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com/

PROJECT REPORT
ON

Study of Vehicle Tracking System (VTS) & equipment

interface.

SUBMITTED BY

-------------------
TH
4 YEAR ELECTRICAL ENGINEERING
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Company Profile:

Maruti Suzuki is one of India's leading automobile manufacturers and the market leader
in the car segment, both in terms of volume of vehicles sold and revenue earned. Until
recently, 18.28% of the company was owned by the Indian government, and 54.2% by
Suzuki of Japan. The Indian government held an initial public offering of 25% of the
company in June 2003. As of May 10, 2007, Govt. of India sold its complete share to
Indian financial institutions. With this, Govt. of India no longer has stake in Maruti
Udyog.

Maruti Udyog Limited (MUL) was established in February 1981, though the actual
production commenced in 1983 with the Maruti 800, based on the Suzuki Alto kei car
which at the time was the only modern car available in India, its' only competitors- the
Hindustan Ambassador and Premier Padmini were both around 25 years out of date at
that point. Through 2004, Maruti has produced over 5 Million vehicles. Maruti are sold
in India and various several other countries, depending upon export orders. Cars similar
to Maruti (but not manufactured by Maruti Udyog) are sold by Suzuki and manufactured
in Pakistan and other South Asian countries.

The company annually exports more than 50,000 cars and has an extremely large
domestic market in India selling over 730,000 cars annually. Maruti 800, till 2004, was
the India's largest selling compact car ever since it was launched in 1983. More than a
million units of this car have been sold worldwide so far. Currently, Maruti Alto tops the
sales charts and Maruti Swift is the largest selling in A2 segment.

Due to the large number of Maruti 800s sold in the Indian market, the term "Maruti" is
commonly used to refer to this compact car model. Till recently the term "Maruti", in
popular Indian culture, was associated to the Maruti 800 model.

Maruti Suzuki India Limited, a subsidiary of Suzuki Motor Corporation of Japan, has
been the leader of the Indian car market for over two decades.
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It’s manufacturing facilities are located at two facilities Gurgaon and Manesar south of
New Delhi. Maruti’s Gurgaon facility has an installed capacity of 350,000 units per
annum. The Manesar facilities, launched in February 2007 comprise a vehicle assembly
plant with a capacity of 100,000 units per year and a Diesel Engine plant with an annual
capacity of 100,000 engines and transmissions. Manesar and Gurgaon facilities have a
combined capability to produce over 700,000 units annually.

More than half the cars sold in India are Maruti cars. The company is a subsidiary of
Suzuki Motor Corporation, Japan, which owns 54.2 per cent of Maruti. The rest is
owned by the public and financial institutions. It is listed on the Bombay Stock Exchange
and National Stock Exchange in India.

During 2007-08, Maruti Suzuki sold 764,842 cars, of which 53,024 were exported. In all,
over six million Maruti cars are on Indian roads since the first car was rolled out on
December 14, 1983.

Maruti Suzuki offers 12 models, Maruti 800, Omni, Alto, Versa, Gypsy, A Star, Wagon
R, Zen Estilo, Swift, Swift Dzire, SX4, Grand Vitara. Swift, Swift dzire, A star and SX4
are maufactured in Manesar, Grand Vitara is imported from Japan as a completely built
unit (CBU), remaining all models are manufactured in Maruti Suzuki's Gurgaon Plant.

Suzuki Motor Corporation, the parent company, is a global leader in mini and compact
cars for three decades. Suzuki’s technical superiority lies in its ability to pack power and
performance into a compact, lightweight engine that is clean and fuel efficient.

Maruti is clearly an “employer of choice” for automotive engineers and young managers
from across the country. Nearly 75,000 people are employed directly by Maruti and its
partners.
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The company vouches for customer satisfaction. For its sincere efforts it has been rated
(by customers)first in customer satisfaction among all car makers in India for nine years
in a row in annual survey by J D Power Asia Pacific.

Maruti Suzuki was born as a government company, with Suzuki as a minor partner to
make a people's car for middle class India. Over the years, the product range has
widened, ownership has changed hands and the customer has evolved. What remains
unchanged, then and now, is Maruti’s mission to motorize India.

