1

A
PROJECT REPORT ON
Quality Control Study at
Varroc Polymer Pvt. Ltd
UNDER THE GUIDANCE OF

PROFESSOR MRS. RAJLAXMI BHOSLE

SUBMITTED BY

MAHESH YASHVANTRAO GHODAKE

Enrollment No -: 4740900388
SUBMITTED TO

ANNAMALAI UNIVERSITY

IN THE PARTIAL FULFILLMENT OF

MASTER OF BUSINESS ADMINISTRATION

NIS ACADEMY
AURANGABAD

YEAR 2010-11
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CERTIFICATE
This is to certify that
Mr. Mahesh Yashwantrao Ghodake
is bonafied student of THE NIS ACADEMY Aurangabad.
Studying in Master of Business Administration Course.
The candidate has satisfactorily prepared the project
report on
“QUALITY CONTROL AT VARROC POLYMER PVT.LTD
IN AURANGABAD”

This project is the result of candidates own work and

satisfactory enough to warrant his Presentation for
Master of Business Administration (first year)
Examination.
This project report has not been previously submitted by
candidate for the degree of other University.

Head of Department Project Guide

Prof. Ganesh Salunke Prof. Rajlaxmi Bhosle

DATE :-
PLACE :- AURANGABAD
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DECLARATION

I hereby Declare that the project report entitled

of my own outcome of my own efforts under the guidance of
Prof. Rajlaxmi Bhosle and it is submitted to the THE NIS ACADEMY in the
Partial fulfillment of master of business Administration (First year) Examination
2010-11

I also declare that this project report has not submitted by me to any other
University.

Mr. Mahesh Yashwantrao Ghodake

DATE :-
PLACE :- AURANGABAD
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ACKNOWLEDGEMENT

The completion of any project of always due to efforts from

numerous people. I take this opportunity to express my gratitude to all those who
have helped me to understanding and completing this project successfully.
My word of thanks should begin by thanking God for being with me at all
instances of my life with heavenly help.
Sincere thanks to Managing Director Ganesh Salunke.
I express my deep Gratitude to Mr.Mahendra Pujari HR Person of Varroc Group
who gave me all information and timely helped me out in Project.
Furthermore I owe My Profound thankfulness to Prof. Rajlaxmi Bhosle who
guided me to furnish my work and showed me the direction towards success of this
Project
Finally my bound ness gratitude lies to my dear Parents without whom could
hardly do anything…to my dear friend, to the staff at THE NIS ACADEMY at
Aurangabad.

MAHESH YASHWANTRAO GHODAKE.

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INDEX
Sr. No CHAPTER Page No.

1 VARROC GROUP MILESTONE 6

2 ABOUT CEO MR. TARANG JAIN 7
3 MISSION 9
4 VISION 10
5 CORE VALUS OF ORGANIZATION 12
6 BORD OF DIRECTORS 14
7 VARROC PRIORITIES 16
8 PRODUCT PROFILE 17
9 AWARDS 21
10 MANUFACTURING PROCESS 23
11 PRODUCTION PROCESS 25
12 QUALITY POLICY 31
13 QUALITY CONTROL 34
14 VARIOUS TECT CONDUCTED 35
15 DEPARTMENT LAYOUT 36
16 SWOT ANALYSIS 39
17 CONCLUSION 41
18 BIBLIOGRAPHY 42
19 WEBLIOGRAPHY 42
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Varroc Group Milestone

2007-2008
Strategic restructuring of Varroc group
1. Varroc
Polymers’ Pvt. Ltd.
2. Varroc
Engineering Pvt. Ltd.
Enhance Capacities & Added technologies to cater to OEMs.

2006-2007
Foray in Europe in Forgings Space by Acquiring
IMES Spa – Italy and Poland.
SOP at Integrated Manufacturing Plant in
Pantnagar, Northern Region 2006-07 Industrial Hub

2005-2006
Enhanced Capacities
Started Exports to European OEMS
Added customers in Northen Region of India

2003-2004
Enhanced Capacities for all 3 manufacturing divisions
Enhanced product portfolio by adding Engine Valve Technology
8 New Plants & R&D Center Started
Focus – Passenger Car Industry & White Goods Indusry

1999-2002
SOPs at 3 additional plants
Metallic & Polymer divisions
Focus – Honda, LG , Yamaha

