PROJECT REPORT

ON
ESCORTS KUBOTA

Submitted To Punjabi University, Patiala

in partial fulfillment of the requirements of the degree of
MASTER OF BUSINESS ADMINISTRATION
Session 2023-2024

SUBMITTED TO SUBMITTED BY
Mr. Rohin Malhotra Jashan Saini
Asst. Professor Class Roll No. 154028
Uni. Roll No. 770701
M.B.A. 3rd Semester

ASRA Group of Institutions

ASRA INSTITUTE OF ADVANCED STUDIES, CHANNO

1
 Date : 15.07.2024

CERTIFICATE

This is certified that Mr. Jashan Saini student of MBA (Master Of Business Administration) From ASRA Group Of
Institutions , Channo has completed his 6 weeks summer internship training under my supervision or guidance in Escorts
Kubota , Faridabad. He has submitted his internship report on “ESCORTS KUBOTA ” in the department. His work,
performance and discipline were good. We wish him all the success in his career.

Dr Somvir Bajar
HR Business Partner

ESCORTS KUBOTA LIMITED

(Formerly Escorts Limited)
Registered Office: 15/5, Mathura Road, Faridabad 121 003, India Tel.:
+91-129-2250222
E-mail: [email protected] Website: www.escortsgroup.com
Corporate Identification Number L74899HR1944PLC039088003, (Haryana), India
 DECLARATION

I, Jashan Saini hereby declare that the Major Research Project, titled
“Escorts Kubota” submitted in partial fulfilment of the Masters of Business
Administration is based on my own work carried out during the duration of
this course.

I further declare that all the information present in this report is authentic to the
best of my knowledge and this work has not been submitted to any other
Institute for any other Degree, Diploma, or Fellowship.

JASHAN SAINI
 ACKNOWLEDGEMENT

My project titled “Escorts Kubota” offered me an excellent opportunity to and

apply the concepts I learnt during my MBA course, and helped me learn more
about them through practical application.

I would like to extend my thanks to Mr. Rohin Malhotra, my faculty mentor

during this project. He was very helpful throughout the process, clearing my
doubts and giving me solid advice. It was an enriching experience working
under the guidance of Mr. Rohin Malhotra.

I would also like to thank all the faculty members at ASRA Group of
Institutions, as it was under their guidance that I received the knowledge and
skills that I used while working on this project.

Jashan Saini
 LIST OF CONTENTS

S. No. Title Page

1 Training letter 03

2 Declaration by Student 04

3 Acknowledgement 05

4 Preface 06

5 Chapter-1 INTRODUCTION OF THE COMPANY 07

6 Chapter-2 INTRODUCTION OF THE WORK UNDERTAKEN 11

7 Chapter-3 ABOUT TRACTOR AND IT’S COMPONENTS 13

8 Chapter-4 ABOUT THE DEPARTMENT 17

9 Chapter-5 LEAD TIME REDUCTION 22

10 31
CONCLUSION

11 32
REFERENCES

6
 CHAPTER-1

INTRODUCTION OF THE ORGANIZATION

Escorts Limited is an Indian multinational conglomerate that operates in the sectors of

1) Agricultural machinery, 2) construction machinery, 3) material handling, and 4)
railway equipment.
Its headquarters are in Faridabad, Haryana. The company was launched in 1944 and
has marketing operations in more than 40 countries. Escorts manufacture tractors,
automotive components, railway equipment, and construction and material handling
equipment.

Overview:
Founder and Foundation:
It’s visionary Mr. HP NANDA, from a small Agency house in 1944 to one of the
largest engineering conglomerates in India, the saga of our ascent is Entwined in the
evolving dynamics of India’s economic progress. In a journey of seven pioneering
decades, we have reshaped, redefined and reinvented, the way India lives, works and
travels.
Vision & Values:
Escorts’ vision is to be among the top engineering companies in India. We shall
achieve this goal by being the preferred solution provider to the needs of our customers,
by practicing respectful and ethical business practices, by being the employer of choice
within the engineering industry, and by providing superior returns to our investors.
Escorts Tractor Price starts from Rs. 2.75 to 5.20 Lakh in 2022. Escorts Offers a wide
range of 8 tractor models in India, and HP range starts from 12 ehp to 35 hp.
Their primary objective for setting up this in-house R&D unit was to have a centre of
excellence with global perspective to develop comprehensive technology plans for
innovations. And to optimize the product cost through continuous VEVA (Value
Engineering & Value Analysis) and Standardization Program.
The facilities include a high-technology engine laboratory featuring fully
computerized test beds with online control, data acquisition and analysis.
Escorts limited founded in 1948 have played a prime role in farm

