TRIBHUVAN UNIVERSITY

INSTITUTE OF ENGINEERING
THAPATHALI CAMPUS

A Report on “On the Job Training” undertaken at Laxmi Intercontinental

Service Center Pvt. Ltd.
Prepared by

Bishal Shrestha

A REPORT
SUBMITTED TO THE DEPARTMENT OF INDUSTRIAL ENGINEERING
IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF BACHELOR IN
INDUSTRIAL ENGINEERING

DEPARTMENT OF INDUSTRIAL ENGINEERING

KATHMANDU, NEPAL

November 11, 2019

 COPYRIGHT

The author has agreed that the library, Department of Industrial Engineering,
Thapathali Campus, Institute of Engineering may make this Paper freely available for
inspection. Moreover, the author has agreed that permission for extensive copying of
this Paper for scholarly purpose may be granted by the professor(s) who supervised
the work recorded herein or, in their absence, by the Head of the Department wherein
the paper was done. It is understood that the recognition will be given to the author of
this Paper and to the Department of Industrial Engineering, Thapathali Campus,
Institute of Engineering in any use of the material of this Paper. Copying or publication
or the other use of this Paper for financial gain without approval of the Department of
Industrial Engineering, Thapathali Campus, Institute of Engineering and author’s
written permission is prohibited. Request for permission to copy or to make any other
use of the material in this Paper in whole or in part should be addressed to:

Head
Department of Industrial Engineering
Thapathali Campus, Institute of Engineering
Kathmandu, Nepal

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 TRIBHUVAN UNIVERSITY
INSTITUTE OF ENGINEERING
THAPATHALI CAMPUS
DEPARTMENT OF INDUSTRIAL ENGINEERING

It is hereby certified that this paper, entitled “A Report on On the Job Training at
Laxmi Intercontinental Service Center Pvt. Ltd.”

prepared by Bishal Shrestha

is an outcome of the 90 days (720 hours) internship undergone at “Laxmi

Intercontinental Service Center Pvt. Ltd.”

The facts and ideas presented in this report are an outcome of the student’s
hard work and dedication to the project, undertaken as a partial fulfillment for
requirements for degree of
Bachelor in Industrial Engineering.
The outcome of this project has been highly appriciated.

————————- ————————-
Internal Supervisor External Evaluator
Er. Sushant Raj Giri Er. Sanjog Kayastha

————————- ————————-
Company Supervisor Head of Department
Er. Prem Lal Tamang Er. Sudan Neupane

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 ABSTRACT

The three months internship is the mandatory phase in final year to acquire the
bachelor degree in industrial engineering under Institute of Engineering (IOE),
Tribhuvan University. This report details about the industrial internship conducted from
May, 2018 to August, 2018 at the Laxmi Intercontinental Service Center Private
Limited, the authorized service center of Hyundai motors, located in Dhapasi,
Kathmandu. As an automotive enthusiastic, LI Service Center was my preferred
internship destination that allowed me to grab a lot more about automobile technology
and prepare myself a worthy workforce to contribute to this rapidly growing field.

The report thus comprise the activities and assignment undertaken at various
department during the three months period of internship along with the details of value
gained and added to the company. The vehicle diagnosis and case studies of some
major cases related to Knock sensor, Gear box, Clutch system are the key contents of
this report. The internship period was a simultaneous process of developing oneself
and contributing to the company as well. This report serve as the detail of the
invaluable experience, company culture and lessons acquired during this transition
phase of student to professional practice.

Keywords: Industrial Internship; Automobile Internship; Knock sensor; Gear box;

Clutch system.

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 ACKNOWLEDGEMENTS

This report is the outcome of many inspiring and supporting individuals, who in
one way or other contributed and extended their valuable assistance in the
preparation and completion of this report.

First and foremost, my utmost gratitude to my OJT supervisor, Er. Prem Lal
Tamang, the service manager at LI Service Center Pvt. Ltd, whose continuous
guidance and support has been invaluable to me. His patience, motivation,
enthusiasm, and immense knowledge has helped me during the research and
writing of this report. I could not have imagined having a better advisor and mentor
and it was certainly a pleasure working with him. I have been greatly influenced by
his discipline and dedication to his work and look up to him as a role model.

I would like to gratefully thank my university internal supervisor, Er. Sushant Raj Giri and Er.
Sudan Neupane, the head of industrial engineering department, for taking valuable time out
of their busy schedules to serve details on my internship and provide their invaluable
suggestions and reference materials. I would like to acknowledge support from the faculty
members of department of industrial engineering, Thapathali Campus.

Additionally, I would like to thank my colleagues Sagar Khatiwoda, Ashrita

Dhungel and Karuna Shrestha for the valuable discussions on the research
process, the friendly atmosphere and their continuous backup throughout the
paper work.

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 TABLE OF CONTENTS

Copyright . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii

Approval page . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iii

Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv

Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . v

Table of Contents . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . vii

List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . viii

List of Figures . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ix

List of Acronyms and Abbreviations . . . . . . . . . . . . . . . . . . . . . . . . x

CHAPTER ONE: INTRODUCTION . . . . . . . . . . . . . . . . . . . . . . . 1

1.1 Background of Industrial Internship . . . . . . . . . . . . . . . . . . . . . 1
1.2 Objectives of Industrial Internship . . . . . . . . . . . . . . . . . . . . . . 2
1.2.1 General Objective . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.2.2 Specific Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
1.3 Emerging Automobile Industries . . . . . . . . . . . . . . . . . . . . . . . 2
1.4 Enrollment of Internship . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.1 Industrial Overview . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.4.2 LI Service Center, Dhapasi . . . . . . . . . . . . . . . . . . . . . . . . . . 4
1.5 Scope of Industrial Internship . . . . . . . . . . . . . . . . . . . . . . . . . 6

CHAPTER TWO: Assignments, Projects and Activities Undertaken . . . . . . 7

2.1 Assignments Undertaken . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.1 Assignments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.2 My Role and Responsibility . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.3 Learning form the Assignment . . . . . . . . . . . . . . . . . . . . . . . . 9
2.2 Activities Carried out . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
2.2.1 Vehicle Case Study and Diagnosis . . . . . . . . . . . . . . . . . . . . . . 9
2.2.2 Literature Review: Vehicle Engine knocking/Vibration . . . . . . . . . . . 9
2.2.3 Literature Review: Fundamental of Inventory Management . . . . . . 17
2.2.4 Literature Review: Literature Review: Benchmarking of Service
Handling Through ERP . . . . . . . . . . . . . . . . 21

2.2.5 Research Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24

2.2.6 Result: Case Analysis and Presentation . . . . . . . . . . . . . . . . . . . . 26
2.3 Projects Carried Out . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33
2.3.1 Compressed air system improvement and leakage quantification . . . . . . 33

CHAPTER THREE: PROGRAM WORKPLACE RELATIONSHIP . . . . . . 40

CHAPTER FOUR: RESULT AND DISCUSSION . . . . . . . . . . . . . . . . 41

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CHAPTER FIVE: CONCLUSION AND RECOMMENDATION . . . . . . . . 42
5.1 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
5.2 Recommendation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42

ANNEXES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
ANNEXES A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Annex A.1 : Case Study-1 Photos . . . . . . . . . . . . . . . . . . . . . . . . . . 46
Annex A.2 : Case Study-2 Photos . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Annex A.3 : Case Study-3 Photos . . . . . . . . . . . . . . . . . . . . . . . . . . 47
ANNEXES B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 48
Annex B.1 : Log Sheets- Service Floor . . . . . . . . . . . . . . . . . . . . . . . 48
Annex B.1 : Log Sheets- Spare Parts/ Service Reception . . . . . . . . . . . . . . 54
ANNEXES C . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57
Annex C.1 : Projects Carried Out . . . . . . . . . . . . . . . . . . . . . . . . . . . 57

vii
 List of Tables

2.1 Valve Body Nomenclature . . . . . . . . . . . . . . . . . . . . . . . . 12

2.2 Brakes and Clutch Application Chart . . . . . . . . . . . . . . . . . . . 14
2.3 A6MF1Troubleshooting Guide . . . . . . . . . . . . . . . . . . . . . . 16
2.4 Electronic Power Steering Troubleshooting . . . . . . . . . . . . . . . . 23
2.5 Dealer Investigation Report 1 . . . . . . . . . . . . . . . . . . . . . . . 26
2.6 Dealer Investigation Report 2 . . . . . . . . . . . . . . . . . . . . . . . 28
2.7 Dealer Investigation Report 3 . . . . . . . . . . . . . . . . . . . . . . . 31
2.8 Air Compressor Specifications . . . . . . . . . . . . . . . . . . . . . . 34
2.9 Pneumatic Tools Information . . . . . . . . . . . . . . . . . . . . . . . 35
2.10 Compressor Load/Unload Time; Data taken: 03/07/2018 1:00 PM-2:00
PM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37

viii
 List of Figures

1.1 New EVs Registration Trend . . . . . . . . . . . . . . . . . . . . . . . 3

2.1 Automatic Transmission: A6MF1 . . . . . . . . . . . . . . . . . . . . . 10
2.2 Flow diagram of hydraulic system . . . . . . . . . . . . . . . . . . . . 11
2.3 Valve Body System . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12
2.4 Solenoid Application Chart . . . . . . . . . . . . . . . . . . . . . . . . 12
2.5 Magnetic Crankshaft Position Sensor . . . . . . . . . . . . . . . . . . . 18
2.6 Crankshaft Position Sensor waveform at idle . . . . . . . . . . . . . . . 19
2.7 EPS Components . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
2.8 Torque Sensor Location . . . . . . . . . . . . . . . . . . . . . . . . . . 22
2.9 Current data waveform when turning steering wheel to left . . . . . . . 22
2.10 Accessories Specifications . . . . . . . . . . . . . . . . . . . . . . . . 35
2.11 Compressed Air Network and Leaks . . . . . . . . . . . . . . . . . . . 36
2.12 Leakage Percentage vs Cost of leakage . . . . . . . . . . . . . . . . . . 38

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 List of Acronyms and Abbreviations

ATM Automatic Transmission Fluid

CAN Controller Area Network

CKPS Crankshaft Posistion Sensor

ECU Electronic Control Unit

EPS Electronic Power Steering

EV Electric Vehicle

GDS Global Disgnostic System

HIS Hydraulic Impulse Storage

LI Laxmi Intercontinential

LR/B Low and Reverse Brake

MPI Multi Point Injector

OJT On the Job Training

OWC One Way Clutch

PCM Powertrain control module

R&D Research and Development

RPM Revolution Per Minute

SS Shift Solenoid

TCM Transmission control module

TCMA Transmission Control Module assembly

TU Tribhuvan University

UD/B Underdrive Brake

WPC Web Parts Catalogue

x
 CHAPTER ONE
INTRODUCTION

1.1 Background of Industrial Internship

A sudden transition from university life to the workplace can often be confusing and
ineffective for both the employer and the employee. Realizing the fact, industrial
internship for engineering undergraduates are designed and Tribhuvan University
(TU) is not an exception to it. The curriculum of Bachelors in Industrial Engineering
under TU is swiftly structured and has provided provision for 3 months mandatory
On-the-Job-Training (OJT), often termed as internship, for final year industrial
engineering student. I feel fortunate to be a part of it.