1995-1998
SOPs at 3 additional plants
Metallic & Electrical divisions
Focus – Bajaj Auto & Overseas Market
 7

1990-1991
Plastic Molded Components for Automotive and Consumer
Electronics Industry. Commercial Production Started (1990)
Electrical Division (Aurangabad)

About CEO
 8

Mr. Tarang Jain, managing director. Varroc Group, had an interactive

session with MBA students from PIRENS institute on Tuesday the 9th
March’10. The topic was “Globalization & its Impact on SME Sector”.
He mentioned in his address, the emerging economy like India can grow
equally to other developed countries provided we can create the similar kind
of brainpower. The Indian companies are growing the right way, having
strong fundamentals & values and eventually will emerge winners with a little
more support from the government.
He spoke about the Indian SMEs growth opportunities & also about the
threats from China. The Chinese component suppliers have got good support
from the Chinese Govt.; where in as per laid down policies the Global OEMs
put up manufacturing foot print in China has to indigenous components
within the stipulated time period. In Indian perspectives the SMEs don’t have
the similar leverage, no major support from Indian Govt. As such the SMEs
are facing tough competition from Chinese suppliers. However he shared the
assurance of change in sourcing scenario in near future in India as well. The
global OEMs start recognizing the brain power and R&D strength of Indian
suppliers & focusing more on indigenous souring efforts. The SMEs in India
are gradually developing themselves more on technical front to improve their
value chain.
He mentioned, India is like an elephant – strong, slow & steady up to now but
 9

Mission

Implementing these core values into employee and worker towards their job,
family, social responsibility and national responsibility for their bright future
this is the mission.
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Vision
We are committed to serve the society by adding value to the
Customers, Employees, Suppliers, Shareholders and the
Community at large in terms of :

 Providing Customer Satisfaction by offering Reliable Products

and Services at Competitive Prices

 Providing an environment conducive to the development, growth

and satisfaction of employees while fulfilling their reasonable
aspirations

 Providing adequate returns to the shareholders while nurturing

business growth

 Contributing to the well being of the society and conducting

ourselves as a responsible corporate citizen known for integrity
and ethics.
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Core Values Of Organization

We are committed to making Varroc a leader in the industry & ensuring that
varroc is always the first & mosttrusted choice for its customers.We plan to
achieve this by practicing,

SINCERITY:
To go the distance
In carrying out roles & responsibilities transparently
In expression of thoughts & feelings
In concern for the team & the company

· HUMILITY:
To walk with everyone
By showing respect for others
By sharing success & achievements
By being open & positive
·
INTEGRITY:
To do what is right
To inculcate a culture of healthy competition
To have no tolerance for unethical practices
To adhere to commitments
·
PASSION:
To achieve against all odds
To proactively participate in the organization
To bring about innovation in all work
To remain motivated against all odds
·
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SELF DISCIPLINE:
To make it happen
To take ownership for your actions
To be consistent & dependable at all times
To learn & improve everyday

Historical Background
“POLYMER DIVISION”

1990 - Establishment of ‘polymer division’ from Waluj, Aurangabad.

1995 - Varroc successfully introduced ‘rubber moulding process.’

1995 – ‘Mouldcraft Hindustan Pvt. Ltd.,’ (MHPL) set up as joint venture

with Videocon.

1996 – ‘Foam moulding process’ introduced by varroc group.

1998 – ‘Mouldcraft Hindustan Pvt. Ltd.,’ (MHPL) introduced ‘sheet

extrusion process.’
1999 – New plant set up at Takve in Pune specializing in ‘plastic
moulding process’.
2001 – ‘Mirror plant’ operations started at Takve in Pune.

2002 – Varroc Polymer Pvt. Ltd., Greater Noida (VPPL-GN) was set up
with specialization in ‘Gas assisted Injection moulding process’
2003 – ‘Paint shop’ started its operation from plant I.

2003 – ‘Air cleaner assembly’ production for 2 wheeler of Bajaj Auto Ltd.

2004 – Establishment of ‘Technology Development Center’ (TDC) for

Bajaj 2 wheeler business.
2004 – VPPL-GN received ‘Best Partners Excellence Award (2004)’ from
LG Electronics.
2004 – VPPL-GN won prestigious ‘Excellent Vendor Award (2004)’ from
LG Electronics
2005 - Varroc Polymer Pvt. Ltd., Binola (VPPL-BN) was commissioned
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with specialization in 'Moulding process’ at Binola in Haryana.

