OD INTERVENTION AT OSWAL

ELECTRICALS PVT. LTD

Submitted by:
Manu M Nair
AM.BU.P2MBA18029
The Group Chairman Mr. R.K. Jain, a first generation entrepreneur incorporated "Oswal
Electricals", the first company of "Oswal Group" in 1967. Under his dynamic approach and
far-sighted vision, the company began its operation on a very small scale.
Today after four decades, the company has grown up to "Oswal Group of Industries".
The Group has established the activity of "Forward Integration" by way of supplying Die
Cast, machined, painted and assembled parts, which are ready to fit at customer's end.
The future beckons us to be a part of the RESURGENT INDIA of 21st century, where their
products and facilities shall be truly global.

Oswal Group of Industry is one of the leading manufacturer of High Pressure Aluminium Die
Cast Components in India having annual turnover of approx. 70 Million US Dollars, and
installed production capacity of about 24000 tons of casting annually.
Oswal is a certified company with TS 16949 and ISO14001 certifications having three
manufacturing facilities in North India at Faridabad. They also have a machining & assembly
plant in Hosur (TN). This plant in Southern India has been started to cater to the needs of
their customers in South India. They produce die cast parts with Vacuum and Squeeze
technology. In addition to Pressure Die Casting we also have CNC Machining, liquid and
powder painting & sub assembly of various parts. They also have in-house facilities for Tool
Designing & Tool manufacturing.

STRENGTHS OF THE COMPANY

i. Leading & creative Die Casting power- Integrated Die Casting plant
producing a wide variety of Aluminium Pressure Die Casted Parts, with a
monthly installed capacity of 750 MT.
ii. State of the Art Technology- In order to complete in the market effectively,
the company up-gradation & improvements of its plant capacities and installed
various sophisticated equipment’s to produce parts ranging from, complex
automotive components to small and sensitive computer parts.
 iii. Ideal Location- The Company’s plants are ideally located in Faridabad, near
New Delhi “International Airport”. Its close Proximity to various inputs gives
it leverage and results in various economics. Moreover, it is wi\ell connected
by Road/Railway facilitating easy transportation of raw material as well as the
finished goods.
iv. Management with Expertise & Experience- The Company draws immense
power to surge ahead from the rich experience of more than 40 years of its
President, Mr. R. K. Jain. The expertise covers the entire gamut of activities
from procurement of various inputs, processing and marketing its final
product. Oswal has a full fledge organizational structure in place to manage
the group.
v. Backbone of High-Tech services- Integrated CAD/CAM facilities for tool
design and manufacturing.
vi. Forward integration- The Company has also established the activity of
forward integration by way of supplying machined components and sub-
assemblies to its customers, which are ready for fitment at their end.

EQUIPMENT

There are two basic types of die casting machines: hot-chamber machines and cold-chamber
machines. These are rated by how much clamping force they can apply. Typical ratings are
between 400 and 4,000 st (2,500 and 25,400 kg).

1. Hot-chamber die casting

Schematic of a hot-chamber machine

Hot-chamber die casting, also known as gooseneck machines, rely upon a pool of molten
metal to feed the die. At the beginning of the cycle the piston of the machine is retracted,
which allows the molten metal to fill the "gooseneck". The pneumatic or hydraulic powered
piston then forces this metal out of the gooseneck into the die. The advantages of this system
include fast cycle times (approximately 15 cycles a minute) and the convenience of melting
the metal in the casting machine. The disadvantages of this system are that it is limited to use
with low- melting point metals and that aluminium cannot be used because it picks up some
of the iron while in the molten pool. Therefore, hot-chamber machines are primarily used
with zinc-, tin-, and lead-based alloys.

2. Cold-chamber die casting

A schematic of a cold-chamber die casting machine.

