Tata Nexon & Jeep Compass — Quality Engineering
Led quality and process optimization on the Tata Nexon and Jeep Compass projects at Fiat India Automobiles (joint venture of Fiat Chrysler & Tata Motors). Delivered 16 Kaizens, reduced part rejection PPM by 76%, and saved ₹21L+ in operational costs. Awarded by CTO and VP-Product Line of Tata Motors.
The Challenge
The Tata Nexon assembly line at Fiat India's Ranjangaon plant faced high part rejection rates, production downtime from faulty components, and quality cost overruns. Parts arriving from suppliers often had defects that weren't caught until warehouse or assembly line inspection, causing delays and rework. The plant was also working towards improving its World Class Manufacturing (WCM) rating.
What I Did
- Problem analysis & corrective actions: Analyzed faulty parts, assessed risk, and provided corrective actions to prevent production downtime across the Nexon and Jeep Compass lines
- Supplier-end verification: Verified corrective actions at supplier facilities when faulty parts were shipped to the Fiat warehouse and assembly line
- Manpower optimization: Optimized inspector distribution across warehouse and assembly line to minimize quality cost while maintaining coverage
- Packaging & material flow: Worked with the SCM team to improve part packaging and material flow, preventing in-transit damage
- Kaizen development: Developed 5 Major Kaizens, 7 Standard Kaizens, and 4 Quick Kaizens for the Tata Nexon and Jeep Compass projects
Impact
Recognition
Awarded by Rajendra Petkar (CTO) and Mohan Savarkar (Vice President, Product Line — X0, X1, X3) of Tata Motors for contributions to the Tata Nexon project and participation in Tata Motors' journey towards excellence.
Key Decisions
- Systematic root-cause over quick fixes: Every faulty-part incident followed a structured analysis → risk assessment → corrective action cycle, preventing recurrence rather than just patching the immediate issue.
- Supplier accountability: Verification at the supplier end ensured corrective actions were implemented at source, reducing incoming defects over time.
- Inspection optimization: Rather than increasing inspector headcount, optimized distribution across warehouse and assembly line — cutting inspection rate from 7% to 4% while maintaining quality, saving ₹5.72L.
Methodology