BACKGROUND OF THE INDIAN AUTO INDUSTRY

Although the Indian car industry was established in the late forties, there was little
growth or technical progress, as passenger cars were given very low priority in the
scheme of Centralized Economic Planning. In the 1980s, the car industry was
undergoing technological stagnation and was characterized by low production volumes,
high cost and low productivity. The consumer had very little choice and the market was
selling just around 30,000 cars per year.

There was a clear need to provide a cost effective, reliable and quality car to the
customers. Maruti Suzuki India Limited was incorporated in such a scenario as a fully
owned Government Company on February 24, 1981 with a resolve to bring about
expansion and technological modernization, of the automobile sector. Thus MSIL, when
started was entrusted with the task of achieving the following policy objectives:

 Modernization of Indian Automobile Industry.

 Production of Vehicles in large volumes, which was necessary for economic
growth.
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 Production of Fuel-efficient vehicles to conserve scarce resources.

Choice of product and collaborator

 To achieve the above objectives, one of the foremost tasks before. Maruti Suzuki
India Limited was to determine the most suitable product mix and to select the
most suitable foreign partner who would be willing to accept MSIL ‘s
requirements in terms of product mix, technology transfer, and equality
participation and had the

 required technological expertise and experience in producing high quality,

reliable and fuel efficient vehicles.

After extensive discussion with several major European and Japanese car
manufacturers, MUL chose Suzuki Motor Corporation (SMC) further increased its equity
holding to 50% in the year 1992, converting . Maruti Suzuki India Limited, into a Non-
Government Company with a total Equity base of Rs. 1322.92 million.

BACKGROUND OF SMC

SUZUKI was founded in 1909 as Suzuki Loom Manufacturing Company. It started

manufacturing motorcycles in 1952 and has become a world leader in the manufacture
of two-wheelers .SUZUKI started producing cars from 1955.Today it is Japan’s largest
manufacturers of small , fuel-efficient cars. At present the company’s name is SUZUKI
MOTOR CORPORATION.
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SUZUKI AND MARUTI’S WORLD-CLASS MANUFACTURING

FACILITIES AT MANESAR

On February 06,2007 Mr. Bhupendera Singh Hooda , Chief Minister of Haryana

inaugurated three world-class manufacturing facilities set up by SMC and Maruti Suzuki
India Limited.

The facilities inaugurated were as follows:

 MSIL’s fourth car Assembly plant.

 A diesel engine and transmission plant, set up under a joint venture of SMC and
MSILcalled Suzuki Power train India Limited (SPIL)

 SMC’s two-wheeler plant in Gurgaon, Suzuki Motorcycle India Private Limited

(SMIPL).

INTRODUCTION TO MARUTI SUZUKI INDIA LIMITED

 A License and a Joint Venture Agreement was signed with Suzuki

Motor Company of Japan, in OCT. 1982

 Market leader with over 54% Share in Domestic Car Market

Exporting cars to over 70 countries around the world including most
advance Western European Markets.

 Maruti has revolutionized the Indian Automobile and Component

Industry and has set standards in quality of products and service.
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MARUTI INSTALLED CAPACITY

 PLANT 1 200,000 units

 PLANT 2 150,000 units

 PALNT 3 150,000 units

 PLANT 4 100,000 units

COMPANY MISSION

 A leader in the Indian Automobile Industry.

 Creating Customer Delight and Shareholders wealth.

 A pride of India!

LEADERSHIP

 By Market share and brand equity

 By operational practices

 By people strategy
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CUSTOMER DELIGHT

 Values for money

 Quality

 Service

SHARE HOLDERS WEALTH

 High Profitability & Image

A PRIDE OF INDIA

 As a corporate citizen

 Products

 People

 Practices

 Customers
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VALUES

 Customer Obsession

 Fast, Flexible, First Mover

 Innovation and creativity

 Networking and partnership

 Openness and learning

QUALITY POLICY

To increase consumer satisfaction through continuous improvement of products and

services, this is achieved by following PDCA functions and levels of Maruti
Organizations.

DO
PLAN

QUALITY
POLICY

ACT CHECK
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QUALITY TOOLS

 5S
 4M
 3M
 3G
 3K

What is 5S?

