SHANMUGANATHAN ENGINEERING

COLLEGE –ARASAMPATTI

INTERNSHIP REPORT

“QUALITY CONTROL AND INSPECTION”

Submitted in partial fulfillment of the requirements for the award of degree of
Bachelor of Engineering
In
MECHANICAL ENGINEERING
For the Academic Year 2022-2023

Submitted by

SURENDAR S – 912421114010

Under the guidance of

Chetan N
Assistant Manager - Quality,
Maini Precision Products Limited Jigani – Bengaluru

Department of Mechanical Engineering

SHANMUGANATHAN ENGINEERING COLLEGE – ARASAMPATTI

 SHANMUGANATHAN ENGINEERING
COLLEGE –ARASAMPATTI

INTERNSHIP REPORT

“QUALITY CONTROL AND INSPECTION”

Submitted in partial fulfillment of the requirements for the award of degree of
Bachelor of Engineering
In
MECHANICAL ENGINEERING
For the Academic Year 2022-2023

Submitted by

SURENDAR S – 912421114010

Under the guidance of

Chetan N
Assistant Manager - Quality,
Maini Precision Products Limited Jigani – Bengaluru

Department of Mechanical Engineering

SHANMUGANATHAN ENGINEERING COLLEGE – ARASAMPATTI

 ANNA UNIVERSITY, CHENNAI-600 025

BONAFIDE CERTIFICATE

Certified that this internship report is the bonafide workdone by“ S.SURENDAR
(912421114010)’’, in partical fulfillment of the requirement for the award of Bachelor of
engineering in Mechanical engineering under my guidance.

SIGNATURE SIGNATURE

Dr.E.MOHAN M.E, Ph.D., Mr.S.REGUPATHI M.E.,

HEAD OF THE DEPARTMENT CO-ORDINATOR

Dept. of Mechanical Engineering, Dept. of Mechanical Engineering,

9124, Shanmuganathan engineering college, 9124, Shanmuganathan engineering college,

Arasampatti-622 507. Arasampatti-622 507
 ACKNOWLEDGEMENT

At this pleasing moment having successfully completed our internship report, we

wish to convey our sincere thanks to our beloved chair person Mrs.
PICHAPPA VALLIAMMAL, correspondent Dr. P.MANIKANDAN B.E.,
and honorable secretary Mr. M.VISWANATHAN for their extensive support.

We are thankful to our principle Dr. KL.MUTHURAMU M.E(Stru).,

M.E(Ws)., Ph.D., FIE., Shanmuganathan engineering college, for providing the
opportunity to conduct our project.

We extend our gratitude to Dr.E.MOHAN M.E, Ph.D., the head of the

department of mechanical engineering for providing a valuable suggestion and
supports given through the study.

We express our graceful thanks to Mr.S.REGUPATHI M.E., for his valuable

technical guidance throughout the internship.

I also express my heartfelt thanks to all other staff members of Mechanical

Department for their support. Above all, we thank our parents, for affording us
the valuable education till now.

We thanks our internship co-ordinator Mr.S.REGUPATHI M.E., and faculty

members in Mechanical Engineering Department, Parents, who were helped us
for the successful completion of this project. Finally,We wish to thank our
classmates and all who have directly and indirectly contributed for the success of
this internship.
 ABSTRACT
This report describes the project work carried out during the one-month internship at MAINI
PRECISION PRODUCTS PRIVATE LIMITED (MPP), incorporated in 1973 it is the
flagship company of Maini Group. This internship is part of the B.E curriculum of Mechanical
Engineering degree. The internship work was carried out on Quality Control And Inspection.
Non- productivity as we know is a bane to any manufacturing company. The highest priority
of a profit motivated manufacturing firm is to eliminate such efficiency reducing elements in
its plant. The non-productive time is basically composed of several elements such as machine
setup time, machine loading time, material movement time, etc. Manufacturing is the essential
basic strength of an industrialized nation. The objective of this industrial training is to expose
students to the actual working environment. Besides, to cultivate teamwork, spirit and
familiarize with functions of industry. Objective of industrial training is to build selfconfidence
among us and let us to know the technical knowledge and professionalism. Joining to the
Quality department of Maini Precision Products. My Study focuses on rejections and how the
quality processes are carried out and their methods of functioning and studying the work flow
process. Fixtures maintenance and its service, problem identification during the breakdown of
fixture, inspection and replacing the wearable items, design, documentation and following the
standard work instruction, follow up, calibration and the other works which were assigned in
MPP. This training gives me good experience from the view of implementing my knowledge
practically.