These are used when the casting alloy cannot be used in hot-chamber machines; these include
aluminium, zinc alloys with a large composition of aluminium, magnesium and copper. The
process for these machines start with melting the metal in a separate furnace. Then a precise
amount of molten metal is transported to the cold-chamber machine where it is fed into an
unheated shot chamber (or injection cylinder). This shot is then driven into the die by a
hydraulic or mechanical piston. The biggest disadvantage of this system is the slower cycle
time due to the need to transfer the molten metal from the furnace to the cold-chamber
machine.
Background of the study
 Transformation from the manual production to automation in 2015.
 Focused on increasing productivity, reduce time and reduce wastage
 Earlier used manual technique for casting metal.
 In 2015 they introduced Robots Technology
 Resulted in reduction of employee productivity and engagement due to lack of
awareness

Need For the Change

1. Reduce Worker Fatigue and Effort or Labour Intensive Operation – Typically,
humans dislike banal, repetitive tasks. However, computer systems perform them
without complaint. Tasks that lack variability provide a place for automated systems
to shine, but this also holds true for systems utilizing advanced sensors and
integration. If the task requires conditions not suited to human comfort or focus,
consider automation.

2. Increase Efficiency – Improving processes for efficiency makes a company more

competitive, but do people always do the same thing, in the same way, every time
they do it? No, human variation exists. Automated systems allow for improvements
that benefit from consistent execution. Perfect planning and training do not defend
against the human touch.

3. Save Money – Why instrument that test stand? Why log that data? Why spend the
money now? Simply, inventing in industrial automation yields cost savings through
making processes more regular and collecting data for making confident decisions.

4. To increase labour productivity- Automating a manufacturing operation usually

increases production rate and labour productivity. This means greater output per hour
of labour input.

5. To reduce labour cost- Ever-increasing labour cost has been and continues to be the
trend in the world’s industrialized societies. Consequently, higher investment in
automation has become economically justifiable to replace manual operations.

6. To mitigate the effects of labour shortages- There is a general shortage of labour in

some countries, and this has stimulated the development of automated operations as a
substitute for labour.

7. To reduce or eliminate routine manual and clerical tasks- An argument can be put
forth that there is social value in automating operations that are routine, boring,
 fatiguing, and possibly irksome. Automating such tasks serves a purpose of improving
the general level of working conditions.

8. To improve worker safety- By automating a given operation and transferring the

worker from active participation in the process to a supervisory role, the work is made
safer. The safety and physical well-being of the worker has become a national
objective with the enactment of the Occupational Safety and Health Act (OSHA) in
1970. This has provided an impetus for automation.

9. To improve product quality- Automation not only results in higher production rates
than manual operations. It also performs the manufacturing process with greater
uniformity and conformity to quality specifications. Reduction of fraction defect rate
is one of the chief benefits of automation.

10. To reduce manufacturing lead time- Automation helps to reduce the elapsed time
between customer order and product delivery, providing a competitive advantage to
the manufacturer for future orders. By reducing manufacturing lead time, the
manufacturer also reduces work-in-process inventory.

11. To accomplish processes that cannot be done manually- Certain operations cannot be
accomplished without the aid of a machine. These processes have requirements for
precision, miniaturization, or complexity of geometry that cannot be achieved
manually.

STEPS TO BE TAKEN

1. Organization assessment
 Studying the production line of the product
 One to one interaction with the production engineers involved
 Surveys to analyse the employee understanding and satisfaction regarding the top
management decision
 Get company-wide support

2. Goals and objectives

 To provide training to the employees in different levels about the usage of
machineries
 To provide training to employees on safety precautions
 To make them understand the need for automation
 Reduced risk of personal injury
 Development of team spirit as a culture and behavioural change
 To bring in involvement ,commitment and training in employees

3. Action Plan
 Providing training to all employees.
  Deploy the pilot phase
 Managing product work flow.
 Employee Skillset and Training
 Circulate feedback forms to understand their level of satisfaction

4. Implementation
 Review by Board and Senior Management
 Approval by Board of Directors

5. Evaluation
 Compare the level of productivity of plant before and after automation
 To circulate feedback forms to understand level of effectiveness of training
 End of every month, productivity report is prepared. The actual productivity of each
department is compared with the benchmarks and root-cause analysis is done for any
gaps.