DEPARTMENT OF MECHANICAL ENGINEERING

AMC ENGINEERING COLLEGE

Approved by AICTE, Permanently Affiliated to VTU, Belagavi, Accredited by NAAC & NBA
18th KM, Bannerghatta Main Road, Bengaluru – 560 083
2022-23

INDUSTRIAL TRAINING REPORT ON

INTERNSHIP AT SIPRADI TRADING PRIVATE

LIMITED

Submitted to:
Prof.Manjunath C
Internship Coordinator

AMC ENGINEERING COLLEGE

Submitted by:

Sudip Neupane
1AM20ME008
 INTERSHIP EVALUATION

INTERNSHIP AT SIPRADI TRADING PRIVATE LIMITED BY

Sudip Neupane

This is to certify that we have examined the internship report and have found
that it is complete and satisfactory in all respects, and that any and all
revisions required have been made.

Mr. Dipesh Poudel

Training Manager
Sipradi Trading Pvt.
Ltd

Mr.Suman Sapkota
Workshop Manager (CVD-II Naikap)
Sipradi Trading Pvt. Ltd
 ACKNOWLEDGMENTS

I forward my vote of thankfulness and gratitude to Sipradi Trading Pvt. Ltd,

Naikap, my supervisor and Workshop manager Mr. Suman Sapkota who
motivated and helped me in my Industrial Training. I would like to express my
thankfulness to my intern supervisor Mr.Dipesh Paudel for giving me
opportunity to learn and be familiar with professional life. Thanks to Training
Centre for providing me an opportunity for one month internship, also I would
like to thank workshop manager Mr.Suman Sapkota for giving an opportunity
for understanding about Types of small commercial vechicle and Safety
Manager about safety management works. I would also like to thank the Service
Engineers Mr. Binod Maharjan. Service Advisor Mr.Avash Pokharel.
Technicians (Mr. Dilip Paudel, Mr. Pahalman Mahat, Mr.Surya Bahadur
Syantan, Mr Basudev Maharjan,, Mr. Udhay Naryan Chaudhary,Mr. Anil
Thapa Magar), Spare Parts (Mr.Thakur Lamichane Mr.Manoj kumar Raut) and
other employees (Operator, Accountant, Driver, CRO, Washing, Cleaning) at
Naikap who assisted & facilitated with all the required information.
 ABTRACT

In this 1 month intern, I spent on floor observation along with technician where
we observed how the problems are diagnosed, repaired and replaced.I got the
opportunity to learn about customer handling techniques by service advisors.
Hence, believe somehow, I am able to contribute something to Sipradi Naikap
and in return I had real life experience about industry and knowledge in
Automobile sector. The report briefs about the company’s profile, workshop
layout, infrastructures and the task I have accomplished there as an intern. It
contains details on different technology I have learned about, case study I have
done on various jobs to understand the system and diagnosis of the problem. It
further consists details about different organizational activities, process and
various aspects of company culture, norms and ethics that I had observed. And
it also consists details about my training methodology and the outcomes of my
industrial training.
CONTENT

1 INTRODUCTION................................................................................................................... 1

1.1 BACKGROUND............................................................................................................1

1.1 OBJECTIVE...................................................................................................................... 1

1.2 SCOPE OF THE STUDY.................................................................................................2

1.3 LIMITATION.................................................................................................................... 2

1.4 HISTORY..................................................................................................................... 2

1.5 VISION, MISSION AND VALUES..................................................................................3

1.5.1 VISION ............................................................................................................... 3

1.5.2 MISSION ............................................................................................................ 3

1.5.3 CORE VALUES......................................................................................................3

2 METHODOLODY...................................................................................................................5

2.1 TECHNICAL SPECIFICATION ABOUT THE COMPANY.....................................................5

2.1.1 SERVICE DEPARTMENT..............................................................................................5

2.1.2 MANAGEMENT TEAM................................................................................................5

2.2 SERVICING PROCEDURE.............................................................................................6

2.3 REGULAR VEHICLE REPAIR AND DELIVERY PROCEDURE..............................................8

2.4 JOB SLIP...................................................................................................................10

2.5 CUSTOMER HANDLING............................................................................................10

2.6 WARRANTY PROCEDURE..........................................................................................11

 2.7 WORKDONE IN THE WORKSHOP..............................................................................11

2.7.1 VARIOUS TYPES OF WORL DONE AT THE WORKSHOP .............................................11

2.8 TECHNICAL INFORMATION ......................................................................................26

2.9 INVENTORY MANAGEMENT.....................................................................................31

2.10 QUALITY MANAGEMENT......................................................................................32

2.10.1 METHODOLOGY............................................................................................33

2.10.2 K Principle.....................................................................................................34

2.10.3 G Principle ....................................................................................................34

2.11 PERFORMANCE APPRAISAL AND MOTIVATION.....................................................34

2.12 ORGANIZATIONAL STRUCTURE ............................................................................35

2.13 ABOUT SIPRADI TRAINING CENTER ....................................................................38

3 INTERNSHIP DETAILS ......................................................................................................... 40

3.1 BRIEF OVERVIEW......................................................................................................40

3.1.1 OUR ROLE IN SERVICE CENTER ...............................................................................40

3.2 INTERNSHIP METHODOLOGY...................................................................................40

3.2.1 Thirteen processes followed at Sipradi Trading Pvt. Ltd.........................................41

3.3 STUDY DESIGN/TRAINING DETAILS .........................................................................42

3.3.1 Training Methodology..............................................................................................42

3.3.2 Some important questions ....................................................................................43

3.4 CASE STUDY OF BS-IV..............................................................................................46

 3.4.1 INTRODUCTION................................................................................................ 46

3.4.2 HISTORY...................................................................................................................47

3.4.3 EMISSION................................................................................................................47

3.4.4 NORMS ...................................................................................................................48

3.4.5 MODES OF ACHIEVING BS4 NORMS..................................................................49

3.4.6 PROBLEMS IN BS4 VEHICLES...................................................................................51

3.5 REPORT ON SAFETY AT AN AUTOMOBILE WORKSHOP .............................................52

3.5.1 What is a safety?.................................................................................................... 52

3.5.2 What is a hazard?.....................................................................................................52

3.5.3 TYPES OF HAZARD...................................................................................................52

3.5.4 MODES OF HAZARD................................................................................................52

3.5.5 UNSAFE ACTS .........................................................................................................53

3.5.6 TYPES OF HAZARD AT AN AUTOMOBILE WORKSHOP .............................................53

3.5.7 Identification of hazard..........................................................................................54

3.5.8 Key Questions to be asked......................................................................................54

3.5.9 Elimination of hazard..............................................................................................54

3.5.10 How to reduce risks?....................................................................................54

3.5.11 General preventive measures: some examples............................................57

3.6 SWOT ANALYSIS ...................................................................................................... 58

3.6.1 Strength.................................................................................................................. 58
 3.6.2 Weakness ........................................................................................................ 58

3.6.3 Opportunities.......................................................................................................... 58

3.6.4 Threats.................................................................................................................... 58

4 CONCLUSION AND RECOMMENDATION.............................................................................59

4.1 CONCLUSION...........................................................................................................59

4.2 RECOMMENDATION................................................................................................ 59

5 REFERENCES...................................................................................................................... 60
LIST OF FIGURES
Figure 1 Service Centre Management Team.............................................................................6
Figure 2 Service Procedure........................................................................................................7
Figure 3 Air Filter.....................................................................................................................13
Figure 4 mobil filter..................................................................................................................13
Figure 5 Diesel Filter................................................................................................................14
Figure 6 ECU............................................................................................................................14
Figure 7 Front & Back light change...........................................................................................15
Figure 8 Brake lining Change.....................................................................................................17
Figure 9 Clutch Plate.................................................................................................................18
Figure 10 Shock Absorber Change..............................................................................................20
Figure 11 Gear Box repair........................................................................................................21
Figure 12 Engine Repair.............................................................................................................25
Figure 13 Pneumatic Gun............................................................................................................26
Figure 14 Tool Box....................................................................................................................27
Figure 15 Zip Crane...................................................................................................................28
Figure 16 Hydraulic jack..............................................................................................................28
Figure 17 Air Blower..................................................................................................................29
Figure 18 Battery testing and charging......................................................................................30
Figure 19 Rachet and Filler gauge..............................................................................................31
Figure 20 Sipradi Trading Pvt. Ltd. Organization Chart.............................................................35
Figure 21 Engineers and Technicians Organization Chart..........................................................35
Figure 22 Arial View of Head Office (Google Maps).................................................................37
Figure 23 Sipradi and its Collaborating Companies....................................................................38
Figure 24 Sipradi Trading Center................................................................................................38
Figure 25 Inside Naikap Training Center.....................................................................................39
Figure 26 Selective Catalytic Reduction Technology..................................................................49
Figure 27 Working of SCR System..............................................................................................50
Figure 28 Personal Protective Equipment....................................................................................52
Figure 29 Passage ways................................................................................................................57
Figure 30 Safety Sign....................................................................................................................57
Figure 31 Slip Resistance Stairs...................................................................................................57
LIST OF TABLES

Table 1 Standard Repair Time..................................................................................................43

Table 2 Problems and their rates per day................................................................................45
Table 3 Norms of Bharat Standard..........................................................................................48
Table 4 Hazard Identification and Prevention At Sipradi Naikap...........................................56
 1. INTRODUCTION

1.1 BACKGROUND
Sipradi Service Center is the oldest servicing center for Passenger as well as Small
Commercial Vehicle Division in Kathmandu. There are altogether 20 employees (1
Workshop Manager 1 Service Engineers & 1 Service Advisors, 7 technicians, 2 electrician,1
vehicles washers, 3 employees on spare parts, 3 on cleaning,one for off-road and guards who
keeps changing on alternate week. There are 15 bays including the wheel alingement bay.
Considering all the bays and the available space, the total vehicle holding capacity here is
around 20. All kind of Passenger vehicles are checked and repaired here.

