Defects and Rejection Analysis

A study on
“DEFECTS AND REJECTION ANALYSIS AT

FLOWSERVE MICROFINISH VALVES PVT, LTD,
HUBBALLI”
Report Submitted to
School of Management Studies and Research

KLE Technological University
Hubballi-580031
By
Swathi Maharajanavar USN No. : 01FM15MBA048
Under the guidance of:
Mr. Sagar Patil
Assistant Professor
Table of Contents
SL.NO TOPIC PAGE NO
1.0 CHAPTER 1:INTRODUCTION 3
1.1 Background of the subject 4
1.2 Problem Statement 4
1.3 Objectives of the report 5
1.4 Scope of the study 5
1.5 Limitation 5
1.6 Research Methodology 6

2.0 CHAPTER 2:ORGANIZATION STUDY 7
2.1 Introduction 8
2.2 Organization profile 8
2.3 Product profile 9
2.4 Code of conduct, ethical practices and corporate social responsibility 10
2.5 Research Methodology 11
2.6 Interdependency between departments 12

3.0 CHAPTER 3:LITERATURE REVIEW 13
4.0 CHAPTER 4:PROJECT TASK 19
4.1 Introduction 20
5.0 CHAPTER 5:DATA ANALYSIS AND INTERPRETATION 24
School of Management Studies and Research, KLETU, Hubballi Page 2

5.1 Introduction 24
5.2 Cost analysis 32
5.3 HR time analysis 40

46
6.0 CHAPTER 6:FINDINGS AND CONCLUSION
46
6.1 Findings
47
6.2 Conclusion
48
6.3 References
CHAPTER 1: INTRODUCTION
Manufacturing has emerged as one of the high growth sectors in India.

India has set an ambitious target of increasing the contribution of manufacturing output to 25 per
cent of Gross Domestic Product (GDP) by 2025, from 16 per cent currently. India’s
manufacturing sector has the potential to touch US$ 1 trillion by 2025. There is potential for the
sector to account for 25-30 per cent of the country’s GDP and create up to 90 million domestic
jobs by 2025. Business conditions in the Indian manufacturing sector continue to remain
positive.
Machining time, cost of the tool, number of defects minimization plays
very important role in manufacturing industry. In today’s competitive scenario price, services,
promptness, performance of the product are major factors. Wastage of time and capital affects
price of the product and decreases the profit level of the company or industry. In this era of
globalization there are several challenges facing the manufacturing sector. Complexity in taking
decisions due to the immense availability of information, randomness in the system which affects
performance, heterogeneity in events occurring all make modeling for performance prediction

difficult. Efforts to improve manufacturing productivity have been on since the start of industrial
era and competition between companies has increased as markets have become increasingly
global and there are no signs that this competition will ease. This increased competition creates
an even greater need for first-rate improvement methods that can sustain competitiveness.
Rejection of valves can be caused due to:

 Supplier problem
 Machinery problem
 Man made problem
 Changing of shifts
 Workers negligence
 Customer rejections
 Improper Transportation
Valves are rejected in the following cases:

 Required standards are not met
 Inefficiencies
Background of the project
Manufacturing processes tend to produce operational wastages due to

various reasons, which can be reduced by identifying and eliminating those wastages. Any
process does not produce pure final product, there are always some wastages which add cost to
the final production and do not add value to the final production, these can be considered as
operational wastages. In today’s competitive scenario price, services, promptness, performance
of the product are major factors. Operational wastages affects price of the product and decreases
the profit level of the company or industry. Therefore process industries always try to reduce
operational wastages.

Problem Statement
In today’s competitive scenario price, services, promptness, performance

of the product are major factors. Operational wastages affects price of the product and decreases
the profit level of the company or industry. Therefore process industries always try to reduce
operational wastages. To tackle this problem a study entitled “Defect and Rejection analysis at
Flowserve Microfinish Valves Pvt. Ltd, Hubballi” has been undertaken which deals with
finding and eliminating defects and their causes.
Objectives of project
 To understand the production process of plug valve

 To list plug valve rejection factors and suggest ways to reduce plug valve rejections
 To ascertain the Internal failure cost
Scope of the study
 This study will not only benefit individuals but it will also be crucial in assisting the
company about the losses occurring due to rejections
 Furthermore, the rejection issues may not be specific to the company alone, as results
obtained from the study will assist other SMEs in improving their production process.
Research methodology
 Research Problem: Defects and Rejection analysis
 Literature Review:
o Literature papers
o Journals

o Articles
 Data Collection:
The data for the study is collected using both primary as well as secondary sources
o Primary Data
The primary data collection is done by interview and observation and judgemental
sampling conversation sampling method.
o Secondary Data
The secondary data collection is done by referring literature papers, company
website, various records of company and E-data
 Sampling method:
o Non-probability sampling
 Convenience sampling
 Research Design:
o Population: 227319 valve parts
(Manufactured from 01-01-2015 to 31-12-2015)
 Sample size: 5050
 Sampling Frame: Production department and Quality assurance department
 Analysis & interpretation
CHAPTER 2: ORGANIZATION STUDY
Flowserve Microfinish Valves Pvt. Ltd. was established in 1997 to manufacture industrial
valves and valve components. The company is located in the industrial area, Hubballi which is
one of the biggest industrial centers in the state of Karnataka, India. Hubballi is situated midway
between Poona and Bangalore on the NH-4 Highway and is connected by road, rail, and air. The
company’s manufacturing unit has a 15,000 sq.ft of built up area to house the facility. The
company is catering the major needs of industries in the field of petrochemicals, refineries,

fertilizers, fine-chemicals, pharmaceuticals, food & beverages and other general chemical
industries.
As mentioned earlier, Flowserve Microfinish Valves Pvt. Ltd. was established in the year
1997 to manufacture industrial valves viz ISO valves and ANSI valves and components of
valves. The company is formed as a result of joint venture between Microfinish and Flowserve
Corporation USA, with Flowserve as a major shareholder. The design comes from Flowserve
USA. Flowserve Corporation has 155 branches throughout the world.
Valves and pumps manufacturing units have 15,000 Sq. feet and 10,000 of built up area to
house the facilities respectively. Both the divisions have a open space of 10,000 and 13,000 Sq.
feet respectively for further expansion, in addition to the two units have excellent machining
testing facilities consisting CNC’s Centre Lathe, Milling, Drilling, Grinding machines SPM’s
etc. supported by adequate gauging measuring instruments. Dedicated staff and workers strive to
ensure that the company’s quality objectives are achieved.
The company is having a documented Quality system to meet the requirements of ISO
9001-2001 to ensure that its orders processed, products manufactured meet the requirements of
the customer. Further the company is also certified for CE-marking. Recently Flowserve
Microfinish Pumps has implicated Lean manufacturing technique.
Organization Profile
Name Flowserve Microfinish Valves Pvt.Ltd
Year 1997