7
 mechanization. Escorts tractors are sold fewer than 3 brands Farmtrac,
Powertrac and Digitrac, each unique. The company incorporates values of
collaboration, empowerment, transparency and respect. Its vision is to become
India's leading engineering company by all ethical and fair means.
Businesses:

Escorts Agri Machinery (EAM):

Escorts Agri Machinery was launched in 1960. The company manufactures tractors
under the brand names Farmtrac, Powertrac, and Steeltrac. The first Escorts tractors
were produced in 1961 based on Urus’s license. In 1969, a partnership with Ford was
set up to produce licensed Ford tractors for India.
Escorts have a plant in Mrągowo, Poland, that was purchased from Pol-Mot in 2000
and four plants in India. There was an assembly plant in Tarboro, North Carolina,
which was purchased from Long Agri, but the North American subsidiary went into
receivership in 2008.

Escorts Construction Equipment (ECE):

Escorts Construction Equipment manufactures and markets construction and material
handling equipment like pick-and-carry cranes, backhoe loader, vibratory rollers, and
forklifts. The manufacturing and assembly facility is in Sec 58, Faridabad.

Railway Equipment Division (RED):

The Railway Equipment Division manufactures and supplies critical railway
components such as air brake systems, EP brake systems, draft gears and couplers,
composition brake blocks, dampers, and rubber components to the Indian Railways.
The manufacturing facility is in Sector 24, Faridabad.

Motorcycles:
The motorcycle division of Escorts group used to manufacture Polish SHL M11 175
cc (10.7 cu in) motorcycles under the brand name Rajpoot from the early 1960s until
2005.
In the early 1980s, Escorts started making Yamaha motorcycles in India. Rajpoot 350
was launched in 1981, which was later followed by the Yamaha RX 100 in 1984. The
motorcycle manufacturing unit in Faridabad, India, was sold to Yamaha in the late
1990s when Escorts decided to quit the motorcycle business to concentrate on tractors
and auto components.
Knowledge Management Centre:
The Escorts Knowledge Management Centre (KMC) was created in 1976 and is spread
over 100,000 square meters (0.039 sq. mi) in Faridabad. The center designs tractors. It
has facilities such as an engine laboratory that has computerized test beds with online
control, data acquisition, and analysis; an advanced vehicle testing
8
laboratory; a noise vibration and harshness lab; a metrology lab; and a materials
engineering lab.
.
About the company:
From breaking fresh ground for Indian Infrastructure to nurturing the earth with
harvests of prosperity - From mobilizing the economy on the rail-tracks of progress to
being its driving force on the highways of the nation we at Escorts are transforming
lives, with the power of technology and imagination.
Committed to engineer a better world, we combine endless possibilities of human
caliber with innovative engineering solutions. Today, and every day, we help fulfill
aspirations of every life we touch. Our foray into farm mechanization has helped
transform the farm and challenges of rural India, into yields of opportunity.
We are helping India strengthen its presence in the Agri sector and make this core
segment one of the strongest contributors to the national economy. By customizing our
products around specific farmer needs, we are not only enhancing their productivity,
but also bringing happiness and prosperity to their doorstep.
Committed to engineer a better world, we combine endless possibilities of human
caliber with innovative engineering solutions. Today, and every day, we help fulfill
aspirations of every life we touch. We believe in sustaining our growth curve, both
organically and through astute product definitions. Consequently, with a seamless
weave of experience, engineering and excellence, we stand in the vanguard of
progress, among the industry leaders in our chosen sphere.