1.1 OBJECTIVE

The objective of Industrial Training that was set by me before the start of training to get the
maximum output of these 1 month Internship were:
Major objective:
 To learn about workshop management
 To learn about customer handing
 To learn the billing process

General objective:

 The main objective of Industrial Training was to expose in actual working

environment and enhance the knowledge and skill from what I have learned in the
college.
 To Increase self-confidence finding own proficiency
 To cultivate leadership ability and responsibility to perform or execute the given task.
 To perform hands on practice within a real job situation.
 To build the strength, teamwork spirit and self-confidence.
 To enhance the ability to improve creativity skills and sharing ideas.
 To build a good communication skill with group of workers and learn to learn
proper behavior of corporate life in industrial sector.
• To fulfill the requirement of the internship program.

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 1.2 SCOPE OF THE STUDY

During Industrial Training I was involved in floor with technician and electrician. This report
contains the task that I have done during my internship period. Also, the management works
that I have overserved and the details about siprad Naikap and its culture. The report also
contains our experience that was gained during internship period to fulfill the Internship
objective.

1.3 LIMITATION

 Some of the activities could not be analyzed since some of the matters were to be
kept confidential as per the policy of the company.

 Time constraint was another limitation as for the preparation of the internship report.

 As some of the information was confidential, it could not be mentioned in the report.

1.4 HISTORY

SIPRADI is a major player in AUTOMOTIVE & ALLIED business, one of the largest and
most driving brands in Nepal. 40 years down the line, Sipradi has exceeded USD 350 million
annual revenues and growing rapidly in automotive, lubricant, financial service and
equipment business sectors. It has more than 750 employees and over 650 support staff
working to accomplish a shared objective --To deliver quality products and services while
adding synergy to the growth of overall brand value.
Sipradi Trading Private Ltd (STPL) has been a sole distributor of Tata Motors Ltd. India, for
Nepal since 1982 and certified with ISO 9001:2015 and OHSAS 18001:2007. The company
has been providing Sales, Services and Spare parts, facility for the full range of Tata Motor’s
commercial as well as passenger vehicles. The company has immense networks throughout
Nepal having 22 sales network offices and 25 service centers dedicated to Commercial
vehicles, 16 showrooms and 25 service centers dedicated to Passenger Vehicles and allocated
300 spare parts outlets across the country.
Sipradi is also an exclusive distributor of Mak Lubricants, Michelin tires, Exide batteries and
other various line of products. Sipradi Earthmovers distributes heavy construction equipment

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 manufactured by Tata-Hitachi. Sipradi Autoparts has dealership with garage equipment’s and
genuine spare parts from Tata Motors. It is the market leader in its segment. Established with
a view to revolutionize the pre-owned vehicle industry in Nepal, Sipradi Assured is the latest
addition to the Sipradi family. (About Us: Company Overview, History)

1.5 VISION, MISSION AND VALUES

1.5.1 VISION

To enhance and protect our market leader position of being the biggest and most trusted
automotive distributor along with its allied ventures here in Nepal (About Us: Mission,
Vision and Values)

1.5.2 MISSION

• Customer's first choice across all segments

• Employee's first choice

• Excellence in supply chain management, safety, operating efficiencies, stake

holder management and CSR activities
• Growth oriented strategies and investments

1.5.3 CORE VALUES

• Integrity:

Maintain high ethical standards and compliance in conducting business.

• Unity:

Maintain and improve open communication platform, encourage team work, respect all and
recognize excellence in performance.

• Innovate:

Constantly remain creative in satisfying changing customer needs.

• Learning:

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 Strongly emphasize the need to remain ahead of competition and be current with
global standards and benchmarks in training employees.

• Study:

Be a system and process driven company that constantly invests in its physical infrastructure,
people, technology and all procedural systems that drive efficiency and excellence.

1.5.1 UNIQUE OBSERVATION

 Updated training was provided to technicians in training center (first training center
in Nepal).

 Customers were directly involved during the maintenance of their vehicles as

sipradi believes in customers satisfaction.

 They use the standard KAIZEN procedure to solve the problem

 They follow the OHSAS safety standard

 Every morning they vowed 5s rules that is to be followed entire day

 The process for wheel alignment using manatec software

 6-month warranty for every part that is changed in sipradi

 Every workers are rewarded with different prizes to motivate them like giving special
ratchet set for using proper special tool, special safety helmet for using proper PPE,
Movie tickets for the technicians by the recommendation of customer for satisfactory
service

 Every Monday and Thursday meetings with all workers is held to discuss for better
service to workers and customers

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2 METHODOLODY

2.1 TECHNICAL SPECIFICATION ABOUT THE COMPANY

2.1.1 SERVICE DEPARTMENT

With customer satisfaction as a prime motto, Sipradi Trading has established four major
workshops owned and operated by itself in Kathmandu. The three workshops are present
within the premises of head office at Naikap, another workshop at Bagdol while the other
workshop is located at Solteemode, Kalimati. The large vehicles like Buses, Trucks, Power
vehicles are serviced in CVD-I workshop. Similarly, the small commercial vehicles like
pickups, jeeps and small carrier vehicles are serviced in CVD-II division. The third workshop
at Kalimati deals with cars and private jeeps. Apart from these three, there is also a Passenger
Car Division (PCD) Shop and Pre-Delivery Inspection (PDI) Shop at Head office where cars
from TATA are serviced as well as sold. The company has also established its branches in
each of five development regions and its authorized service centers are scattered all around
Nepal. (Tata and Bus Specifications)

2.1.1.1 CVD-II SERVICE STATION

During my internship, I was placed at CVD-II at Naikap. The CVD-II workshop dealt with
Small commercial vehicles. With the capacity of servicing 20 vehicles at once, the workshop
was furnished with state-of-the-art technology and is one of the biggest servicing centers of
its kind in Nepal.
The different types of vechicle that I had deal with during my internship at Sipradi CVD-II
are given below:
1) SCV 2)PICKUP 3) PANEL VAN
a) ACE a) YODHA a) WINGER BS III
b) INTRA V10 b) XENON b)WINGER BS IV
c) INTRA V20 c) 207 DI c)WINGER BS VI
d) INTRA V30 d) XENON RX
e) SUPER ACE e) TELCOLINE
F) MAGIC/EXPRESS

G) MEGA/XL

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 2.1.1 MANAGEMENT TEAM

The service station was managed by Workshop Manager. Under the Workshop manager were
one Service Engineers. The service engineers were the major people who made sure
that everything in the shop operated well. There were also three storekeepers and three
office staffs. There were a total of 10 technician who did the floor work. The technicians
were senior or junior technicians. With the years of experience, the senior technicians guided
the junior technicians and acted as trouble-shooters helping others whenever needed. The
junior technicians were responsible for most jobs and were aided by trainees.

Workshop

Office Staff

Service Engineers Store Keepers

Technicians

Senior Technicians

Junior Technicians

Electricians
Figure:Service Management Team

2.2 SERVICING PROCEDURE

Whenever the new vehicle comes in, they first have to get a job card from the front desk. The
job card is a document containing information about the vehicle, its year of purchase, total
kilometer travelled, type of vehicle, identification. The card also contains the main customer
complaint, its possible solution, and type of repair required and the estimated cost of repair.
After the customer agrees for the service stated, the Service Engineer assigns a particular
technician to work on it.

6
 The technician studies the problem and also consults with the customer regarding his/her
complaint. If he needs any material or spare parts, he informs the service engineer about it.
The service engineer enters the data in the computer software that is locally connected to the
computer in store. The storekeeper verifies the requirements and provides them to the
technician. The technician performs the required operations on the vehicles. The customer
is allowed to stay within the main work field to get the real time assessment of the service
being provided. Feedbacks from customer are also taken into consideration while performing
the operations. After all jobs are done, the vehicle is taken for a test drive either by the
technician himself or by the senior technician. Modifications are made if necessary. If the
vehicle passes the test, the vehicle is ready for discharge. The service engineer verifies the
jobs done on the vehicle and calculates the total cost incurred for

the service. The customer then pays the bills in the billing section and then, gets a gate pass
to leave the premises of the office.
The overall steps can be summarized with the help of chart given below:

Figure 2 Service Procedure

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 2.3 REGULAR VEHICLE REPAIR AND DELIVERY PROCEDURE

STPL follows 13 stepped procedures from vehicle entry to vehicle exit. These procedures are
listed below:
1. Vehicle Booking:

Customer can book when their vehicle will arrive at gate to avoid a queue or they
can call to CRO to get a slot when the vehicle reaches the gates.