List Of Directors Mr. Tilak Vikamshi[Managing Director]
Mr. Deepak Vikamshi[Director]
Mr. William D.Brown[Director]
Mr.S.Gopinath[Director]
Mr.Mc.Geehinthomas[Director]
Address And Website Cts 568/1, Industrial Area,
Gokul Road,Hubli-580030
Phone:0836-2332301
Fax:0836-2333205
Website:Admin@Flowservemicrofinish.Com
Quality Certification Iso 9001:2008( Ce Marking Certification)

No. Of Employees(Valves) 71
Factory Area 3.5 Acres Built Up Area 15000sq.Ft.
Table No 2.1-Organization Profile

Quality policy
Our mission is to manufacture quality valve products for the process industry worldwide.
We embrace the concept by total quality and people involvement to enhance Total customer
Satisfaction and commit to maintain this standard of excellence through continual improvements
and use of Quality management system.
Product profile
Valve
A valve is a device that regulates, directs or controls the flow of a fluid (gases, liquids,
fluidized solids, or slurries) by opening, closing, or partially obstructing various
passageways. Valves are technically valves fittings, but are usually discussed as a separate
category.
Plug Valve
Plug valves are valves with cylindrical or conically tapered "plugs" which can be rotated inside
the valve body to control flow through the valve. The plugs in plug valves have one or more
hollow passageways going sideways through the plug, so that fluid can flow through the plug
when the valve is open. Plug valves are simple and often economical.
Application:
 Used mostly in industrial gas and oil machines, particularly those used in heating and
treating raw materials.
 Used in oil field service applications like cementing, acidizing, and fracturing.
Code of Conduct

A Code of Conduct is a set of rules outlining the responsibilities of, or proper practices for an
individual or organization. This includes ethical, honor & moral codes.
The organization has set up some code of conduct for the employees; They are,
 Wearing uniform (i.e. for workers it is blue collar & for employees it is white collar)
is compulsory for each & every employee of the organization.
 Every employee must wear the ID card, when they are inside the premises of the
organization.
 The employees are expected to be punctual & disciplined.
 Chewing of pan, tobacco & smoking within the premises is strictly prohibited.
 Maintaining confidentiality of the organization.
Ethical Practices
 Act in good faith, responsibility with due care, competence & diligence without
misrepresenting material facts.
 Share knowledge & maintain skills important & relevant to our constituent needs.
 Act with honesty & integrity, avoiding actual conflict of interest in personal &
professional relationship.
 Proactively promote ethical behavior as a responsible partner among peer in our work
environment.
 Achieve responsible use & control of overall assets & resources employed.
 Respect the confidentiality of information acquired in the course of work.

If any employee of the organization is involved in unethical practices then he will be given
warning & if it is continues then employee is straightly terminated.
Corporate Social Responsibilities
 Donation to the temples.

 Encouraging to students by giving scholar ship.
 At the time of earthquake (26th Jan 2001) in Gujarat all the employees of the
organization have contributed their one day salary.
Business Model:
Distribution Business Model
The Flowserve Microfinish has adopted Distribution Business Model. Distribution of

products takes place by means of channels. Channels are set of interdependent organization
involved in making the product available for consumption to end-user.
Flow Chart No 2.1: Distribution business model
Manufacturing
Supplier Physical product Channel End user
Business Model Process
The Flowserve Microfinish has adopted Distribution Business Model. Distribution of products
takes place by means of channels. Channels are set of interdependent organization involved in
making the product available for consumption to end-user. Flowserve Microfinish has a zero
channel since, it doesn’t have any intermediaries.

Interdependency between different processes
Human
Resource
Department
Finance Operational
Department
Department
Flow Chart No 2.2: Interdependency between different departments
Interdependency between finance and human resource department:
In the company both the finance and HR departments are combined and called as accounts and
administration department. Finance department is playing an important role by providing and
maintaining the entire details of financial activities of the company.

CHAPTER 3: LITERATURE REVIEW
Abhijit S. Adadande etal(1) to manufacture reliable products, system reliability should be

maintained over the time. Hence it is required to design reliable manufacturing system.
Reliability analysis along with statistical quality control provides valuable solution. Reliability
and quality are two inherent properties of any product. Reliability can also be defined as the
quality over time. It helps researcher to know the difference between quality and reliability and
its concern with time and more specifically product life time.
Aju Pius Thottungal etal(2) investigates various forging defects that occur in a forging industry
that causes high rejection rates in the components and describes the remedial measures that can
reduce these defects in the hot forging. It helps researcher to know usage of simulation software
and simulation programs that aid the forger in understanding actual material flow.
Avinash Juriani etal(3) states that defects formation in castings is one of the most vexed topics
of foundry industries. It is necessary to control process parameters for optimum yield. In this
paper author has analyzed the critical defects and has suggested possible remedial measures to
prevent defects in castings which helps researcher to know causes for defects in castings will be

highly useful in reducing casting defects in industries and improving the quality of casting with
minimized rejection.
Beeresh chatrad etal (4)

according to the author the defects need to be diagnosed correctly for
appropriate remedial measures; otherwise new defects may be introduced. The author uses cause
and effect diagram for different types of defects like blowholes, porosity, misrun, and rib cut etc.
According to him industry based problems are tackled by management and approach to study in
detail about providing technical solution for minimizing various casting defects to improve the
entire process of critical component manufacturing, is taken care. This will be beneficial in
enhancing the yield of casting.
Carlos F. Gomes etal(5) stated that a system is needed to track efficiency indicators
(management by variance) in order to uncover possible problems related to inefficient use of the
resources, and/or alert management to potential problems associated with sub-optimization. Due
to the increasing competitive pressure, resulting from the globalization of manufacturing
activities and markets, manufacturing organizations have to reorient their strategies, operations,
processes and procedures to remain competitive. However, to achieve such competitive standing,
these organizations must be able to measure the different facets of their performance. Without
the ability to understand and measure performance, benchmarking efforts aimed at deploying the
best manufacturing practices will not bear fruits.
Dr. Dulange S.R. etal(6) in their paper entitled “Advanced Techniques In Casting Defects and
Rejection Analysis: A study in an Industry” explained that production of casting involves
various processes like pattern making, molding, and core making and melting. It is very difficult
to produce defect free castings. A defect may be the result of a single cause or a combination of
causes. The castings may have one or more defects. Foundries are still using trial and error
methods to solve quality problems. There are benefits of using a more disciplined approach to
define, identify and determine the root cause of the defect which is an expensive and error-prone
process and also presents a methodology in rejection level percent by using scientific study on
casting defects.