History:

Escorts Limited was originally founded as Escorts Agents Ltd. in 1944 by brothers
Har Prasad Nanda and Yudi Nanda. They started a family-owned business, Nanda
Bus Company, in Jammu. Escorts Limited was founded in 1944, and company
headquarters are in Faridabad, Haryana. The organization did a fantastic job of
producing considerably superior results in terms of Escorts tractors promotion and
sales. This tractor brand is well-known in the agricultural machinery.
industry. Material handling, construction equipment, and automotive machinery are
all examples of this. The company has now established itself in the tractor market as
well. Escorts tractor models feature high engine capacity and long-lasting efficiency,
never letting a farmer's or other user's expectations fall short. Escorts tractors have
established an incredible and mind-boggling example for other tractor companies in
India.
These tractors have engines that range from 12 to 35 horsepower. Escorts tractors have
received a positive market response, and these tractors have outperformed the industry
norm for producing a desirable tractor for farmers. Escorts tractor prices in
India start from Rs 2.60 and Rs 2.90 lakhs. In India, the Escorts tractors brand has
9
 introduced 3+ tractor types that are high-performing and well-equipped with
technologically advanced features.
CHAPTER-2

INTRODUCTION OF THE WORK UNDERTAKEN

Objectives of the work undertaken:

The work, I was going through as an Intern/trainee and supporting various
departments of organizations like Before Paint line, After Paint line, PDI, and Paint
Shop. Manufacturing the tractors that are defects-free and within the production time
limit, DPTT (defects analysis on a daily basis over an average of thousand tractors)
and LEAD TIME (time reduction in real-time production through the assembly line,
sub-assembly line, and PDI) played a vital role to achieve the targets. Working on the
real-time problems and providing the solutions at the same time.

Scope of the Work

The scope of the training is to make-

• The student learns about components that fitted in tractors (engine, transmission,
differential housing).
• The student learns about Hydraulic system used in tractors and its working
(hydraulic lift and power steering).
• The student learns some skills such as problem-solving, team management, team
building, time management, presentation skills and communication skills.
• The student can get opportunities to face real-world problems and provide the
effective solution for them.
• The student also gains technical knowledge related to actual working of machine
as compared to virtual.
• The student learns various industrial techniques (like six sigma, assembly line
processes) in order to produce products that will defects free.
DESCRIPTION OF THE WORK DONE

Position of Internship and roles

Position: - Intern.
Role: - Working under the production department and mainly focused on DPTT
(Defects per thousand) and LEAD TIME, the main objective was to improve and reduce the
defects that were generated. The department with which I was dealing was BP-LINE, AP-LINE,
PAINT SHOP, and PDI. All the stages that come under these departments were only the focus
because maximum defects and root causes lie in there.
 Learning outcomes
▪ By this Internship I learnt to solve real-world problems coming during the
production and inspection of tractors.
▪ I had learnt proper development of corporate skills and also time organizing
and management.
▪ I had learnt about the tractors components and various system used in it.
▪ I had learnt the various processes that used while manufacturing the tractors
and develop some technical skills.
▪ I had learnt good team building activities, and communication and
presentation skills.
▪ I had learnt how production lines run.

CHAPTER-3

ABOUT TRACTOR AND IT’S COMPONENTS

Agricultural tractors are used as a power source for various field operations such as
planting, harvesting, tillage, transportation, through driving axles, and PTO devices.
The tractor consists of assembly of different parts like clutch housing, gear box
housing, rear differential housing, brake housing and axle tube housing.

Escorts Tractor Price starts from Rs. 2.75 to 5.20 Lakh in 2022. Escorts offer a wide
range of 8 tractor models in India, and HP range starts from 12 hp to 35 hp.
Their primary objective for setting up this in-house R&D unit was to have a centre of
excellence with global perspective to develop comprehensive technology plans for
innovations. And to optimize the product cost through continuous VEVA (Value
Engineering & Value Analysis) and Standardization Program.
The facilities include a high-technology engine laboratory featuring fully computerized
test beds with online control, data acquisition and analysis. Escorts limited founded in
1948 have played a prime role in farm mechanization. Escorts tractors are sold under
3 brands Farmtrac, Powertrac and Digitrac, each unique. The company incorporates
values of collaboration, empowerment, transparency and respect. Its vision is to
become India's leading engineering company by all ethical and fair means.
.