SEIRI – PROPER SELECTION

SEITION – ARRANGEMENT

SEISO – CLEANING

SEIKETSO – CLEANLINESS

SHITSUKE – DISCIPLINE
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What is 4M?

The factory is essentially a mix of man, materials, machines and methods. These
should move continuously and effectively to produce a quality product at low cost. The
most essential work in quality control is to thoroughly investigate regarding the problems
concerning quality, decide suitable counter measures and carry out improvements
accordingly.

 MAN
 MACHINE
 MATERIAL
 METHODS

What is 3M?

In Japanese Language 3M is:

MURI – INCONVENIENCE

MUDA – WASTAGE

MURA – INCONSISTENCY
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What is 3G?

In Japanese Language 3G is:

GENCHI – GO TO ACTUAL PLACE

GENBUTSU – SEE THE ACTUAL THING

GENJITSU – TAKE APPROPRIATE ACTION

INTRODUCTION TO VARIOUS MODELS

PRODUCT RANGE

MODELS SPECIFICATIONS YEAR OF LAUNCH

MARUTI 800 (FIRST

796CC, HATCHBACK DECEMBER 1983
MODEL)
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OMNI 796CC, MUV NOVEMBER 1984
GYPSY 992CC, 4WD DECEMBER 1985
MARUTI 800 (MODIFIED) 796CC, HATCHBACK APRIL 1986
MARUTI 1000 996CC, SEDAN OCTOBER 1990
ZEN 996CC, HATCHBACK OCTOBER 1993
ESTEEM 1.3L LX 1296CC, SEDAN NOVEMBER 994
ESTEEM 1.3L VX 1296CC, SEDAN NOVEMBER1995
ESTEEM 1.3L AX 1296CC, SEDAN JUNE 1996
ZEN AX (AUTOMATIC) 996CC, HATCHBACK OCTOBER 1996
GYPSY KING 1296CC, 4WD NOVEMBER1996
OMNI (E) 796CC, MUV DECEMBER 1996
GYPSY (E) 1296CC, 4WD DECEMBER 1996
MARUTI 800 (NEW
796CC, HATCHBACK SEPTEMBER 997
MODEL)
ESTEEM 98 1296CC, SEDAN OCTOBER 1997
NEW OMNI & OMNI-E 796CC, MUV FEBRUARY 1998
ZEN VX & ZEN VX JULY 1998
996CC, HATCHBACK
AUTOMATIC
1200CC,
ZEN D AUGUST 1998
HATCHBACK
MARUTI 800 EX 796CC, HATCHBACK JANUARY 1999
ZEN LX 996CC, HATCHBACK JANUARY 1999

ZEN CLASSIC 996CC, HATCHBACK AUGUST 1999

ZEN VXI 996CC, HATCHBACK OCTOBER 1999
OMNI XL 796CC, MUV OCTOBER 1999
BALENO 1586CC, SEDAN DECEMBER 1999
WAGON R 1096CC, JANUARY 2000
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HATCHBACK
1586CC,
ALTURA HATCHBACK MARCH 2000
(BALENO)
ALTO LX, LXI 796CC, HATCHBACK SEPTEMBER 000
VERSA 1296CC, MUV DECEMBER 2001
1296CC,
SWIFT MAY 2005
HATCHBACK
1096CC,
ZEN ESTILO DECEMBER 2006
HATCHBACK
1296CC,
SWIFT DIESEL FEBRUARY 2007
HATCHBACK
SWIFT DIESEL FEBRUARY 2007
GRAND VITARA MARCH 2007
SX4 1.600CC MAY 2007
SWIFT DZIRE MARCH 2008
A- STAR NOVEMBER 2008
RITZ MAY 2009

ORGANISATIONAL STRUCTURE
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Maruti has believed, since the very beginning that it is its employees who could make it

into an organization with a difference .Accordingly, as against the traditional hierarchical

System of management, which causes unnecessary delays in decision-making, we

have built up a flat organization with a family type of atmosphere at our place of work.

The company is divided into different divisions according to the various functional areas.