Industrial internship is indeed the exchange of services between the intern and the
organization. During, this indispensable process of exchanging services, both the
party, the intern and the host organization are set to gain invaluable experiences
and crucial benefits. Internship plays a vital role in shaping the professional
development of the intern providing them with the opportunity to gain real life
experience and helping on determining the area of interest and field of expertise. In
addition, an internship makes an undergraduate fit for full-time work following
graduation and can be helpful to create a professional network that can assist with
letters of recommendation or lead to future employment opportunities.

On the other side, the benefit of bringing an intern into full-time employment is that they
are already familiar with the company, their position, and they typically need little to no
training. As per my personal experience, arrival of interns in the organization, will
create the working atmosphere more friendly, interactive and informative. Share of
knowledge and information, exchange of respectfulness and good communication, will
certainly rejuvenate the workplace and create productive environment.

As an industrial engineering intern at Laxmi Intercontinental Service Center Pvt. Ltd.,

striving everyday for the quality repair and maintenance of Hyundai passenger vehicles, I
got innumerable benefits and invaluable experiences. This internship has provided me with
the immense knowledge and understanding of rapidly growing automobile filed, its
technologies and challenges, specific roles and responsibilities of engineers in this field. It
has eased me to understand the nature of office, associated values, routines and company
cultures which has definitely refined my skills and improved my professional capacity on
research, reporting and documentation, time value and managements, communicating with
customers, dealing with challenges and finding the best way of the solution. The company
has obviously provided me the platform to demonstrate my ability to plan, implement and
evaluate effective working procedure along with understanding of professional and ethical
practices. The internship at LI feels like a

1
dream laboratory, with so much freedom to practice, learn and grow, accessible
data and information to carry out certain projects, talent, helpful and motivating
supervisors to guide through the internship period to make it more productive.

1.2 Objectives of Industrial Internship

1.2.1 General Objective
As mentioned earlier, industrial internship is a mandatory phase during the final year of
industrial engineering under Tribhuvan University, Nepal. Getting into the automobile
service sector to begin internship is guided by the motive; so as to get myself acquainted
with the prevailing automobile technology and engineering practices deployed in the
automotive service industries. In addition, preferring this particular industry to begin with my
internship are framed by other specific motives which are listed hereunder:

1.2.2 Specific Objectives

Automobile was always a fascinating topic for me and industrial internship at LI
Service Center were guided by the following objectives:
1. To integrate existing and new technical knowledge on automobile
technology and industry.

2. To get myself expose to the environment and expectations of performance on

the automobile industry particularly in professional engineering practice.

3. To develop employer-valued skills such as teamwork, communications

and attention to detail.

4. To get expose to professional role models or mentors in automotive

industry of Nepal.

5. To deploy my academic knowledge into real field application.

6. To get professional feedback and make valuable connections.

7. To get relevant work experience, helping to become ready workforce

before entering the job market as a graduate.

1.3 Emerging Automobile Industries

In recent years, transportation has been the fundamental need of majority of global
population. The contribution of automobile in quenching the need is significant and
undeniable. In fact, automobile is the primary mode of transportation for many

2
developed countries, making automobile industries the top contributor of world
economic sector by revenue (Wikipedia contributors, 2019a).

The continuous growth and advancement of automobile industries is inevitable.

The industry continues to grow, registering a 30 percent increase over the past
decade (1995-2005). The recent trend implies that global sales in new vehicles
should exceed 98 million, posting a +2.5% increase as compared to year 2017.
The automotive market is close to cross 100 million units threshold in 2019
(Euler Hermes Economic Research, 2018).

Yet, the automotive industries face challenging times. One issue is their ability to
cope with the uneven tempo of markets originated by market transition, notably to
Electric Vehicle(EV). Keeping the fact in mind, almost all automobile manufactures
have begun massive investment and R&D spending in EV. Recent trend has shown
significant advancement in EV technology and the number of registered EVs in the
market are in increasing order (Euler Hermes Economic Research, 2018).

Figure 1.1: New EVs Registration Trend

Similarly, emission requirements are intensifying, increasing the cost of car and creating
challenge on manufacturers. Creating a safer, reliable, secure, efficient and eco-friendly
mode of transportation has always been the major challenge for automobile manufacturers
and the solution is always something innovative and efficient mechanism. Continuous
investment on R&D projects and simultaneous advancement in science and

3
technology has always eased the process of solving these challenges.

Internship at LI Service Center has directly linked me with this emerging

industry and has provided opportunity to grow in this field and hopefully provide
a significant contribution in near future.

1.4 Enrollment of Internship

The automotive industry is a huge, diverse set of manufacturing and service
businesses that bring vehicles to market, keep them in working order, paint, clean,
fix and even trash them when it’s time. While there are often interesting business
opportunities at the auto dealership level, it’s generally after the cars are sold that
things get really exciting. To be a part of this exciting phase and develop career in
automobile filed, I chose LI Service Center to begin with my internship.

1.4.1 Industrial Overview

Laxmi Intercontinental Pvt. Ltd is the authorized dealer of Hyundai Motors since
February 2009. After the acquisition of distributorship in 2009, Laxmi Intercontinental
started working in the imports and sales of various Hyundai car models. Currently, it
has 12 car models across segments namely EON, i10, Grand i10, Xcent, Elite i20, i20
Active, 4S Verna, Creta, Elantra, Veloster, Tucson, Santa Fe’.

It is currently a key player in Passenger Car Segment in Nepalese automobile

market, delivering high quality Hyundai cars and offering better mobility solutions to
the valued customers. In Nepal, Hyundai vehicles have been able to win hearts of
many and are known for durability, reliability, fuel efficiency and after sales service.

The company’s main objective is to provide state-of-the-art service facilities with

certified technicians, to its valued Hyundai customers. It focuses not only on
sales of Hyundai vehicles but also on retention of existing customers by
delivering quality after sales service. For these purposes, various showrooms
and service centers across Nepal have been opened, including LI Service
Center, Dhapasi, Kathmandu where I completed my internship.

1.4.2 LI Service Center, Dhapasi

LI Service Center located at Dhapasi, Kathmandu is one of the oldest service center of
Hyundai passenger cars. Nevertheless, the company is well facilitated and full of
experienced professionals and technicians. Operating major cases and solving them
with perfection is the noticeable fact about this service center. The service center
remains busy all day long in providing quality service, providing the opportunity for
learners like me to witness variety of cases. During the course of 90 days, everyday
was new here, new cases to solve, new solutions to apply and new lessons to learn.

4
Departments The service center comprise four major departments interlinked to
provide quality service to the Hyundai vehicle customers.

1. Customer Care Department

Customer care department act as the bridge between the customer and the
organization. The main role here is to provide prior information about service to
customers, acknowledge the customer inquires, generate feedback from them
and supply the information to relevant departments to improve the quality of the
service. Customer inquiries often involve some form of complaint that the
customer service representative must handle in accordance with the company’s
guidelines and policies. Sometimes, the representatives may attempt to solve the
problems or at least propose some solutions.

The customer service representative follow through with the customer until
the issue is fully resolved. This may entail scheduling appointments with
in-person repair personnel if the problem cannot be resolved on the
phone, or transferring a call to skilled supervisors or technicians in another
department. Pro-actively following up with the customer to ensure that he
or she is fully satisfied is the main role here.

2. Service Department

Quality service has always been the utmost priority of the organization. Service
department is responsible for acknowledging customer vehicle problems,
providing necessary service advise, preparing estimates of job, assuring timely
and quality service. The service advisors are responsible to perform these task
and feed these information to the technicians, where actual repair, servicing and
maintenance work is performed. The technicians work accordingly, as per the job
described by the service advisors. Service engineers are responsible for
connecting the gap between the customer and the technicians. Required spare
parts are made accessible to technicians only after the verification from the
service advisor. Once, after the completion of job, the customer is informed to
receive the vehicle and clear the billing amount.

3. Spare Parts Department

The repair and maintenance task often requires replacement of the parts and the job
of spare parts is to make these parts available. Spare parts department has huge
influence on quality and timely service. Spare parts manager has huge role in
properly controlling the inventory for smooth operation of the company services.
Issuing required material to the technicians, creating safety stock, rack management
and location planning, placing purchase order are the key roles here.

5
 4. Dent Paint Department

Everybody wants their vehicle free of scratches and dents. The job of this
department is to repair any dents and scratches on the vehicle. The
service advisor provides estimates to the customer regarding the price
and time of the dent and paint and the information is handed to the dent
paint supervisor to carry out the necessary job.

1.5 Scope of Industrial Internship

Industrial internship is designed to help students keep academic and
professional career abreast and act as a preliminarily phase in the path of being
adept in relevant field. Academic knowledge from university and industrial
internship comes along to catalyze a true reform of student. Industrial internship
inculcate a sense of professional practice, in-depth research and improved
communication that had previously been lacking in the university.

Internship at LI service center has opened up the opportunity to grow in the rapidly
flourishing automobile filed and has reinforced my penchant for working in this versatile
industry. Projects conducted at LI service center has certainly uplifted my research
skills and such projects can be applied at almost all vehicle service organizations. The
internship has strengthen my morale and has improved self confidence to work
productively as a team at any organization. Similarly, this internship has helped me
decide my field of particular interest and has fortified my future career move.

High morale, fine communication skills, effective reporting and documentation,

proficient soft skills are the salient features expected by employer from their potential
candidates and fresher graduates from university often lag these qualities. This is why
most job descriptions demand for experienced professional and too often freshers get
rejected. However, previous internship at the relevant field along with the through
knowledge, project implementation, network recommendation and success story will
assuredly convince the employer to hire the candidate. The short terms internship
would make a worthwhile contribution to job safety and swift flow of career move.

Apart from these vivid scopes, industrial internship couple the organization and
the university. Often the concerned organization provides funding to support the
R&D program in the university in-order to generate the required manpower.
Numerous automobile manufactures link with university and provide placement
opportunities for the outstanding candidates. The three months internship at LI
service center is the outcome of similar relationship.

6
 CHAPTER TWO
Assignments, Projects and Activities Undertaken

2.1 Assignments Undertaken

The three months internship was accompanied by job rotation and variety of assignments
were undertaken. The company constitute of four major internal departments viz; Customer
Care Department, Service Reception Department, Spare Parts Department and Service
Floor Departments. Among these departments service floor, service reception and spare
parts departments were the main area where the assignment were undertaken.

2.1.1 Assignments
1. Service Floor Department:
The major motive of working in this department was to gain core knowledge on
automotive technology, vehicle diagnosis and repair. In order to fulfill this motive
we were assigned as a trainee, working abreast with the team of mechanic and
getting hands dirty and completing the vehicle diagnosis and repair procedure.
One month of internship period was spent on the service floor.