Fig. 1

ENGINE – 4 CYLINDERS) (2 CYLINDER

CLUTCH FLY WHEEL

TRANSISSION GEARS STEERING MECHANISM

HYDRAULIC CONTROL DIFFRENTIAL

FINAL DRIVE DIFFERENTIAL IN REAR AXLE

REAR WHEELS BRAKES

 PTO UNIT

PULLEY

GEAR BOX
A Gearbox is a mechanism that changes the input drive speed to a lower or higher
output speed or reverses the direction of rotation. Tractor gear boxes are usually
multi-ratio, with modern ones being of a continuously variable design (CVT). Also
referred to as the Transmission, as it transmits power from the Engine to the

It is directly connected
to the engine and top FOURTH GEAR GTD
gear which provides
high power

THIRD GEAR Z -26

SECOND GEAR
Z -33

FIRST GEAR
Z -38

REVERSE GEAR Z -38

Used: - Shimming Gears HIGH/LOW GEAR

for covering dist. b/w shaft
and also drive high/low

SQUARE FACE

Wheels or other Mechanism’s is being driven. (Note: Transmission can also refer
to the whole drive train of gearbox.
 GEAR BOX
COUNTER SHAFT MAIN SHAFT

(DRIVEN) (DRIVE)
SPIGOT

14
 TRACTOR POWER OUTLETS {PTO}
Power take-off shaft is used to take power from the tractor engine, to run different
implements and separate machine-like rotator, thrasher, grass cutter and other
implements. The differential housing provides support to the end of PTO shaft. All
forces transmitted by PTO directly comes on rear differential housing. The PTO of
the tractor under consideration has two speeds 540 and 1000 rpm.

A tractor in used for not only pulling the implements for tillage operations, sowing
of various crops, but also used to power stationary equipment for doing operations
such as threshing, pumping water from tube wells. A power outlet is generally
provided at the rear of the tractors.

PTO
1. Power comes from the gearbox.
2. Counter shaft of the gear box is extended out to the rear side, act as PTO outlet.
Speed:
1. 540 rpm - 6 splines 2.
1000 rpm – 21 splines
Setting of speed:
Setting of rpm speed is generally for 3/4 setting of the hand accelerator of the
tractor.

CHAPTER-4

ABOUT THE DEPARTMENT

Quality and Production are two important pillars of industry. Improving productivity
and ensuring quality is the main objective of the company. Providing customers with
the best quality is the target of the company while keeping in mind about the production
control as well. In Escorts Ltd Farmtrac division these were the main objectives.
To achieve these objectives assembly line, consist of 3 main departments: -

1. BEFORE PAINT (BP):

It consists of mounting of the transmission and rear axle assembly which is further
attached to the engine and the hydraulic lift. Thus, before paint stage includes the
handling of the chassis and fitment of the major tractor parts.
 When the buckle up process of the tractor was done, this was the joining of
transmission and differential housing. After this process it was going to be load over
the carrier and transferred to the BP-1. From this stage, all the components that were
required to fit in tractors before going to paint shop. Total 16 stages were in BP-Line

2. PAINT SHOP (PS):

The department in which I was assigned was Paint Shop of Farmtrac which comes
under Plant-2 of Escorts Agri-Machinery division. The department works in
direct sync with the assembly line and as per the demands and schedules prepared
on the basis of number of orders. The main functions of the paint shop department
are to:
• Protect, paint, cure and store the painted sheet metal parts.
• Protect, paint and cure chassis.
• Prepare paint and chemicals used in painting processes.
• Test paint and sheet metal coatings.
• Quality checks to meet the standards.
• Schedule, prepare and supply the painted parts and components according to
manufacturing needs.
Before the chassis enter the paint shop, it goes through various quality gate
inspections to make sure it’s ready to get painted. After entering the very first stage
in the painting process, it is chemically washed to remove any suspended dirt or oil
particles that might get stuck on the paint layers followed by three coats which
include e-tech primer, two base coats and finishing with two top coats. Going
through the baking oven, all the paint layers are cured and dried and then sent back
to the assembly line for further assemblies.
 .