2006 – Shifting of ‘Mirror plant’ at Ranjangaon in Pune i.e. Plant II.

2006 – Increase in the domain of expertise of ‘Technology

Development Center’ (TDC) by incorporating activities integral to 4
wheeler business.
2007 – ‘Expansion of Varroc Polymer Pvt. Ltd., Plant II’ (VPPL - II) at
Ranjangaon in Pune to cater the ‘four wheeler business.’
2008 – ‘Hot and cold Injection process’ introduced at VPPL Plant II at
Ranjangaon in Pune.
2008 - Varroc Polymer Pvt. Ltd., Binola (VPPL-BN) won Achievement
Award
(2008) for meeting quality and delivery targets by Honda Motorcycle
and Scooter India (P) Ltd.
2008 - Varroc Polymer Pvt. Ltd., Greater Noida (VPPL-GN) added another
feather
in its cap by winning Excellence Award (2008) in Q, C, and D in Mold
Category from LG Electronics.
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Board of Directors
Chairman : Mr.Naresh Chandra
Managing Director : Mr.Tarang Jain
Director : Mr.Naren Jain
Director : Mr.Rajiv Sahney
Executive Council Members :

Seating from left to right:

Mr.Ashok Chandak, Prof. Anjani Koomar, Mr. Tarang Jain, Mr.
S.N. Patil, Mr. B. Padmanabhan
Standing from left to right:
Mr. Arvind Khanna, Mr. M.P.Sharma, Mr.Harsh Kohli, Mr. Vineet
Tyagi, Mr.Prakash Khose,
Mr. Naveen Singh
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Managing Director : Mr. Tarang Jain

Group Senior Vice President
: Mr. Ashok Chandak
Business Development
Chief Financial Officer : Mr. B. Padmanabhan
Group Senior Vice President : Mr. S.N. Patil
Polymer Division
Group Senior Vice President : Mr. Anjani Koomar
Human Resource
Group Associate Vice resident : Mr. M. P. Sharma
Corporate Materials
Associate Vice president : Mr. Harsh Kohli
Pantnagar Operation
Group Associate Vice President : Mr. Naveen Singh

Electrical Division
Associate Vice President : Mr. Prakash Khose
Metallic Division
Group Associate Vice President : Mr. Sanjay K. Sachdev

Corp. Legal Affairs

& Group Secretary
Associate Vice President : Mr. Vineet Tyagi
Operations
Chief Systems Auditor : Mr. Arvind Khanna
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Varroc Group Priorities

 Quality
 Customer & Internal PPM
 TPM, Kaizen Culture,
 TS 16949 accredited
 Cost
 Input Costs/ Benchmarking with Competition
 Reduction of Rejection & Waste Elimination
 Lean Manufacturing Techniques / Reduction in inventories
 Control Overhead Expenses
 Innovation
 Enhancing performance of the component/module supplying
 Continuous Focus on increasing Brain Power
 Improve the Value Chain, Component to System/Sub-system
Supplier
 Value Engineering Proposals
 Delivery
 JIT Delivery System
 100% flawless deliveries
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Product Profile Of Varroc Group

Varroc have a state-of-the art, environment friendly Poly Urethane
Foam molding facility for the manufacture of foam pads and seat
assembly for two, three and four wheelers. Varroc have robot control
line at Aurangabad Plant.

Installed Production Capacity is 5000 T. Per Annum.

Client include such prestigious names as Bajaj Auto ,Tata motors,Ashok
Leyland,Yamaha in the domestic market and Audi, Fiat ,GM,and Daimler
Chrysler in the international market.
Varroc manufactures and supply seat assembly to automotive customers,
power train manufacturers across the globe.
Varroc Group has adopted the TPM system to ensure continuous
improvement and sustenance of the quality of
the products. All divisions manufacture precision high quality parts for the
automobile industry.