2. Service Reception Department

One month period of internship was spent working as an intern at service reception
department. The assignments provided during this phase was to acknowledge the
customer complaints, provide necessary service advise and promise the timely
delivery of the customer vehicle after the complete service and repair.

3. Spare Parts Department

The time frame scheduled for spare parts department was a period of one
month. The motive of working as an intern in this department was to gain
knowledge on the spare parts of the vehicle, their inventory management
along with their dispatch management. The timely purchase, scheduling
reorder level , assuring timely delivery of the spare parts, proper storage
and rack management were the key assignments undertaken.

2.1.2 My Role and Responsibility

Role in Service Floor Department

1. Perform vehicle diagnosis and repair along side with team of mechanic as
per the service advisor instructions.
2. Prepare the Dealer Investigation Report (DIR) of the major vehicle cases.

3. Use of the GDS, VCI for diagnosis and record the data for preparing DIR.

7
 4. Perform general checkup of the vehicle including tire rotation, engine oil
replacement, general checkup, air and ac filter change.
5. Repair, maintain and record diagnosis of engine, suspension,
transmission, ac system of the vehicles.
6. Use of shop manual , Electronic Troubleshoot (ETS) diagram to assist
vehicle diagnosis and repair.
7. Repair electric and electronic components of the vehicle including sensors,
lamps, wipers, speakers, horns, fuses, fans, alternator, starter motor, etc.
Role in Service Reception Department

1. Acknowledge the customer vehicle complaints and note on the Job order manual.

2. Provide the appropriate service advise to the customer by analyzing the

vehicle history and customer complaints in detail.
3. Prepare the estimates of price and time of delivery to the customer.

4. Use of Auto Boom and SAP software to record the data of the job order
manual to open the job.
5. Close the job and prepare invoice after the vehicle repair has been completed.
Role in Spare Parts Department

1. Assist in the inventory management.

2. Perform rack management for locating the spare parts.
3. Perform tagging, naming and labeling of the rack and parts for qucik and
easy picking of the spare parts.
4. Assist in space management of store for quick, ease and safe picking of
the spare parts.
5. Provide assist during the audit of the spare parts.
6. Prepare the purchase order including regular order, emergency order/
Vehicle off Road (VOR).
7. Use of Auto Boom and SAP software for material issue and counter sale
entry.
8. Use of WPC , Auto Boom and SAP to prepare the estimates of the spare
parts of the pending vehicles.
9. Perform quality and quantity inspection of the arrived spare parts from the supplier.

10. Perform dispatch management and prepare Bill of Materials.(BOM).

11. Perform material return entry in AutoBoom in case the billed spare parts
are returned back.

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2.1.3 Learning form the Assignment
The assignment taken during the internship has provided immense learning
opportunities. The assignments were vital and has improved various job related
skills subsequently enhancing knowledge on the automobile technology.

The learning horizon of these assignments is huge, creating significant

impact on knowledge, skills and mentality. However, few worth points to be
listed out and can be expressed in words our listed hereunder:
1. Automobile technology, vehicle diagnosis and repair
2. Inventory management, rack management and space management
3. Use of software tools like GDS and scanning tools to diagnose vehicle
4. Team work and customer approaching skills
5. Time value, discipline and ethics
6. Reporting and documentation.

2.2 Activities Carried out

2.2.1 Vehicle Case Study and Diagnosis
Vehicle case study and diagnosis is the inevitable part of the automobile service
industry and as an intern it was quite remarkable achievement to get myself involved in
this broad subject of study. This topic includes the three major cases studies along with
their diagnosis and repair presentation. The cases included by this topics are often rare
but challenging, which are subjected under vital cases and needs specially trained
team of mechanic. The three cases handled requires detail knowledge on:
1. Knock Sensor
2. Gear Box Damage Diagnosis
3. Benchmarking of Service Handling Through ERP.

2.2.2 Literature Review: Knocking of vehicle.

Knocking (also knock, detonation, spark knock, pinging or pinking) in spark-ignition
internal combustion engines occurs when combustion of some of the air/fuel
mixture in the cylinder does not result from propagation of the flame front ignited by
the spark plug, but one or more pockets of air/fuel mixture explode outside the
envelope of the normal combustion front. The fuel-air charge is meant to be ignited
by the spark plug only, and at a precise point in the piston's stroke. Knock occurs
when the peak of the combustion process no longer occurs at the optimum moment
for the four-stroke cycle. The shock wave creates the characteristic metallic
"pinging" sound, and cylinder pressure increases dramatically. Effects of engine
knocking range from inconsequential to completely destructive.

Knocking should not be confused with pre-ignition—they are two separate events.
However, pre-ignition is usually followed by knocking.

The phenomenon of detonation was first observed and described by Harry Ricardo
during experiments carried out between 1916 and 1919 to discover the reason for
failures in aircraft engines. Due to the large variation in fuel quality, a large number
of engines now contain mechanisms to detect knocking and adjust timing or boost
pressure accordingly in order to offer improved performance on high octane fuels
while reducing the risk of engine damage caused by knock while running on low
octane fuels.

An early example of this is in turbo charged Saab H engines, where a system

called Automatic Performance Control was used to reduce boost pressure if it
caused the engine to knock.

Various monitoring devices are commonly utilized by tuners as a method of seeing

and listening to the engine in order to ascertain if a tuned vehicle is safe under load
or used to re-tune a vehicle safely. A commonly used type of knock sensor consists
of a piezo microphone attached to the engine block, tuned to detect the sound of
knocking.

Since the onset of knock is sensitive to the in-cylinder pressure, temperature and
autoignition chemistry associated with the local mixture compositions within the
combustion chamber, simulations which account for all of these aspects have thus
proven most effective in determining knock operating limits and enabling engineers
to determine the most appropriate operating strategy.

Since the avoidance of knocking combustion is so important to development

engineers, a variety of simulation technologies have been developed which can
identify engine design or operating conditions in which knock might be expected to
occur. This then enables engineers to design ways to mitigate knocking combustion
whilst maintaining a high thermal efficiency.
The objective of knock control strategies is to attempt to optimize the trade-off
between protecting the engine from damaging knock events and maximizing the
engine’s output torque. Knock events are an independent random process. It is
impossible to design knock controllers in a deterministic platform. A single time
history simulation or experiment of knock control methods are not able to provide a
repeatable measurement of controller’s performance because of the random nature
of arriving knock events. Therefore, the desired trade-off must be done in a
stochastic framework which could provide a suitable environment for designing and
evaluating different knock control strategies performances with rigorous statistical
properties.

About Knock sensor

Knock sensor is a device that is used to find out the abnormal knocking sound that is
produce during running conditions of Engine by means of frequency.
When knocking frequency is produce in engine, then both sound and vibrations are
produce in Engine. This vibrations then transfer by mountain bolt to washer through
nut. The washer is attached with seismic mass that connected with Piezoelectric Metal
ring that produce small current during vibrations. So current generated is directly
depend upon knocking frequency vibration of engine. The more vibration means more
current. From this data EMU (Engine Management Unit) find outs that knocking
process occurring or not in Engine.
 Figure 2.1: Knock Sensor

Parts of Knock sensor:

 Fig2.2:Circuit diagram of Knock sensor.

Previously,knocking of vehicle was removed by adding TEL(Tetra Ethyl Lead) .But

nowdays Octane and n-heptane is mixed to reduce knocking
To reduce knocking in SI engine

 Decrease the compression ratio.

 Decrease the mass of charge.
 Decrease the inlet temperature of charge.
 Provide coolant to the cylinder.
 Spark retard.
 Using rich air fuel mixture (only 10%rich ,not more)
 Increase turbulence (of charge inside the cylinder)
 Increasing engine speed.
 Reducing distance of flame travel.

yomatic Transmission (A6MF1) An increasing demand for comfort and safety drives the
global technological shift from manual to automatic transmissions. Automatic
transmissions are more comfortable, safer as well as more resource-friendly and
economical and offer a better driving experience at the same time. With an automatic
transmission, the driver no longer has to operate the clutch, which is very comfortable,
especially in urban stop-and-go traffic. Reduced driver stress and consequently
improved road safety and ride comfort, lower fuel consumption are some of the
advantages of automatic transmission compared to the conventional manual
transmission (Gisbert Lechner, 1994). Functions such as the automated parking
assistant further simplify everyday life and are an early stage of fully automated driving.

9
About A6MF1

Hyundai/Kia Motor Company introduced its first, internally designed-and-

manufactured A6 six-speed automatic transmission in 2009(Huscher, 2017).

According to Kia, the company secured 300 patents during the development of this
transmission. The 6-speed automatic transmission, applied to the new Sorento in
Korea, has 62 fewer parts, is 41mm shorter, and 12kg lighter than the 5-speed
(Huscher, 2017).It’s one of the most compact six-speed automatic transmissions found
in today’s market. This literature deals with the brief look at the A6MF1 transmission.

Automatic Transmission: A6MF1

The A6MF1 is an electronic, 6-speed, automatic transmission that incorporates state-

of-the-art technology. The transmission control module assembly (TCMA), which is
integrated into the valve body, provides fully synchronized clutch-to-clutch shifting
through three planetary gear sets (A6MF1 Service Manual, 2015). The valve body
assembly contains all the sensors and solenoids required for operation completely
inside the transmission. This 6 speed transmission offers distinct advantages over 4/5
speed transmissions by providing additional ratios for even quicker acceleration and
shorter shift intervals (Huscher, 2017). Six speeds allow the engine to maintain optimal
rpm range, increasing fuel economy and performance.

The A6MF1 is fitted with a 2.0L/2.4L engine with a maximum torque capacity of 230
Nm (ATSG, 2016). The main components of the A6MF1 transmission are listed below:

Hydraulic System
The oil pump is powered by the engine. Automatic Transmission Fluid (ATF)
passes through the oil filter and gets distributed along the oil channels.

10
 The oil becomes highly pressurized as it exits the oil pump and passes
through the line pressure valve before being fed to the clutch & brake
control valve, clutch, and brakes.
TCM controls the hydraulic pressure using solenoid valves and controls
clutch and brake operations.

Figure 2.2: Flow diagram of hydraulic system

Valve Body System The valve body is essential to automatic transaxle control
and consists of various valves used to control the oil feed from the oil pump.
Specifically, these valves consist of pressure regulator valves, oil redirection
valves, shift valves, and manual valves. The body also features electronic
solenoid valves that ensure smooth gear changes.