While there are literally thousands of techniques to doing so, there are a few general principles
which apply to all manufacturing companies. The project work was carried out on Lean
Management by implementation of various Lean Manufacturing tools in Maini Production
System (MPS).

Page 3
 Table of Contents

Serial No Contents Page no

1. Introduction 1

2. About the Manufacturing Firm 2

3. Objectives 3

4. Lean Manufacturing 4

5. Manufacturing Process and Capabilities 9

6. Rejection Analysis 10

7. Quality and Inspection 24

Page 4
 CHAPTER 1

INTRODUCTION

Maini Group is one of India's premier design and manufacturing entities. At its domestic and global
dominance in high-precision engineering components, materials handling, warehousing and logistics
solutions, aerospace and electric vehicles are due to its creativity and initiative that, among other things, led
it to be the first in India to design and manufacture ecofriendly electric vehicles. While its manufacturing base
is in India, the warehousing and marketing networks extend across more than 25 countries with over 75% of
the turnover being exported to over 200 loyal international customers. Maini Group is characterized by its
commitment to complete customer care, sustained research design, development, and achieving global quality
benchmarks and certifications.

Established in the year 1973, Maini Precision Products is a professionally managed firm engaged in
manufacturing and supply of a high precision components and assemblies, catering to a global client in the
automotive & industrial and aerospace sectors. Maini Precision Products (MPP) key clients include major
Tier I Customers and OEMs such as Bosch, Eaton, Stanley Black & Decker and others.

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 Page 1

CHAPTER 2

ABOUT THE MANUFACTURING FIRM

Incorporated in 1973, Maini Precision Products Limited, part of the Maini Group, makes high precision
components and assemblies, catering to a global clientele in the automotive, industrial and aerospace sectors. Maini
Group was also behind the electric car firm Reva, which is now owned by Mahindra & Maruti.
The company’s main products are precision components, machined castings and forgings, fuel filters and sub-
assemblies used in engines, transmissions, fuel injection, turbo chargers, steering and chassis for passenger and
commercial vehicles. It makes precision components, machined castings and forgings for other industries. For the
aerospace sector, it makes precision components and subassemblies used in aero structures, aero engines and aircraft
systems. The Maini Group has always been recognized for its vision, Creativity, and initiative. Over the last three
decades, the Group has striven to build upon the commitment and foresight of its founder Dr.Sudarshan.K.Maini,
and by doing so, secure the benefits of our corporate mission for the next generation. It means making all we do-
designing, developing, manufacturing, marketing - contribute as optimally as possible to the legacy we leave for
those who will follow us and the world they will inherit.
It has a long-term relationship with several global tier 1 customers and OEMs. Some of its key clients include
Bosch, Eaton, and Stanley Black & Decker, apart from 23 customers in the aerospace sector.

During the financial year 2015, the company supplied components to 86 customers in automotive and industrial
sectors. This comprises 60 customers catering to passenger and commercial vehicles and 26 in other industries. It
has six manufacturing facilities and one storage facility in industrial zones in and around Bangalore, Karnataka,
with a total area of about 136,498 sq. ft. and built-up area of 5,300 sq. ft. respectively.

The Maini Group is driven by the guiding principle of the ‘ZERO’ philosophy, under which we aim to deliver
zero defect products with zero-time delays, zero complaints through zero wastage and zero inefficiency and strive
for zero pollution.