2. Receiving vehicle at gate:

As the vehicle reaches gate, security guard check all the periphery device of
vehicle, kilometer, battery and an inventory check list are filled indication overall
condition and belongings of that vehicle.

3. Receiving Customer and Opening job card:

After vehicle is parked on bay, customer is received and complain of customer is

recorded by opening the job card. Job card complain, diagnosis result, estimated cost
and estimated time is enlisted in the job card. Then the customer is guided to the
waiting room.

4. Monitoring work in progress:

In certain time intervals progress of the work is checked and if work is not completed
as predicted, the technicians are provided additional assistance to complete the job on
time.

5. Aggregate repair:

After checking the progress of the work, check for requirement of auxiliary repair
is carried out. If needed, the customer is informed about it giving details of
additional cost and time. If customer agrees then the repair is carried out.

8
 6. Vehicle delivery post repair:

The repaired vehicle is given 24 hours to 1-week warranty depending on service, and
if any malfunctions result during this period due to carelessness of worker and part
failure then the company provides re-repairs. This repair is called post-delivery repair.

7. Quick service repair:

For vehicles like school bus, fire bus, ambulance, bull dozer, army bus, police van
and other vehicles which have limited time, a separate bay called quick service bay is
allocated to give quick repair services.

8. VOR Handling:

Vehicle-off Road (VOR) handling deals with the parts that are out of stock and is
needed to be recorded soon so that the job will not be stopped.

9. Post-delivery feedback:

At certain time intervals, after vehicle delivery, CRO calls the customer for post-
delivery feedback and checks how much customer is satisfied with service provided.

10. On Site repair:

In case of sudden vehicle failure away from service centres, STPL provides onsite
repair facilities. Depending on the complain of customer, service engineer predicts the
defect and loads required tool and spare parts and sends to the field some highly
experienced technicians.

11. New vehicle preparation (PDI) Pre-Delivery Inspection:

Before selling new vehicles PDI section checks all the parts and their functions. New
vehicles are cleaned and repaired or replaced if any part is damaged.

9
 12. New vehicle delivery:

The new vehicle after PDI is ready for delivery with full safety and full function.

13. Service reminder:

After certain time interval CRO (customer relation officer) informs regular customer for their
next schedule service time. CRO maintains close relation with customer and also gets regular
feedback.

2.4 JOB SLIP

A job card is a card related to a specific job. It gives details of the time taken to do a piece of
work and the materials used in the process. The job card can be used to allocate labor and
material cost to a specific job. The operation number, work station, CMR and customer can
be updated in the job card.
2.5 CUSTOMER HANDLING

This is the ability to effectively handle the customer complaints and problems. Customers
who do complain and get their problem effectively solved often develop a strong
relationship with the company. The major steps followed by the company to handle
the customers are listed below:
1) Greeting
2) Listen and understand.

First always listen to the customers and understand the problem in their vehicles. Any quick
and rude replies should be prohibited.
3) Offer a solution

After understanding their problem, the service manager inspects the faults and offers a
solution, appoints a technician and estimate time and cost of the problem.
4) Execute the solution

While the technician is performing the job, the customers are requested to wait in waiting
room
5) Follow up

Once the problem is solved, it is made sure that the customers are satisfied with the work.
They are asked to revisit in case any problem

10
 2.6 WARRANTY PROCEDURE

If the customer claims warranty of the vehicle, the company must provide service on
warranty. The service manager first inspects the history of the vehicle and if everything is
fine, he processes the vehicle further for on warranty service.
The various on warranty services of the company are:
1) In case of manufacturing defects.
2) Labor charge and washing in first four servicing of the vehicle is free.
3) Engine, crown, gearbox, steering pump kit and chassis has warranty life of 72000
km or 2 years, if servicing schedule is regular.
4) In case of accident, no warranty.
5) Wearing and tearing parts like clutch plate, brake pad, tire have no warranty life.

A service manager has to follow up following steps to ensure warranty service:

1) Inspect the vehicle.
2) Prepare complain investigation report.
3) Forward the CIR to warranty department of TATA.
4) The warranty department inspects and if fault is detected, the warranty service starts.
5) The warranty service is entirely free. No billing is required. If extra faults are
detected in the vehicle then customer is informed and on his consent off warranty
service is done.

2.7 WORKDONE IN THE WORKSHOP

Almost all the problems related to automobiles are solved in the workshop excepts
machining works like (facing, turning, boring etc.) and other works like fuel injection pump
repair, Steering Gearbox repair). Each technician is well skilled to solve the various jobs
assigned to them. A senior technician looks after the different jobs done in the workshop.
After the completion of the work the senior technician inspects and corrects, if any,
the faults made by the technicians.

2.7.1 VARIOUS TYPES OF WORK DONE AT THE WORKSHOP

Common works performed on the workshop are mentioned below:

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 1. SERVICING
A motor vehicle service is a series of maintenance procedures carried out at a set time
interval or after the vehicle has travelled a certain distance. The service intervals are usually
specified by the vehicle’s manufacturer in a service schedule and some modern vehicle display
the due date for the next service electronically on the instrument panel.
At Sipradi, the vehicle service is carried out in the pit. The pit is a compartment dug into
the ground over which the vehicle will be parked. This location is ideal because it creates the
necessary space required by the mechanic to conveniently inspect the underside of the vehicle
and to drain the spent engine oil from the engine sump since it is locatedat the downside of the
engine. In cases where the pits have been occupied by other vehicles, the service operation takes
place at the vehicle lift. After service, the vehicle and engine are cleaned and released to the
customer.
The completed services are recorded electronically on a database by the service centre
upon the completion of each service. However, with recent customer demands, customer service
records can now be printed from the database.
At the completion of the vehicle service procedure, the engine and the vehicle body is
cleaned thoroughly so as to rid it of greasy and oily stains that might have come about during the
service.
Maintenance tasks during a vehicle service include;
 Engine oil replacement
 Oil filter replacement
 Replacement of air filter
 Cleaning/Replacement of spark plugs
 Level check and refilling of brake fluid
 Level check and refilling of power steering fluid
 Level check and refilling of automatic transmission fluid
 Inspection and replacement of the timing belt, if needed
 Inspection of condition of the tyres

Other parts in the vehicle that are also checked and advised upon include the following:
 Battery
 Engine components, etc.

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 1.1 Service tools
Some of the tools used for a typical service exercise are highlighted below:

 Mechanical jack (hydraulic or electric),

 Axle stand,
 Funnel,
 Set of sockets,
 Set of spanners,
 Ratchet and extensions, etc.

Fig:Air filter change

Fig:mobil filter change

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 Fig:Diesel filter change
.

2.7.1.1 ELECTRICAL WORKS

Damage in bulbs, lightening system, and the ECU problems, battery problems, starting
problems, fuse problems, sensors and other problems related to the electrical system is
handled by an electrician, a separate electric room is provided for electrician.
Problem like poor engine performance,poor fuel economy was arrived in Tata Yodha with is
Due to the problem of ECU so replacement of ECU is done.Along with this the both front
and back light also repaired.

Fig:ECU change

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 Fig:front light change

Fig:Back light change

2.7.1.2 BRAKE REPAIR AND BRAKE REPLACEMENT

Brakes related to CVD includes drum brake. After a certain time, the brake shoe, brake pad
begin to corrode and lose its grip. Over use of such brakes can be fatal to both vehicle and
passenger. So, it has to be repaired after certain period of use. Hand brakes are also checked
during this and immediately repaired if found faulty.
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 Replacement of brake pads
Location: in the workshop
Required tools: Wheel spanner, Hydraulic jack, Tyre chock, Set of sockets, Set of spanners, etc.
Necessary items: new brake pads
Procedure:
1. Using tyre chocks, keep the vehicle stationary.
2. With the aid of the wheel spanner, slack the wheel nuts keeping the tyre in place.
3. Elevate the vehicle to a convenient height using the hydraulic jack, to allow enough
space for the removal of the tyres.
4. Loosen the tyre nuts completely and remove the tyres.
5. The wheel is now exposed. With the aid of ratchets and necessary sockets, remove the
bolts and screws guiding the brake calliper.
6. Lift the calliper and carefully remove one of the brake pads to be replaced.
7. With one of the pair left, carefully pull the calliper so as to press the brake piston against
the brake drum. This enables it to return to its original position before the brake pads
were reduced.
8. With the piston in its position, remove the remaining brake pad.
9. Fit the new pair of brake pads to the brake calliper.
10. Ensure the brake pads are properly fitted.
11. Return the brake calliper to its position and tighten the guiding bolts and nuts.
12. Replace the wheel in position and tighten the wheel nuts to keep it in place.
13. With the aid of the hydraulic jack, bring the vehicle down to ground level.
14. Tighten the wheel nuts again to ensure they are secured in place.