11
 Figure 2.3: Valve Body System

Table 2.1: Valve Body Nomenclature

1. Pressure Control Valve (PCV) adjust screw 2. Solenoid valve bracket
3. Oil temperature sensor 4. Line Pressure Control Solenoid Valve
5. SS-A Solenoid Valve (ON/OFF) 6. SS-B Solenoid Valve (ON/OFF)
7. Overdrive Clutch Control Solenoid Valve (OD/C) 8. Underdrive Brake Control Solenoid Valve (UD/B)
9. 26 Brake Control Solenoid Valve (26/B) 10. 35R Clutch Control Solenoid Valve (35R/C)
11. Torque Converter Control Solenoid Valve (T/CON) 12. LR/B pressure fiow hole
13. UD/B pressure fiow hole 14. Accumulator

Figure 2.4: Solenoid Application Chart

12
Shift solenoid A (SSA) and shift solenoid B (SSB) are the on/off, normally low
(N/L) solenoids. When the solenoid is off, pressure in the circuit is low. When
the solenoid is energized (system voltage), pressure in the circuit is high (71
PSI). The solenoid resistance is about 10–11 ohms.

Vehicles with A6MF1 automatic transmission is equipped with the a hydraulic

impulse storage (HIS) accumulator in the valve body. The hydraulic accumulator
stores pressurized oil, supplements the pump and maintains transmission
pressures, eliminating pressure buildup time and clutch engagement delay. The
HIS oil storage unit utilizes a spring piston accumulator charged by the oil pump.
When the accumulator is fully charged, an electronic solenoid holds pressurized
fluid until the TCM commands the solenoid to release the fluid. When the engine
starts, the oil charge is promptly released, supplying the hydraulic valves and
clutches with pressurized oil and the vehicle is ready to move instantly.

A special automatic transmission fluid (ATF) is required, and a unique oil fill procedure
must be followed to properly add fluid after transmission service. There are different
grades of fluid out there all with different properties and specifications. The owner’s
manual of the vehicle will give the most accurate details regarding transmission fluid.

The 6-speed automatic transmission has a filled-for-life transmission fluid strategy. The
transmission is filled at the factory once and under normal operating conditions, it is not
necessary to check the fluid level or change the fluid and filter. A fluid fill tube and
indicator are not provided on automatic transmission. The oil level is only checked or
adjusted when the customer has shift quality concerns, fluid leaks are present, or
transmission service is required. The procedure involves the use of a scan tool to
monitor transmission fluid temperature. Because a fluid fill tube and indicator are not
provided, all work is performed under the vehicle while raised on a host.

Brakes and Clutches The 6-speed automatic transaxle consists of an overdrive

clutch (OD/C), a one-way clutch (OWC), a lower and reverse brake (LR/B), an
underdrive brake (UD/B), a 26 brake (26/B), and a 35R clutch (35R/C). These
clutches and brakes are operated by controlling the hydraulic pressure.
Brakes and Clutches Application Chart:

Brakes and clutches are listed across

top Gears are listed down the left side

O represets the brake/clutches activation.

X represents the limp home mode

13
 Table 2.2: Brakes and Clutch Application Chart
UD/B LR/B 26/B 35R/C OD/C OWC
P, N X
R X X
D1 X X
D2 X X
D3 X X
D4* X X
D5 X X
D6 X X

Brakes and clutches comprise snap ring (A) pressure plate(B), the cushion plate
and frictional plate. The cushion plates and frictional plates are placed
alternately one after another as shown in the figure below.

These plates should be properly installed to satisfy the specification for the disc set end
play. The disc set end play has a major role in proper functioning of the automatic
transmission. Play is determined by the thickness of the plates. Hence, thickness of the
pressure plate, cushion plates and disc set has significant role and the end play should
be kept as per the specification provided by dealer service manual.

Hydraulic system:

A fluid fill tube and indicator are not provided on automatic transmission. The oil
level is only checked or adjusted when the customer has shift quality concerns,
fluid leaks are present, or transmission service is required. The procedure involves
the use of a scan tool to monitor transmission fluid temperature. Because a fluid fill
tube and indicator are not provided, all work is performed under the vehicle while
raised on a host. If the vehicle is for severe use or business use, replace ATF every
60,000 miles for severe usage. Severe usage is defined as:
Driving in rough road (Bumpy, Gravel, Snowy, Unpaved road, etc.)
Driving in mountain road, ascent/descent
Repetition of short distance driving

14
More than 50% operation in heavy city traffic during hot weather above 32 C Refering

to the service manual for maintenance schedule is always a wise decision.

Fluid Pressure:
The pressure of ATF should be maintained as specified by the vehicle service manual
guide. Any changes in the pressure of the ATF will result in the abnormal behavior of
the automatic transmission that is usually undesirable. Hence, ATF pressure test is
mandatory to begin with automatic transmission diagnosis. Looseness, poor
connection, bending, corrosion, contamination, deterioration, or damage of solenoid
valve, worn out oil seal and leakages of ATF fluid are the main causes pressure drop
which will result in the improper functioning of automatic transmission. Shift Delay,
Vibration of vehicle, during shifting, poor acceleration are the common symptoms of
trouble in hydraulic system of the automatic transmission.
Accumulator:

Without the accumulator or defect in a accumulator, a detectable delay in

vehicle acceleration would exist, leading to a loss in driving dynamics. However,
the accumulator defect cases are rare.
Clutch and Brake:

Increase in the play or loosely packed disk sets caused due to worn out
frictional elements, cushion plates or improper pressure plate thickness will
induce various transmission problem and direct effect is seen during shifting.

Speed Senors:
Without a valid speed signal from these sensors, the PCM will not be able to correctly
control the shifting of gears within the transmission. This may cause the transmission to
shift roughly or more quickly than normal. It’s also common that a problem with these
sensors can impact the shift timing, extending the interval between transmission shifts.
An automatic transmission is hydraulically controlled and designed to shift smoothly.
When the transmission shifts hard, it can damage internal components including valve
bodies, hydraulic lines, and in some cases mechanical gears (Your Mechanic, 2017).

The table below provides the troubleshooting guide to common automatic

transmission cases (A6MF1 Service Manual, 2015):

15
 Table 2.3: A6MF1Troubleshooting Guide
Trouble symptom Suspect area Remedy
Shift delay Damaged clutch / brake Replace the brake or clutch.
Faulty hydraulic control Inspect the solenoid valve.
Faulty hydraulic supply Check the fluid level.
Not performed TCM learning TCM learning is required.
Vibration of the vehicle when shifting Damaged clutch / brake Replace the brake or clutch.
Not performed TCM learning TCM learning is required.
Faulty hydraulic control Inspect the solenoid valve.
Faulty hydraulic supply Check the fluid level.
Fixed gear (shift impossible) Faulty hydraulic control Inspect the solenoid valve.
Faulty harness & connector connection Check the harness & connector of transaxle.
Faulty TCM Replace the TCM.
Faulty CAN Communication Inspect the CAN communication line.
Limited gear (shift possible) Faulty inhibitor switch Inspect the inhibitor switch.
Faulty input & output speed sensor Inspect the input & output speed sensor.
Faulty harness & connector connection Check the harness & connector of transaxle.
Poor acceleration Faulty hydraulic control Inspect the solenoid valve.
Faulty hydraulic supply Check the fluid level.
Faulty oil pump Replace the oil pump.

In the event of the auto transmission malfunction, vehicles (Ex: Hyundai Creta A6MF1)
are incorporated with features like fail-safe mechanism where TCM provides 4th gear
hold and reverse gear that provides ”limp-home” (minimal functionality) feature to
enable the vehicle to be driven to the owner’s home or to reach the dealer shop.

16
 4. 2.2.3Literature Review: Benchmarking of Service Handling Through ERP.

All the business has various departments. And these departments exchange and
share lotof informations with each other.This process take so much of time.
ERP(Enterprise Resource Planning) is an business management software limit which
used to integrate all the business activities in any organizations.
Major reason for adopting ERP
 Integrate financial information
 Integrate customer order information
 Standardize and speed up operations process
 Reduce inventory
 Standardize Human Resource information

Major Problem Creates by old traditional methods which is actually

solved by ERP
 Risk of duplication of data.
 Time and money consuming process.
 Due to timely process customer will not satisfy and not permanent for goods
and services.
 High inventory and material cost.

Potential Benefits of EPR

1) Internal Benefits
 Intergration of a single source of data
 Control over various business processes.
 Eliminate duplication of data
 Increased productivity,inventory management ,promote quality.
2) External Benefits
 Improved customer service and order fulfillment
 Improved communication with supplier and customers
 Improve customer service
 Enhanced competitive position and increased sales and profile.

SAP ERP is an enterprise resource planning software developed by the German

company SAP SE. SAP ERP incorporates the key business functions of an
organization. The latest version (SAP ERP 6.0) was made available in 2006. The
most recent Enhancement Package (EHP8) for SAP ERP 6.0 was released in
2016.
Business Processes included in SAP ERP are Operations (Sales & Distribution,
Materials Management, Production Planning, Logistics Execution, and Quality
Management), Financials (Financial Accounting, Management Accounting,
Financial Supply Chain Management), Human Capital Management (Training,
Payroll, e-Recruiting) and Corporate Services (Travel Management, Environment,
Health and Safety, and Real-Estate Management) the potential damage of either a
mechanical or an electrical malfunction, and let the vehicle ”limp back home” for
treatment, without risking further damage and without forcing the vehicle to a
complete stop. In modern vehicles, Limp-mode is activated automatically after an
ECU detects a malfunction in one or more vehicle subsystems (Dagan et al., 2018).

Maintainance Costs:
It is estimated that "for a Fortune 500 company, software, hardware, and consulting
costs can easily exceed $100 million (around $50 million to $500 million). Large
companies can also spend $50 million to $100 million on upgrades. Full
implementation of all modules can take years",[attribution needed] which also adds
to the end price. Midsized companies (fewer than 1,000 employees) are more likely
to spend around $10 million to $20 million at most, and small companies are not
likely to have the need for a fully integrated SAP ERP system unless they have the
likelihood of becoming midsized and then the same data applies as would a
midsized company. Independent studies have shown that deployment and
maintenance costs of a SAP solution can vary depending on the organization. For
example, some point out that because of the rigid model imposed by SAP tools, a
lot of customization code to adapt to the business process may have to be
developed and maintained. Some others pointed out that a return on investment
could only be obtained when there was both a sufficient number of users and
sufficient frequency of use.

ERP advantages and disadvantages

Advantages
 Allows easier global integration (barriers of currency exchange rates,
language, and culture can be bridged automatically)
 Updates only need to be done once to be implemented company-wide
 Provides real-time information, reducing the possibility of redundancy errors
 May create a more efficient work environment for employees
 Vendors have past knowledge and expertise on how to best build and
implement a system
 User interface is completely customizable allowing end users to dictate the
operational structure of the product

Disadvantages
 Locked into relationship by contract and manageability with vendor – a
contract can hold a company to the vendor until it expires and it can be
unprofitable to switch vendors if switching costs are too high
 Inflexibility – vendor packages may not fit a company's business model well
and customization can be expensive and/or lead to version lock-in, since
customized code may not fit future versions and would then need to be
redeveloped at great expense
  Return on Investment may take too long to be profitable
 Implementations have a risk of project failure

SAP Enhancement Packages for SAP ERP 6.0 (SAP EhPs)

The latest version (SAP ERP 6.0) was made available in 2006. Since then,
additional functionality for SAP ERP 6.0 has been delivered through SAP
Enhancement Packages (EhP). These Enhancement Packages allow SAP ERP
customers to manage and deploy new software functionality. Enhancement
Packages are optional; customers choose which new capabilities to implement.