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 CHAPTER 3

OBJECTIVES

In Quality Control and inspection, the following are the objectives to be accomplished:

➢ Improvement of Quality
➢ Reduction of scrap and rework
➢ Efficient use of men and machines
➢ Economy in use of materials
➢ Decreased inspection costs
➢ Reduction in cost per unit
➢ Scientific evaluation of Quality and production
➢ Quality caution at all levels
➢ Reduction in customer complaints
➢ To check the variation during manufacturing
➢ To prevent the poor quality product reaching to customer
➢ Reduction of defects and wastage.
➢ Improve cycle time.
➢ Increase labour productivity.
➢ Improved output.
➢ Enhanced Customer Relationships.
➢ Safer Work Environment.
➢ Reduce the COPQ
➢ Problem Elimination

Page 7
 CHAPTER 4

LEAN MANUFACTURING

A Brief History of Lean manufacturing:

Lean manufacturing is not new concept–early versions of the method can be dated back to
the beginning of the 20th century, when large-scale assembly line manufacturing was beginning
to take root. As companies were beginning to think beyond local and regional distribution, as
they were competing with both domestic and foreign competitors for market share, the need for
efficiency, consistency, and speed gave birth to the scientific study of how things are produced.

Lean manufacturing addresses one of the worst things that can happen to any enterprise
waste. To not take full advantage of all of your resources is to lose efficiencies and, in so doing,
stunt production. These neglected resources include everything from manufacturing project
management tools, to the skills of the staff members.
Toyota Production System (TPS)

Page 8
 The most noteworthy method to come from this time is now known as the Toyota
Production System, or TPS. Taiichi Ohno and Eiji Toyoda, two Japanese industrial engineers
largely considered to be the founders of the Toyota system, summarized the system with these
three objectives:

• Design out muri (overburden)

• Design out mura (inconsistency)

• Eliminate muda (waste)

1. Identify value from the customer's perspective.

Value is created by the producer, but it is defined by the customer. In other words, companies
need to understand the value the customer places on their products and services, which, in turn,
can help them determine how much money the customer is willing to pay. The company must
strive to eliminate waste and cost from its business processes so that the customer's optimal
price can be achieved at the highest profit to the company.
2. Map the value stream.
This principle involves recording and analysing the flow of information or materials
required to produce a specific product or service with the intent of identifying waste and

Page 9
 methods of improvement. The value stream encompasses the product's entire lifecycle, from
raw materials through to disposal.
Companies must examine each stage of the cycle for waste or muda in Japanese. Anything
that does not add value must be eliminated. Lean thinking recommends supply chain alignment
as part of this effort.

3. Create flow.
Eliminate functional barriers and identify ways to improve lead time to ensure the
processes are smooth from the time an order is received through to delivery. Flow is critical to
the elimination of waste. Lean manufacturing relies on preventing interruptions in the
production process and enabling a harmonized and integrated set of processes in which
activities move in a constant stream.

4. Establish a pull system.

This means you only start new work when there is demand for it. Lean manufacturing uses
a pull system instead of a push system.
With a push system, used by manufacturing resource planning (MRP) systems, inventory
needs are determined in advance and the product is manufactured to meet that forecast.
However, forecasts are typically inaccurate, which can result in swings between too much
inventory and not enough, as well as subsequent disrupted schedules and poor customer service.
In contrast to MRP, lean manufacturing is based on a pull system in which nothing is bought
or made until there is demand. Pull relies on flexibility and communication.

5. Pursue perfection with continual process improvement, or kaizen.

Lean manufacturing rests on the concept of continually striving for perfection, which entails
targeting the root causes of quality issues and ferreting out and eliminating waste across the
value stream.

5S Principles:

Page 10
 5S is a system for organizing spaces so work can be performed efficiently, effectively, and
safely. This system focuses on putting everything where it belongs and keeping the workplace
clean, which makes it easier for people to do their jobs without wasting time or risking injury.
Japanese Translated English Definition
Seiri Organize Sort Eliminate whatever is not needed
by separating needed tools, parts,
and instructions from unneeded
materials.

