees, suggestion schemes are introduced for various departments. For each department a cross functional team consisting of department

head, supervisory level and operator level person are formulated who are responsible for implementing suggestion schemes in their departments. Problems requiring suggestions from various levels of employees are identified by this scheme based on quality objectives need for continual improvement in product, process or system and to enhance customer satisfaction based on customer feedback / complaints. On identifying the problem the same is display in the department after approval by GM indicating last date of receipt of suggestion. Suggestions received are reviewed by the committee and the best suggestions, which are considered for implementations, are submitted to GM for his approval. On approval the suggestion is implemented. Based on the nature of the suggestion and level of the employee who proposed the suggestion is given the responsibility to implement the suggestion wherever possible. If required, a team of personnel is selected in consultation with concerned employee (wherever possible) is formulated to implement the suggestion and to monitor the achievement. The list of employees who have given suggestion for every problem along with the suggestion which is considered for implementation (along with corresponding employees name) is forwarded to Asst.Manager HR through department Head. Based on the benefits obtained, the cash award for the suggestion which is implemented is decided by concern department Head, Asst.Manager HR and GM & the same is awarded by GM. Based on successful implementation of suggestion, they are put into regular practice by modifying relevant procedures and work instruction / control plan as required. For monitoring the implementation of suggestions, the respective team maintains an action plan. MEASUREMENT OF PERSONNEL AWARENESS Personnel awareness on the relevance and importance of their activities and their contribution for achievement of their objective are measured through performance appraiser as per QF/HR/04 once in a year during January. These are reviewed by respective HODs for their contribution towards achievement of objectives and contribution by way of suggestions. These are used for identifying the training needs and forwarded to Asst. Manager HR.

In addition an ambient quality is also monitored once in a month and ensure that the values are with in limits. These are recorded. Water quality Monitoring. Samples of effluent discharged is also collected and tested for Ph, total suspended solids and BOD once in a month and verified for its compliance to the morns given in the consent order. Asst.Manager HR verifies the results and recorded. Based on the alone monitoring report is submitted to TNPCB once in a month. Monthly trend chart(including water consumption per ton) again the limits for the above parameters is also maintained and reviewed by EMR. Dust Level Monitoring In order to reduce the dust level, it is covered that waste sand is taken out for disposal in covered trucks/ tractor. Waste sand and slag is disposed at least twice a week to own land and quantity disposed is recorded in a register. Environmental Rules / regulations-Review of Current Revision Transport: It is ensured that company owned vehicles are having valid PUC Certificate and are renewed once in six months as per EF/HR/08. In case the results are not meeting the limits, they are taken for maintenance and after maintenance, PUC certificate is analysed. Security personnel ensured that when waste sand is taken out for disposal (including those by external agencies) the chute is covered to reduce dust while transporting.

Dust Control: Once in a year RPM is monitored at different scrubbers in production department and feed back is given to concerned department. Whenever an accident occurs, he is given necessary first aid. Trained first aiders are made available for all sifts whose names are also displayed. First aid boxes are also provided at identified locations. Subsequent to providing first aid if the employee can not continue his work, Copy of the accident report as per prescribed format for those employees covered under ESI act is sent ESI local office (within 48 hrs) with one copy to the concerned employee for availability treatment through ESI hospital. Those who are not covered under ESI, they are taken to authorized hospital, who ever needs further treatment after first aid. Details of accidents ( for employees covered ESI ) are recorded in ESI. Register of accidents as per factories act is also maintained for fatal accidents and those resulting in to loss of parts. When the employees ( covered under ESI ), forms for duty after leave, ESI discharge form indicating the date from which the employee is fit for work is submitted. Incase of electrical accidents report submitted to electrical inspector with in 48 hours. And telegraphic information with in 24 hour in case of fatal accidents. Details of accidents are recorded along with mitigate action taken These accidents are investigated by a team consisting of Asst.Manager HR, respective department managers and maintenance manager and corrective and preventive actions required to be taken are identified and recorded. Corrective actions are also initiated based on the feed back from inspector of factories subsequent to their investigation. Documents / Records. 1. 2. 3. 4. ESI accident report. Report of accidents ( under factories act) Register of accidents ( under factories act) ESI accident book.

Organization chart showing line of responsibility of various functions associated with the purchase activities is given below.








SENIOR OFFICER I Arranging local and emergency purchase including replacement. Inspection of materials at suppliers premises. Arranging of weighment and quantity verification of incoming raw materials. Significant analysis of environmental aspects/impacts due to purchase activities. Preparation of EMPs based on significant analysis. SENIOR OFFICER II Verification of invoice / bills against purchase order.