A Divisional Manager heads each Division. Divisions are further divided into

Departments that are headed by Department Managers who report to the respective

Divisional Managers. Designations in the company are based on the functional

responsibility and not levels as in terms of the company’s philosophy designations and

functional responsibility are de-linked from the salary levels.

The total operations of the Company are divided into Divisions like Marketing & Sales,

Spares, Engineering, Q.A. & Services, Production, Production Engineering, Materials,

Information Services, Finance, Personnel & Administration, etc. Each division is

furthering divided into Departments and headed by Departmental Managers who is

assisted by Supervisory Executives.

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The hierarchy diagram of MSIL
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DIVISIONS AND DEPARTMENTS

Corporate Services Division

 Legal & Secretarial Department

 Corporate Communication Cell
 Protocol
 Strategic Initiative Group
 Recruitment & Management Compensation

Human Resource Division

 Employee Relations Department

 Establishment & Time Office
 Factory Administration Department
 Organizational Development Department

Production Division

 Plant- 1
 Plant- 2
 Plant- 3
 Plant- 6 at Manesar

Production Engineering

 Production Engineering Division

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 Production Service Division

Engineering Directorate

 QAIN Division
 Service Division
 Service- 1-5
 MSS(D)
 Parts Inspection Division
 Engineering Division

Supply Chain division

 Supply Chain- 1,2,3 Division

 Shipping & transport Department
 Imports Department
 Consumables Department

Information Technology Division

 Application Group1 (AG1)

 Application Group2 (AG2)
 Application Group3 (AG3)
 Information Technology Strategies(ITS)
 IT Operation and Services(ITOS)

Marketing & Sales Secretariat

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 Marketing Strategy & Development

 Marketing
 Sales

 Exports
 Web-IT, E-Commerce

Spare Parts Division

 Spare Parts Procurement

 Warehousing & Dispatch
 Spare Parts Sales
 Accessories

Vigilance Division

 Security Wing
 Vigilance Wing

Finance Division

 Budget, Cost & Accounts Department Income Accounting

The total project costs, priority, completion time and personnel’s required were
estimated. Initial plans were drawn up as to how the project would proceed to its final
implementation, while running the existing system so that company’s information
needs were not affected.
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 Without the ability to locate and track units as they make their way through

manufacturing, testing and repair processes, managers lack the ability to achieve

optimum performance for their business and are forced to rely on outdated,

inaccurate data and labor-intensive processes.

 The most powerful tool for any manager is accurate, real-time information about the

location and status of the work-in-process.

 The Vehicle Tracking and Management System (VTMS), provides real-time

information to track, measure and manage vehicles anywhere within a facility, both

indoors and outdoors.

 Vehicle Tracking and Management System is a ground-breaking step in automating

vehicle tracking and management in today's vehicle assembly, delivery chain and

fleet operations and is the first solution to provide real-time information to today’s

manufacturing management community.

 Vehicle Tracking and Management System allows a vehicle manufacturer, delivery

chain or fleet operation to know in real-time or historically exactly where the vehicle

is located or has been.

 Off-line processes are frequently a forgotten segment of lean manufacturing and

Vehicle Tracking and Management System is one of the world’s first systems to

drive efficiency and optimization in this area.

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 In a Vehicle Tracking System solution, an RFID tracking tag is placed in each

vehicle typically before the vehicle enters the off-line processing areas., the solution

delivers real-time tracking information of the vehicle.

 In addition, beyond the ability to locate a vehicle on demand, the tracking data can

be used to monitor such things as adherence to process, process cycle time, and

dwell time analysis for off-line areas.

 Vehicle Tracking and Management System provides for accurate planning,

execution and monitoring of performance — making it the ultimate support tool for

improving processes and creating efficiency in off-line manufacturing areas.

Vehicle Tracking and Management Core

System Components:
Vehicle Event Management
The VTS Vehicle Event Management feature automates vehicle status changes,
reduces labor intensive barcode scanning, and triggers transactions with zero human
intervention.

