INTERNSHIP REPORT

2nd August – 10th August 2023

Submitted by:
B V DHARSHAN
3rd year (5th semester) undergraduate student,
School of Mechanical Engineering (SMEC),
Vellore Institute of Technology, Vandalur - Kelambakkam Main Rd,
Chennai -600127.
 ABOUT THE COMPANY
ZF HERO CHASSIS SYSTEMS

ZF Hero Chassis Systems Private limited the 50:50 Joint Venture company of ZF
India Private limited and Hero Motors Ltd today inaugurated a new plant in
Oragadam, on the outskirts of Chennai city. The new facility will assemble front
and rear chassis systems for passenger cars and will spread over in around 75,000
Sq. feet of space.
ZF Hero has also gained access to European OEMs like BMW. Additionally, both
the promoter groups have regularly infused equity in the company so as to
support its growth during recent years.
The company is primarily engaged in assembly operations of key chassis
components such as front suspension, rear axle and corner modules for passenger
car Original Equipment Manufacturers (OEMs). Headquartered in New Delhi, the
company has three plants, one each at Halol in Vadodara (Gujarat), Talegaon in
Pune (Maharashtra) and at Chennai.
The manufacturing plant of BMW is also situated (Mahindra world city) in
Chennai. This an automobile based company.
 INFORMATION ABOUT THE INTERNSHIP

The internship in ZF Hero Chassis private Limited company was from 2nd of August
2023 to 10th of August 2023. I was assigned to operations department under
Operational head Mr. Logesh B. I was given duty to observe the assembly process
taking place in the plant and also simultaneously learn various concepts and
procedures followed in the plant. Thus helping me to gain knowledge about
various things such as automobile, production and engineering management
concepts.
Here, there are mainly two assembly lines
Front axle assembly line(FA): This mainly has 5 workstations, they are
 FA010
 FA020
 FA030
 FA040
 FA050
This also has front sub-assemblies:
 FCM010(brake caliper assembly)
 Front strut assembly
Rear axle assembly line(RA): This mainly has 7 workstations, they are
 RA010
 RA020
 RA030
 RA040
 RA050
 RA060
 RA070
This also has rear strut assemblies:
 RCM010
 RCM020
 Rear strut assemblies
 INTERNSHIP EXPERIENCE/LEARNINGS
As an intern in the operations department of ZF Hero chassis systems private
limited, I got some tasks to be done every day given to me supervisors. Initially I
learnt the basics of the company and how it functions.

COMPANY STRUCTURE:
A lot of knowledge about the company was gained. The company has a lot of
industries and plants around the world. The ZF Hero chassis systems Oragadam
plant manufactures axles and struts. ZF also has many other departments
including power plant design etc.
The organization has mainly 6 departments including
1) Operation
2) Sales
3) Logistics
4) Human resource
5) Quality
6) IT
OPERATIONS:
The training is mostly focused on the operation department.
The operation is divided into 3 sub category
That is maintenance, production and process.

Operations

Production
Maintenance Process

Electrical Mechanical

We were then informed about the manufacturing processes taking place in the
plant
ZF Hero manufacturing unit:
1.Front axle
2.Rear axle

Rear assembly process:

Model: G05
Station 1 (RA010):
 Attaching the differentials (gearbox)
 Attaching brake calipers
No. of operators in RA010: 1
Rear strut station 1 (RCM010):
 Attaching brake plate, drive shaft, wheel support, wheel bearing to make
a single component
Station 2 (RA020):
 Attaching the component that is assembled in rear strut station to the
WPC
 Attaching chamber links to the wheel support
No. of operators in RA020: 3
Rear strut station 2 (RCM020):
 Attaching Anti-roll bar and bearing to the rear axle carrier (sub frame)
Station 3 (RA030):
 Attaching the assembled rear axle carrier (sub frame) to the WPC
 Attaching Toe links to the wheel support
No. of operators in RA030: 2
Station 4 (RA040):
 All the attached links are connected to carrier by torqueing
 The brake caliper is attached to the brake disc
No. of operators in RA040: 2
Station 5 (RA050):
 Attaching the brackets to toe links
 Tightening of all nuts and toe links using reaction arm
No. of operators in RA050: 2
Station 6 (RA060):
 Speed sensor wire is attached
 Overall tightening of the axle with reaction arm
No. of operators in RA060: 2
Station 7 (RA070):
 Bracket connector is attached to the carrier
 Connector box is attached to the brake connector
 Adaptor cable is attached to the connector box
No. of operators in RA070: 2
There are 12 models of chassis structure that are manufactured
1. G series
 G01,G02
 G05,G07
 G12.G30,G32
 G20,G28
2. F series
 F44,F48,F60
3. U series
 U11

These models also have variation, in total there is 47 variations

The production is done in U type layout (for effective use of space). Many trolley
and trolley buffer are kept around the line. Only semi floating axles are
manufactured here
Front and rear axles have separate layout /line.
Front axle:
FAO1O-SUB FRAME
FA020-ANTI ROLL BAR, EPAS
FA030-WHEEL/BRAKE HUB
FA040-ASSEMBLY OF STRUT
FA050-ENGINE FIREWALL
EOL
Rear axle:
RA010-DIFFRENTIAL
RA020-HALF AXLES, WHEEL ASSEMBLY
RA030-SUB FRAME
RA040,050,060-VARIOUS LINKS TORQUING
RA070-BRAKE WIRINGS
EOL
The various parts assembled at each workstation changes for different models.
All the bolts in the plant are used to join metal parts by torqueing.
Sub-assemblies are used to assemble the strut and wheel / brake hubs this helps
to improve the efficiency of work (completed faster).

Wheel hub sub assembly has

 Bearing unit
 Brake disc
 Brake calliper
 Swivel bearing
 Brake shield
The strut assembly
 Vibration damper
 Coil spring
 Auxiliary spring
 Top strut mount

The number of operators in each workstation was noted.

FAO1O-2
FA020-2
FA030-3
FA040-2
FA050-2
FCM010-2
RA010-2
RA020-3
RA030-2
RA040-2
RA050-2
RA060-2
RA070-2
SALES:
 The Sales department's role in the ZF Hero warehouse, considering
parts imported from Germany, Dunkin, China, and Korea, for your
internship report:
 Sales Department's Role: The sales department at ZF Hero's
warehouse plays a pivotal role in managing the distribution and
sales of imported parts from Germany, Dunkin, China, and Korea.
 Inventory Management: The sales department oversees inventory
levels, ensuring that imported parts are well-stocked and available
for customers' needs.
 Customer Interaction: The department interacts directly with
customers, addressing inquiries, processing orders, and providing
timely information about the availability of parts.
 Sales Strategies: The sales team formulates effective strategies to
promote and sell imported parts, taking into account market
trends and customer preferences.
 Coordination with Suppliers: The department collaborates closely
with suppliers in Germany, Dunkin, China, and Korea to ensure the
timely delivery of parts and manage any supply chain issues.
 Demand Forecasting: Using data analysis, the sales department
forecasts demand for imported parts, aiding in efficient stock
management and order fulfillment.
 Customer Satisfaction: By maintaining a seamless sales process and
ensuring the availability of quality imported parts, the sales
department contributes to overall customer satisfaction.
LOGISTICS:
Logistics about the company was also learnt, in manufacturing process logistics
play a very important role. It focuses on how materials from the supplier is
brought from the seller, transported to assembly line, warehouse management,
kitting area, post assembly stacking and delivery transport to the customer.
Inbound logistics refers to the transportation, the storage and the receiving goods
into a business.
Outbound logistics is the shipping out of finished products to customers from a
warehouse or distribution center.
All the parts are brought to assembly line mostly through sea transport as many
parts are manufactured in foreign countries. Custom clearance is also managed
by logistics departments.