Verification of purchase orders for all relevant information before submitting for approval to AGM-Purchase / GM / MD / Asst.Mgr.Finance. Collection of quotations and preparation of comparative statement in case of raw material. Vendor evaluation. Passing of bills against GRN and forwarding to accounts. Implementation of activities based on EMPs.

PURCHASE OFFICER I Verification of incoming material other than raw material in coordination with stores. Data analysis on purchase process. Implementation of activities based on EMPs.

PURCHASE OFFICER II Preparation of Purchase order Assisting AGM-Purchase and officers in discharging their activities. Implementation of activities based on EMPs.

Co-ordination with other departments on communication. Record keeping related to purchase. Calibration of weighing scales in co ordination with external agencies including maintenance of calibration records. Assist senior officer I in significant analysis of environmental aspects/impacts.

Under emergency conditions and in the absence of any officials, AGM-Purchase on a day-to-day basis decides additional responsibilities.

PURCHASING PROCESS EXISTING SUPPLIERS: The existing suppliers are evaluated only for the supply of critical raw materials as maintained in the list . An approved suppliers list is prepared for each of the material on an annual basis against quality, quantity and delivery based on their performance during the previous year. This list also includes customer specified vendor if any and purchase of materials for such customers, orders are placed to that particular vendor. The vendors are evaluated as per the following criteria. Out of 100 points the respective weightages given against quality, delivery, customer disruptions including field returns and customer notification related to quality and delivery issues are 40, 40, 10 and 10 respectively. Those suppliers who are scoring annual average of 70 & above with minimum 70 % of the points against quality [35] are only retained in the approved suppliers list. Those suppliers who are scoring below 70 % of the points are given additional chances if the approved vendor list is containing only 3 or less vendors. In addition if the performance is below 70% of the points for 3 consecutive supplies, he is removed from the approved suppliers list during the year itself, provided more than 3 suppliers are in the list. Additional marks of 10 is given to those suppliers are ISO 14001 : 2004 certificate. If the entire quantity supplied is acceptable suppliers are given full 50 points and for every % of rejection, proportionate points are reduced. If the entire quantity ordered is supplied in time full 50 points are given and for every % of reduction in the supply, proportionate points are reduced. If the delivery is affected within the due date full points are given and for every % of extension of delivery proportionate points multiplied by fraction of delayed quantity are maintained as per Quality record of approved supplier . Suppliers profile for all approved suppliers are maintained as per. For customer disruptions and notifications related to purchased material full points are given on receipt of material. Later when there are any customer disruptions and notifications from customer related to raw materials, the supply is traced back and points are reduced accordingly.

Every supply of the vendors in approved vendor list is evaluated for their performance and points are awarded accordingly. Once in 3 months, vendors scoring less than 90 are informed about their performance to improve their performance during subsequent supply. If the poor performance of the vendor is observed in case of customer recommended vendors, further actions are taken in consultation with such customers. If the customer wants the vendor to be retained then supply will be restricted only to purchase related to that particular customer. Whenever credit limit is exceeded preference is given to other vendors as decided by AGM-Purchase and / or GM NEW SUPPLIERS: New suppliers are identified based on catalog information, contact from vendors, recommendations from customers, recommendation from other foundry /vendor or based on the need to identify the new vendors due to insufficient vendors in the list or addition of new items in the list of critical raw material / spares or due to poor performance of existing vendors. A trial order is placed with new supplier if his price is competitive than that of the approved suppliers. On supply, his performance is evaluated for the trial orders as per the above criteria for the existing suppliers. If his performance is 70 points or above with minimum 70% for quality he is included in the approved suppliers list of that year on approval, their profile is collected . No evaluation is done for the TS 16949 / ISO 9001:2000 certified organizations. Incase new suppliers are ISO 14001 certified , additional 10 points are also given.

Requirements for purchase are received either from stores (in case of minimum stock items except raw materials) or from respective departments through purchase indent or through written communication. In case of raw material the requirements are assessed by purchase department based on stock availability, lead-time requirements and financial position and market price in consultation with GM and for the decided quantity, indent is raised.