Process control Management

Conditions like Special Comments etc can be broadcasted using check sheet or any
printers.Comments can be made for recheck,evaluation purposes for Trial Vehicle,
Spare Vehicle etc.Through VTS the position of any vehicle in the assembly line can be
easily traced out using the mimic.Vehicles can be viewed on the basis of
Chassis,PSN,Vehicle Model Etc.
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Vehicle Throughput Management

The VTS Vehicle Throughput Management feature automates
and optimizes the vehicle throughput, by creating a process map
for every vehicle, knowing the current inventory location, deducing
the "process step" or "containment area" capacity and the FIFO
ordering of vehicles, the throughput management engine actively
manages and optimizes the vehicle movement. Vehicle Tracking
System communicates this information with users via desktop
computers, Windows Mobile Terminal Wi-Fi devices, Production
Control Boards, and Video Terminal Kiosks.

Vehicle Exception Based Management

The VTS Exception Based Management feature provides a goal
setting capability and delivers real-time exception-based
information to the user community. Therefore maximizing issue
resolution time, increasing options and reducing costs. The
exception management rules engine allows users to see
exceptions for a vehicle, as well as, for a "process step".
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BENEFITS:
 Increase vehicle throughput
 Improve order to delivery
 Reduce dwell time

 Increase labour productivity

 Minimize work-in-process inventory

 Improve inventory accuracy

 Reduce operation costs
 Increase vehicle utilizations in fleet hours .

Equipment Tracking and Management

Improve Safety & Equipment Utilization
 In any manufacturing environment, safety is paramount. Material handling
equipment can be extremely dangerous if not used by an authorized individual that
has been properly trained.
 The Equipment Tracking and Management System solution provides a secure
method of vehicle access and authorization, and can prevent the equipment from
starting or moving without proper authorization.

 In addition, Equipment Tracking and Management System provides vital information

directly from the equipment itself, including Run-Time, Idle-Time, Battery
Consumption, Lift Sensing and Impact Sensing.

 By utilizing this data, and closely monitoring the precise run-time and utilization of
the equipment, Equipment Tracking and Management System can significantly
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reduce the total operating costs through proper "right-sizing" of the equipment fleet,
by total quantity and by equipment type.

Equipment Tracking and Management System helps address the following

real-time material handling equipment requirements:

Access Control
 Reduces injuries by ensuring that only approved users can operate the
equipment by using a contact button or proximity card.
 Eliminates government fines associated with access controls.
 Decreases abuse or misuse by linking incidents to specific operators.

Preventive Maintenance
 Maximizes equipment life through routine maintenance based on actual engine
runtime hours.
 Increases operator productivity with improved up-time of equipment.
 Reduces costs and increases useful life by performing usage based preventive
maintenance.

Equipment Utilization
 "Right-size" fleet by tracking actual utilization.
 Increases useful life of equipment with better accountability and management.
 Reduces headcount through increased productivity.
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BENEFITS
 Increase productivity

 Improve equipment utilization

 Reduce injuries

 Maximize equipment life

 Reduce labour

 Better efficiency

VTS OBJECTIVES
 High System availability and real time response.
 Enable mixed production in various shops as per VBS.
 Interfacing with Shop Equipment.
 Automatic component selection system(Pika-Pika).
 Material Flow Sequence Supply.
 Engine-Assembly Planning.
 Eliminate human error creeping in system at manual data entry.
 Modular and Scalable.

MAIN FEATURES

The Vehicle Tracking System or VTS was developed in house by the cross functional
team of IT, PE and Production of Maruti Suzuki India Limited to reduce the company’s
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response time to market demand, and to handle the complexities of producing vehicles
across multiple variants

 VTS acts as a middle layer between the Host (Business)

computer and the Shop floor terminals and devices.
 Facilitate real-time communication for data transfer between
computer system and PLC.
 Pika-Pika for Component selection
 Sub System and Equipment Interfacing

 Broadcasting vehicle sequence at various control points to

different areas
 Tracking point Achievements
 Special Case Handling
 Progress Management

VTS IMPLEMENTATION

 VTS acts as a intermediary between the database server and the various shop floor
terminals and devices.
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 It facilitates real time communication for transferring data between the computer
system and the PLC system which in turn provides data to the robots and to the
equipments that enables them to pick up the right component and also to broadcast
the requisite information to the printer.
 Thus providing data to the technicians. The technicians use this data for the
assembly of the vehicles and finally VTS aids the implementation of the production
plan sequence on the shop floor.
 The production plan contains all the requisite information in terms of the path to be
followed by each vehicle through the manufacturing plant the vehicle code, its color,
the country code, and chassis number. It also specifies the start and end point for
each process.
 The VTS facilitates this complex planning using which a vehicle under production
can be routed in a flexible manner across various shops and lines in the most
effective manner.
 The VTS enables the engine from multiple locations to be tracked as manufacturing
process progresses.