Fig. 2

3. AFTER PAINT (AP):

This stage starts with the fitment of sheet metal and electrical parts, moving to next
stages includes fitment of tyres, oil filing, coolant filing, diesel filing followed by
fastening of parts like driver seat, steering wheel, etc.
Clearing all after paint stages the tractor’s engine is started for the very first time and
then moved to the FINAL INSPECTION AREA before rolling out the assembly line.
Fig. 3 Fig. 4

PRE-DELIVERY INSPECTION (PDI):

After AD TEST -> DROPPING
finalizi
ng the TEST -> ROAD TEST
tractor VERIFICATION -> UV TEST
s from
the ->
FTA PAINT TOUCH UP -> FINAL PDI ->
stage,
it
OIL FLASHING
travell At every stage, Quality inspector and an engineer
ed to present in order to maintain the right movement of
PDI tractors. This whole checkup area was after the
depart assembly line. So, from the FTA stage lead time starts
ment, till the oil flashing stage.
where
it • The importance of PDI cannot be minimized. A quality
underg department should ensure that each technician that
oes performs these inspections has full knowledge of what
variou to examine, how to examine, and the integrity to do it
s on every vehicle, every time, no matter what.
inspect • At first it may look like wastage of time, but this
ions process will create a status for customer
area satisfaction. This status will increase sales and

like: trust among the end customers.

R Fig. 5
O
Fig. 6
 CHAPTER-5

LEAD TIME REDUCTION

LEAD TIME:
Lead-time as the amount of time it takes you to receive stock or materials from your
supplier. It can also cover the amount of time from when a customer places an order
for a product you sell until they receive it. Manufacturing lead-time is best described
as the time it takes to create a product and deliver it to the consumer. It may feel like
manufacturing lead-time is something beyond your control if you’re relying on
outsourced products or materials. However, even if you can’t make your supply chain
work faster to suit your needs, you can control how lead-times affect your business
once you understand how long it will take on average to complete the manufacturing
process.

WIP stands for work in progress, and it’s a way to measure all of your products
that are currently in manufacturing but aren’t ready to move on to being part of
your for sale inventory. To calculate your production lead-time using this formula:

Lead-time = works in progress/average production rate

 Lead time reduction is an important part of process improvement:

It leads almost automatically to the question how to remove unnecessary tasks, waste,
as well as waiting time from different processes. Looking for lead time reduction
opportunities helps us to focus our improvement actions.

Production lead times can be reduced by:

- Moving workstations closer together.
- Applying group technology and cellular manufacturing concepts.
- Reducing queue length (reducing the number of jobs waiting to be processed at a
given machine).
- Improving the coordination and Cooperation between successive processes.
Delivery lead times can be reduced through close cooperation with suppliers.
Inducing suppliers to locate closer to the factory.

WORKING AREA:
In order achieve lead-time, it's mandatory that all the tractors that
to are rolled down should complete all the PDI processes
 within 4 nd ready to
hours. dispatch at
Various PDI stage.
stages from 2. At this stage,
assembly line one quality
to the PDI inspector is
department as
present and a
follows-
mechanic for
the final
FTA assembly
(FINAL line checkup
TRACTOR because after
ASSEMBL that it will
Y) undergoes
various other
inspection
1. T areas.
r 3. Line defects are prevented.
a 4. After getting
c yes from the
t inspector, a
o barcode will
r generate that
s used to tack
a lead time.
r 5. Now, tractor
e leaves FTA
f to washing
u activity than
l from there to
l PDI.
y
a Fig. 7
s
s PDI (PRE- DELIVERY INSPECTION)
e 1. After washing,
m tractor arrived at
b PDI stage (it will
l take 10 min.
e approx. from
d FTA to PDI).
a 2. Now, Road test
i ure any defects
n present with
s naked eyes.
p 3. Maximum cases
e are of oil water
c mix like: Engine
t oil water mix
o Transmission oil
r water mix This is
g why?
o
i
n
g
t
o
c
h
e
c
k
t
h
e
t
r
a
c
t
o
r
t
h
a
t
w
i
l
l
e
n
s
 RT (ROAD TEST)
1. 30 min for road test.
2. Inspector takes it for manual check on field
and there, defects will be noted down for
repairing purpose.
3. Leakage and lose parts also counted.
4. Check points are:
Running board mtg.
Driver seat mtg.
Rear axle
Plough light
Stay bar check nut
Hand break
Clutch & brake rod
Fuel filter
Fig. 9