SAP EhPs do not require a classic system upgrade.The installation process of

Enhancement Packages consists of two different steps:

 Technical installation of an Enhancement Package

 Activation of new functions
The technical installation of business functions does not change the system
behavior. The installation of new functionalities is decoupled from its activation and
companies can choose which business functions they want to activate. This means
that even after installing a new business function, there is no change to existing
functionality before activation. Activating a business function for one process will
have no effect on users working with other functionalities. The most recent SAP
Enhancement Package for SAP ERP 6.0 was EhP8, which was released in 2016.
EhP8 delivers innovations and serves as a foundation to transition to SAP’s new
business suite: SAP S/4HANA.

AutoBoom is an interactive DMS software for automotive industry. This software is

conceived and prepared by a team of experienced software engineers and
automotive consultants. The software is developed by using Visual Basic as a front
end and MS-Access /SQL Server as a back end. AutoBooom is the automobile sale
and service management system, which is a combined software to manage
showroom and workshop, including complete accounting and inventory
management. This software can be used in showrooms as well as in workshops to
manage the total accounting and inventory.
FEATURES:STOCK REPORTS,SALE REPORTS,FINANCER SYSTEM,PARTS
SALE REPORT,SERVICE REPORT,PURCHASE, WARRANTY

The major difference between SAP and Auto boom is their data extracting process. The
auto boom must go through looping process of customer information for finding information
where as the SAP store information in cloud based system.This also make difference in
the speed of the working of software.Autoboom resources is limited with in a organization
but SAP information can browse anywhere globally. Being DMS auto boom manage its
data itself. The information in SAP is manage automatically in cloud.

According to the above information SAP is comparatively have higher speed than auto
boom and flexible too. The implementation of SAP seems remove the looping problem in
auto boom software.
Video communication anmong employess
Online information sharing of work progess
Poket data editing
https://www.youtube.com/watch?v=Wh0jbydYY-8

Limp-mode is activated when one of the central ECUs connected to the in-vehicle network,
usually the Body Control Module (BCM), or the Engine Control Module (ECM) detects
possible fail conditions by analyzing the values of the messages received from the CAN
bus. For instance, limp mode may be activated if the coolant temperature rises above safe
values (HBSSLLP, 2005) or if the Powertrain control module detects a failure (or near-
failure) condition in the transmission (I20 Active 1.2 Shop Manual, 2015). Depending on the
type and on the severity of the failure, the central ECU triggers a set of operations that
restrict the vehicle to a limited set of failsafe states. As an example, when in Limp mode the
vehicle speed might be electronically limited to a set threshold, the transmission might be
fixed in a second gear or, if an issue related to the engine is detected, Limp-mode can shut
the engine off and gradually reduce the vehicle speed to a complete stop. The exact
counter-measures deployed when in Limp-mode depend on the specific settings defined by
the car manufacturer (Dagan et al., 2018).

Crankshaft Position Sensor (CKPS)

Sensors and actuators form the interface between the vehicle with its complex
drive, braking, chassis, suspension and body functions (including guidance and
navigation functions) and usually digital electronic control unit (ECU) as the
processing unit. An adapter circuit is generally used to convert the sensor’s
signals into the standardized form (measuring chain, measured-data registration
system) required by the ECU (Bosch, 2002).

Crankshaft position sensors are used to detect engine speed and rotation position.
They allow a vehicle’s ECU to determine when and how the fuel injection and
ignition system should operate to achieve maximum fuel economy and power, while
minimizing emissions. This is so that the ECU can determine when each individual
position is at its ideal position for fuel injection and ignition. Crankshaft position
sensors produce an analog or digital signal for the ECU. The latest development is
a sensor based on magneto resistance. The sensor converts this varying
resistance to a digital output. More common, however, is the induction type sensor
which produces an AC voltage (TIMLOTO, 2015).

17
 Figure 2.5: Magnetic Crankshaft Position Sensor

Crankshaft Position Sensor detects the crankshaft position and is one of the
most important sensors of the engine control system. If there is no CKPS signal
input, fuel is not supplied. That is, vehicle can’t run without CKPS signal. This
sensor is installed on the cylinder block or the transaxle housing and generates
alternating current by magnetic flux field which is made by the sensor and the
target wheel when engine runs. The target wheel consists of 58 slots and 2
missing slots on 360 degrees crank angle (Service Manual, 2014a).

Working Mechanism
A Crankshaft Position Sensor in this case is a magnetic type sensor that generates
voltage using a sensor and a target wheel mounted on the crankshaft; there are 58
slots in the target wheel where one is longer than the others. When the slot in the
wheel aligns with the sensor, the sensor voltage outputs low. When the metal (tooth) in
the wheel aligns with the sensor, the sensor voltage outputs high. During one
crankshaft rotation there are 58 rectangular signals and one longer signal. The ECM
calculates engine RPM by using the sensor’s signal and controls the injection duration
and the ignition timing. Using the signal differences caused by the longer slot, the ECM
identifies which cylinder is at top dead center (Service Manual, 2014b).

18
 Figure 2.6: Crankshaft Position Sensor waveform at idle

The ECM controls the injection and ignition timing by using these signals.

The crank sensor can be used in combination with a similar camshaft position sensor
to monitor the relationship between the pistons and valves in the engine, which is
particularly important in engines with variable valve timing. This method is also used to
”synchronise” a four stroke engine upon starting, allowing the management system to
know when to inject the fuel (Wikipedia contributors, 2018b). It is also commonly used
as the primary source for the measurement of engine speed in revolutions per minute.

Rationale of Previous Findings

Sometimes, the sensor may become burnt or worn out - or just die of old age at high
mileage. One likely cause of crankshaft position sensor failure is exposure to extreme
heat. Others are vibration causing a wire to fracture or corrosion on the pins of harness
connectors. Many modern crankshaft sensors are sealed units and therefore will not be
damaged by water or other fluids. When it goes wrong, it stops transmitting the signal
which contains the vital data for the ignition and other parts in the system. A bad crank
position sensor can worsen the way the engine idles, or the acceleration behavior. If
the engine is revved up with a bad or faulty sensor, it may cause misfiring, motor
vibration or backfires. Acceleration might be hesitant, and abnormal shaking during
engine idle might occur. In the worst case the car may not start. The first sign of
crankshaft sensor failure, usually, is the refusal of the engine to start when hot but will
start again once the engine has cooled. One detail of some designs is the ”three wire”
inductive crank sensor whereby the third wire is actually just a co-axial shield around
the two main sensor wires to prevent them from picking up stray electrical pulses from
elsewhere in the vehicle engine bay(Wikipedia contributors, 2018b).

A good magnetic crank position sensor should produce an alternating current when the
engine is cranked, so a voltage output check while cranking is another test that can be
performed. With the sensor connected, read the output voltage across the appropriate

19
terminals while cranking the If you see at least 20 mV on the AC scale,
engine. sensor is good, meaning the is probably in the module, coil, wiring or
the fault computer(AA1Car, 2016).

Troubleshoot:
Acceleration Problems
As the engine speeds up, there needs to be adjustments to spark timing and fuel
injection. Without accurate input from the crankshaft sensor, the ECU can’t make these
adjustments as well as it should. This can result in slow or uneven acceleration.
Reduced Gas Mileage
Without accurate timing information fuel injection won’t occur as efficiently as it
should. That means the engine will need to use more gas and engine will use
up more fuel than usual.
Engine Misfires
Lack of proper spark timing can cause a different problem: one or more of the
cylinders may misfire. That is to say combustion may be disrupted. Brief stutter
in the engine can be felt.
Rough Idling
The engine runs rough or vibrates at idle. This is similar to the above in that it
stems from poor spark timing.
Stalling
As seen with rough idling, sometimes crankshaft sensor problems are worse at
low engine speeds. Sometimes the engine might even stall out entirely at low
speed if the fuel injectors aren’t giving it the fuel it needs.
Difficult Starting or No Starting
It might be hard to get engine started without the fuel it needs or without proper
timing. If the crankshaft sensor has failed completely, and isn’t sending a signal
to the ECU at all, then the computer won’t send any fuel to the injectors. Unable
to start the car might be the consequences.
Check Engine Light
A failing or failed crankshaft position sensor may cause the check engine light
on dashboard to come on. A diagnostic scan tool will show a code between
P0335 and P0338.
Limp Mode
A weak signal due to looseness, corrosion or dirt on CKPS result in limp mode. Thus,
preventing vehicle from speeding above the ECU limp mode designated RPM.

20
2.2.4 Literature Review :Inventory Management
1) Introduction to Automobile Spare Parts
Components of an automobile or other manufactured goods, kept in reserve to
replace parts that fail is called Automobile Spare Parts. In supply usage, any part,
component, or subassembly kept in reserve for the maintenance and repair of
major items of equipment. Knowing your car in and out is very important.

2) Types of Spare Parts base on moving

a) Fast Moving items
i) Filters (Oil filter, Air filter)
ii) Brakes (Brakes Shoes, Drums, Brake Pads)
iii) Wiper (Blades, Motor)
iv) Ignitions and Tune up (Sparks Plugs, Coils, Fuse, Wiring, Relays)

b) Slow Moving items

i) Drive Axles and Driveline (Axles, Half Shafts)
ii) Electrical parts (Batteries, Alternator, Solenoid Switches)
iii) Suspension (Shock Absorbers, Struts)
iv) Air Condensing and Heating (Driers, Compressor,Condensors,Evapourators)
v) Exhaust (Catalytic Convertor)
vi) Electrical –Exterior (Lights and Bulbs, Switches, Door Locks)
Vii) Clutch (Assembly, Flywheel, Plate)

3)Spare Parts Management Techniques

a) HML Analysis
The HML analysis is similar to ABC analysis the difference that instant “usage
value, price” criteria is used. It is based on Pareto principle or the 80/20 rule. In this
analysis cut-off-lines are then fixed by the management of the organization to
classify the inventory items.

b) ABC Analysis
ABC analysis is a method of analysis that divides the subject up into three
categories: A, B and C. Category A represents the most valuable products or
customers that you have.

c) FMS Analysis
In FSN analysis, items are classified according to their rate of consumption.

EPS (Electric power steering, Column assist type) system uses an electric motor to
assist the steering force and it is an engine operation independent steering system.
EPS control module controls the motor operation according to information received
from the each sensor and CAN (Controller Area Network), resulting in a more
precise and timely control of steering assist than conventional engine-driven
hydraulic systems. Components (Steering Angle Sensor, Torque Sensor, Fail-safe
relay, etc.) of the EPS system are located inside the steering column & EPS unit
assembly and the steering column & EPS unit assembly must not be disassemble
to inspect or replace them (I20 Active 1.2 Shop Manual, 2015).