Department Overview:
1) Global Distribution Breakdown: ZF's distribution network is strategically
divided among different regions, with Germany accounting for 60% of
distribution, followed by the USA at 32%, while Korea and Egypt contribute
6% each, reflecting the company's international reach and market presence.
2) Logistics Process Overview: ZF's logistics operations comprise several
essential stages, starting from the receipt of goods, followed by their storage
within the inventory, subsequent preparation of kits, and finally, efficient
management of the dispatch area to ensure timely delivery to customers.
3) Lead Time Variation: Analyzing lead times across various locations reveals
differing performance levels. Dunkin exhibits a longer lead time of 63 days,
highlighting the complexity of the delivery process. In contrast, Germany's
lead time is 45 days, while China and Korea boast shorter lead times of 31
days, underscoring the effectiveness of their logistics operations.
HR:
Certainly, here are some key responsibilities of the Human Resources department
at ZF Hero:

o Recruitment: Managing the hiring process, posting job vacancies, and

conducting interviews.
o Employee Onboarding: Assisting new hires in getting acclimated to the
company culture and processes.
o Training and Development: Organizing training sessions and workshops to
enhance employee skills.
o Performance Management: Implementing performance appraisal systems
and providing feedback to employees.
o Compensation and Benefits: Handling salary structures, bonuses, and benefits
administration.
o Employee Relations: Resolving conflicts, addressing grievances, and fostering
a positive work environment.
o HR Policies: Developing and enforcing company policies, ensuring compliance
with regulations.
o Health and Safety: Promoting workplace safety and well-being, ensuring
compliance with health regulations.
o Diversity and Inclusion: Supporting initiatives that promote a diverse and
inclusive workplace.
o Talent Management: Identifying high-potential employees and creating
growth paths for them.
QUALITY:

The main purpose of the Quality Department in ZF Hero:

 Ensure products meet high quality standards.

 Monitor and control production processes.
 Verify adherence to specifications and safety regulations.
 Meet customer expectations for reliability.
 Identify areas for improvement and implement corrective actions.
 Foster a culture of continuous quality enhancement.

Visualized at the Quality control board in the shop floor

 PPM Rate (Parts Per Million): A metric to quantify defective parts within a
million produced, helping assess production quality.
 Custom PPM Rate: Tailored PPM calculations for specific products or criteria,
providing focused insights.
 Inline PPM Rate: PPM analysis conducted during production to catch defects
early and prevent mass issues.
 Overall Scrap Cost Trend: Monitoring and analyzing trends in the cost of
scrapped materials due to quality issues.
 Inline Complaint Status Tracking: Real-time tracking of quality-related
complaints during production.
 NCT (No Concession Taken) or NCC (No Concession Caused) Status: Indicators
of products not requiring concessions or causing concessions due to quality.
 Overall Supplier PPM Trend: Evaluating the quality performance of suppliers
by tracking their PPM trends.
 Cost of Work Quality: Assessing the financial impact of quality issues on the
production process.
 X1, X2, X3 Summary: Summarizing data from different quality control variables
(X1, X2, X3) for analysis.
 Complementary Skill Matrix: Identifying the skills needed in the quality
department and assessing team competency.
 Training Execution Levels: Differentiating between stages where employees
require assistance, can work independently, or guide others during training
execution.
Within the Quality Department of a Tier 1 company

• These metrics aid in identifying quality trends and areas of improvement.

• They help monitor supplier performance, manage costs, and maintain
product quality.
• Inline monitoring and quick response reduce defects and enhance overall
quality.
• A skilled workforce ensures effective quality control and continuous
improvement.
• Efficient training execution ensures a competent and knowledgeable team.