Ganesh G. Patil etal(7) states that casting process is the most widely used process in
manufacturing industries especially in automobile products. Systematic analysis and
identification of sources of product defects are essential for successful manufacturing. Since the
quality of casting parts are mostly influenced by process conditions, how to determine the
optimum process condition becomes the key to improving part quality.
H Ku etal(8) has examined the past and present performance of the Nigerian manufacturing
sector. The major problems and limitations that impede the growth of the sector are analyzed. An
important point identified in the research was that the manufacturing sector is too wedded to
using old technology and as such, there is a great need for the adoption of more advanced
technological devices and techniques. Hence researcher can analyze whether the researching
company is using old techniques or shifted to advanced methods in manufacturing process.
Jamkar S.S. etal(9) author focuses on Green sand casting process that involve many process
parameters which affect the quality of the casting produced. Green Sand casting is used to
manufacture complex shapes of various sizes depending upon the customer requirements . The
main causes of rejection in castings are due to improper pattern, improper gating system,
improper control of sand parameters, improper molten metal composition Author proposes usage
of Taguchi approach provides systematic, simple an efficient methodology for the optimization
of near optimum design parameters with only a few well-defined experimental sets and
determines the main factors affecting the process.
Kambayashi. H etal(10) suggests usage of surface analyzing equipment, which can analyze a fine
area of pinhole defect, penetration defect, and inclusion defect, whose production mechanisms
can be estimated through observation of a fine area. Methods of surface analysis such as
blowhole defect, shrinkage defect, orange peel defect, cold shut & surface fold defect, crack
defect and veining defect, which are comparatively macro graphic defects can be clarified by
surface analyzing equipment which is helpful in implementation of preventive measures against
casting defects.

Kanthi M.N. Muthiah etal(11) proposes that productivity measurement and improvement goes
hand in hand, because one cannot improve what one cannot measure. The review of literature on
manufacturing system productivity measurement and improvement has been summarized under
four categories; they are Operations Research- (OR-) based methods, system analysis-based
methods, continuous improvement methods and performance metrics-based methods. These
tools can be a reference for the researcher to conduct their study.
Kiran M etal(12) proposes Total Productive Maintenance (TPM) methodology that aims to
increase the availability of existing equipment hence reducing the need for further capital
investment .The author uses Root cause analysis to know major breakdowns causing production
loss to the company. Counter measures and parallel improvement opportunities for major
breakdowns causing production stoppage is also suggested in this paper.
Lawrence Imeokparia(13) explained that inventory management is a vital function to help ensure
the success of manufacturing and distribution companies. Hence researcher can study whether
unsuccessful inventory management or distribution (shipping) of finished goods has led to
destruction of the valves.
Malcolm Blair etal(14) states that casting designs are generally based on strength of materials
calculations and the experience of the designer. This process leads to incremental development
of designs utilizing factors of safety, which lead to increased component weights and inefficient
use of materials. In castings, unquantifiable factors (such as shrinkage, porosity, hot tears and
inclusions) lead to conservative design rules.
Mane V.V. etal(15) states that casting defects result in increased unit cost and lower morale of
shop floor personnel. The defects need to be diagnosed correctly for appropriate remedial
measures; otherwise new defects may be introduced. For analyzing casting defects, two
approaches are used, one is knowledge based and other is simulation based. Being rich in
experience and expertise, casting process is suitable for knowledge based analysis as casting
conditions mainly relies on the experience and expertise of individuals working in production

industries. Simulation based defect analysis also feasible but they may be limited to predict few
filling related defects (blow holes) and solidification related defects (shrinkage porosity, gas
porosity and hot tear). Also, simulation software is often inefficient, especially in cases where a
large number of parameters are to be examined.
Parvesh Kumar Rajvanshi etal(16) has explained the steps involved in general process
capability study along with graphical details which contains Upper Specification Limit (USL)
and Lower Specification Limit (LSL) and equations quantifying process capability. Hence
researcher can apply these techniques and also follow the steps undertaken in this study.
Prachi K. Tawele etal (17)

explained that defect of casting i.e. warpage can be reduced. These
will be helpful for quality control department of casting industries for analysis of casting defects.
Also the casting simulation technology has now days become a beneficial powerful tool for
casting defect troubleshot. This will reduce the lead time for the sample casting; improved
productivity. In general, warpage can be eliminated by iteratively designing (gating) system and
by referring methods which helps in analysis of casting defects may minimizes the rejection of
casting
Pribulova Alena etal(18) according to the author casting defects can negatively impact the bottom
line of a foundry. At the simple’s level, they manifest as rework costs or casting scrap costs.
Defects in castings may be of three basic types ;major defects, which cannot be rectified,
resulting in rejection of the casting and total loss; defects that can be remedied but whose cost of
repair may not justify the salvage attempt and minor defects, which clearly allow the castings to
be economically salvaged and thereby leave a reasonable margin for profit.
Rajesh Rajkolhe etal(19) stated that casting is a process which carries risk of failure occurrence
during all the process of accomplishment of the finished product. Hence necessary action should
be taken while manufacturing of cast product so that defect free parts are obtained. This paper
helps researcher to know various casting defects and knowledge about effect of process
parameter on casting and their influence on defect.

Rasleen Aggarwal(20) reveals that a system is needed to track efficiency indicators (management
by variance) in order to uncover possible problems related to inefficient use of the resources,
and/or alert management the potential problems associated with sub-optimization. It mainly deals
with the study of growth and performance growth and labor productivity and analysis has been
done on value added, labour and capital of Punjab manufacturing industries. Hence researcher
can also track efficiency indicators efficiency as in this paper for efficient uses of resources in
their company.
Saravanamuthu M etal(21) according to the author Six Sigma is a disciplined, data driven
approach and methodology for eliminating defects. Six Sigma means a measure of quality that
strives for near perfection. The project is selected based on the need to reduce the rejection in
Valve assembly process. The product is selected based on Pareto Analysis. The fundamental
objective of six sigma methodology is the implementation of measurement based strategy that
focuses on process improvement and variation reduction.
Dr. Shivappa D.N. (22)
author presents analysis of casting defects and identification of remedial
measures carried out at Dakshin Foundry Ltd, Bangalore, India. Diagnostic study carried out on
Trunion Support Bracket (TSB) castings revealed that the contribution of the four prominent
defects in casting rejections are sand drop, blow hole, mismatch, and oversize. The causes of
sand drop were found due to improper cleaning of mould in the areas around chills and mould
interface, sleeve, and breaker core. Blow holes occurrence around long member is due to failure
to connect flow off in the gating design. The mismatch of castings is due to lack of locators and
improper setting of cores. Casting oversize is due to mould lift and mould bulging.
Siddalingswami Hiremath etal(23) reveals that during the process of casting, there is always a
chance where defect will occur. Minor defect can be adjusted easily but high rejected rates could
lead to significant change at high cost. Therefore it is essential for die caster to have knowledge
on the type of defect and be able to identify the exact root cause, and their remedies. This helps
researcher to know minor and major causes of defects and importance of quality aspects.
Vijayaram T.R. etal(24) Metal casting industries are actively involved in reducing scrap rejection
and rework during manufacturing process of the components, to achieve this, the production