EPS systems have variable power assist, which provides more assistance at lower
vehicle speeds and less assistance at higher speeds. They do not require any
significant power to operate when no steering assistance is required. For this
reason, they are more energy efficient than hydraulic systems (CVEL, 2015).

Figure 2.7: EPS Components

1. Steering wheel— 2. Steering column— 3. ECU— 4. Motor— 5. Steering gear box

Torque Sensor

Sensors have the vital role in EPS. Torque Sensor, steering angle sensor are
the most vital and delicate part of the EPS. Drop, impact and overload can
easily damage these sensors and can result in abnormal operation of EPS (I20
Active 1.2 Shop Manual, 2015).

A torque sensor, installed in the middle of steering column, is one unit composed of a main
sensor and sub sensor. When the steering wheel is turned, the torsion bar is twisted

21
in proportion to load of the wheel, and the assembled shaft turns as well. At this
moment, due to twist of shaft, a change in the magnetic field is generated in
main sensor coil surrounds the shaft and in the sub-sensor coil which is inside
torque sensor (G-1.2 MPI , Component Detail, 2015b).

Figure 2.8: Torque Sensor Location

The change in current produced by this process is input to the EPS CM. With a change
of input sensor signal current, EPS CM determines driver’s steering direction then,
comparing current differences between the two sensors, the EPS CM determines
whether main sensor is open/short. The Torque sensor can be damaged during
disassembly of the sensor. One must disassemble or remove the sensor when
removing or replacing the assembly (G-1.2 MPI , Component Detail, 2015b).

Rationale of Previous Findings

Torque Sensor Inspection:
Conditions:
Ignition OFF Engine ON Scopemeter ON on GDS.
Operate the steering wheel to the left and right.
Measure output signal between terminal main sensor harness connector and
chassis ground (G-1.2 MPI , Component Detail, 2015a).

Figure 2.9: Current data waveform when turning steering wheel to left

22
Finding:

If the torque sensor main signal is within the specification the current EPS CM is
substituted with good one. After the substitution if the problem is solved then
faulty EPS CM is detected thus replacing EPS CM will be the solution to the
problem followed by ”Verification of Vehicle Repair” procedure.

If the torque sensor main signal is not within the specifications, torque sensor might be
damaged. Check for contamination, deterioration, or damage of torque sessor is
necessary. Substitution with a known-good steering column assembly and checking for
proper operation is the solution to the problem (G-1.2 MPI , Component Detail, 2015a).

Substitution is necessary because torque sensor is located in steering column

assembly and disconnect is impossible. If the problem is corrected, replace
steering column assembly and then go to ”Verification of vehicle Repair” procedure.

Troubleshoot: (I20 Active 1.2 Shop Manual, 2015)

Table 2.4: Electronic Power Steering Troubleshooting

Trouble Symptom Check Item Causes Note
Precise parts of
motor/ECU are
sensitive to
Abnormal Noise Motor Drop, impact and overload
vibration and impact.
Overload can cause
unexpected damage
Overload to input shaft
Do not use the
Insufficient steering effort Torque sensor can cause malfunction
impacted EPS
of the torque sensor
Insufficient steering effort Do not use the
Shaft Drop, impact, and overload
(Uneven between LH and RH) impacted EPS
Impossible power operation Disconnection between Do not overload
Harness
Malfunction of EPS connecting port and harness the harness
Keep the normal
Even a little moisture can temperature and
Abnormal steering effort Motor or ECU cause malfunction of the proper moisture,
precise parts of the motor/ECU while storing
Avoid drowning

23
2.2.5 Research Methodology
Various articles, books, journals, technical manuals and websites accompanied
by the case studies and interview with LI service center professionals have
served the research process.
Primary Data Collection

Most of the data were retrieved through the direct shop manuals of Hyundai
motors and Global Diagnostics system (GDS). The primary data source, was
applied because of its strength in exploring the applicability of the research area
to increase the reliability of the research conclusions. Primary data was
collected with the aim of gathering the essential data to analyze and present a
comprehensive view of the vehicle cases studies and diagnosis.
Secondary Data Collection
The secondary data are used as complements to the primary data, in order to find
similarities, differences and effectiveness and serve as additional contributions to certain
case studies. A usage of a wide variety of reports, academic papers, books, customer
surveys, technician survey, media and press releases contributed the secondary data.
These data are utilized to create an overview of existing literature about the development
and the effectiveness of the vehicle diagnosis procedure and documentation. This was
done in order to understand and get a clear picture of the published literature on the topic,
and also to place our own research within existing literature.

Research Tools

1. Web Information. : The web contents has served as the basic foundation
for understanding the working principle of automobile components and
their possible failure conditions.
2. Literature Review: Literature published on automatic transmission, limp
mode , torque sensors have served for getting the clear picture of the
vehicle cases and their diagnosis.
3. Unstructured Interview : Unstructured interview with the head technician,
floor in charge and service advisor at LI Service Center has guided well to
make understand the case repeatability and possible solutions.
4. Case Studies : Previously published case studies on vehicle problem has
served well for the systematic representation of case studies.
5. GDS Recorded data: GDS has served a very vital role in the
documentation and analysis of the various cases. Without the data from
the GDS the case studies would have been incomplete and inefficient.
6. Autoboom Software: The Autoboom software provided the information
about the vehicle history and has eased the diagnosis process.

24
7. WPC Recorded Secondary Data: The WPC data were handy to actually
understand the location and working of the various automobile components.

8. Latex, Tex Studio : Latex, Tex studio served as the platform to write the
contents of this report.

25
2.2.6 Result: Case Analysis and Presentation
Case 1: Automatic Transmission (A6MF1)-Noise in Reverse Operation

Table 2.5: Dealer Investigation Report 1

Dealer Investigation Report
Model CRETA SX 1.6 A/T Customer Name KRISHNA ADHIKARI
VIN No. MALC381UMFM021741 DIR date June 4, 2018
Engine No. - DIR Serial No. 1
Odometer Reading 46683 DIR made by Sudeep Niroula
Veh. Sale Date June 17, 2016 Phone No. +977-9840054353
Customer Complaint Details : Voice of Customer
1. Reverse Gear not Effective Immediately
2. Vibration of vehicle while shifting to reverse gear
Symptoms: Observation / Verification of Complaint
What has happened Shift Delay
Where it has happened Urban Driving; Kathmandu Nepal
When does it happen Every time when gear is shifted to reverse
How does it happen The shifting is delayed followed by vibration of vehicle
Diagnosis: Refer Standard procedures; include test data, photographs, relevant findings
History:
General Checkup
Engine Oil Change
No any major concerns regarding vehicle history
Diagnosis Procedure:
A. GDS scan for trouble code findings (None)
2
B. ATF pressure test passing to LR/B clutch (normal: 5.1 kgf =cm )
C. Valve body, oil seal and LR/B disc sets inspection.
D. The LR/B clutch disc sets end play inspection.
Diagnosis Decision:
A. Replace Low Reverse Brake Disc Sets, Pressure Plates, Cushion Plate
B. Replace damaged oil seal passing to Low Reverse Brake
Fault Finding:
A. End Play of Low Reverse Brake Disc Sets Higher than The Specification
B. Worn Out Disc Sets and Pressure Plates
C. Worn out oil seal
PHOTOGRAPHS ENCLOSED
Parts/ Aggregate Involved
Part No. Part Name Quantity Remarks
45262-3B000 SEAL-OIL 2.00
45641-3B610 DISK SET-L/R BRAKE 1.00
45649-3B621 PRESSURE PLATE-L/R 1.00
45644-3B600 CUSHION PLATE-LOWER REVERSE BRAKE 1.00
Last Updated On:
June 12, 2018

Verification of Customer Complaint

The fault finding procedure commenced with the acknowledgment and verification
of the customer complaint. Test drive conducted by Surya Goja, the head mechanic
of the LI service center, confirmed the shift delay during reverse operation.
Possible Causes
The possible causes of the shift delay during reverse operation are listed as follow:

26
 1. Damaged L&R Clutch/Brake

2. Faulty hydraulic supply and control of L& R clutch/brake

Fault Finding
After the series of systematic diagnosis procedure two major faults were found
and are listed here under.
1. The disc set end play higher than the standard specifications

2. Worn out oil seal

Diagnosis Procedure:

1. The vehicle history and its ATF condition and level was checked. [Found Normal]

2. The ATF pressure test during reverse operation was checked.[Found Normal
2
5.1 kg=cm ]. This test confirmed that there is no trouble in ATF supply and
solenoid valve operation. During reverse operation SS-A, SS-B and UD
2
solenoid comes into action and their operating pressure is 5.1 kg=cm .
3. The ATF was drained, transmission was lowered and valve body was dismounted
for the L&R clutch/brake inspection. The visual inspection from head mechanic
confirmed that the disc sets end play was higher than the normal specification.
Years of experience and accurate intuition of head mechanic required no any
instrument to measure the end play and thus confirmed fault on end play. Thus,
LR/B pressure plate, cushion plate and disc sets were replaced.

4. During the process oil seal of LR/B and UD/B pressure flow hole were
found damaged. Though the oil seal was not the major cause of the
problem they were replaced to prevent possible future concern.

27
Case 2 : Limp Home Mode - Crankshaft Position Sensor

Table 2.6: Dealer Investigation Report 2

Dealer Investigation Report
Model CRETA 1.6 PETROL Customer Name SUSHILA GHALE KC
VIN No. MALC281CLFM045241 DIR date June 4, 2018
Engine No. G4FGFU655746 DIR Serial No. 1
Odometer Reading 24151 DIR made by Sudeep Niroula
Veh. Sale Date March 6, 2016 Phone No. +977-9840054353
Customer Complaint Details : Voice of Customer
1. Vehicle Speed not exceeding 4000 RPM
Symptoms: Observation / Verification of Complaint
What has happened Failure to exceed 4000 RPM; Vehicle in limp mode
Where it has happened Freeway Driving; Kathmandu, Nepal
When does it happen Every time; on both idle and running mode
How does it happen The vehicle speed doesnot exceed 4000 RPM
Diagnosis: Refer Standard procedures; include test data, photographs, relevant findings
History:
06/06/2018
Head crank filling
Engine overheating problem
Consumable gasoline
Engine head overhauling
Diagnosis Procedure:
A. GDS scan for trouble code finding (found none)
2
B. Fuel tank pressure measurement (Normal: 3.8 kgf =cm )
C. Diagnosis of exhaust manifold for possible back pressure (found normal)
D. ECU, Smart key and throttle was replaced and checked (Problem persists)
E. Crankshaft position sensor diagnosis.
Diagnosis Decision:
A. Signal check of voltage on CKPS connector
B. CKPS component and tightening torque check
Fault Finding:
A. Losely tightened CKSP (10mm) bolt [Inadequate tightening torque]
B. Weak signal from CKPS and thus ECU induced fail safe mode
resulting to limp home mode thereby limiting RPM
PHOTOGRAPHS ENCLOSED
Parts/ Aggregate Involved
Part No. Part Name Quantity Remarks
Since, fault was not found in throttle
35100-2B220 BODY ASSY-THROTTLE 1
the issued material was returned
Last Updated On:
June 12, 2018

Verification of Customer Complaint

The fault finding procedure commenced with the acknowledgment and verification of the
customer complaint. Test drive conducted by Surya Goja, the head mechanic of the LI

28
service center, confirmed that vehicle was in Limp Home Mode (RPM not
exceeding beyond 4000 RPM) during both neutral and geared condition.
Possible Causes
As mentioned earlier in the literature there are various possible reasons that
might lead to limp home mode. However, the possible causes of the Limp Home
Mode for this particular case are listed as follow:

1. Inadequate fuel pressure/ Fault in fuel pump

2. Back-pressure caused by clogged exhaust system and catalytic converter.

3. Faulty throttle, ECU, sensors, transmission

4. Engine Overheating

5. Fault in electrical system

Fault Finding
After the series of systematic diagnosis procedure two major faults were found
and are listed here under.
1. The loosely tightened crankshaft position sensor.