AREAS COVERED

 Weld Shop – 1, 2 & 3 (WB- ON & WB-OK)

 PAINT SHOP – 1, 2 & 3 (PB ON & PB OK )

 ASSEMBLY SHOP –1, 2 & 3 (AB ON & AB OK)

 ENGINE SHOP – 1, 2 ,3 & AL Shop

 VI1, VI2 & VI3 (FC ON & FC OK Points)

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VEHICLE TRACKING

The manufacturing plant in Gurgaon has

 3-weldshops,
 3-paint shop,
 3-assembly shops and
 4-engine shops.

In the above fig,each model is specified with different color and the path followed by each is
represented by the arrows joining different shops
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SERVER CONFIGRATION

VTS IN ASSEMBLY SHOP

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AREAS COVERED

 Equipment activation – All equipment are connected through LAN with

VTS & as soon as triggering mechanism will get signal of presence of a particular

model it will pass on the signal to PLC of the equipment & the equipment will come

in that mode automatically. Vehicle Tracking from 1st control point to last control

point (WB ON to FC OK)

 WIP (Work – IN – Process) between two control point

(For example if we want to see No. of vehicles in WIP in Paint Shop then we have to
give command to system for PB ON to PB OK & No of vehicles will be under Paint Shop
WIP)

 Shop Sequencing – In multi model mix production overprized lines what

sequence of models is in line will be known in advance & that sequence can be

printed by line printers which can be displayed for operator to see what model of

vehicle is approaching in next few hours to him.

In the Assembly Shop, VTS tracks vehicle at two points

 Starts at AB-ON or assembly body ON and
 Ends at AB-OK or assembly body OK.

At the AB-ON point, the data is transferred to the PLC and the vehicle sequence is
broadcast at various control points to different areas.
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Let us take a closer look on some of the areas points at which such broadcasts take
place:

 The Main Fundoshi Printer — this contains the details of components, and this

information helps the operators to fix the right components in the correct vehicles.

 The Door Mini Fundoshi Printers — these printouts are stuck to the doors. Based

on this information, the doors are assembled.

 The Process Check Sheet — this document is used to check the completion of the

processes at various checkpoints along the assembly line.

 Engine Storage Out — engines are put on the Engine Docking Line according to

the AB-ON sequence, which is broadcast to the printer at the time of AB-ON. At the

Engine-Body marriage point, the Engine Number is matched against the Chassis

Number by scanning the barcode sticker.

Various other sequence printers are used for different sub-assembly lines:
 Tyre sub-assembly;
 Instrument panel sub-assembly;
 Windshield sub-assembly;
 Door sub-assembly;
 Door latch sub-assembly; and
 ID plate
At certain points, PC Monitor applications are also used to broadcast the sequence.

The marriage of the engine with the vehicle is done at the EG Storage-Out point — this

is integrated with the VTS to avoid the possibility of wrong engine marriage.

The process ends with the AB-OK sequence.

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Key features
 Tracking points: AB-ON , AB-OK.

 PBS Out sequence check at AB-ON

 Broadcasting of AB-ON sequence at different Sub Assemblies (Ex:- Instrument

Panel, Engine Storage Out etc..)

 Component selection using Pika-Pika.

 Sequence display through GOT’ s and PC-Monitor (Ex:- Glass/Door,radiator,Tyre

etc)

 Interfaced with Equipments:LLC filling,Break-oil,AC charging etc

 Air bag Registration for export vehicles.

 Interfaces with machines: ID Plate, Vin No marking machines.