concerns must follow the quality control procedures correctly and perfectly without any
negligence. Timely implementation of the modified techniques based on the quality control
research is a must to avoid defects in the products.
Xiaoyun Li etal(25) author focuses on common problems faced by valve manufacturing industries
and rejection of valves .The rejection of valve may be due to the valve gate stuck in its track in
the cavity of the valve, and this problem is caused by the defects in designing and manufacturing
process. Man-made damages are caused by poor design, unqualified manufacturing, wrong
material choice and some other reasons. Natural damage is the damage caused by the normal
work of valves, such as inevitable corrosion and erosion of the medium. These damages result in
rejection of finished product valves and affects productivity. This paper helps the researcher to
understand causes of rejection of valves i.e., man-made, natural and technical errors.
Zubin jani etal(26) the author focuses on casting defects occurred in valves. A casting defect is an
irregularity in the metal casting process that is undesired. Some defects can be tolerated while
others can be repaired otherwise they must be eliminated. According to this paper when a fully
assembled valve undergoes testing, it is prone to high pressure which results in major structural
defects that will lead to rejections of finished valves by customers.
Fig 2.1: Defects of castings
These are the images of defects in castings which gives researcher information about defects in
casts which lead to rejections.

CHAPTER 4: PROJECT TASK
Introduction
Manufacturing processes tend to produce operational rejections of products due to

various reasons, which can be reduced by identifying and eliminating those operational
rejections of products, these add cost and do not add value to the final production.
Stages of valve rejections are as follows:
Foundry Rejections In process Rejections

Valve Rejections
4.1 Cause and effect diagram for valve rejection
Foundry rejections are caused due to following defects:
Blow Less Cold Pin Excess

Hole Inclusion Crack casting shunt hole Shrinkage Material
Foundry
Rejections
Wrong Negative Box Flange Uneven Veining Damage Variation

Heat Depression Id Bend grinding in height
Number
4.2 Cause and effect diagram for foundry rejection
Machine rejections are caused due to following defects:

Dent Dimension Uneven Milling
Machine
Rejections
Total length Adjustor hole Stuffing

thread damage Box Id
4.3 Cause and effect diagram for machine rejections
Rework rejections are caused due to following defects:
Dent Scratches Blow Damage Flange Pin

Hole Bend Hole
Rework
Less Inclusion Excess Crack Cold Dimension

Casting Material Shunt
4.4 Cause and effect diagram for rework rejection

CHAPTER 5: DATA COLLECTION, ANALYSIS AND INTERPRETATION
Data collection is the process of gathering and measuring information on targeted

variables in an established systematic fashion, which then enables one to answer relevant
questions and evaluate outcomes. A formal data collection process is necessary as it ensures that
data gathered are both defined and accurate and that subsequent decisions based on arguments
embodied in the findings are valid. The process provides both a baseline from which to measure
and in certain cases a target on what to improve.
The Quantitative data collection methods rely on random sampling and structured data
collection instruments that fit diverse experiences into predetermined response categories. They
produce results that are easy to summarize, compare, and generalize
Qualitative data collection methods play an important role in impact evaluation by

providing information useful to understand the processes behind observed results and assess
changes in people’s perceptions of their well-being. Furthermore qualitative methods can be used
to improve the quality of survey-based quantitative evaluations by helping generate evaluation
hypothesis; strengthening the design of survey questionnaires and expanding or clarifying
quantitative evaluation findings.
Data analysis is the process of bringing order, structure and meaning to the mass of
collected data.
Interpretation is the process of organizing data into logical, sequential and meaningful
categories and classifications to make them amenable to study and interpretation
1. Foundry Rejections
Parts of Valve PLUG (In Units)

Year Cold
Factors Blow hole Inclusion Less Casting Crack Wrong Heat Number Pin hole Dimension
2015 Shunt
January 40 19 4
February 10 6
March 25 13 2 10
April 25 13 1 1 6
May 16 12 4 1 1
June 9 2 6
July 12 10 1 3 1
August 4 3 2
September 9 7 1
October 11 2 3 8
November 14 12 3
December 9 10 3 1 3
TOTAL
FOUNDRY 184 109 8 21 1 31 1 3
REJECTIONS
5.1 Foundry rejections in Plug

Interpretation:
From the above table it can be interpreted that, the plug components are rejected due to major 184 blow hole defects followed by 109
inclusion,31 pin hole,21 crack ,8 less casting,3 cold shunt and single wrong heat number and dimension defects.
Parts of Valve BODY (In Units)

Negative
Year Blow Less Excess depression Thickness Variation Flange
Factors Inclusion Crack Damage Veining
2015 hole casting material and shrinkage variation in height Bend
January 1 3 11 1
February 1 13
March 7 1 1 1
April 2 1
May 1 5 1 1
June 1 1 1
July
August 7 2
September 5 5 4 1 1
October 12 5 2 1 1 4 1
November 3 1 1 1
December 6 1 2
TOTAL
FOUNDRY 35 14 12 6 13 30 1 1 1 1 6
REJECTIONS
5.2 Foundry rejections in Body
Interpretation:
From the above table it can be interpreted that, the body components are rejected due to major 35 blow hole defects followed by 30
damage,14 inclusion,13 excess material,12 less casting ,6 each crack and flange bend, single negative depression and shrinkage,
veining, thickness variation and variation in height defects.
Parts of Valve TOPCAP (In Units)

Year Less Uneven
Factors Blow hole Inclusion Crack Pin hole Cold Shunt
2015 Casting Grinding
January 3 3
February 30 28
March 9 7
April 104 30 15 21
May 11 7 1 1 1 18
June 24 23
July 9 8
August 10 5 2 4
September 26 21 4 4 4
October 55 29 24 21 36
November 10 9 6 5
December 15 13 1 1 1
TOTAL FOUNDRY
306 183 37 1 1 46 85
REJECTIONS
5.3 Foundry rejections in Topcap

Interpretation:
From the above table it can be interpreted that, the topcap components are rejected due to major 306 blow hole defects followed by
184 inclusion, 85 cold shunt, 46 pin hole, 37 cracks, single uneven grinding and less casting defects.
Parts of Valve THRUSTCOLLAR (In Units)