Poka-yoke
Aka mistake/error proofing, it prevents the defects in manufacturing process that
are the result of human error. Lean manufacturing technique ensures right
conditions before a step in a process is executed.
We were made to find out and learn different poka-yoke’s followed in the plant
at different stations.
Methods of error proofing:
1.Prevention
2.Detection
Prevention is ensuring that an error does not happen before hand
 Training of employees and operators, maintaining a standard work
instruction.
Detection is identification once error has happened
 Many systems are setup for this purpose.

a) Anti-roll bar orientation-RA030

b) Top mount press in dept control (front and rear)-strut sub assembly
c) Height level sensors brackt-FA050
d) Work piece carrier lock and release – all assembly stations except RA010
RA020 RA080 FA060
e) WPC stopper mechanism
f) St wrench and EC tool interlock -FCM 010 RCM010 RCM 020
MAINTENANCE:
 Equipment Inspection: Regularly inspect machinery and equipment to identify
signs of wear, damage, or potential issues.
 Preventive Maintenance: Perform scheduled maintenance tasks to prevent
breakdowns and extend equipment lifespan.
 Repairs: Address equipment breakdowns promptly by conducting repairs and
replacements as needed.
 Calibration: Ensure equipment is calibrated accurately to maintain product
quality and precision.
 Documentation: Maintain detailed records of maintenance activities, repairs,
and replacements.
 Spare Parts Management: Manage inventory of spare parts for quick
replacements, reducing downtime.
 Troubleshooting: Diagnose and resolve technical problems to minimize
production disruptions.
 Safety Checks: Verify that machinery meets safety standards, protecting
workers and equipment.

TPM
The full form of TPM is total productivity maintenance. In simple words it’s the
checking of every machine, tools and other parts of the working station. It is
checked whether all the devices are functioning properly and performing all its
respective functions.
This is done by all the operators in the morning during the shift starting period,
from 7.25 am to 7.35 am. All the parts like ec tool, st wrench, three arm and WPC
stopper etc. are checked.
All the machines are checked by following the mic card. It has separate rows for
different machines (like power focus, reset button, docking station, scanner, ec
tool three arm etc.). once all these are verified there are ticked okay or not okay
in the mic card by the operators.
The mic cards are checked by the supervisor, if it has anything not okay the errors
is written in a card known as alert card. The error is then informed to
maintenance. The alert card is split and one part is tied to the machine which has
defect and the other on the production board in the open section. Once the
problem is solved the alert card sections are tied together and are put in the
closed section of the production board. All the problems on the production board
are updated in system by maintenance (in excel) and analyzed
After TPM is done the information is updated in a check sheet (TPM MIC PLAN
REGISTER) on a daily basis.
Also regular audit is done by managers once a month and it is evaluated according
to the 5s Evaluation.
Preventive maintenance:
Once in a month preventive maintenance is done on all machines and wpc. They
are checked thoroughly on each part and marked okay/not okay on check sheet
signed by maintenance manager and verified by supervisor.
We were taught about the various tools used in the plant by the operators

Tools:
The main tools used almost in every station are
o Manual click wrench -torque range upto 56 Nm
o E C Tool -torque range upto 470 Nm
o ST wrench -torque range upto 28 Nm (mainly used for accuracy)
The toque can be adjusted according to the requirement which varies for different
models, it is specified properly in the SWS.
o Mallet
o Special tools
These are tools which are specially made for unique purposes.
o Clock setting
o Holding spanner
o Brake pad sensor assembly
Clock setting-it uses cam structure for torquing
o Wishbone-> subframe
o Camber link -> subframe
They use 12’o clock set for joining the parts
This type of joint is mainly for maintaining and setting toe in , toe out ,camber
angles etc.
SWS:
Standard work sheet-
This is a set of step-by-step instructions compiled by an organization to help
workers carry out routine operations.
This aims to
 Avoid errors
 Effective usage of time
 Good quality
Failure mode effective analysis (FMEA)
Failure mode and effects analysis is the process of reviewing as many
components, assemblies, and subsystems as possible to identify potential failure
modes in a system and their causes and effects.
It usually has the following parameters:
a) Effect
b) Failure mode
c) Cause
d) Preventive action
e) Detection action
IT:
 Process Optimization: IT integrates systems and implements ERP to streamline
production, manage inventory, and optimize workflows.
 Data Management: They collect, analyse, and share data across departments,
aiding decision-making and operational efficiency.
 Supply Chain Coordination: IT ensures smooth communication with suppliers,
minimizing delays and disruptions.
 Communication: IT facilitates clear communication within the company and
with OEMs.
 PROJECT