Seiton Orderliness set in order Organize whatever remains by

neatly arranging and identifying
parts and tools for ease of use.

Seiso Cleanliness Shine Clean the work area by conducting

a clean-up campaign.

Seiketsu Standardize standardize Schedule regular cleaning and

maintenance by conducting Seiri,
Seiton, and Seiso daily.

Shitsuke Discipline Sustain Make 5S a way of life by forming

the habit of always following the
first four S’s.

Page 11
 Benefits to be derived from implementing a lean 5S program include:

➢ Improved safety
➢ Higher equipment availability
➢ Lower defect rates
➢ Reduced costs
➢ Increased production agility and flexibility
➢ Improved employee morale
➢ Better asset utilization
➢ Enhanced enterprise image to customers, suppliers, employees, and management

Page 12
 CHAPTER 5

MANUFACTURING PROCESS AND CAPABILITIES

Machines in MPP are equipped for both individual and diversified processes, and their
flexibility enables to employ them in the most optimum manner to suit the Customer's
preferences. Additionally, most of machinery with certain modification is capable of being used
interchangeably for either of MPP's sectors, depending on the demand for such products. MPP
have dedicated production lines based on the size and frequency of the orders of customers.

Set forth below is a flowchart of the typical manufacturing process employed by MPP for
high precision components at manufacturing facilities in industrial zones in and around
Bengaluru.

MPP's capabilities include various levels of process that allows producing the best possible
precision-machined components to customers. Besides machining their finishing processes
includes:

(a) Grinding - Grinding is an abrasive machining process that uses a grinding wheel as the
cutting tool to give effect to the process.

(b) Honing - Honing is an abrasive machining process that produces a particular precision
surface on a metal work piece, by scrubbing an abrasive stone against it along a controlled path.
Honing is primarily used to improve the geometric form of a surface, but may also improve the
surface texture.

(C) Lapping - Lapping is a finishing process, in which two surfaces are rubbed together with
an abrasive between them, by hand movement or by using a specific machine meant for
that purpose.

Page 13
 CHAPTER 6
REJECTION ANALYSIS

01F08110009
Part number

Part name /description GEARING SLEEVE

OP10

Part process Process Machine, Methods

number name device
/operation
Product Evaluation/ Sample
description
/Process Measurement Size Freq.
Specification/ Tech.

Tolerance
10
MILLING- VMC M/C Ø14.01/14.027 Air Plug 5 1hr
1 (VMC050) Gauge/Bore
(Face Mill, Gauge
Drill, Ream,
Chamfer)

Page 14
 Analysis:

Sl. No. First piece to last piece Visual Inspection

1 Ø14.016 Ok
2 Ø14.017 Ok
3 Ø14.014 Ok
4 Ø14.016 Ok
5 Ø14.015 Ok
6 Ø14.016 Ok
7 Ø14.017 Ok
8 Ø14.015 Ok
9 Ø14.014 Ok
10 Ø14.030 Rejected
11 Ø14.029 Rejected
12 Ø14.017 Ok
13 Ø14.018 Ok
14 Ø14.016 Ok
15 Ø14.015 Ok
16 Ø14.016 Ok
17 Ø14.017 Ok
18 Ø14.019 Ok
19 Ø14.017 Ok
20 Ø14.016 Ok
21 Ø14.018 Ok
22 Ø14.019 Ok
23 Ø14.015 Ok
24 Ø14.016 Ok
25 Ø14.031 Rejected
26 Ø14.020 Ok
27 Ø14.021 Ok
28 Ø14.019 Ok
29 Ø14.016 Ok