Year 2015 Factors Blow hole Inclusion Less casting Crack Pin hole
January 38 29 6
February 59 32 24
March 27 26
April 148 97 49
May 97 58 40
June 50 48 4 2
July 8 6
August 25 12 13
September 110 97 12
October
November 26 12 1 2 15
December 113 63 57
TOTAL FOUNDRY
701 480 5 5 218
REJECTIONS
5.4 Foundry rejections in Thrustcollar

Interpretation:
From the above table it can be interpreted that, the thrustcollar components are rejected due to major 701 blow hole defects followed
by 480 inclusion, 218 pin hole, 5 each less casting and crack defects.
2. Machine rejections

MACHINE REJECTIONS
Parts of Valve PLUG BODY TOPCAP
Year 2015 Factors Dimension Deep Dent Uneven Milling Stuffing Box ID Dimension
January 1 1 5
February
March
April
May 1
June 2
July 1 1
August 1
September
October 1
November 1 1
December 1 1
TOTAL MACHINE
7 2 7 1 1
REJECTIONS
5.5 Machine rejections

Interpretation:
From the above table it can be interpreted that,
 The plug components are rejected due to major 7 each dimension and uneven milling defects followed by 2 deep dent defects.
 The body components are rejected due to single stuffing box Id defect.
 The topcap components are rejected due to single dimension defect.

3. Rework rejections
REWORK
Parts of Valve PLUG BODY TOPCAP
Year 2015 Factors Dent Dent Scratches Dent Scratches
January 143 81
February 183 61
March 161 38 8 9 4
April 18 6
May 278 100 12
June 123 82 26
July 196 35
August 130 57 6
September 87 58 5 5
October 82 81 20 13
November 204 66 2 1
December 97 3 3 2
TOTAL REWORK 1702 668 8 83 25
5.6 Rework rejections

Interpretation:
From the above table it can be interpreted that,
 Amongst the plug components, majorly 1702 dent defects are found.
 Amongst the body components majorly 668 dent defects are found followed by 8 scratches defects.

 Amongst the topcap components majorly 83 dent defects are found followed by 25 scratches defects.
TOTAL REJECTIONS AND REWORK (in units)

PROCESS
5.7 Total rejections and rework
Parts of Valve
From FOUNDRY MACHINE TOTAL REWORK this table we can infer that
PLUG 358 16 374 1702

 BODY 120 1 121 676 Amongst 2546 foundry rejections, majorly
TOPCAP 659 1 660 108 1409 thrustcollar components are rejected
THRUSTCOLLAR 1409 0 1409 0 followed by 659 topcap components, 358 plug
TOTAL 2546 18 2564 2486 components and 120 body components
rejections.
 Amongst 18 machine rejections, majorly 16 Plug components are rejected , single body and topcap component is rejected and
zero thrustcollar component is rejected .
 Amongst 2486 rework rejections, majorly 1702 Plug components are rejected followed by 1409 thrustcollar components and
676 body components rejections.

DATA ANALYSIS
1. COST ANALYSIS
Standards of weights of components (assumed values)
STANDARDS OF WEIGHT (approximate)
Size Parts of Valve

(inches) Plug Body Topcap
Thrustcollar
(Kg) (Kg) (Kg)
(Kg)
0.5 0.5 2.5 0.4 0.05
0.75 0.85 3 0.7 0.07
1 0.95 3.5 0.9 0.09
1.5 1.8 5.5 1 0.15
2 2 7.8 1.2 0.5
3 3.5 14 1.8 0.75
4 7 22 3 1
6 15 42 5.8 2.2

8 18 67 15 3.5
5.8 Standards of Weights
The above table shows standards of weights for valve components i.e. plug, body, topcap and thrustcollar according to their sizes. The
cost of single component is calculated as follows
Weight of component
Cost of single component = Weight of component X Cost per Kilogram
Cost = Weight X Rs. 600 (assumed)
COST TABLE (INR)

Parts of Valve
Size
(inches) Plug Body Topcap Thrust collar
(Rs.) (Rs.) (Rs.) (Rs.)
0.5 300/- 1,500/- 240/- 30/-
0.75 510/- 1,800/- 420/- 42/-
1 570/- 2,100/- 540/- 54/-
1.5 1,080/- 3,300/- 600/- 90/-
2 1,200/- 4,680/- 720/- 300/-
School of Management Studies
3 and Research,
2,100/- KLETU, Hubballi
8,400/- 1,080/- 450/- Page 33
4 4,200/- 13,320/- 1,800/- 600/-

6 9,000/- 25,200/- 3,480/- 1,320/-
8 10,800/- 40,200/- 9,000/- 2,100/-
5.9 Standards of cost
The above table shows cost of each component of valve i.e. plug, body, topcap and thrustcollar.
Internal failure costs result from identification of defects before they are shipped to customers. These costs include scrap, rejected
products, reworking of defective units, and downtime caused by quality problem.
Internal failure cost of No. of components Cost associated

a component = rejected * with component

FOUNDRY Internal
Parts of Valve failure cost
Year 2015 Plug Body Topcap Thrust collar (Rs.)
(Rs.) (Rs.) (Rs.) (Rs.)
1,77,880/
January 57,570/- 9,360/- 26,078/- 2,70,888/-
-
February 26,550/- 31,980/- 40,740/- 39,912/- 1,39,182/-
March 64,980/- 27,240/- 13,200/- 8,760/- 1,14,180/-
5.10 Internal failure cost 3,05,920/ due to foundry
April 39,960/- 6,000/- 91,062/- 4,42,942/-
-
rejections
May 31,410/- 5,010/- 25,374/- 33,246/- 95,040/-
From above table it can June 9,150/- 12,600/- 33,120/- 16,172/- 71,042/- be interpreted that the
total internal failure cost July 27,900/- 0 12,420/- 7,050/- 47,370/- of components for the
year 2015: August 10,470/- 14,400/- 8,520/- 2,700/- 36,090/-
September 15,750/- 26,700/- 32,280/- 29,994/- 1,04,724/-
October 11,430/- 85,920/- 96,060/- 0 1,93,410/-
November 12,590/- 16,260/- 12,450/-
Total internal failure cost 7,890/- 49,190/-
Components
December 42,540/- 18,180/- 22,380/- 53,313/- 1,36,413/-
(Rs.)
3,50,300/ 4,22,170/ 6,11,824/
Total 3,16,177/- 17,00,471/-
Plug - -3,50,300/- -
Body 4,22,170/-
Topcap 6,11,824/-
Thrustcollar 3,16,177/-
Total internal 17,00,471/-
failure cost