After the steps above, the exercise is complete and the vehicle is worthy to leave theworkshop

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 Fig:Brake lining change

2.7.1.3 STERRING SYSTEM CHECKUP

Commonly used steering mechanisms in TATA vehicles is steering gear box system. During
our time at the workshop, mostly encountered problem was related steering gear box system
(the repair of steering gear box was done outside Sipradi and fitting was done by technicians
inside workshop). Most of the problems in the steering was due to the breakdown of steering
pump, loosening of vane pump belt and due to obstacle in hydraulic pipe line. The steering
column of also frequently checked during maintenance. For smooth steering operation, the
automatic transmission fluid and filter should be frequently changed. The fluid should be at
the optimum operating level.

2.7.1.4 CLUTCH PLATE CHANGE

Clutch engages and disengages power transmission during gear change. The most used type
of clutch in TATA Vehicle is single plate clutch. After certain use the clutch plate wears
down and loses the ability to grip. Half pressing of clutch pedal results in quick clutch wear.
Moreover, the clutch life depends on the driving style.

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 Figure 4 Clutch Plate change

3.2 Shock absorber replacement

The automobile frame and body are mounted on the front and rear axle not directly but
through the springs and shock absorbers. Without shock absorbers and springs the vehicle would
not be able to dampen the vibrations resulting from its motion.

Suspension is the term given to the system of springs, shock absorbers and linkages that
connects a vehicle to its wheels and allows relative motion between the two.

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 Suspension systems serve a dual purpose – contributing to the vehicle’s handling and
braking for good active safety and driving pleasure, and for keeping the vehicle occupants
comfortable and reasonably well isolated from road noise, bumps and vibrations. These goals are
generally at odds, so the tuning of suspensions involves finding the right compromise.

Suspension repairs at Sipradi include the repairs of shock absorbers (which usually entails
the removal and replacement of shock absorber springs), stabilizer linkageshafts, etc. A typical
scenario involving the replacement of a shock absorber is described below;

Required tools: Hydraulic jack, Wheel spanner, Sets of spanners and sockets, Ratchet
Procedure:

1. Using tyre chocks, keep the vehicle stationary.

2. Slack the wheel nuts or bolts keeping the tyre of the respective shock absorber to be
replaced in place.
3. Elevate the vehicle to a convenient height using the hydraulic jack, to allow enough space
for the removal of the tyres.
4. Loosen the tyre nuts completely and remove the tyres.
5. If it’s located in the front part of the vehicle, open the hood to get access to where the top
of the shock absorber is screwed and/or bolted to.
6. With the aid of the necessary tools – Ratchet, Spanner or T-bar, loosen the guiding nuts
of the shock absorbers.
7. Repeat step 6 for the bottom mounting hook of the shock absorber.
8. Remove the old shock absorber and replace with the new one.
9. Fix it properly according to the guiding marks on it. These marks are guides to the proper
orientation of the shock absorbers.
10. Fix the bolts and/or nuts and tighten them to keep the shock absorber in place.
11. Fix the tyre, bolt them in place and reduce the vehicle’s elevation to ground level.
Tighten the tyre again to ensure they are not loose. The process is complete

19
 Fig: shock Absorber Replacement

20
 2.7.1.5 DIFFERENTIAL GEAR DIAGNOSIS
This is mainly done when there is unwanted noise, uneven play and jerks in the differential.
These problems appear due to poor crown oil, corrosion abrasive wear in gear teeth and
wear down of bearings. The crown oil should be maintained in appropriate level and
changed every specified km

2.7.1.6 GEARBOX DIAGNOSIS

Gearbox is used in vehicle to provide suitable variation of engine torque at different driving
conditions. Gearbox diagnosis is required whenever there is difficulty in shifting gear and
uneven noise in the gear box.

Following steps are carefully followed during gearbox diagnosis.

a) The gearbox is taken out carefully by the group of technicians.
b) It is then dismantled properly using appropriate tools.
c) The parts are cleaned with diesel and cotton.
d) The bearings, gear levers, gear teeth and the synchronizer are carefully inspected
and problems are detected.
e) The damaged parts are replaced under suspension.
f) The gear box is the assembled and put back carefully.

21
22
 Engine repairs and replacement
The Engine is the component of any vehicle that takes the chemical energy in the fuel
and converts it through a series of processes into useful mechanical energy so as to generate
sufficient power to propel the vehicle. The engine acts as the powerhouse of the
vehicle.Automobile engines come in various designs, sizes and configurations. The structure on
which other components of the engine are attached to is called the Engine block. The engine also
supplies the necessary drive needed by the generator, the air-conditioning compressor and the
power steering pump.

Automobile engines can be classified in various ways. These range from the method of
ignition to fuel type used, number of cylinders, piston arrangement, method of mixture
preparation, method of ignition, etc. The most common type of engine found in vehicles is the
gasoline-burning, liquid-cooled, spark-ignition, four stroke, and multi-cylinder engine. It has the
intake and exhaust valves in the cylinder head, and electronically controlled ignition and fuel
injection system.

The most popular automobile engine is the one based on the constant volume process
also called the Otto cycle. The process was named after the individual that first proposed such a
design, Nicolas August Otto, a German engineer in 1876. Though his proposed design has seen
various adjustments through time, it still remains the foundation for gasoline-combusting, spark-
ignition four stroke engines.

23
 Common engine repairs done at Sipradi include engine overhaul, camshaft replacement,
piston replacement, etc. In cases where the engine has been confirmed to be in a really bad
condition, customers are advised to get a new engine instead.

Engine replacement exercises usually start with the removal of the hood (bonnet) as it
may hinder the proper removal of the engine. Once the bonnet is removed, the engine is carefully
detached from the transmission system. Then the engine is unseated from its seat and every
component that might hinder its easy removal. The engine is lifted out of the vehicle with the aid
of a special hydraulic jack with a maximum lifting capacity of 3 tons.

To overhaul an engine, the engine is removed from its position and dismantled to its
components. The components are then properly cleaned to remove dirt and greasy particles that
may hinder the proper functioning of the engine. Reasons for overhauling an engine range from
having too much sludge in the engine to having water in some areas where it is not desired. The
overhauling process is a labour intensive exercise since it requires valuable man-hours for it to
be done effectively.
Sometimes, an engine repair may simply be the repair of components attached to the engine like
the alternator, water-pump, power steering pump and the air-conditioning system’s compressor.
At other times, engine repairs may simply be the properly welding of the engine block in the
advent of a fracture.
Engine seizure is one of the most challenging problem faced in the company. Whole engine
failure gives rise to engine overhaul. Following factors give rise to engine oil change.
a) If metal chips from engine parts are detected during engine oil change.
b) Overheating of engine
c) Lack of proper lubricant in engine components.
d) Frequent knocks and back compression in the engine.
e) Wear and tear of engine components.

Following steps must be carefully followed during this process:

a) The accessories connected to the engine block is carefully removed.
b) The engine block is then carefully taken out from the vehicle using a crane.
c) Dismantling of the engine is then done.
d) The engine block, crank shaft, cam shaft, etc. are dispatched for machining.
e) The machined parts are then cleaned properly by diesel and hydraulic oil.
f) The parts are then reassembled and gaskets are attached with the silicone gel to
prevent leakage and seal the components
g) The nuts and bolts are tightened by a fixed torque wrench to a specified torque.
h) The crank shafts, pistons, cam shafts, valves, etc. are assembled carefully and valve
timing is adjusted.

24
25
2.8 TECHNICAL INFORMATION

 Pneumatic Screw Driver

STPL uses pneumatic screw driver in its workshop. PCD and CVD both workshops are well
equipped with pneumatic screw driver, which has made work easier and faster. For tightening
and to lose the nuts and bolts with this equipment is used. While disassembling the tire, the
nuts are to be dismantled and for assembling, the nuts are to be screwed. Similar procedure
applies for other nuts and bolts combinations. For this job Hub, nut opener/ closer is used.
This operates with the help of the compressed air, which is supplied by the compressor. This
equipment is easy to operate and does not require large effort to loosen or fasten the nuts and
bolts using respective sized socket.

Figure 9 Pneumatic Gun

26
 • Tool Box

Each technician is provided with a tool box which contains a regular set of all the usually
used instruments like wrench, screw driver, hammer, mallet, chisel, punch, bench vice,
grinding machine, Special tools of special work, etc.

Figure 6 Tool Box

27
 • Hydraulic Jack

Hydraulic jack are used in the lifting heavy vehicles in the workshop which cannot be lifted
by two or four post vehicle lifters. Previously mechanical jacks were used but nowadays
hydraulic jacks are widely used because of ease to use.

 Engine lifter Crane

Engine lifter jack is used to load and unload the engine to or from the vehicle for
maintenance. Since engines are heavy for an individual to carry, the engine lifter jack has
reduced the manpower, their effort and consequently time. It is a hydraulic jack with simple
modification to fit the job.