Quotations are received from approved suppliers for different items on a regular basis. Parties who have quoted the lowest rates with quality are finalized as suppliers for that period on rate contract basis. Accordingly purchase order is released for those items for which the rate contracts are finalized. A purchase order register is also maintained giving the details. In the cases where the suppliers have informed about the change of rate from the rate contract or where there is no rate contract available, enquiries are sent to the approved suppliers and vendor quoting lowest rate is selected based on the quotations received and cost analysis statement is prepared as per format Accordingly, supplier is selected based on the technical capability & commercial terms. Based on the recommendations from AGM-purchase , Asst. manager Finance & General manager, purchase orders are placed . Before placement of purchase orders, they are verified for all technical specifications, price and other commercial terms and conditions and are authorized by General Manager or Managing Partner. For new items, based on the purchase indent enquires are sent and they are compared as per. prepared by concern department,

For the purchase of C.I.Borings, Copper scrap & M.S. Scarp from the source of generation, they are inspected visually by purchase officer/ Melting in charge / Mgr-QA/ AGM-PURCHASE / GM whenever such products are available. Samples of accepted and defective samples are maintained at purchase department. On acceptance the same is communicated to purchase manager and based on which form 20 is released indicating the quantity requirement and delivery schedule. Copy of the form 20 maintained at purchase department is authorized by functions carrying out inspection only in case of accepted quantity. Purchase orders are placed based on the recommendation given by the purchase committee comprising of AGM-PURCHASE, Asst.Mgr-Finance, GM & the concerned user department in charge if required. In case of emergency requirements, raw materials, spares parts and new items generally related to maintenance or samples in case of new make / brand of raw materials or new raw materials are purchased from local markets based on the availability through goods collection memo. Items like furnace oil, diesel, firewood and gas cylinders, wooden packing cases, polythine covers, castings, machining items are ordered verbally based on stock position monitored by purchase department either from stock statement or based on physical stock available or in consultation with stores or user department. On identifying, the products to be purchased, suppliers are either informed verbally or wherever advance payment is required payment is arranged through accounts and forward to supplier along with covering letter indicating the quantity requirements.

In case of new items, the user department after procurement raises purchase indent for regularization. Purchase orders are placed only when the payment is made through cheque in advance or on credit basis. No purchase order is released whenever the purchase is made on cash basis. But these materials received are entered into GRN CAPITAL PURCHASE Capital purchase requirements are identified either by respective HODs in consultation with GM or by GM or by MD based on business plans, customers specific requirements and technological development in the field of foundry and metallurgy. These are also reviewed at MRM. Whenever decisions are made to procure additional facility the details are recorded in IDC / quotations are collected by respective departments and forward to AGM-Purchase with the authorization from respective HOD and GM / MD. In case IDC is received, quotations are collected by purchase department and forwarded to respective departments for their review and recommendation. For purchase of computer, it is ensured that they are of low radiation type as confirmed by EDP incharge. Based on this, Purchase orders are released as above. On receipt of equipment, GRN is prepared as detailed in stores procedure and acceptance is recorded in GRN after errection, commission and trial run by user department along with maintenance or suppliers representative as required. During the purchase of computer monitors, it is ensured by EDP incharge that they are of low radiation type.

PURCHASE SCHEDULING On time delivery performance is ensured through purchase follow up. Planning information and purchase commitments are informed through purchase order or through letters. VENDOR DEVELOPMENT In order to identify the opportunities for vendor development, 2 nd party audits are conducted. Based on the quality records of approved vendors, vendors whose performance needs to be improved are identified on the following: a. Vendors who are not removed from the list in spite of their poor performance due to less number of vendors in the list b. Vendors scoring an annual average between 70 and 80

Qualified internal auditors audit the vendors who are identified for auditing once in 6 months for vendors in (a) and once in a year for (b) as per checklist. AGM-Purchase prepares an annual audit plan in consultation with MR taking into account the internal audit plan and availability of auditors. AGM-Purchase reviews audit findings and opportunities for improvements are identified based on the score and criticality. These are informed to vendors through letters. Vendors are asked to give a feedback on actions proposed and target date. If required, auditors are sent to verify the implementation of actions proposed after the target date as decided by AGM- purchase or vendors are asked to give evidence on action proposed. Effectiveness on actions taken is verified in the next audit based on the score obtained. PUC monitoring of supplier vehicles: Compliance to valid PUC certificate of supplier vehicles are monitored at the entry by security personnel. In case of any non compliance reported by security, feedback is given to supplier / transporter.

Organization chart showing line of responsibility of various functions associated with the marketing activities is given below.