5.11 Component wise total internal failure cost
MACHINE
Internal
Parts of Valve failure cost
Year 2015 Plug Body Topcap Thrustcollar (Rs.)
(Rs.) (Rs.) (Rs.) (Rs.)
January 7,560/- 0 0 0 7,560/-
February 0 0 0 0 0
March 0 0 0 0 0
April 0 0 0 0 0
May 570/- 0 0 0 570/-
June 12,000/- 0 0 0 12,000/-
July 11,880/- 0 0 0 11,880/-
August 1,200/- 0 0 0 1,200/-
September 0 0 0 0 0
October 1,080/- 0 0 0 1,080/-
November 300/- 1,800/- 0 0 2,100/-
December 600/- 0 240/- 0 840/-
TOTAL 35,190/- 1,800/- 240/- 0 37,230/-
5.12 Internal failure cost due to machine rejections

Amongst the machine rejections, majorly plug components rejection cost is Rs. 35,190, followed by body components rejection cost is
Rs. 1,800, topcap components rejection cost is Rs. 240.
Standards of processing time (assumed values)
REWORK PROCESS TIME

(approximate)
Parts of Valve Time (min)
Plug 20
Body 30
Topcap 10
Thrustcollar 5
5.11 Rework process time

The above table shows the time required for rework process of each component
Time required to manufacture

Rework cost = each component * Cost of labour
Labour cost = Rs. 42 / hr (Rs. 0.7/min) (assumed cost)
REWORK COST (approximate)

Parts of Valve
Processes Plug Body Topcap Thrust collar
(Rs.) (Rs.) (Rs.) (Rs.)
Machining 100/- 150/- 80/- 50/-
Labour 14/- 21/- 7/- 3.5/-
TOTAL 114/- 171/- 87/- 53.5/-
5.14 Rework cost
The Rework Internal failure cost is calculated as follows:
Rework Internal REWORK

Number of components Internal
failure cost = reworked *
Parts of Valve
Rework cost
failure cost
Year 2015 Plug Body Topcap Thrust collar
(Rs.)
(Rs.) (Rs.) (Rs.) (Rs.)
January 16,302/- 13,851/- 0 0 30,153/-
February 20,862/- 10,431/- 0 0 31,293/-
March 18,354/- 7,866/- 1,131/- 0 27,351/-
April 2,052/- 1,026/- 0 0 3,078/-
May 31,692/- 17,100/- 1,044/- 0 49,836/-
June 14,022/- 14,022/- 2,262/- 0 30,306/-
July 22,344/- 5,985/- 0 0 28,329/-
August 14,820/- 9,747/- 522/- 0 25,089/-
September 9,918/- 9,918/- 870/- 0 20,706/-
October
School of Management Studies and 9,348/-
Research, KLETU, 13,851/-
Hubballi 2,871/- 0Page 38 26,070/-
November 23,256/- 11,286/- 261/- 0 34,803/-
December 11,058/- 513/- 435/- 0 12,006/-
1,15,596/
TOTAL 1,94,028/- 9,396/- 0 3,19,020 /-
-
5.15 Internal failure cost due to rework
Amongst the rework rejections, majorly plug components rejection cost is Rs. 1,94,028, followed by body components rejection cost
is Rs. 1,15,596, topcap components rejection cost is Rs. 9,396.

Internal failure cost due to rejections (foundry & machine)
Internal failure cost Total foundry Total machine

due to rejections = rejections + rejections
INTERNAL FAILURE COST

Parts of Valve Total
Year 2015 Plug Body Topcap
Thrust (Rs.)
collar
(Rs.) (Rs.) (Rs.)
(Rs.)
1,77,880/
January 65,130/- 9,360/- 26,078/-
- 2,78,448/-
February 26,550/- 31,980/- 40,740/- 39,912/- 1,39,182/-
March 64,980/- 27,240/- 13,200/- 8,760/- 1,14,180/-
3,05,920/
April 39,960/- 6,000/- 91,062/-
- 4,42,942/-
May 31,980/- 5,010/- 25,374/- 33,246/- 95,610/-
June 21,150/- 12,600/- 33,120/- 16,172/- 83,042/-
July 39,780/- 0 12,420/- 7,050/- 59,250/-
August 11,670/- 14,400/- 8,520/- 2,700/- 37,290/-
September 15,750/- 26,700/- 32,280/- 29,994/- 1,04,724/-
October 12,510/- 85,920/- 96,060/- 0 1,94,490/-
November 12,890/- 18,060/- 12,450/- 7,890/- 51,290/-
December 43,140/- 18,180/- 22,620/- 53,313/- 1,37,253/-

3,85,490/ 4,23,970/ 6,12,064/
Total - - - 3,16,177/- 17,37,701/-
5.16 Internal failure cost due to rejections
Amongst the internal failure cost due to rejections (foundry & machine), majorly plug components rejection cost is Rs. 3,85,490,
followed by body components rejection cost is Rs. 4,23,970, topcap components rejection cost is Rs. 6,12,064 and thrustcollar
components rejection cost is Rs. 3,16,177 and overall rejection (foundry & machine) cost is Rs. 17,37,701.
Internal failure cost due to rejections (foundry & machine) & Rework
Internal failure cost Total foundry Total machine

Total rework
due to rejections = rejections + rejections +

Thrust (Rs.)
collar
(Rs.) (Rs.) (Rs.)
(Rs.)

January 81,432/- 1,91,731/- 9,360/- 26,078/- 3,08,601/-
Feburary 47,412/- 42,411/- 40,740/- 39,912/- 1,70,475/-
March 83,334/- 35,106/- 14,331/- 8,760/- 1,41,531/-
April 42,012/- 7,026/- 3,05,920/- 91,062/- 4,46,020/-
May 63,672/- 22,110/- 26,418/- 33,246/- 1,45,446/-
June 35,172/- 26,622/- 35,382/- 16,172/- 1,13,348/-
July 62,124/- 5,985/- 12,420/- 7,050/- 87,579/-
August 26,490/- 24,147/- 9,042/- 2,700/- 62,379/-
September 25,668/- 36,618/- 33,150/- 29,994/- 1,25,430/-
October 21,858/- 99,771/- 98,931/- 0 2,20,560/-
November 36,146/- 29,346/- 12,711/- 7,890/- 86,093/-
December 54,198/- 18,693/- 23,055/- 53,313/- 1,49,259/-
Total 5,79,518/- 5,39,566/- 6,21,460/- 3,16,177/- 20,56,721/-
5.17 Internal failure cost due to rejections and rework
Amongst the internal failure cost due to rejections (foundry & machine) & rework, majorly plug components rejection cost is Rs.
5,79,518, followed by body components rejection cost is Rs. 5,39,566, topcap components rejection cost is Rs. 6,21,460 and
thrustcollar components rejection cost is Rs. 3,16,177 and overall rejection (foundry & machine) & rework cost is Rs. 20,56,721
2. HR TIME LOSS ANALYSIS
Standards of Time (assumed values)