2. Weak signal from crankshaft position sensor due to increased air gap.

Diagnosis Procedure

1. The vehicle history and its condition was checked. Recent engine head
repair was noticed. However, the engine was running fine and it was not
the cause for the Limp Home Mode.
2. GDS scan was performed but no trouble codes were detected. Everything
was normal except the vehicle speed not exceeding 4000 RPM.
2
3. Fuel pressure from fuel pump was tested.[Found Normal 3.8 kg=cm ].
This test confirmed that there was no trouble in fuel pump also fuel supply
line was free of leakage.
4. Exhaust manifold was dismounted and cleaned, the catalytic converter
was inspected to detect any clog. However, no any clog was found and
the back pressure was not the cause of the problem.
5. Throttle was replaced with new genuine part and the test was carried out.
The problem persisted and hence no fault on throttle was found.
6. ECU along with Smarta Key was replaced, neutralized and ECU learning was
performed. However, the problem persisted and the ECU was found non defective.

7. Voltage test on the crankshaft position sensor connector was performed

and found normal 12 Volt.

29
8. The crankshaft position sensor diagnosis was the next step and during the
process, it was found that the 10 mm bolt that mounts the crankshaft
position sensor to the crankcase was loose and its tightening torque was
below the appropriate level. Thus, the CKPS was cleaned and refitted by
maintaining appropriate tightening torque. Finally, the problem ceased.

30
Case 3: Electronic Power Steering- Torque Sensor

Table 2.7: Dealer Investigation Report 3

Dealer Investigation Report
Model I20 ACTIVE 1.2 Customer Name SHIVA PARIYAR
VIN No. MALBM51BLGM304141 DIR date June 4, 2018
Engine No. - DIR Serial No. 1
Odometer Reading 15611 DIR made by Sudeep Niroula
Veh. Sale Date June 06, 2017 Phone No. +977-9840054353
Customer Complaint Details : Voice of Customer
1. Insufficient steering effort
Symptoms: Observation / Verification of Complaint
What has happened Collapsed EPS
Where it has happened Freeway Driving; Kathmandu, Nepal
When does it happen After vehicle encountered an accident.
How does it happen High impact on the steering system due to accident
Diagnosis: Refer Standard procedures; include test data, photographs, relevant findings
History:
No any major concerns regarding vehicle history
Diagnosis Procedure:
A. The torque sensor test was carried out.
B. GDS was connected to Data Link Connector(DLC)
C. Steering wheel was operated to the left and right..
D. No any torque sensor main signal was detected.[0 Nm] [Specifications: 9 Nm to
-9Nm] E. Voltage output signal between terminal Main sensor harness connector
and chassis ground was tested and found normal (12V)
Diagnosis Decision:
A. Replace a steering column assembly with a good one
Fault Finding:
A. Damaged Torque Sensor
PHOTOGRAPHS ENCLOSED
Parts/ Aggregate Involved
Part No. Part Name Quantity Remarks
56310-C7000 COLUMN ASSY-STEERING 1.00
Last Updated On:
June 12, 2018

Verification of Customer Complaint

The fault finding procedure commenced with the acknowledgment and
verification of the customer complaint.
Note: The vehicle had numerous complaints since it was an accident case. However,
this particular case study is related to Electronic Power Steering system (EPS).

Possible Causes
The possible causes of the insufficient steering effort are listed as follow:

31
 1. Damaged torque sensor

2. Poor contact in connectors or wiring harness

3. Looseness, bending, corrosion, contamination, deterioration, and/or

damage of connectors.
4. EPS CM memory not cleared after repair

5. Faulty Motor or ECU

6. Damaged or impacted shaft

Fault Finding
After the series of systematic diagnosis procedure a major fault was found.
1. The torque sensor was damaged due to impact.
Diagnosis Procedure:

1. The vehicle history had no concern regarding EPS.

2. Since, the vehicle was subjected to an accident, the possibility of

damaging torque sensor was high and the diagnosis begun with testing of
torque sensor and its wiring harness.
3. Signal Circuit Inspection

(i) Ignition ”OFF”

(ii) Torque sensor connector and EPS CM connector were disconnected.
(iii) Resistance between terminal torque sensor harness connector and
EPS CM harness connector was measured found normal.
[Specification : Approx. 0 Ohm]

Thus, no wiring defect was found.

4. Torque Sensor Inspection

(i) Ignition ”OFF” Engine ”ON”

(ii) GDS was connected to Data Link Connector(DLC)

(iii) Steering wheel was operated to the left and right..

(iv) No any torque sensor main signal was detected.[0 Nm]

[Specifications: Nm to -9Nm]

32
 (v) Voltage output signal between terminal Main sensor harness
connector and chassis ground was tested and found normal (12V)

Thus faulty torque sensor was detected and hence, the steering column
was replaced with new one.
Note: Substitution is necessary because torque sensor is located in steering column
assembly and disconnect is impossible. If the problem is corrected, replace steering
column assembly and then go to ”Verification of vehicle Repair” procedure.

2.3 Projects Carried Out

2.3.1 Compressed air system improvement and leakage quantification
Introduction
In many industrial facilities, air compressors use more electricity than any other
type of equipment. Inefficiencies in compressed air systems can be significant.
Energy savings from system improvements can be substantial, resulting in
thousands, or even hundreds of thousands of dollars of potential annual
savings, depending on use. A properly managed compressed air system can
save energy, reduce maintenance, decrease downtime, increase pneumatic
tools efficiency and improve process quality (U.S. Department of Energy, 2014).
Only 10-30% of energy reaches the point of end-use and 70-90% of energy of the
power of prime mover being converted to unusable heat energy and to a lesser extent
lost in form of friction, misuse, leaks and noise (Bureau of Energy Efficiency, 2010).

Literature Review
Leaks can be a significant source of wasted energy in an industrial compressed
air system, sometimes wasting 20 to 30 percent of a compressor’s output. A
typical plant that has not been well maintained will likely have a leak rate equal
to 20 percent of total compressed air production capacity(U.S. Department of
Energy, 2014). On the other hand, proactive leak detection and repair can
reduce leaks to less than 5 to 10 percent of compressor output.

In addition to being a source of wasted energy, leaks can also contribute to other operating
losses. Leaks cause a drop in system pressure, which can make air tools function less
efficiently, adversely affecting production. In addition, by forcing the equipment to run
longer, leaks shorten the life of almost all system equipment (including the compressor
package itself). Increased running time can also lead to additional maintenance
requirements and increased unscheduled downtime. Finally, leaks can lead to adding
unnecessary compressor capacity (U.S. Department of Energy, 2014). While leakage can
come from any part of the system, the most common problem areas are:

Couplings, hoses, tubes, and

fittings Pressure regulators

33
 Open condensate traps and shut-off valves

Pipe joints, disconnects, and thread sealants

Estimating Amount of Leakage:

For compressors that have start/stop or load/unload controls, there is an easy way to
estimate the amount of leakage in the system. This method involves starting the
compressor when there are no demands on the system (when all the air-operated, end-
use equipment is turned off). A number of measurements are taken to determine the
average time it takes to load and unload the compressor (Bureau of Energy Efficiency,
2010). The compressor will load and unload because the air leaks will cause the
compressor to cycle on and off as the pressure drops from air escaping through the
leaks. Total leakage (percentage) can be calculated as follows:

Leakage(%) = [(T x100)=(T + t)]

where : T = on loadtime(minutes)
t = of f loadtime(minutes)

Leakage will be expressed in terms of the percentage of compressor capacity

lost. The percentage lost to leakage should be less than 5 to 10 percent in a
well maintained system. Poorly maintained systems can have losses as high as
20 to 30 percent of air capacity and power.
Research Methodology

Primary Data Collection Most of the data were retrieved through the direct display
screen of air compressor located in the compressor room of the industry. The
loading and unloading time and their respective pressure was noted accordingly.
Primary data was collected with the aim of gathering the essential data to analyze
and present a comprehensive view of the air compressor network.
Secondary Data Collection
The secondary data include the manuals of the pneumatic tools to get
knowledge on their pressure requirement. Similarly, Nepal Electricity Authority
(NEA) billing system was noted to calculate the leakage loss.

Result and Discussion

1. Detail on Air Compressor and Air Accessories in LI Service Center

The facility is operated by a single screw rotary compressor which has the
following specifications as shown on the table below:

Table 2.8: Air Compressor Specifications

3
SN Manufacturer Model Power(KW) Capacity(m =min) Working pressure(bar) Power Source
1 ELGI E15-13 15 1.73 12.5 Electric

34
2. Compressed air end-use equipments and purpose
The use of compressed air network in the facility is summarized by the table below:

Table 2.9: Pneumatic Tools Information

SN Equipment/Purpose Quantity
1 Pneumatic Guns 3
2 Hydraulic Lifts 5
3 Spray Painting 3
4 Tire inflator 1
5 Blowing/Cleaning 4

3. Detail on air accessories [Retrived from: ELGI Air Compressors Manual]

Figure 2.10: Accessories Specifications

4. Detail on location of air compressor

Location and quality of air will have a significant influence on the amount
of energy consumed. The information regarding location of the air
compressor is described by following points listed below:

35
 i Air inside the compressor room is drawn for intake, which is obviously
hotter than the ambient temperature.
ii Dust free intake is ensured as the floor is always wet and damp.
iii Moisture level in intake air is high as the floor is damp and intake suction
is vulnerable to water droplets arising from vehicle washing section.

5. Air Leaks and Energy Wastage

The major opportunity to save energy is in the prevention of leaks in the
compressed air system Leaks frequently occur at air receivers, shut off
valves, pipe and hose joints, tools and equipment.
Leak Detection Methods Used.
Listen and feel was the most suitable method to detect the leaks. However, this is
only effective for large leaks that we can get close enough to touch. Plus, we
must be able to hear them above the noise of plant equipment. This technique
will not work for most leaks. All the leaks that were detected in the facility and
those which require immediate repair are tagged with leakage symbols.
Leakage Layout.