ENGINEER CUSTOMER SUPPORT: Collection of customer feedback and analysis. Obtaining waiver from customer against customer specific requirements applicable to TS 16949 standard as required. Review of order / enquiries received from customer in consultation with GM / AGM - QA / Pattern Shop. Initiation of corrective action based on customer feedback measurement in association with respective departments. Marketing process monitoring and initiation of corrective action based on deviations. Data analysis on marketing performance and customer feedback. Control of drawings both received from customer and internal including issue of drawings.

Significant analysis of environmental aspects/ impacts due to customer support activities. Preparation of EMPS based on significant analysis.

PERSONAL SECRETARY: Preparation of quotations and despatch the same to customer. Despatch of order acceptance to customers. Maintenance of communication with the customers as directed by GM or AGMQA / Engineer Customer Support till the order is accepted. Maintenance of customer wise correspondence file. Recording any communication from interested parties on environmental aspects received at GMs office.


Enquiries are received from both existing and new customers for supply of new castings either verbally or in writing. Enquiries received are recorded in enquiry register.Based on this, the requirements including specific environmental consideration if any are reviewed by Engineer-customer support if required in consultation with AGM-QA / GM to find out whether the requirement falls within our range of products. If not, customer is sent a regret through a letter in case of written enquiries or verbally in case of verbal enquiries and the details are recorded in. Follow-up on pending quotations made are also recorded. If it is falling within our range of production, details are recorded in contract review checklist. The same is forwarded to AGM-QA and Pattern shop for feasibility study. Pattern shop also records the cost of preparation of patterns and core boxes based on the quotation received from the vendors. The Piece weight, yield are also recorded by Pattern shop. In case of machined castings, contract review checklist is also forwarded to fettling Dept. Based on the quotations given by the vendors, the feasibility of machining along with cost of machining and cost of jigs and fixtures if any required are also recorded and are received by marketing. Marketing in consultation with GM decides the rate to be quoted. Quotation as per QF/CU/04 is sent from GM office and the details are recorded.

Drawings received if any are maintained in marketing department or return back to customer as required by them. Negotiations or clarifications if any are also carried out as required by customer and these details are also recorded in the contract review checklist or in the copy of quotation. Based on mutually agreed terms and conditions, purchase order is received. Received order are verified against quotations and difference if any are resolved with customer and recorded. In case of automotive customers, customers specific requirements if any are also identified and are recorded in contract review checklist and forward to concern department for their review. Based on their feedback, if required customer is contacted for any clarifications and also recorded. Based on this, order acceptance is sent through letter if required by the customer or communicated verbally and recorded in contract review checklist. On acceptance of the order, drawings are released to pattern shop along with inter department communication to start the development as per DP/PS/04. CUSTOMER WAIVER For the existing auto components, areas where customer waivers are to be obtained are identified and based on this, customers are sent letters asking for waivers on specific requirements of TS 16949 standard. Based on the waiver obtained, orders are executed. In case of auto-components, the waiver requirements from customers are also identified through at the time of receipt of enquiry itself and submitted to customers for waiver along with quotation. Based on this, waiver as applicable is obtained from customer. As required by the customer, samples / pilot lot prepared are despatched to customer by Supdt Fettling. The feedback on sample quality or pilot lot approved are also recorded in contract review checklist and feedback is given to pattern shop and planning. If required fresh samples are submitted. AMENDMENT ORDERS Amendment to order / enquiries are received either over phone / writing if the amendment is for commercial terms, Engineer customer support reviews the same with GM and accept the amendment based on mutually agreed terms and conditions. In case of amendment in delivery schedule for submission of sample / pilot batch and also in case of modification of specification / drawings, these are reviewed with pattern shop or AGM-QA and is recorded. Amendments are also initiated by VRF on the above areas and these are also reviewed and accepted as above. The modification / changes in the specification of existing items, the details are recorded in the contract review checklist of the original parent item and based on the

extent of changes required a fresh contract review checklist is prepared and reviewed as above. CUSTOMER COMMUNICATION The product information along with the systems practiced by the organization for handling enquiries, contracts or order including amendments about the casting are communicated to the customer either through product catalogues or the website maintained by the organization. The website also provides formats for customer feedback including complaints. The customer feedbacks, received during the visit of customer support Engineer / our representative or when customer visit our organization are recorded in the customer visit report. The feedback of the customers are analyzed with AGM-QA and communicated to the concerned departments. Communication witht the customer on specific requirements is maintained in a customer specified language and format such as emails, fax, letter and telephonic communication.