We were given a project to observe & implement the idea of constructing a small
metal rack gate on the open side of racks in logistics area.

Overview:
The project focuses on developing an automated system for the opening and
closing of a rack gate in the presence of a forklift. This technology aims to enhance
operational efficiency and safety in environments where forklifts frequently move
through gates, minimizing human intervention and potential hazards.
Problem Statement:
The other side of the racks were kept opened for the purpose of taking out the
material box using forklift. In few situation, there is a case of falling of the box due
to the mistake done during stacking process. As the box was not kept inside the
rack properly.
Idea suggestions/improvements:
By constructing a rack gate on the rack along with inbuilt IR proximity sensor helps
by detecting the presence of forklift to open the gate automatically when the
forklift comes near to the particular box to take it out and it closes automatically
when the fork lift moves away from that region. And during the stacking process,
even if the box is placed improperly, there will be an inbuilt buzzer component
which makes an alarm sound to intimate the forklift driver in order to arrange the
stack properly.
Alternate Method:
There is an another cost-effective way of solving this problem (i.e) by using a
photo detector sensor constructing along the horizontal/vertical beam of the
rack & by connecting it with a buzzer, it makes an alarm sound to intimate the
forklift driver to place the box properly inside the rack, when the box was by
mistakenly placed little out of the rack surface.
Points Abstracts:
 Purpose: Designing an automated gate system to facilitate seamless entry
and exit of forklifts.
 IR Proximity Sensors: Utilizing proximity sensors to detect the presence of a
forklift approaching the gate.
 Gate Control Mechanism: Developing a mechanism to automatically open the
gate upon detection of a forklift.
 Safety Measures: Incorporating safety features to halt gate closure if a forklift
is still passing through.
 Time Delay: Implementing a brief time delay before the gate starts closing to
allow forklifts to pass.
 Manual Override: Including a manual override option for situations where
manual control is necessary.
 Integration with Forklifts: Exploring the possibility of integrating the gate
system with forklifts' onboard systems for seamless communication.
 Remote Monitoring: Considering remote monitoring capabilities to supervise
gate operations.
 Testing and Calibration: Rigorous testing and calibration of sensors and
mechanisms to ensure reliability.
 Benefits: Enhancing operational efficiency, reducing waiting time, and
improving safety by reducing manual gate operations.
 Challenges: Addressing potential challenges such as sensor accuracy, system
reliability, and compatibility with various forklift models.
 Efficiency: Minimizing time spent waiting for gates to open, leading to
increased productivity.
 Safety: Reducing the risk of accidents caused by manual gate operations or
collisions.
 Resource Optimization: Streamlining traffic flow through gates, optimizing
resource allocation.
 Cost Reduction: Potentially lowering labor costs associated with manual gate
control.
 Innovation: Incorporating technology to improve industrial processes and
workplace safety.
 Future Scope: Potential expansion to other automated systems, enhancing
overall facility automation.
CONCLUSION:
In culmination, my one-week internship experience at ZF Hero has been a
journey of profound learning and valuable insights into the details of a dynamic
industry. Witnessing the company's unwavering commitment to quality,
innovation, and responsible practices has not only been inspiring but has also
highlighted ZF Hero's potential to continually excel and garner well-deserved
recognition.
As a conclusion of this report, I am filled with gratitude for the opportunity to
contribute to such a remarkable organization and excited about the promising
future that lies ahead for ZF Hero.
In conclusion, ZF's global distribution strategy, with significant percentages in
Germany, the USA, Korea, and Egypt, reflects a well-rounded approach. This
allocation showcases their market focus, risk management, and emerging
market exploration. It underscores ZF's adaptability and commitment to efficient
operations while embracing diversified growth opportunities.
THANK YOU
 INDUSTRIAL INTERNSHIP REPORT