Figure 2.11: Compressed Air Network and Leaks

36
 6. Shop Floor Method for Leakage

Quantification Test Conditions:

i Test was conducted when all air operated equipments were shut down.
ii Compressor was running at its set pressure.
iii Subsequent time taken for compressor load and unload were noted
iv Caluctaion of loading time (T) and unloading time (t)

Table 2.10: Compressor Load/Unload Time; Data taken: 03/07/2018 1:00 PM-2:00 PM
Cycle Start Load Time End Load Time Total Load Time Start Unload Time End Unload Time Total Unload time
1 13:02:00 13:05:15 0:03:15 13:05:15 13:10:19 0:05:04
2 13:12:45 13:14:50 0:02:05 13:14:50 13:19:50 0:05:00
3 13:21:27 13:23:20 0:01:53 13:23:20 13:28:20 0:05:00
4 13:31:09 13:35:00 0:03:51 13:35:00 13:40:04 0:05:04
5 13:41:20 13:44:19 0:02:59 13:44:19 13:49:23 0:05:04

From the table above we found that,

AverageLoadtime(T ) = 2:8167min
AverageUnloadtime(t) = 5:0333min

Hence,

Leakage% = T =(T + t) 100 = 36%

Similarly,
3 3
LeakageQuantity = T =(T + t) Q = 0:6228m =min = 298:94m =day
where, Q = CompressorCapacity

We know,
Load KW drawn = 15 Kw
Unload KW drawn= 4.2 Kw (25-30% of FL)

Hence,
Specific power for compressed air generation =
3
0.144508671Kwh=m Energy lost due to leakage per day =
43.2Kwh Cost of leakage per day = 351.648 Rs
Cost of leakage per year = 126593.28 Rs

37
 Figure 2.12: Leakage Percentage vs Cost of leakage

Opportunity for Efficiency Improvement

i As a thumb rule, ”Every 4 C rise in inlet air temperature results in a

higher energy consumption by 1% to achieve equivalent output”. It is
preferable to draw cool ambient air from outside Caution While
extending air intake to the outside of building, care should be taken to
minimize excess pressure drop in the suction line, by selecting a
bigger diameter duct with minimum number of bends.
ii It is advisable to clean inlet air filters at regular intervals to minimize pressure
drops. Manometers or differential pressure gauges across filters may be
provided for monitoring pressure drop so as to plan filter-cleaning schedules
iii The moisture level is high as the air is drawn from a damp area- as
compressor is located close to the vehicle wash station. As relative
humidity increases percentage of water vapour in air increases which
causes the air line/pipes rust and malfuntion of pneumatic tools.
iv Compressor operating pressure reduction can save huge amount of power
Pressure Reduction Power saving 6.8-6.1 bar 2.60% 6.8-5.5 6.50% Caution
Careful study of pressure requirement of various equipment and pressure
drop in the line should be done inorder to prevent inappropriate amount of
air supply such that the efficiency of equipment is hampered
v Misuse of compressed air for purposed like body cleaning, floor
cleaning, drying, equipment cooling must be discouraged.
vi Instead of using open blow-offs to cool or clean, engineered nozzles
that are designed to perform the same task should be installed, while
requiring less compressed air.
vii All the detected leakages should be immediately fixed.
The good news is that even just fixing the top 20 % of the leaks can reduce
the total compressed air leakage by 80 % or more. Starting with the big
leaks first. Repairing main-system leaks during scheduled downtime.

38
viii Air compressor audit and maintainence should be on going process and
the progress report should be recorded for further improvement. If
leakage percenatge is reduced to 10% through effective leakage repair
Cost of leakage per day 97 Rs
Cost of leakge per year 35165 Rs
Thus, immediate and effective leakage repair can save us Rs
91428.28 per year as compared to current condition.

39
 CHAPTER THREE
PROGRAM WORKPLACE RELATIONSHIP
The internship at LI Service Pvt. Ltd has catalyzed my skills and has gave me the vivid
sense of professional practice. The invaluable lessons and skills grabbed during this
period of internship will undoubtedly help me stand out on the crowd creating myself a
fit for the competitive job market in the automobile service industry.

I begun this internship with a goal to flourish in automobile industries in near future
and till date I am overwhelmingly satisfied by its outcome. Some of the key skills
and knowledge gained that are worth pointing out are listed hereunder:
(a) Knowledge on Automobile Technology
Enhancing knowledge on latest automobile technology and knowing its functioning is
the key milestone achieved during this internship. Course work provided by university
on automobile technology was quite helpful to understand the principles and
process . However, daily and direct acquaintance with vehicles, their repair and
diagnosis during internship proved to be more significant in helping me to think more
practically and making the automobile topic more vivid.

(b) Diagnosis of Vehicle

Diagnosis procedure stood as the main hurdle during the beginning phase of the
internship. Accurate and quick troubleshooting of the vehicle problem by the
senior mechanic team always amazed me. How, why, why not, were the series of
questions which begun to hunt my mind. As more time was spent on the vehicle
diagnosis accompanied by intense research and frequent queries and
interaction; finally, vehicle diagnosis seemed like a formulated procedure that
needs research, knowledge, experience and intuition. The use of software tools
like GDS, and scanners like VCI, VMI for scanning the ECU of the vehicle was
the key skills developed that will help me thrive in the automobile industry.
(c) Problem Solving and Decision Making
As an intern I was provided with complete freedom to learn and grow, accompanied
by various assignments that were undertaken. During this phase, problem solving
and decision making skills were shaped. This internship has enlightened my way of
solving problems. ”Problem are not meant to panic rather to solve” is the lesson
learned during the period. Carrying out certain projects, clearing the bottlenecks and
providing a firm decision, when these three things are handled more often its ultimate
effect is seen on improved mentality and confidence.

(d) Professional and Communication Skills

The internship has helped me to know what it feels like to work ethically as
the professional engineer. The professional and communication skills were
automatically inculcated during this internship phase. Frequent interaction
with valued customers, acknowledging and solving their problem, always
gave me the sense of satisfaction. Unknowingly, this satisfaction was
improving my customer approaching and communication skills. Similarly,
punctuality, disciple, team work by abiding organizational norms was always a
top priority and these has made me sound on my professional practice.

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 CHAPTER FOUR
RESULT AND DISCUSSION

The three months internship period at LI Service Center, commenced with the exchange of
service between the company and myself and ended with the result favoring both the
parties. The result of this internship has two different perspective; one on student view and
other on company view. Yet, the outcome has benefited both the parties.

Assignments and projects undertaken during the internship phase has undoubtedly
improved my academic to practical transition skills, problem solving and decision
making skills. The internship provided me with the platform to deploy my academic
and engineering skills and establish a strong network with the personnel in the
automobile service industry. The result of this internship has greatly influenced my
confidence, mentality and communication skills, making me more ethical, discipline
and professional. Getting hands on various equipments, tools and machinery to
repair and maintain automobile is one of the milestone achieved. In a nutshell, the
outcome of this internship has made me ready to serve the automobile industry as
an engineer and stand out among the crowd on the competitive job market.

On the other hand, the assignments and projects undertaken at LI Service Center,
and the report and documents submitted at the end of internship to the company
will act as a valuable assets to the company. The DIR report, vehicle case analysis
will always remain as guide to repair and maintain similar cases in near future with
ease and appropriate procedure. Similarly, the projects handled during internship
like air compressor improvement will surely help the company to reduce significant
amount of overhead cost if provided recommendations are actively applied.

The relationship and strong network formed during the internship with the managers,
engineers and technicians and all other staff members will always be the memorable
part to to be recalled. Connections with some of the great personnel with brilliant
visionary mind who constantly supported, motivated and helped me get this internship
more productive is the remarkable outcome of this internship. These motivation,
guidance and inspiration will always guide me in my future endeavors.

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 CHAPTER FIVE
CONCLUSION AND RECOMMENDATION

5.1 Conclusion
Internship at LI Service Center was quite mesmerizing. A combo package that every
aspiring students would love to be a part of. Job rotation all around the company like
service floor, advisor desk, spare parts and dent paint were structured in such a way
that it provided in depth understanding of organizational objectives and making a intern
a fit for the competitive automobile job market. Vehicle diagnosis is not an easy task,
yet a significant amount of research and proper documentation will certainly ease the
process. The amount of freedom, guidance and motivation inculcated during the
internship acted to catalyze my research and development skills, thereby creating a
value to the company and for myself as well. The internship provided me with deep
understanding of automobile industries and its prevailing technology. The transition
from student life to professional life would not have been such easy and productive
without the guidance of the mentors. Team work to mitigate working pressure, time
management, customer approach and relationship were the invaluable lessons
grabbed during this transition phase.

5.2 Recommendation
The growth of automobile industries in Nepal is undeniable and large organizations like
Laxmi Intercontinental are the vital player to sustain these industries. The present effort of
the organization to provide quality service to the customer is appealing. However, there are
few things that are unnoticed which has significantly increased the overhead cost of the
company. The targeted energy audit of compressed air network concluded 36% leakage,
which symbolizes compressed air network is the area which is often unnoticed and
unmaintained. The annual cost of leakage was more than a Rs 1,25,000 which was simply
a waste. The simple leakage repair and periodic maintenance would abate these overhead
cost. Similarly, in depth vehicle diagnosis and repair documentation is where the company
lag. Vehicle repair and diagnosis procedure are often unnoticed and unrecorded. Proper
documentation will certainly ease the diagnosis procedure for similar cases arising in the
future. This way dependency on few head technicians to solve every cases will be
minimized thereby reducing work pressure and improving timely service. Similarly, the other
thing I noticed was the motivation among the team of mechanic is lagging. Whether they
work all day long on cases which require strong physical work and strength or they work
few hours on general cases the payment is the same. The incentives scheme or
percentage wise extra payment according to the amount of labor done during the process
should be rewarded. This way mechanic remains motivated and the timely and quality
vehicle service is ensured. Similarly, quality circle to acknowledge, document and solve the
customer complaints is the area where company should focus to make the service more
appealing and ensure customer satisfaction.

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OJT just before graduation has obviously impacted a lot and had made the transition
form university life to job market a lot more easier. However, there are certain things
that the campus can adopt to make this program much more effective. The campus
and the host organization can sign up for the collaboration so that the host organization
sponsors for the R&D activities within the campus. This way, the host organization gets
the manpower it needs and the student benefits with intense research activities.
Similarly, the regular information exchange between the host organization and the
campus should be carried out so as to ensure the best environment for OJT students in
order to get maximum benefit from the program. Nevertheless, the effort from campus
and LI service center to make this program highly productive is applaudable.

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 ANNEXES

Annexes A
Annex A.1 : Case Study-1 Photos

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Annex A.2 : Case Study-2 Photos

Annex A.3 : Case Study-3 Photos

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Annex B
Annex B.1 : Log Sheets- Service Floor

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Annex B.1 : Log Sheets- Spare Parts/ Service Reception

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Annex C
Annex C.1 : Air Compressor Project

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