PROCESS TIME REWORK PROCESS TIME
(approximate) (approximate)
Parts of
Time (min) Parts of Valve Time (min)
Valve
Plug 30 Plug 20
Body 45 Body 30
Topcap 18 Topcap 10
Thrustcollar 15 Thrustcollar 5
5.18 Standards of process time and rework time
The above table shows the times required for regular and rework process time of each component
Time loss in manufacturing Total defective Process time of

defective component = component * component
TOTAL HR LOSS DUE TO REJECTIONS (In MIN)

PROCESS
Parts of Valve FOUNDRY MACHINE TOTAL REWORK
(min) (min) (min) (min)
PLUG 10740 480 11220 34040

BODY 5400 45 5445 20280

TOPCAP 11862 18 11880 1080
THRUSTCOLLAR 21135 0 21135 0
TOTAL 49137 543 49680 55400
5.19 Total HR loss due to rejections and rework
INTERPRETATION
Causes and Remedies for major component defects
Blowhole
Blowhole is a type of casting defect mostly prevalent in castings, further divided into pin holes, endogenous and exogenous
blowholes. Entrapment of air resulting due to pouring of liquid metal takes the form of rounded contours or spherical cavities. Surface
blows or inter granular cavities appear in cope of the mould.
Fig. 5.1 Blow holes
Causes
 High moisture on chills.

 Low permeability of sand.
 Improper sand mixing.
 Use of wet coatings.
 High turbulence during filling.
 Excessive Gas Entrapment.
 Liquid metal not properly degassed.
Remedial Measures
 Avoid over ramming of sand.
 Use dry chills only.
 Optimum pouring temperature at1585 degree centigrade for mild steel.
 Avoid using fine sand grains.
 Provision of adequate venting.
 Use dried and properly dressed cores.
 Reduce binder and additives.
 Control of Aluminum level.
 Increase runner height for increased static pressure.

Inclusion
Inclusion is one of the most common casting defects. Tearing of sand while preparing mould section manifests itself near
casting edges to cause such defect. Most of the sand inclusion occurs at variable positions leading to a localized defect. Abrading
away of sand by hot metal flowing past the mould also forms a part of this defect. These inclusions are mostly accompanied by CO
bubbles and oxide particles. Sand inclusions stuck under the casting surface and are mostly visible during the treatment.
Fig 5.2 Inclusion

Causes
 Tilting of metal stream directly to cores causing erosion.
 Use of unevenly compacted moulds.
 Mould breakage during assembly.
 Uneven sand mixing.
 Improper pouring practices leading to mould disturbances.

Remedial Measures
 Proper ramming of sand for uniform compaction.
 Frequent cleaning of mould boxes.
 Use of properly dressed cores.
 Proper mixing ratio of reclaimed sand and binder.
 Proper pouring time.
 Optimum pouring height.
Cracks
Cracks are predominant due to imbalance in temperature caused during solidification. These appear to be sharp and broken
jagged lines at the edges of casting.

.
Fig 5.3 Cracks (Hot tear)
Causes
 Use of coarse size sand grains.
 Mould disturbance before complete solidification.
 Imperfect riser location.
 Abrupt changes to be avoided which increase internal stress
 High binder and ramming density
 Hydrogen content too high
 Low amount of eutectic cells at grain boundary
 Excess amount of sulphur/phosphorus present
Remedial Measures
 Sufficient cooling of mould to be done.
 Avoid sharp turns/corners.
 Provision of draft during removal.
 Deoxidize to kill sulphur/phosphorus present.
 Use inoculants mixture of Mn/Si/Mg to reduce sulphur/phosphorus content.
 Use of fine sand grains.
 Add coal dust to increase eutectic cells during solidification.

Internal failure cost
Foundry rejections cost = Rs. 17,00,471/-

Machine Rejections cost = Rs. 37,230/-
Rework rejections cost = Rs. 3,19,020/-
Internal failure cost due to rejections (foundry & machine) = Rs. 17,37,701/-
Internal failure cost due to rejections (foundry & machine) & rework = Rs. 20,56,721/-
Scrap value = 10% of Total loss (Foundry and Machine rejections)

Scrap value = Rs. 1,73,770/- (10% of Rs. 17,37,701/-)
Total Internal failure cost due to rejections = Total cost of rejections – scrap value
= Rs. 17,37,701/- – Rs. 1,73,770/-
= Rs. 15,69,631/-
Time
Foundry time loss: 49,137 minutes (818.95 hours, 35 days)

Machine time loss: 543 minutes (9.05 hours, 0.377 days)
Rework time loss: 55,400 minutes (923.33 hours, 39 days)
Total time loss = 1,05,080 minutes

Labour Internal failure cost due to inefficient process time = Total time loss X Labour cost per
min
= 1,05,080 X Rs. 0.7/-
= Rs. 73,556 /-
Total Internal failure cost = Internal failure cost due + Labour Internal + Rework cost
to rejections failure cost
= Rs. 15,69,631/- + Rs. 73,556/- + 3,19,020 /-
= Rs. 19,62,207 /-

CHAPTER 6: FINDINGS, SUGGESTIONS AND CONCLUSION
Findings
TOTAL REJECTIONS AND REWORK (in units)

Parts of PROCESS
Valve TOTAL
FOUNDRY MACHINE REWORK
(units)
TOTAL (units) 2546 18 2564 2486

6.1 Total valve rejections and rework
In valve rejection process it is found that foundry rejections are major followed by rework and machine.

Thrust (Rs.)
collar
(Rs.) (Rs.) (Rs.)
(Rs.)
Total (Rs.) 5,79,518/- 5,39,566/- 6,21,460/- 3,16,177/- 20,56,721/-
6.2 Total Internal failure cost due to rejections and rework
Amongst the internal failure cost due to rejections (foundry & machine) & rework, majorly plug components rejection cost is Rs.
5,79,518, followed by body components rejection cost is Rs. 5,39,566, topcap components rejection cost is Rs. 6,21,460 and
thrustcollar components rejection cost is Rs. 3,16,177 and overall rejection (foundry & machine) & rework cost is Rs. 20,56,721.
TOTAL HR LOSS DUE TO REJECTIONS (in min)

Parts of Valve PROCESS

FOUNDRY MACHINE TOTAL REWORK
(min) (min) (min) (min)
TOTAL (min) 49137 543 49680 55400
6.3 Total HR loss due to rejections and rework
The time lost in manufacturing defective components in foundry process is 49137 minutes (818.95 hours) followed by machine
process is 543 minutes (9.05 hours) and rework process is 55400 minutes (923.33 hours). Hence total time loss in manufacturing
defective components is 1751.33 hours which is equal to 73 days in a year.
Suggestions
In this study the researcher has found that the major rejections are found in foundry and hence it recommended that corrective actions
should be taken towards the same in order to improve the process capability which will in turn improve the standards and quality of
valves.
Conclusion
According to the research the researcher found that the foundry rejections and rework are very high compared to machine rejections.
So the researcher would like to suggest the company to take remedial measures towards the foundry rejections and rework.
Limitation