Page 15
 Sl. No. First piece to last piece Visual Inspection

30 Ø14.014 Ok
31 Ø14.015 Ok
32 Ø14.018 Ok
33 Ø14.015 Ok
34 Ø14.016 Ok
35 Ø14.029 Rejected
36 Ø14.013 Ok
37 Ø14.018 Ok
38 Ø14.016 Ok
39 Ø14.014 Ok
40 Ø14.015 Ok
41 Ø14.017 Ok
42 Ø14.016 Ok
43 Ø14.017 Ok
44 Ø14.018 Ok
45 Ø14.019 Ok
46 Ø14.014 Ok
47 Ø14.013 Ok
48 Ø14.030 Rejected
49 Ø14.016 Ok
50 Ø14.016 Ok
51 Ø14.015 Ok
52 Ø14.017 Ok
53 Ø14.018 Ok
54 Ø14.019 Ok
55 Ø14.018 Ok
56 Ø14.016 Ok
57 Ø14.018 Ok
58 Ø14.015 Ok
59 Ø14.016 Ok
Sl. No. First piece to last Visual Inspection
piece
60 Ø14.025 Ok

Page 16
 61 Ø14.030 Rejected
62 Ø14.029 Rejected
63 Ø14.017 Ok
64 Ø14.018 Ok
65 Ø14.016 Ok
66 Ø14.015 Ok
67 Ø14.016 Ok
68 Ø14.017 Ok
69 Ø14.019 Ok
70 Ø14.017 Ok
71 Ø14.016 Ok
72 Ø14.018 Ok
73 Ø14.015 Ok
74 Ø14.016 Ok
75 Ø14.031 Rejected
76 Ø14.020 Ok
77 Ø14.021 Ok
78 Ø14.019 Ok
79 Ø14.016 Ok
80 Ø14.014 Ok
81 Ø14.015 Ok
82 Ø14.018 Ok
83 Ø14.015 Ok
84 Ø14.016 Ok
85 Ø14.029 Rejected
86 Ø14.013 Ok
87 Ø14.018 Ok
88 Ø14.016 Ok
89 Ø14.014 Ok

Sl. No. First piece to last piece Visual Inspection

90 Ø14.015 Ok
91 Ø14.017 Ok
92 Ø14.016 Ok
93 Ø14.017 Ok

Page 17
 94 Ø14.018 Ok
95 Ø14.019 Ok
96 Ø14.014 Ok
97 Ø14.013 Ok
98 Ø14.033 Rejected
99 Ø14.016 Ok
100 Ø14.016 Ok
101 Ø14.015 Ok
102 Ø14.017 Ok
103 Ø14.018 Ok
104 Ø14.019 Ok
105 Ø14.018 Ok
106 Ø14.016 Ok
107 Ø14.018 Ok
108 Ø14.015 Ok
109 Ø14.016 Ok
110 Ø14.018 Ok

Page 18
 Rework part (under size)

Accepted part (ok)

Rejected part (over size)

Page 19
 PROBLEM: Over Size and Under Size in Internal diameter (ID) of gearing sleeve The
rejection are occurring in 2nd clamping Fixtures has loose connected clamping parts and tool
life is less compared to given life of tool problem in boring tool head scale has to set clockwise
or anticlockwise of 0.004 causing an oversize and under size problems

ACTION PLANS:
➢ Check if the hydraulic pump and the hydraulic pressure is adequately set-up.
➢ Check if the jaws used are correctly set and adequate for gripping the material. Ensure a
wider surface gripping instead of point gripping.
➢ If the chuck does not open / close, check to see if the foot switch is working – see if the
contacts are still working and that the wires are not broken.
➢ Check to see if the lubricant is adequate for the different parts of the chuck, and that there
isn’t dirt or debris affecting the movements.
➢ Check to see if the output of the solenoid is working. If it does, a broken wire at the connector
could be a problem.
➢ Check if the draw tube which connects the hydraulic cylinder and the chuck is working, and
if it is loose.
➢ Check if the part is correctly positioned to ensure secured clamping.
➢ Ensure that Fixtures bottom are perfectly tightened
➢ Maintain proper tool layout

Handling of gearing sleeve:

➢ Clean the gearing sleeve with oil dipped cotton waste to remove any foreign particle on the
part.
➢ Visually inspect any defects for any material defects for any material unclear, handling
damages.
➢ Remove ID burrs using deburring tool.
➢ On ensuring part free from defects and burr keep aside safely.