SUBMITTED BY:

B V DHARSHAN
21BMH1212
B.Tech Mechatronics & Automation (3rd Year)
School of Mechanical Engineering (SMEC),
Vellore Institute of Technology - Chennai,
Vandalur - Kelambakkam Main Rd,
Chennai -600127.
 OVERVIEW ABOUT THE ORGANIZATION:
Established over 20 years ago, VI ENERG RESOURCE PVT LTD is a
prominent player in the oil and gas equipment manufacturing
industry. Headquartered in Chennai, India with a presence in the
UAE, the company offers a diverse range of products and services,
including modular process skid packages, pressure vessels, heat
exchangers, and other equipment. Their target market spans oil
and gas companies, engineering firms, and other industrial clients.

Despite a strong industry experience and a commitment to quality,

VI ENERG faces challenges like a reliance on the fluctuating oil and
gas market, competition, and limited brand recognition beyond its
immediate region. However, opportunities abound with growing
energy demands in developing economies, the focus on cleaner
technologies, and potential expansion into new markets and
partnerships. Their dedication to adhering to international
standards and active participation in industry events further
solidify their position in the market. While this provides a snapshot,
further research is recommended for a more in-depth
understanding of VI ENERG.

LEARNING OBJECTIVES:
 Technical expertise: Staying current on industry standards,
specific equipment knowledge, and new technologies like
automation and AI.

 Business acumen: Communication, project management,

budgeting, and problem-solving skills.

 Soft skills: Strong work ethic, safety awareness,

collaboration, adaptability, and willingness to learn
continuously.
 REFLECTIONS ABOUT THE FIELD EXPERIENCE:

 My involvement in practical learning things during my

internship helped to bridge the gap between academic
understanding and real-world application. These encounters
improved my problem-solving skills and emphasized the need
for cooperation and effective communication.

 The internship was a life-changing opportunity that provided

insightful real-world knowledge, improved my abilities, and
increased my understanding of maintaining quality control in
the automotive sector.

LEARNING OUTCOMES ACHIEVED:

In-depth understanding of:

 ESD valve design principles, operation, and selection criteria
Relevant industry standards, regulations, and testing
procedures
 Specific software tools used for design, simulation, or
analysis
Project management methodologies and best practices

Practical application:
 Engineering principles to solve real-world problems
Design and analysis techniques for ESD valves
 Project management skills to plan, execute, and monitor
project progress
Developmental:
 Strong problem-solving and critical-thinking skills
Ability to research, analyze, and interpret technical
information
 Attention to detail and commitment to quality

Improved communication and collaboration:

 Effectively communicate technical concepts to diverse
audiences (engineers, supervisors, clients)
 Work effectively within a team environment, collaborating
with colleagues and stakeholders

Enhanced project management skills:

 Plan, schedule, and execute project tasks effectively
 Manage resources and budget efficiently
 Adapt to changing priorities and unforeseen challenges

Increased professional confidence:

 Apply theoretical knowledge to practical applications
 Take initiative and ownership of assigned tasks
 Contribute meaningfully to project goals and company
objectives
 Industry-specific Knowledge and Insights:
 SWOT ANALYSIS

Strengths:

 Strong industry experience: VI ENERG has over 20 years of

experience in the oil and gas industry, giving them a deep
understanding of the market and its challenges.

 Diversified product portfolio: The company offers a wide

range of products and services across the oil and gas value
chain, from well-testing equipment to pressure vessels and
heat exchangers. This diversification helps mitigate risk and
provides a broader customer base.