HYDROLIC DROPPING TEST

1. Attaching the weight with the help of lower
link with tractor and ensure each weight keep
on mat on floor.
2. 650-1000 kg.
3. For 30 min. duration.
4. If, Drop is < 50mm, its ok .
Drop is > 50mm, it’s not ok .
5. For testing purpose, PC and DC lever operate
10 times. And after that measure height of
weight w.r.t ground with the help of
measuring scale.
6. Now, stop the tractor.
Now for the next 30 min. it will remain
stationary and whatever the defects noted
from the RT inspector here it cured.

Fig. 10
 RTV (ROAD TEST VERIFICATION)
1. Now at this stage, the tractors which are
having defects that cannot be cured from
DT mechanic, will work upon.
2. Defects like: Engine noise
Brake jam
Engine smoke
Transmission noise
Greasing not done in any part.
Tyre wobbling
Mismatch lower links
3. If the problem is not in control of RTV
inspector than it will go to major rework.
(this will affect the lead time)

Fig. 11

ULTRA-VOILETTEST
1. This stage was just after the DT.
2. If the tractor is OK from the DT
inspector, it will directly come to UV test.
3. Check for leakage present in any part and
tractor is clean or not.
4. Parts like:
FIP (fuel injection pump)
Engine filter
Hydraulic filter
Hyd. Pressure pipe Steering flexible
pipe Spool valve.

Fig. 12
PT (PAINT TOUCH UP)
1. At this stage, all the masking on the
tractors will remove.

24
2. Scratch detection and paint defects will nullify here.
3. Marking of scratches and touching up the defects generates through the PDI and
assembly line processes.

Fig. 13

FPDI (FINAL PRE-DELIVERY INSPECTION)

1. This is the final stage; inspection on the

tractors can be for 20 min.
2. There will be 10 tractors in one row
checked by the quality inspector and
mechanical engineer.
3. Here, tractor is check from B to C
(Bumper to C-bracket).
4. With proper check list, inspector checked
the tractors and note down the defects and
also check it with proper f-code and
punching details.

Fig. 14

OF (OIL FLASHING)
1. This is the final stage for PDI and after that
tractor will register inside the feeding room.
2. Oil flashing stage, lead time also stops and
PDI ok slip will generate from it.
3. This stage function, Is to check the level of
oil present inside tractor (transmission oil,
gear oil) is OK or low. If low than it will be
refill by the person.
4. This was the last stage, after this the tractor
move to shipping department where it will
ready to deliver the customer.
 Fig. 15

 LEAD TIME TARGET:

The lead time target is around 50%.
Means if:
Total PDI ok = N (55) + h&c (15) = 70
0-4 ok = N (36) + h&c (0) = 36
1. Lead time calculation is based on the MES software.
2. The main factors that make up lead time are preprocessing, processing, waiting,
storage, transportation, and inspection.
3. The main types of lead time are customer lead time, material lead time, factory,
or production lead time, and cumulative lead time.
4. Production processes and inventory management can affect lead time. In regard
to production, building all elements of a finished product onsite may take longer
than completing some items offsite.
Transportation issues can delay delivery of necessary parts, halting or slowing
production and reducing output and return on investment (ROI).