Page 20
 Part number 01F08110008
Part name /description SLEEVE CLUTCH SPEED

OP10

Methods

Part Process name Machine,

process /operation device
number description
Product Evaluation/ Sample
/Process Measurement
Tech. Size Freq.
Specification/
Tolerance
10
CNC CNC Turning Ø14.01/14.025 Air Plug 5 1/2hr
TURNING-1 CTC097 Gauge/Bore
(Facing, Gauge
Drilling,
Boring And
Chamfering)

Page 21
 First piece to last piece Visual Inspection Remarks

1 Ø14.016 Ok -
2 Ø14.017 Ok -
3 Ø14.014 Ok -
4 Ø14.016 Ok -
5 Ø14.015 Ok -
6 Ø14.016 Ok -
7 Ø14.017 Ok -
8 Ø14.015 Ok -
9 Ø14.014 Ok -
10 Ø14.024 Ok -

Rework part (under size

) Accepted Part Rejected Part (over Size)

Page 22
 Analysis:

Sl. No. First piece to last Visual Inspection Remarks

piece

11 Ø14.025 Ok -
12 Ø14.029 Rejected Offset of -0.004 μm
13 Ø14.018 Ok -
14 Ø14.016 Ok -
15 Ø14.015 Ok -
16 Ø14.016 Ok -
17 Ø14.017 Ok -
18 Ø14.019 Ok -
19 Ø14.021 Ok -
20 Ø14.024 Ok -
21 Ø14.030 Rejected Offset of -0.004 μm
22 Ø14.019 Ok -
23 Ø14.015 Ok -
24 Ø14.016 Ok -
25 Ø14.018 Ok -
26 Ø14.020 Ok -
27 Ø14.021 Ok -
28 Ø14.019 Ok -
29 Ø14.016 Ok -
30 Ø14.014 Ok -
31 Ø14.015 Ok -
32 Ø14.018 Ok -
33 Ø14.015 Ok -

Page 23
 34 Ø14.016 Ok -
35 Ø14.015 Ok -
36 Ø14.018 Ok -
37 Ø14.018 Ok -
38 Ø14.016 Ok -
39 Ø14.014 Ok -
40 Ø14.015 Ok -

Sl. No. First piece to last Visual Inspection Remarks

piece

41 Ø14.017 Ok -
42 Ø14.016 Ok -

43 Ø14.017 Ok -
44 Ø14.018 Ok -
45 Ø14.019 Ok -
46 Ø14.017 Ok -
47 Ø14.019 Ok -
48 Ø14.018 Ok -
49 Ø14.014 Ok -
50 Ø14.017 Ok -
51 Ø14.016 Ok -
52 Ø14.019 Ok -
53 Ø14.022 Ok -
54 Ø14.024 Ok -
55 Ø14.025 Ok -
56 Ø14.029 Rejected Offset of -0.004 μm
57 Ø14.018 Ok -
58 Ø14.015 Ok -
59 Ø14.016 Ok -
60 Ø14.018 Ok -

Page 24
 Sl. No. First piece to last Visual Inspection Remarks
piece

61 Ø14.016 Ok -
62 Ø14.017 Ok -
63 Ø14.014 Ok -
64 Ø14.016 Ok -
65 Ø14.015 Ok -
66 Ø14.016 Ok -
67 Ø14.017 Ok -
68 Ø14.015 Ok -
69 Ø14.014 Ok -
70 Ø14.024 Ok -
71 Ø14.025 Ok -
72 Ø14.025 Ok -
73 Ø14.030 Rejected Offset of -0.004 μm
74 Ø14.016 Ok -
75 Ø14.015 Ok -
76 Ø14.016 Ok -
77 Ø14.017 Ok -
78 Ø14.019 Ok -
79 Ø14.021 Ok -
80 Ø14.024 Ok -
81 Ø14.030 Rejected Offset of -0.004 μm
82 Ø14.019 Ok -
83 Ø14.015 Ok -
84 Ø14.016 Ok -
85 Ø14.018 Ok -
86 Ø14.020 Ok -
87 Ø14.021 Ok -
88 Ø14.019 Ok -
89 Ø14.016 Ok -