 Engine Storage Out (Engine & Vehicle)

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SCHEMATIC LAYOUT
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List of equipment connected through VTS

 Pikka-Pikka
 Id plate m/c
 AC gas charging machine
 Gasoline filling machine
 Coolant filling machine
 Brake oil filling machine
 Engine oil filling machine
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Equipment interfacing

 VTS interacts with the equipments in assembly shop through line

PLC’s.
 VTS gives the input to the PLC’s as per current vehicle model
 PLC controls the equipment and automatically gives the desired
commands as per vehicle model
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PLC-EQUIPMENT INTERFACING

 As soon as the vehicle comes in position it hits the limit switch which is
connected to the line PLC
 The line PLC then interacts with the server to collect the information about the
vehicle (which in this case is amount of engine & break oil)
 The PLC then passes this information to the fuel filling machine for the particular
vehicle
 The information is also displayed in the GOT
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PIKKA-PIKKA SYSTEM

 The selection of components in the main areas is carried out through the VTS using
Pika-Pika.
 This is a LED-based system.
 A LED glows on the bin from which the operator is supposed to pick the component,
thereby guiding the operator to pick up the correct component.
 As soon as he picks the component, the LED turns off.
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 However, if the operator puts his hand into the wrong Bin, a warning signal is
generated.

Fool proofing for component selection

through PIKKA-PIKKA

Green light
glows on
correct part

 VTS provides Fool-proofing by means of Pika-Pika.

 The information pertaining to the vehicles in line is passed by the VTS to the line

PLC which in turn controls the pika-pika.

 Pikka-pikka system has series of rows & columns of the component for the particular

vehicle model,thereby guiding the operator to pick up the correct component

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 On the vehicle arrival,Pika-Pika indicates the user which component is to be

selected as per the vehicle model.

 A LED glows above the particular column having components for the coming vehicle

model

 The LED goes off as soon as the operator picks up the correct component

 However a warning signal is generated if wrong component is selected by the

operator

 Thus through the pika-pika ,the VTS fool proofs the component selection process.

VTS IN ENGINE SHOP

RFID TRACKING

 To control the production and

quality in the highly

automated Engine assembly

line, Radio Frequency

Identification (or RFID)

technology is used.

 To communicate with the

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RFID tag and to pass on the production plan information, a Production Management

system (PMS) is required.

 The system acts as an interface between the host computer and the production floor

and is used to transfer production plan information, dressing data to plant devices

and tags and obtaining production process data, traceability data and quality data from

the tag.

 The system then stores the data to the host computer for storing analyzing and for

future useThe data related to testing is handled by the test management system or

TMS which in turn interacts with the PMS.

 At these stations the magnetic RFID Tag communicates with the tracking system

known as PMS system via the Tag Controller to exchange and verify the data.

Additionally, the RFID tags also exchange data with other equipment and machines

on the assembly line in the same way, using the Tag Controller. The Tag contains

the data related to the engine kept on the palate.

 The RFID Tag will start receiving data from set up station — for example, type of

engine, engine number, master data, etc. As the pallet goes along the line and

different operations are performed on the engine by various machines, the RFID Tag

continues collecting data from machines recording the operation done, its status,

etc. When the pallet reaches the release station, the entire data in the RFID Tag is

transferred to the PMS and after updating, it is flushed from the Tag. Now the tag is

ready for the next engine loading.

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VTS IN VEHICLE INSPECTION(VI)

In the Vehicle Inspection Shop, tracking is done at two points:

 FC-ON and
 FC-OK.

 After FC-OK, an FC-OK confirmation Sticker is attached to rear window of the

vehicle, and then the vehicles are transferred to the dispatch area.
 In the vehicle inspection shop, the VTS is integrated with the TECH-1 system which
carries out the emission check and the air bag check.
 Without the TECH-1 check FC-OK of the vehicle cannot be done.
 This ensures that the vehicle has been passed through all the necessary checks.
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On the Quality Front, the VTS interacts with the quality gate system to provide faults

tolerance. All defects details are tracked through the VTS to ensure that no vehicle gets

FC-OK clearance without rectifying the defects.

Hence, VTS is a system that offers real time data to facilitate quick decision. It carries

out real time monitoring to detect errors and quality issues well in time; it broadcasts

messages that facilitate in-line correct evection at the shop floor.

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