 Growing presence: VI ENERG has a growing presence in India

and the UAE, with potential for further expansion in other
regions.

 Focus on quality: The company has a strong commitment to

quality, which is essential in the oil and gas industry. They hold
certifications like ISO 9001:2015 and ASME stamps.

Weakness:

 Reliance on oil and gas: VI ENERG's business is heavily reliant

on the oil and gas industry, which is facing challenges from
declining demand and stricter environmental regulations.

 Competition: The oil and gas industry is highly competitive,

and VI ENERG faces competition from both established
players and new entrants.

 Limited brand recognition: Compared to global players, VI

ENERG's brand recognition might be limited, especially
outside its immediate operating regions.
  Fluctuations in material costs: Prices of raw materials used in
their products can fluctuate, impacting profitability.

 Dependence on key clients: A large portion of revenue might

come from a few key clients, making the company vulnerable
to changes in their needs or spending patterns.

Opportunities:

 Growing demand for energy in developing economies: There

is a growing demand for energy in developing economies,
which could create new opportunities for VI ENERG to expand
its customer base.

 Focus on cleaner technologies: The growing focus on cleaner

technologies could create opportunities for VI ENERG to
develop and offer new solutions, such as equipment for
carbon capture or natural gas processing.

 Expansion into new markets: VI ENERG could expand into new

markets, such as renewables or geographically, to diversify
its revenue streams and reduce risk.

 Partnerships and acquisitions: VI ENERG could partner with

other companies or acquire new businesses to expand its
product offerings and market reach.

 Technological advancements: VI ENERG can leverage

technological advancements to improve efficiency, reduce
costs, and offer innovative solutions to customers.

Threats:

 Climate change and stricter regulations: Climate change and

stricter environmental regulations could lead to a decline in
demand for oil and gas, which would negatively impact VI
ENERG.
  Geopolitical instability: Geopolitical instability in oil-
producing regions could disrupt VI ENERG's operations and
increase costs.
 Technological disruptions: New technologies could disrupt
the oil and gas industry and render VI ENERG's existing
products obsolete.

 Economic downturns: Economic downturns could reduce

demand for oil and gas, which would negatively impact VI
ENERG.

 Fluctuations in currency exchange rates: Fluctuations in

currency exchange rates can impact VI ENERG's profitability,
especially if they import materials or export products.

Overall, VI ENERG is a well-established company with a strong

track record in the oil and gas industry. However, the company
faces challenges from a declining demand for oil and gas, stricter
environmental regulations, and competition. VI ENERG's focus on
diversification, quality, and innovation will be key to its success in
the future.
 INNOVATIVE SUGGESTIONS

Expanding into renewable energy:

 Develop equipment specifically for renewable energy

applications, such as solar thermal heat exchangers, biogas
processing units, or hydrogen storage tanks.

 Partner with renewable energy companies to offer integrated

solutions for their projects.

 Leverage existing expertise in pressure vessels and modular

skid packages to adapt them for renewable applications.

Focusing on sustainability and efficiency:

 Develop and market energy-efficient versions of existing

products, reducing their environmental impact and operating
costs.

 Offer lifecycle management services for products, including

maintenance, repair, and ultimately recycling or responsible
disposal.

 Partner with companies specializing in emissions reduction

technologies to offer integrated solutions for oil and gas
clients.

Embracing digitalization and automation:

 Implement advanced analytics and data visualization tools to

optimize production processes and predict equipment
needs.
  Develop remote monitoring and control solutions for
equipment, allowing for better performance tracking and
troubleshooting.

 Explore the use of robotics or automation in manufacturing

processes to improve efficiency and safety.

Exploring new markets and applications:

 Research and develop equipment for niche applications

within the oil and gas industry, such as subsea operations or
unconventional resources.

 Consider expanding geographically into new regions with

growing energy demand.