Figure 7 Zip Crane

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 • Air Blower

Different moving parts are there in automobile due to which friction is more, which leads to
wearing of parts. Rusting and combustion products are prevailing. Due to this cleaning is
must. Air blower is used to clean the vehicle instruments, parts by blowing the compressed air
through the air gun. To control the air pressure a valve is used.

 Battery Tester

Battery tester is used to test the condition of the automobile battery. Generally 12V and 24V
batteries are used in automobile. Different parameters such as voltage, current, charge
condition are tested with the instrument. This instrument is fitted on trolley to move it around
the workshop floor. This instrument falls under the electrical department. Vehicle Diagnostic
Tools

Handheld and Laptop based diagnostic testing is performed in vehicles with ECU technology.

The software used for diagnosis depends upon the type of vehicle.

29
 Figure 8 Battery testing and charging

 Special tools
A number of special tools were present in the tools room. Some of the significant ones are:

a) Oil filter wrench – to tighten or loosen oil filters

b) Pullers – to pull nozzles from the head

c) Valve Spring Compressor - to compress valve springs for their removal and placement
d) Hub Puller – to pull wheel hub from the wheel assembly
e) Shock Spring Puller – to compress the spring in the shockers

f) Air Spray Gun – to dry the moisture

g) Torque Wrench - for uniform tightening of bolts to a required torque

h) Micrometer – to measure dimensions such as diameter of small balls, shims, etc.

i) Filler Gauge – used in tappet setting to measure clearance

j) Mallet Hammer – to hammer soft and smooth surface without leaving dents

k) Ring Clipper – to place the piston with piston rings into cylinder bore

l) Ring Clamp – to place and remove piston rings from the piston

m) Levers – to lift various parts during maintenance

30
 Figure 10 Rachet and Filler gauge

2.9 INVENTORY MANAGEMENT

Inventory management is the most challenging aspect of any organization as it is very

difficult to predict exact amount of future requirement of parts. In STPL the future demand
is predicted by the trend present in previous actual data. At present STPL has inventory cost
of about NRS. 400,000,000. The inventory levels are checked periodically and as inventory
level reaches below certain limit the parts are reordered. While ordering the spare first the
SAP is given to the main concern after that they look for the alternative way. In case if spare
is not available in whole network than they order the spare from the tata which is called the
VOR (VEHCILE OFF ROAD) which takes 1 to 1.5 months. They keep the stock of every
parts for 3 months. So, there is no exact model of inventory record instead it follows the
modified model. In STPL inventory parts are managed into 5 groups depending mostly on
the usage rate of the parts and cost of the part in some extend. The inventory items groups
are as follows:

1. ‘A’ Class Inventory

This inventory group consists of highly moving parts that is needed frequently in almost
all types of vehicles during regular servicing. ‘A’ class inventory covers the highest cost.
This group of inventory is predictable from previous data. Example: Air filter, Diesel
filter, engine oil, etc. lies in ‘A’ class inventory.

31
 2. ‘B’ Class Inventory:

This inventory group consists of highly moving parts that fails frequently but need to
replace less frequently than ‘A’ Class parts. Example: Brake liner, Sims, etc. lies in ‘B’
Class Inventory. These inventories are relatively predictable.
3. ‘C’ Class Inventory:

This inventory group consists of moderate moving part that does not fail frequently. ‘C’
Class inventory covers moderately little cost. These inventories are not predictable. It
consists of parts like bush bearing, rings etc.

4. ‘D’ Class Inventory:

This inventory group consists of slow-moving parts that rarely fail. Example: Engine
Piston, Combustion Chamber liner, Bearings etc. lies in slow moving inventory.

5. ‘E’ Class Inventory:

This inventory group consists of very slow moving or non-moving parts that are needed
very rarely and fails few times in the life time of vehicle. Very few such items are kept in
inventory. Example: Gear box, Steering box, Differential box, etc. lies in non-moving
inventory.

2.10 QUALITY MANAGEMENT

The quality of service provided is managed by taking feedback from the customer and
is measured depending on the response of the customer. To maintain quality level STPL is
using only genuine parts from TATA Motors. Workers are given special training and
few of the workers are sent to India for special skill and to be familiar with the quality level
needed in repair/service work.

32
 2.10.1 METHODOLOGY

Tata Motors is a great source of inspiration for Sipradi Trading when quality and customer
satisfaction is concerned. Since STPL is the only authorized distributor of Tata automobiles in
Nepal, the customer dealing activity is of great significance for Sipradi to maintain the
brand impression of Tata Motors. Besides, with years of experience, Sipradi itself has
established a prestige of its own in Nepal through its highly successful customer service. The
customer is treated with utmost respect at Sipradi. The spacious waiting lounge with
comfortable longue, TV and magazines, excellent advising by the service advisor and
friendly staff means the customer feels like home at Sipradi Service Centre. The customer’s
complaint and inquiries are given highest priority and all steps in the book are taken to make
sure that the customer is satisfied with the service.
One of the methods of determining an organization’s approach to its business is to evaluate its
workplace organization capability & visual management standards. Kaizen 5S engages
people through the use of 'Standards' and ‘Discipline'. It is not just about housekeeping, but
concentrating on maintaining the standards & discipline to manage the organization.

The 5 Steps as per KAIZEN methodology are:

• Sort
Sort out & separate that which is needed & not needed in the area.

• Straighten
Arrange items that are needed so that they are ready & easy to use. Clearly identify
locations for all items so that anyone can find them & return them once the task is
completed.
• Shine
Clean the workplace & equipment on a regular basis in order to maintain standards &
identify defects.
• Standardize
Revisit the first three of the 5S on a frequent basis and confirm the condition
using standard procedures.
• Sustain
Keep to the rules to maintain the standard & continue to improve every day.

33
 2.10.2 K Principle

 What has been decided must be followed as per standard

2.10.3 G Principle

1 Go to spot

2 See the actual problem

3 Take realistic action based on facts

2.11 PERFORMANCE APPRAISAL AND MOTIVATION

An organization can only dream of being successful if its task force is not well motivated.
Timely assessment of the performance of every staff has to be done to identify and boost up
the motivation level. Sipradi identifies this need and hence, the staffs of every level are
offered trainings in Tata's factories in India at regular intervals. These trainings not only help
increase the technical knowledge of the staff but also help to increase their confidence level
which ultimately aids in increasing the effectiveness and performance level of the company.
Besides training, incentives and bonuses are provided by the company in special occasions as
well as regular salaries. Special facilities like health insurance are also offered timely and
provisions of leave grants are also provided whenever required. The workshops are decorated
with different types of slogan, 5s oath boards for the purpose of motivation Moreover, a
sound environment of location, highly cooperative circles, well equipped workshops and the
standard of entire facility is in itself a very motivating factor.

34
 2.12 ORGANIZATIONAL STRUCTURE

Executive
Chairman

Director

Executive
Officer

V.P. Costomer
Care

General
Manager

Supportand
(Finance
Marketing Sales Costomer Care Other
nistr

MAK Lubricants Exide Batteries

Figure 11 Sipradi Trading Pvt. Ltd. Organization Chart

The organizational Chart of the Technical Service (Maintenance Service) of

STPL, Kathmandu including the different technician is shown below:

Senior
Management

Service Warrenty Inverntory

Engineer Engineer Management

Specialist Senior Assistant Helper

Technician Technician Technician
Technician (T2) Technician Technician
(ST ) (T) (T1) (T3) (T4)
Figure 12 Engineers and Technicians Organization Chart

35
 STPL is mainly a service organization hence its main product is to provide best service to its
customers. The service quality and efficiency has been maintained by the distribution
of various service centers throughout Nepal.
STPL has its own main branches in the following places:

1. Kathmandu (PCD, Naikap, CVD-I, CVD-II) 6. Dang

2. Pokhara 7. Baireni
3. Nepalgunj 8. Katari
4. Birgunj 9. Surkhet
5. Ithari 10. Charikot

STPL has the following authorized Service Centre inside Kathmandu and outside Valley:
1. Lahaan 7. Sitapaila
2. Janakpur 8. Satdobato
3. Hetauda 9. Bhaktapur
4. Taddi 10. Birtamod
5. Butwal 11. Dhangadi
6. Naubishey

2.12.1.1 Head Office

The head office of Sipradi Trading Private Limited is located at Naya Naikap, Kathmandu on
the highway road linking Kathmandu to Terai Region. The head office is a big complex
housing the Administrative Section, two big service workshops (CVD-I and CVD-II), spare
parts store, Pre-Delivery Inspection (PDI) Shop and Training Centre.

36
 Figure 13 Arial View of Head Office (Google Maps)

2.12.1.2 Product and Services

Sipradi Trading Private Limited (STPL) is the exclusive distributor of Tata Motors in Nepal.

STPL sells and services the full range of Tata Motors‟ commercial and passenger vehicles. As
of 2012/13, STPL is the market leader in commercial vehicles with a market share of 71%
and a market share of 12% in passenger vehicles. The company has the largest sales and
service distribution network throughout the country comprising of 9 sales offices and 5 key
regional service centers. It has 12 passenger vehicle showrooms and 12 service centers. STPL
also deals with Exide Batteries and MAK lubricants along with the TATA vehicles.