TOP DEFECTS WHICH IFFECT THE LEAD TIME

Top defects of Before Paint:

1. Hydraulic Pressure pipe clamp loose/miss

2. Lower link height uneven
3. Spool valve banjo loose
4. Running bolt loose
5. Tow hook bolt loose/miss
6. Hydraulic adapter bracket bolt loose
7. Rod box assembly nipple broken
8. Hydraulic pressure plate banjo loose Fuel filter mtg. loose

Top defects of Paint Shop:

1. Fender paint (poor/scratch/uncover/overflow)

2. Bonnet front grill paint
3. Rod box assembly paint
4. oor Stay-bar finishing
5. Top link paint uncover / overflow Top defects of After-paint:

1. Radiator coolant does not fill/less

2. Centre Panel alignment not set
3. PTO shaft cap loose
4. Fender harness not set properly/ clamp not set
5. Top link not set
6. Plough lamp bolt loose/miss
7. Cluster meter beading not set
8. RPM not set
9. Bonnet alignment not set
10. Running board wire without clamp
11. Steering wheel cap miss

Major defects:
1. Engine Overheating in field resulting into engine seizure
2. Main gear fouls with fender
3. Transmission noise
4. Fuel tank dent
5. Rear/Front tyres mismatch
6. Spindle & hub not greased
7. Fender tilted
8. Engine smoke
9. Brakes jam
10. RPM not set
11. Hydraulic pressure pipe clamp loose/miss
12. Alignment not set which includes:
13. Bonnet gap not set
14. Center-panel gap not set
15. Top hood gap not set/overlap
16. TO shaft cap loose
17. ender paint uncover/overflow/dusty/poor
18. Cluster meter beading not set
19. Lower link height uneven
20. Running board harness w/o clamp

These were the top defects that were coming continuously from the assembly line and
due to which tractor is taking more time to complete the stages of PDI which includes.
• Hydraulic dropping test
• UV test
• Road Test verification

Results Achieved: “LEAD TIME REDUCTION”

A great benefit of running a Lead time reduction program is the high transparency
created along the way. What is needed to reach the future state and how that translates
in terms of performance on lead-time, yield, product quality, and the right cost. Lead
time reduction as well delivers information that allows fact-based assessment of
risk/disruption scenarios. Thus, the time between tractors rolling out from the assembly
line to when it gets OK from the PDI department, the company aims it to be done in 0-
4hrs or the minimum time possible. This involves the methodology of zero- defect
tractors which further involves:

1. Optimized Operations
2. SOP/SOS Preparation Plan
3. ESOS training
4. Identification & Elimination of Defects modes
5. Layered Audit Observation and Closer
6. Countermeasure and monitoring
Zero loss Culture, Work on “less” concept, cost optimization all come under
manufacturing improvements. Here the goal is to enhance the production and
provide built in quality. This table shows the tractor clearance lead time of
month May, the average time was of 10 hours in weekly basis. And the target for
that was 5 hours but still close to acceptance level for the clearance of tractors.
This was the data of previous month and here you can see the percentage of 0 -4 is
41%. And this was not achieved in a single day. Lead time will not constant every day
but through proper analyses and defects reduction we can maintain it.
At every stage analysis of the tractors and noting down the time taken at every stage.
From this we can get the idea that at which stage we have to focus more.
 CONCLUSION

Training at Escorts Ltd has helped me to learn about "Lead Time Reduction" which is also
main objective of the organization to achieve. This internship served as an excellent the
medium to increase my knowledge.
This internship provides an excellent medium to increase the knowledge of solving real
world problems.
The internship was two-dimensional, Understanding the industry operations related to
the assembly line of tractors was also part of my internship.
This internship involved helping me identify problems and gain an understanding of
how to analyze that problem. It also included methodology, isolating possible causes,
reaching the root cause and proposing solutions to deal with it.
Going through the process of analysis and reporting, it helped me understand how
industries function.
This internship gave me an opportunity to learn the working model of the organization
and helped me bridge the gap between the student and the associates of the company. I
am grateful to everyone who helped me through this internship; My learning and
understanding has increased a lot
 REFERENCES

• https://www.escortsgroup.com
• Material Provided by company
• Daily basis Research on lead time
• Daily data provide by PDI department
• https://en.wikipedia.org/wiki/leadtime