 Diversify into adjacent industries that require similar

expertise in pressure vessels and modular equipment, such
as the chemical or food processing industries.
 VI ENERG RESOURCE PVT LTD

About the Company:

 VI ENERG RESOURCE PVT LTD is a manufacturer of well
testing, oil and gas industrial equipment. They offer a wide
range of products and services, including:

 Modular Process Skid Packages: These skid-mounted units

are designed for a variety of applications, including well
testing, oil and gas production, and water treatment.

 Pressure Vessels: VI ENERG manufactures a variety of

pressure vessels, including separators, heaters, and filters.

 Heat Exchangers: The company also offers a variety of heat

exchangers, designed to transfer heat from one fluid to
another.

 Other Products: In addition to the above, VI ENERG also

offers a variety of other products, such as piping, valves, and
instrumentation.

Internship Experience/Learnings:
 Kick-started my internship with an in-depth introduction to VI
ENERG's operations, understanding its product range, target
market, and core values.

 Shadowed experienced professionals across various

departments (e.g., manufacturing, engineering, quality
control, sales) to grasp their roles and contributions to the
company's success.
Hands-on Learning:

 Received daily tasks from supervisors, progressively

challenging myself with responsibilities aligned with my skills
and interests.

Examples based on department:

 Engineering: Assisted with technical drawings, conducted

basic calculations, or participated in design reviews.

 Manufacturing: Observed production processes, learned

quality control procedures, or conducted basic data
analysis.

 Sales: Researched potential clients, prepared presentations,

or assisted in creating marketing materials.

Skill Development:

 Sharpened my technical knowledge through practical

application, gaining a deeper understanding of VI ENERG's
specific equipment and production processes.

 Developed communication and interpersonal skills through

collaboration with diverse teams and presentations to
supervisors or colleagues.

 Enhanced problem-solving abilities by tackling assigned

tasks and proposing solutions under guidance.
Overall Experience:

 This internship at VI ENERG RESOURCE PVT LTD provided

invaluable exposure to the energy industry and the inner
workings of a successful manufacturing company.
 PROJECT – EMERGENCY SHUTDOWN VALVE:

• The pneumatic ESD system provides a quick well shutdown

in case of emergency or testing equipment failure.
• It controls the hydraulically activated flowline valve located
in the flow head and may also control other safety valves
placed along the flowline (surface safety valve or kill valve).
• An internal air-driven pump inside the ESD console
generates the hydraulic pressure. The shutdown can be
triggered by emergency pull buttons or other pressure or
erosion safety detectors.
• Both are linked to the ESD console by several pressurized
pneumatic hoses. In case of an emergency, the button or the
safety device bleeds off the pressure in its pneumatic line
• The reason for the hydraulic and pneumatic combination is to
avoid electrical short circuit

EXPLANATION:
• AR1 - THE AR VALVE'S MAIN PURPOSE IS TO ENSURE THAT
A PRE-DETERMINED MINIMUM FLOW THROUGH A
CENTRIFUGAL PUMP IS GUARANTEED AT ALL TIMES
• BV(1,2,3,4) - BALL VALVES USED TO SHUT OFF WHEN
THERE IS A DUST PARTICLES OR WHEN OTHER FOREIGN
BODIES ENTER INTO THE LOOP
• IV1(1,2) – ISOLATION VALVE USED TO ALLOW SELECTIVE
ISOLATION OF A LOOP
• RV1 – PRESSURE RELIEF VALVE IS TO CONTROL
PRESSURE IN A SYSTEM AND TO REVERSE THE FLOW OF
FLUID TO THE RESERVOIR
• PV(1,2) – PRESSURE VACCUM VALVES IS A VALVE WHICH
KEEPS THE TANK OVER PRESSURE OR UNDER PRESSURE
WITHIN APPROVED, LIMITS
• HANDPUMP - MANUALLY TRANSFERS HYDRAULIC FLUID
FROM THE RESERVOIR TO FORCE IT UNDER PRESSURE
INTO THE ACTUATOR AND CONTROL SYSTEM