37
 Figure 14 Sipradi and its Collaborating Companies

Under Sipradi umbrella, Sipradi Energy represents Exide Industrial batteries along with
luminous inverters and other various lines of products. In the heavy equipment market,
Sipradi Earthmovers sells heavy construction equipment from TATA-Hitachi, tractors from
Balwan and New Holland along with implements. Sipradi Autoparts which deals with garage
equipment‟s and spare parts from TATA is the market leader in its segment. Established with
a view to revolutionize the pre-owned vehicle industry in Nepal, Sipradi Assured is the latest
addition to the Sipradi family.

2.13 ABOUT SIPRADI TRAINING CENTER

Sipradi Training Center is aimed to strengthen skill requirement for Technicians, Drivers and
Employees that creates good future with right attitudes, responsibilities and Technical
understanding of work. (About Us: Traning Center)

Figure 19 Sipradi Training Center, Naikap

Sipradi Training Center has been established to offer a comprehensive portfolio of modern
training and learning solution to help and choose the right mix of training, understand where
candidate abilities stand today and where we want them or they desire to be in the near future

38
 in automobile and allied sector. Training is based on the current ability of the trainees and
future needs for that particular job.
Sipradi Training Centre was established with the same faith in the year 2008. Since then,
They have been providing high quality service to customers by providing best technical
knowledge to technicians, drivers and other stakeholders.

Figure: Inside Naikap Training Center

In the path of betterment of Sipradi Training Center; we have been adding world class
equipment to enhance the capabilities of training center. Training Center is equipped with
Driving Simulator, Torque Wrench Tester which is only its kind in Nepal. Along with this,
training center is equipped with “Knowledge Center” of MAK, BOSCH, EXIDE and
FLEETGUARD. These knowledge centers enable trainees to know technicality of the related
products used in the vehicle and its holistic view to care in their daily operation.
The purpose of the Training Center is to upgrade the skills of Driver, Technician and
employees of STPL. The training center trains Drivers for Heavy & Light Commercial
Vehicles, Buses, Passenger Cars, Off-Road Vehicles, and also technical training related
to trades such as auto mechanic, auto electrician, electronics and air conditioning Technicians.
Along with these, training center is used for providing training to new staff or new employees
of Sipradi i.e. to make new employee familiar with working system & environment and to
refresh and sharpen technical capabilities of existing employees in their professional ground.
The center is being operated and maintained by the STPL head office Naikap.

39
 3. INTERNSHIP DETAILS
3.1 BRIEF OVERVIEW

We were placed in CVD-II workshop at Naikap during our internship. The internship started
from 23 Aug, 2023 to 22 Sep, 2023. The work hour was 9:30 am to 5:30 pm with a 45 min
break at 1 pm for lunch. There was a total of 6 working days with Saturday holiday.
Apron and shoe were compulsory while working in the workshop.

Our major objectives during the internship were:

• To relate classroom learning to real world experiences.

• To learn as well as practice the various shop operations performed in vehicles.

• To enhance knowledge on automobiles and its various parts through practical work
and real on-floor training.
• To develop skills to troubleshoot any kind of problem in a vehicle.

• To be familiar with work environment in automobile service industry and

communicate with the real-world people.
• To understand the management of workshop and its operation

3.1.1 OUR ROLE IN SERVICE CENTER

We were designated as a trainee during our internship. Our major duty was to assist
the technicians in their work. We spent majority of the training period by physically
participating in the maintenance works of the vehicles along with the technicians. This
gave us an opportunity to study and understand the working mechanisms of automobiles,
various problems that arise in them, their diagnostics and repairs as well as the maintenance
of vehicles.

3.2 INTERNSHIP METHODOLOGY

Our internship was divided in different segments according to day basis. During intern period
we interacted with the technicians and the service engineers to understand the different
problems and their troubleshooting procedure. we not only got to learn about the trouble
shooting procedures but also got to see and learn closely the various new innovations and
aspects of the vehicle and the workspace, where previously only confined to course-books. In
the first day of the internship Mr.Suman Sapkota (Workshop Manager), gave us brief

40
 introduction about the methodologies followed, rules and regulations, introduced us to the
staff members and gave us safety instructions to be followed throughout the course of the
internship. We were assigned freely on the floor so that we could learn from every technician
regarding vehicle diagnosis throughout the course of the internship.

From the second day, our internship in the field started. We got to know about the various
aspects of the vehicles and the basic functionalities. Throughout that week, with close
guidance from the service engineer and the technical advisors, we learned the basic service
procedure of the vehicles and about the various technologies used to achieve the proper and
efficient outcomes. The different case we encountered during our Training are listed in the
daily log Sheet.

3.2.1 Thirteen processes followed at Sipradi Trading Pvt. Ltd

1. Vehicle Booking Process

2. Process of receiving vehicle at gate

3. Process of receiving customer and opening of job card

4. Process of monitoring work progress

5. Ancillary Repair/ Service Process

6. Vehicle Delivery [Post repair/Service]

7. Quick Service/ Repair Process

8. VOR Handling Process

9. Post Delivery Feedback Process

10. On Site Repair Process [Breakdown Services]

11. New Vehicle Preparation

12. New Vehicle Delivery

13. Service Reminder Process

Among these 13 processes, 11 and 12 are applied on PDI (Pre-Delivery Inspection). Rest of
the processes is applied here on servicing center.

41
 3.3 STUDY DESIGN/TRAINING DETAILS

3.3.1 Training Methodology

During our intern days, all 1 month we spent on the floor observing the problems.Also made
a daily flow of vehicles (on average) and the frequently arising problems. we noted
down the standard time required to perform the job in order to compare them with the actual
time taken by technicians for quality project.

• Daily flow of vehicles

• 15 bays (including one-wheel alignment bay).

• With 1 vehicles on average on each bay, 20 vehicles are checked every day.

• Daily flow is around 25-20 vehicles each day.

• Standard Servicing time of each Maintenance

S. Servicing Inside Servicing Standard Time (in

N Kinds hrs.)

1 SSC (Fuel filter, Oil Filter, Air 30 mins

Filter, Engine oil) Change

2 Gear shifting (clutch plate thickness, clutch pedal, clutch 30 min

difficulty master cylinder, hydraulic fluid level check)

3 Cooling Coolant leakage, level of coolant, condition Inspection (10

System of radiator, min)

Engine overheating, Thermostat valve not Radiator cleaning

working, Pressure cap not working, water is outsourced so it
pump working condition depends
Others instillation
(1 hr)
4 Steering Hydraulic fluid level, Steering gearbox Steering gear box
System inspection, vane pump inspection, Tie rod outsourced (so it
inspection depends)

42
 40 min
5 Braking Brake lining, vehicle running hour for hub
system and
Hub greasing, Drum inspection

Electrical 30 min
System
Motor, Solenoid change, alternator
6 damage, starter motor damage

(Gearbox Overhaul), clutch plate is included 4-5 hrs

Power Train depending upon
(GearBox here synchro cone and ring, shifting fork
Overhaul) damage ,gear teeth broken,shaft the condition and
7 damage,bearing Gasket,piston, available of parts
valve,crankpitting

Depend upon the

Piston problem ,oil sealing ,Nozzle
lathe
operation(facing,
Engine
Overhaul shaping,drilling,

Table 1 Standard Repair Time

3.3.2 Some important questions:

3.3.2.1 Where does the lag time occur?

• Parts Unavailability

• Additional Repair/Ancillary Work

• Customer Decision Pending

• Technician Efficiency/Improper Job Allocation

• Improper Bay Management

• Limited special Tools

43
 • (Facing of pressure plate, steering gear box repair, fuel pump repair or cleaning,
install of new gears in lay shaft) all these works are not done inside sipradi and they
are outsourced so it consumes more time

3.3.2.2 How much the job completed time differs from the standard time?
• For Servicing, it usually entails less time than the standard time depending upon the
vehicle.
• For braking system, electrical system and clutch plate change, it does not differ much.

• For gear bodies overhaul and mainly engine maintenance, the work complexity and
labor increases. As a result, more time is consumed.

3.3.2.3 What are the quick going and delaying inventories?

• Scheduled Servicing items such as Air filter, Oil filter & engine oil are the quickest
selling inventories.
• Besides this, clutch & brake items, fuel filter, lights, fuse, fluids (gear oil, power
steering fluid) often go out fast.

3.3.2.4 Interrelationship influence between management and employees

• During Servicing, it could be seen how both levels worked hard so well and achieved
beyond target.
• In normal days besides minor issues, there exits healthy relationship between them.