Page 25
 90 Ø14.014 Ok -
Sl. No. First piece to last Visual Inspection Remarks

piece
91 Ø14.015 Ok -
92 Ø14.018 Ok -
93 Ø14.015 Ok -
94 Ø14.016 Ok -
95 Ø14.015 Ok -
96 Ø14.018 Ok -
97 Ø14.018 Ok -
98 Ø14.016 Ok -
99 Ø14.014 Ok -
100 Ø14.015 Ok -
101 Ø14.017 Ok -
102 Ø14.016 Ok -
103 Ø14.017 Ok -
104 Ø14.018 Ok -
105 Ø14.019 Ok -
106 Ø14.017 Ok -
107 Ø14.019 Ok -
108 Ø14.018 Ok -
109 Ø14.014 Rejected Offset of -0.004 μm
200 Ø14.016 Ok -
201 Ø14.015 Ok -
202 Ø14.017 Ok -
203 Ø14.018 Ok -
204 Ø14.019 Ok -
205 Ø14.018 Ok -
206 Ø14.016 Ok -
207 Ø14.018 Ok -

Page 26
 208 Ø14.015 Ok -
209 Ø14.016 Ok -
210 Ø14.018 Ok -

PROBLEM: Over Size and Under Size of Id in sleeve clutch speed and boring finishing tool
problem

ACTION PLANS:
➢ Machine Vibration/ Chatter: When your CNC machine vibrates when it is doing its job, it
could significantly reduce the life of your tool, affect the durability of your CNC machine,
or undermine the quality of your machined part. You can detect this merely by listening to
the noise generated – this may sometimes be very loud!
➢ To resolve this, you need to diagnose if its work piece chatter or tool chatter. You can also
adjust the RPM of your machining process, so that the frequencies of the machining process
will not resonate with the material frequency.
Note: For machining centers it is essential to use balanced tool holders when using spindle
speeds above 8,000rpm. Otherwise, vibration marks are the first to be seen on your machined
part. This will be followed by a shortened tool life and lastly, failure of the bearings of your
spindle.
➢ Maintain proper tool layout
➢ Time to time proper machine maintenance as to be done

Page 27
 Chapter 7
Quality and Inspection

1. INSPECTION OF FITTING CONNECTOR (414,415)

1. Insert Component as shown in 1st picture use Spring Load to press fit component at
Locator.

Page 28
 2. Pull Hand held Lever in front as shown in picture.

3. Press Footswitch to freeze readings of component.

Page 29
 MASTERING PROCEDURE
1) Start Multi gauging fixture by power ON using main electrical supply, switch ON computer
and after that Start xyllen Software, Also Start Air supply to Fixture (Air pressure should be
4 BAR).
2) Select Model in software first (please refer Change over Process).

3) Click on “Mastering" TAB on Main Screen of software, Take Lower Master from BOX &
Insert at Locator as shown in picture. (Next page) Take Lower Master & Insert at Station 1
with the help of Spring Load & also pull Lever to front.
4) Click on "NEXT", now Insert Higher Master then Click on Calculate.
5) Now click on “Mastering Groove /Dia" do the same procedure as above mentioned.

ACCEPTED PARTS

When the parts are matching as per the given dimensions (master) to the system, then sytem
displays all green colour. Hence part is accepted.

Page 30
REJECTED PARTS

The above image shows red colour due to undersize in the part (outer dia).

The above image shows yellow colour which can be reworked.

 Page 27

THANK YOU…

Page 28