Due to confidentiality factors of the company the values taken in data collection is assumed and used in the study.
REFERENCES
1. Abhijit S. Adadande, Naniwadekar A.M., Rajkumar B. Patil “Reliability Analysis of Pressure Relief Valve Manufacturing
System”, International Journal of Emerging Engineering Research and Technology Volume. 2, Issue 2, May 2014.
2. Aju Pius Thottungal, Sijo M.T “Controlling Measures to Reduce Rejection Rate due to Forging Defects”, International
Journal of Scientific and Research Publications, Volume 3, Issue 3, March 2013.
3. Avinash Juriani “Casting Defects Analysis in Foundry and Their Remedial Measures with Industrial Case Studies”, IOSR
Journal of Mechanical and Civil Engineering (IOSR-JMCE) Volume 12, Issue 6 Ver. I (Nov. - Dec. 2015), PP 43-54.
4. Beeresh Chatrad, Nithin Kammar, Prasanna P Kulkarni, Srinivas Patil “A Study on Minimization of Critical Defects in
Casting Process Considering Various Parameters” International Journal of Innovative Research in Science, Engineering and
Technology(An ISO 3297: 2007 Certified Organization) Vol. 5, Issue 5, May 2016.
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Measurement in an Organizational Context: A Framework and Direction for Future Research”, Journal of Manufacturing
Technology Management, Vol. 15 Issue-6, 2004.

6. Dr. Dulange S. R. “Advanced techniques in casting defects and rejection analysis: a study in an industry”, International
journal of innovations in engineering research and technology [ijiert] issn: 2394-3696 volume 2, issue 9, sep.-2015.
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Available online 01 April 2014, Special Issue-3, (April 2014).
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Sector”, Journal of Engineering Manufacture, Vol. 224, No. 12, 2010.
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review”.
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Shrinkage, Orange Peel, Cold Shut, Cracks and Veining)” Copyright 2005 American Foundry Society.
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and improvement”, Int. J. Industrial and Systems Engineering, Vol. 1, No. 4, 2006.
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9001:2008 Certified Journal, Volume 3, Issue 1, January 2013.

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IOSR Journal of Mathematics, Volume 6, Issue 1 (Mar. - Apr. 2013).
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“Predicting the Occurrence and Effects of Defects in Castings” 2005 May ,JOM.
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Simulation”
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Engineering, Science & Technology(IJAREST),Volume 2, Issue 4, April- 2015.
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List of Tables

Sl.No Table No. Description of Table Page No.
1 2.1 Organization Profile 6
2 5.1 Foundry rejections in plug 22
3 5.2 Foundry rejections in body 23
4 5.3 Foundry rejections in topcap 24
5 5.4 Foundry rejections in thrustcollar 25
6 5.5 Machine rejections 26
7 5.6 Rework rejections 27
8 5.7 Total rejections and rework 28
9 5.8 Standard of weight 29
10 5.9 Standard of cost 30
11 5.10 Internal failure cost due to foundry rejections 31
12 5.11 Component wise total internal failure cost 31
13 5.12 Internal failure cost due to machine rejections 32
14 5.13 Rework process time 32
15 5.14 Rework cost 33
16 5.15 Internal failure cost due to rework 34
17 5.16 Internal failure cost due rejections 35

18 5.17 Internal failure cost due to rejections and rework 36
19 5.18 Standard of process time and rework time 37
20 5.19 Total HR loss due to rejections and rework 37
21 6.1 Total valve rejections and rework 43
22 6.2 Total Internal failure cost due to rejections and rework 43
23 6.3 Total HR loss due to rejections and rework 44
List of figures
Sl No. Fig No. Description of figure Page No.

1 2.1 Defects of castings 17
2 5.1 Blow hole 38
3 5.2 Inclusion 39
4 5.3 Crack 40
List of flow charts
Sl No. Fig No. Description of figure Page No.

1 2.1 Distribution business model 9
2 2.2 Interdependency between different departments 10


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A study on

“DEFECTS AND REJECTION ANALYSIS AT

School of Management Studies and Research

Swathi Maharajanavar USN No. : 01FM15MBA048

Under the guidance of:

Mr. Sagar Patil

SL.NO TOPIC PAGE NO

1.0 CHAPTER 1:INTRODUCTION 3

1.1 Background of the subject 4

1.2 Problem Statement 4

1.3 Objectives of the report 5

1.4 Scope of the study 5

1.6 Research Methodology 6

2.2 Organization profile 8

2.3 Product profile 9

2.4 Code of conduct, ethical practices and corporate social responsibility 10

2.5 Research Methodology 11

2.6 Interdependency between departments 12

School of Management Studies and Research, KLETU, Hubballi Page 2

5.2 Cost analysis 32

5.3 HR time analysis 40

Manufacturing has emerged as one of the high growth sectors in India.

School of Management Studies and Research, KLETU, Hubballi Page 3

Rejection of valves can be caused due to:

 Man made problem

Valves are rejected in the following cases:

Background of the project

Manufacturing processes tend to produce operational wastages due to

School of Management Studies and Research, KLETU, Hubballi Page 4

In today’s competitive scenario price, services, promptness, performance

 To understand the production process of plug valve

Scope of the study

 Research Problem: Defects and Rejection analysis

School of Management Studies and Research, KLETU, Hubballi Page 5

 Analysis & interpretation

CHAPTER 2: ORGANIZATION STUDY

School of Management Studies and Research, KLETU, Hubballi Page 6

Name Flowserve Microfinish Valves Pvt.Ltd

School of Management Studies and Research, KLETU, Hubballi Page 7

Mr. Deepak Vikamshi[Director]

Mr. William D.Brown[Director]

Address And Website Cts 568/1, Industrial Area,

Quality Certification Iso 9001:2008( Ce Marking Certification)

Factory Area 3.5 Acres Built Up Area 15000sq.Ft.

Table No 2.1-Organization Profile

School of Management Studies and Research, KLETU, Hubballi Page 8

School of Management Studies and Research, KLETU, Hubballi Page 9

 The employees are expected to be punctual & disciplined.

 Maintaining confidentiality of the organization.

 Respect the confidentiality of information acquired in the course of work.

School of Management Studies and Research, KLETU, Hubballi Page 10

Corporate Social Responsibilities

 Donation to the temples.

Distribution Business Model

The Flowserve Microfinish has adopted Distribution Business Model. Distribution of

Flow Chart No 2.1: Distribution business model

Business Model Process

School of Management Studies and Research, KLETU, Hubballi Page 11

Flow Chart No 2.2: Interdependency between different departments