3.3.2.5 How many technicians are required for particular job?

• Generally, one technician can handle a particular job

3.3.2.6 How many technicians need other technician support frequently?

• Those who are working on engine overhauling, and gear body overhauling,
pump
Fitting need support frequently

3.3.2.7 Frequently arising Problems

S. N Problems Frequency (on average Frequency (on
per day) average per week)

1 Gear shifting hard/Clutch plate 3 18

2 Servicing 8 44
3 Engine Oil Leakage 3 15

44
 4 Coolant Leakage 1 6
5 Brake Related 3 18
6 Poor pick-up 3 18
7 Under Carriage Noise 2 11
8 Engine Overhaul - 2
9 Wheel Alignment - 2
10 check lights 5 30

1 Fluids leakage (brake, power steering) 2 10

Table 2 Problems and their rates per day

This table helps to know about the spare parts that should be quickly asked and
allocated more often in the inventory.

45
 3.4 ABOUT BS-IV

3.4.1 INTRODUCTION

Bharat stage emission standards {BSEs} are emission standards instituted by the Government
of India to regulate the output of air pollutants from internal combustion engines and Spark-
ignition engines equipment, including motor vehicles. The standards and the timeline for
implementation are set by the Central Pollution Control Board under the Ministry of
Environment & Forests and climate change.

The standards, based on European regulations were first introduced in 2000. Progressively
stringent norms have been rolled out since then. All new vehicles manufactured after
the implementation of the norms have to be compliant with the regulations. Since October
2010, Bharat Stage (BS) III norms have been enforced across the country. In 13 major
cities, Bharat Stage IV emission norms have been in place since April 2010 and it has been
enforced for entire country since April 2017. In 2016, the Indian government announced that
the country would skip the BS-V norms altogether and adopt BS-VI norms by 2020. In its
recent judgment, the Supreme Court has banned the sale and registration of motor vehicles
conforming to the emission standard Bharat Stage-IV in the entire country from April
1,
2020.

On November 15, 2017 The Petroleum Ministry of India in consultation with Public
Oil Marketing Companies decided to bring forward the date of BS-VI grade auto fuels in
NCT of Delhi with effect from April 1, 2018 instead of April 1, 2020. In fact, Petroleum
Ministry OMCs were asked to examine the possibility of introduction of BS-VI auto fuels in
the whole of NCR area from April 1, 2019. This huge step was taken due the heavy problem
of air pollution faced by Delhi which became worse around this year. The decision was met
with disarray by the automobile companies as they had planned the development according to
roadmap for 2020.The phasing out of 2-stroke engine for two wheelers, the cessation of
production of Maruti 800 & introduction of electronic controls have been due to the
regulations related to vehicular emissions.

While the norms help in bringing down pollution levels, it invariably results in increased
vehicle cost due to the improved technology & higher fuel prices. However, this increase in
private cost is offset by savings in health costs for the public, as there is lesser amount of
disease causing particulate matter and pollution in the air. Exposure to air pollution can lead

46
 to respiratory and cardiovascular diseases, which is estimated to be the cause for 6.2 lakh
early deaths in 2010, and the health cost of air pollution in India has been assessed at 3% of
its GDP.

3.4.2 HISTORY

The first emission norms were introduced in India in 1991 for petrol and 1992 for diesel
vehicles. These were followed by making the Catalytic converter mandatory for petrol
vehicles and the introduction of unleaded petrol in the market.

On 29 April 1999 the Supreme Court of India ruled that all vehicles in India have to meet
Euro I or India 2000 norms by 1 June 1999 and Euro II will be mandatory in the NCR by
April 2000. Car makers were not prepared for this transition and in a subsequent judgement
the implementation date for Euro II was not enforced

In 2002, the Indian government accepted the report submitted by the Mashelkar committee.
The committee proposed a road map for the roll out of Euro based emission norms for India.
It also recommended a phased implementation of future norms with the regulations being
implemented in major cities first and extended to the rest of the country after a few years.

Based on the recommendations of the committee, the National Auto Fuel policy was
announced officially in 2003. The roadmap for implementation of the Bharat Stage norms
were laid out till 2010. The policy also created guidelines for auto fuels, reduction of
pollution from older vehicles and R&D for air quality data creation and health
administration.

3.4.3 EMISSION

Types of emission-
1. Exhaust emission
2. Non-exhaust emission

3.4.3.1 EXHAUST EMISSION

1. Carbon monoxide (CO)
2. Carbon dioxide (CO2)
3. Unburnt hydrocarbon (HC)
4. Oxides of Nitrogen (NOx)
5. Particulate

47
 6. Volatile organic compounds

48
 7. Oxides of Sulphur (SO2)
8. Lead oxide

3.4.4 NORMS

Regulation Test Cycle CO HC NOx PM

Carbon Hydrocarbo Nitrogen Particulate
Monoxide n Oxide Matter
Stationary 2.1 0.66 5 0.1
BS III
Transient 5.45 0.78 5 0.16
Stationary 1.50 0.46 3.5 0.02
BS IV
Transient 4.00 0.55 3.5 0.03
Stationary 1.50 0.46 2.0 0.02
BS V
Transient 4.00 0.55 2.0 0.03
(Above mentioned values are in g/kWh)

Table 3 :Norms of Bharat Standard

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 3.4.5 MODES OF ACHIEVING BS4 NORMS

3.4.5.1 SCR
Selective Catalytic Reduction (SCR) is means of converting oxides of Nitrogen, also
referred to as NOx with the aid of a catalyst into diatomic nitrogen N2 and water
H2O. A gas is reductant, typically anhydrous ammonia, aqueous ammonia, urea is
added to a stream of exhaust gas and is absorbed onto a catalyst. Carbon dioxide, CO2
is a reaction product when urea is used as the reductant. Selective catalytic reduction
of NOx using ammonia as the releasing agent was patented in the United States by the
Engelhard Corporation in 1957. Development of SCR technology continued in japan
and the US in the early 1960s. With the research focusing on less expensive and more
durable catalyst agents.
The SCR technology has been shown to reduce NOx by 70-95%.

Figure 23 Selective Catalytic Reduction Technology

3.4.5.1.1 PRINCIPLE OF WORKING OF SCR SYSTEM

SCR system works on principle of decomposition of urea and NOx emission to

nitrogen, CO2 and water. There are three major steps in neutralizing of NOx in urea
based SCR system. They are;
3.4.5.1.1.1 Thermolysis
This step requires heat which is provided by the hot exhaust gases. In this
step urea is converted into Iso-cyanic acid and ammonia.
3.4.5.1.1.2 Hydrolysis

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 This step requires water which is provided by the aqueous urea solution.
3.4.5.1.1.3 Reduction of NOx
In this final step of SCR system ammonia and NOx are converted to N2 gas and
water.

Figure 24 Working of SCR System

3.4.5.2 EGR
EGR (Exhaust Gas Recirculation) is another type of NOx reduction technique used in
vehicles. It works by recirculating portion of exhaust gases back to the engine
cylinders which dilutes O2 in the intake air stream and acts as heat absorbent to reduce
peak temperature required to form NOx. The EGR system is used in BS4 standard
vehicles with common rail fuel injection.

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 3.4.6 PROBLEMS IN BS4 VEHICLES

Following are the common problems experienced in TATA BS4 vehicles in Nepal.
 Low pickup
In EGR due to the amount of O2 being suppressed the max performance of the
vehicle is suppressed which becomes an issue in inclined road condition of
Nepal. Drivers have reported the issue of low pickup, torque and noise
which are caused due to EGR system.
 Fuel injection pump (FIP) Malfunction.
In BS4 vehicles one of the common failure is due to the malfunctioning of
FIP which is possibly due to the fact that the fuel available in Nepal is not up
to the BS4 standards. Fuel adulteration is one of the major reason for
malfunctioning of BS4 engines.
 In case of SCR system the there is no reported case of low pick-up or noise
but the fact that it adds another system to vehicle which needs to regularly
refilled and checked is hassle to the vehicle owners and drivers.

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 3.5 REPORT ON SAFETY AT AN AUTOMOBILE WORKSHOP

3.5.1 What is a safety?

 Safety is the state of being “Safe”. The condition of being protected against physical,
social, spiritual, financial, political, emotional, occupational, psychological,
educational or other types or consequences of failure, damage, error, accidents, harm
or any other event which could be considered non-desirable.

s Figure 25 Personal Protective Equipment

3.5.2 What is a hazard?

Hazard is a situation which poses a level of threat for life, health, property or
environment. Most hazards are dormant or potential, with only a theoretical risk of
harm, however, once a hazard becomes active, it can create an emergency situation.

3.5.3 TYPES OF HAZARD

1. PHYSICAL HAZARD
2. CHEMICAL HAZARD
3. ERGONOMIC HAZARD
4. PHYSOLOGICAL HAZARD

52
 3.5.4 MODES OF HAZARD:

(a) Dormant: The situation has the potential to be hazardous, but no people, property or
environment is currently affected by this. (Ex-land slide).
(b) Potential: Also known as armed, that is a situation where the hazard is in the position
to affect persons, property or environment. (Ex-Chemicals, radiation).
(c) Active: The hazard is certain to cause harm, as no intervention is possible before the
incident occurs. (Earthquake, cyclone).
(d) Mitigated: A potential hazard has been identified, but actions have been taken
in order to ensure it does not become as incident. This may not be an absolute guarantee
of no risk, but it is likely to have been undertaken to significantly reduce the danger.

3.5.5 UNSAFE ACTS

An unsafe act is something that someone initiate which results in, or could result in
an accident.
Unsafe acts can be active or passive.
ACTIVE: Worker deliberately removes machine guard.
PASSIVE: By pursuing active safety policy, it is possible to achieve a reduction in
bad habits and hence accidents. These are more difficult to deal with.

3.5.6 TYPES OF HAZARD AT AN AUTOMOBILE WORKSHOP

 Physical Hazards- Slippery floors, objects in walkway, unsafe or misused

machinery, excessive noise, poor lighting, fire etc.
 Ergonomic hazards – Poor design of equipment, workstation design, postural or
workflow, manual handling, repetitive movement.
 Chemical Hazard- Gases, dust, fumes, vapors, and liquids.
 Psychological – Shiftwork, workload, dealing with public harassment,
discrimination, threat of danger, constant low-level noise, stress.

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 3.5.7 Identification of hazard.

Based on observations of the job, knowledge of accident and injury causes, and personal
experience, list the things that could go wrong at each step. At this stage, no attempt is made
to solve any problems which may have been detected.
3.5.8 Key Questions to be asked.

• Can any body part get caught in or between objects?

• Whether any hazard present in tools, machines, or equipment?
• Can the worker make harmful contact with moving objects?
• Can the worker slip, trip, or fall?
• Can the worker suffer strain from lifting, pushing, or pulling?
• Is the worker exposed to extreme heat or cold?
• Is excessive noise or vibration a problem?
• Is there a danger from falling objects?
• Is lighting a problem?
• Can weather conditions affect safety?
• Is harmful radiation a possibility?
• Can contact be made with hot, toxic, or caustic substances?
• Are there dusts, fumes, mists, or vapours in the air?

3.5.9 Elimination of hazard

 Choose a different process or modify existing process

 Substitute with less hazardous substance
 Improve environment (such as ventilation)
 Modify or change equipment or tools
 If the hazard cannot be eliminated, contact might be prevented by using
enclosures, machine guards or similar devices.

3.5.10 How to reduce risks?

1. Material risk assessment, Design and Pre-modification review: this involves proper
layout, facilities and material selection. Research should be carried out to substitute
extremely toxic chemicals with safer ones. Less chemicals should be stored; a reduction in
inventory will automatically mean less damage if an accident is to occur.

54
 2. Proper storage of hazardous Materials: All chemicals and hazardous materials should be
kept at proper storage temperature and in locked cupboards away from children and
animals. Also, if reactive substances are stored, it should be stored is a watertight container
3. Process Safety Management: Hazard & Operability Analysis (HAZOP), reliability
assessment of process equipment, incorporating safety trips and interlocks, scrubbing
system, etc. Management should try to develop a culture of safety in industrial organizations
4. Safety Audits: Periodical assessment of safety procedures and practices, performance of
safety systems and gadgets along with follow up measures 5. Emergency Planning: A
comprehensive risk analysis indicating the impact of consequences and specific written
down and practiced emergency procedures along with suitable facilities should be done.
This can be done by communities as well as national or regional corporation authorities.
6. Training: Proper training of employees and protective services should be done. Safety
manuals should be readily available.
7. Public awareness: Everyone should be aware of potential disasters and informed of
protective and safety measures. Material Safety Data Sheets (MSDS) and Personal
Protective Equipment (PPE) should be readily available. Cautions must be placed to
standout on dangerous household and car care products.

HAZARD IDENTIFICATION AND PREVENTION AT SIPRADI NAIKAP

S.N Potential hazard Risk/Impact Corrective Remark

.

1 Broken glasses and It can cause severe cuts and PPE must be work
mishandled scrap lead to major physical while handling such
components damage components.
2 Polluted compressor It can lead to deterioration The compressor room
room and extensive of the compressor which must be cleaned and
vibration of compressor can lead to a blast serviced regularly.
3 Sludge and Drums Risk of fire if left The oil drums need to
disposed with mishandled and the sludge be disposed
uncovered drain can cause environmental separately and the
degradation sludge must be
cleaned properly.
4 Leakage of lubrication Risk of fire Regular cleaning of

55
 Pipes the lubrication room
is required to clean
the spilled oil

5 Slippery floors It can cause physical Rubber mat must be

damage placed in areas which
has a risk to cause
slipping

6 Extended compressor It can cause tripping. The lines must be

lines retracted and kept in
its proper place after
working

7 Loosely fastened tube The loose light can fall The light must be
light and bulb down on the person fastened firmly using
working below additional bolts

8 Presence of sharp edges It can cause physical Sharp edge removal

in work handling damage due to must be done and ppe
equipment unawareness must be worn all the
time.
Additional bonnet
9 Improper attachment of The bonnet can fall on the support must be
bonnet lever person working under it provided while
working under it and
safety helmet must be
worn

10 Mishandling of vehicles It can cause accident and Vehicles must

while parking and may lead to serious health be handled only by
removing from washing and economical loss. licensed drivers.
Table 4 Hazard Identification and Prevention At Sipradi Naikap

56
3.5.11General preventive measures: some examples

Figure 26 Passage ways

 Use of safety signs wherever required

Figure 27 Safety Sign

 Stairs/ metal vents should have adequate slip resistance.

Figure 28 Slip Resistance Stairs

 Emergency alarm, emergency door, fire exit must be labeled and well instructed.

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 3.6 SWOT ANALYSIS

3.6.1 Strength:

• Oldest thus most well- known branch for CVD-II

• Location

• Quality

• Breakdown Services

• Easy access to spare parts (because of its large network)

• Customer Focus

• Participative Management

• Strong Ground Team

• Open communication

• Good will strength

• Cheaper spare parts compared to other companies

3.6.2 Weakness:

• Poor inventory management

• Insufficient manpower

• Not enough parking spaces

• Haphazard management of vehicle because of congesting space.

• Sloppy/terrain entrance, difficulty in holding vehicles (possibility of clutch plate

failure) while checking

3.6.3 Opportunities:

 Large number of All type of Commercial vehicles inside Kathmandu Valley

3.6.4 Threats:

• More competitive market than before

• Local workshop

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4 CONCLUSION AND RECOMMENDATION

4.1 CONCLUSION:

1 month internship held at sipradi trading private limited was very fruitful for us in terms of
learning about different systems used in automobiles. I learnt about various parts, systems,
power transmission system.learnt about various vehicles of TATA motors in Nepal. I
observed the different works done by the technician under different circumstances Also
observe the managerial aspects of the company. I learnt discipline and ways on how to
interact with staffs and customers. Moreover, and also learnt about the policies and rules and
systems and working of the leading automobile company in Nepal.

4.2 RECOMMENDATION:

I would like to suggest following recommendations for more efficient operations of the
workshop:
1) Unavailability of different special tools in the work shop delayed the work so proper
arrangement of such special tools should be done.
2) Mechanical work like hydraulic press for lay shaft and other simple machining
could be done in house only.
3) Involvement of customer during working hours causes problem for workers.
4) Every spares part required for the completion of the job should be instantly available
at the store to reduce the work time and also use of scanner in store for recording the
given parts will surely help to reduce time
5) Division of work among the technicians should be done according to bay for effective
work.
6) Old equipment and tools still in use at the workshop should be replaced with new
ones.
7) Training should be provided to meet the growing technological requirements like for
newly adapted BS -IV vehicles
8) Motivation and rewards for workers should be done for better and effective performance
9) Feelings of security should be given to workers
10) Different policies and programs should be done to maintain loyalty and Emotional
attachment towards company
11)Passage ways, store rooms, service rooms shall be kept clean and orderly condition.

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 1 REFERENCES

About Us: Company Overview, History. (n.d.). Retrieved 2023, from

SIPRADI:
http://www.sipradi.com.np/company_overview
About Us: Mission, Vision and Values. (n.d.). Retrieved 2023, from
SIPRADI:
http://www.sipradi.com.np/mission-and-values
About Us: Traning Center. (n.d.). Retrieved 2021, from SIPRADI:
http://www.sipradi.com.np/training-center
AutoShop Management. (2012). Measuring Efficiency and Proficiency for Auto
Repair Shops. Retrieved 2019, from FASTTRAK:
http://www.fasttrakauto.com/blog/2012/05/21/measuring-efficiency-and-
proficiencyfor-auto-repair-shops/
Chris Frederick. (2013). Productivity vs Efficiency. Retrieved, from Motor
Age: https://www.searchautoparts.com/motorage/opinion-commentary-
servicerepair/productivity-vs-efficiency
https://autoncell.com/detail/news/bs4-vs-bs6-engine-differences

Rebecca Byers. (2017). How to Increase Workshop Efficiency. Retrieved , from

ChevinFleet: https://www.chevinfleet.com/gb/news/how-to-improve-
workshopefficiency/
Tata and Bus Specifications. (n.d.). Retrieved 2018, from
Sipradi:
http://www.tatamotors.com/vehicles-and-services/commercial-vehicles.php

https://en.wikipedia.org/wiki/Tata_Motors

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