1. POLYMER DIVISION:
Interior Pillar Trims, Door Panels, Floor Console
Exterior Parts – Bumpers, Fenders, Claddings, Wheel Arches
Underbody/ HVAC parts
Injection and Compression Molded Rubber Parts
Mirror Assemblies and Mirror Rubber Parts
Air Cleaner Assembly
PU Foam Pad and Seating System Assembly
Multilayer co-extruded Thermoplastic Sheets
Molded parts for White Goods and Consumer Electronic Parts
Series Molds and Pre Production Molds
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2. METALLIC DIVISION:
Engine Valves
Crank pins for motorcycle
Hot, cold & warm forged machined components
Catalytic converters for 2, 3 and 4 wheelers

3. ELECTRICAL DIVISION:
A.C. generator & Magneto
Digital CDI, digital regulator rectifier units
Starter Motor, Wiper Motor
Switch Assembly and handle bar assembly for motorcycle, LED Lights
Electronic control units, Electronic Clusters
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Product Images Of Varroc Polymer

PU foam seat of Bajaj Pulsar150.

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Perfect fitting of PU foam seat to bike.

Stylish shape of seat for new bikes…

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AWARDS

In 20009-10 Varroc Group has won award of best Performance in product

development Supplier performance Award by Dr. Pawan Goenka. This award is
given for commodity criteria of plastic and rubber.
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In 2010 Varroc Polymer has won best supplier Award by TATA TOYO
RADIATOR LIMITED .

In 2009 Varroc Polymer Pvt Ltd has won the best kaizen Award in third kaizen
competition.
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Manufacturing Process
Varroc Polymer is manufacturer of PU Foam seat which is made by Mixture
of polyamines and isosynate. Manufacturing Process of PU Foam is as under

Manufacturing Process

1) Mould Cleaning.
2) Spray Application for release.
3) Pouring.
4) Demoulding.
5) Squeezing.
6) Deflashing.
7) Inspection in Process.
8) Final Inspection.

Quality Inspection

Quality assurance at varroc is pass through 17 different quality examination

these are as follows.
1) Foam hardness Bus 01005Rev 7pu-7s/Gt/1.
2) Foam hardness.
3) Resistance.
4) Compression on set test.
5) Heat ageaging test.
6) Water Absorbtion.
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7) Repeated Permenant.
8) Density.
9) Specific Gravity of PU raw material.
10) Drop impact test.
11) For Rexine cdour breaking strength and Elon Adhesion to coating test
tear strength Gelling test.
12) for foam tersile tear strength break elongation.
13) for rexine flex test.
14) for rexine resist to cold.
15) for rexine colour fastness to dry of wet rubbing.
16) Surface resistance to chemicals.
17) Thickness and measurement.
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Production Process
Varroc has a state-of-the art, environment friendly Poly Urethane Foam
molding facility for the manufacture of foam pads and seat assembly for two,
three and four wheelers. Varroc has robot control line at our Aurangabad
Plant.
Installed Production Capacity is 5000 T. Per Annum.
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Raw material required

1. Isocyanate HD
2. Isocyanate LD
3. Polyol HD
4. Polyol LD
For manufacturing the seats, Isocyanate and Polyol raw material are
mostly used. These raw materials have two different densities, one is. H.D.i. e.
high density and L. D. i.e. low density.

System
 High Pressure Reaction Injection System.

 Low Pressure Injection System.

Varroc has following manufacturing lines.

 Hennecke Machine, Germany- 2 Line. High Pressure, (30 stations).
 Gnosis Green, Taiwan- 1 Line. Low Pressure. (25 stations).

Density of Foam Processed:

 Low Density: 45 to 55.
 High Density: 75 to 85.
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H.D. is using for manufacturing the two wheeler’s seats and L.D. is using for
three wheeler’s seats.

Hennecke Machine
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This is Hennecke B machine uses for mix the Isocyanate and Polyol
chemicals together, and then pours it in the mould of the particular Seat that
we have to manufacture.

Production Flow:-

Raw material from store department

Collection of raw material in tank

Mixing of raw material

Mould loading on conveyor

Mould cleaning and spraying

Machine parameter setting for production

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Mixture of Isocyanate and Polyol pouring in mould

Mould closing

Mould passes through oven for

Mould opening

Mould demoulding and squeezing

Foam deflashing

Foam dispatch by Q. A.
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Foam testing

Assembly of manufacturing

Foam dispatch for assembly to vendor

Foam assembly ready for dispatch

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Quality Policy
The Varroc Group has been able to achieve steep growth in the last decade in
all its operations. This was achieved by means of a largely traditional business
model. In order to keep the Group abreast of constantly increasing customer
expectations the Management felt the need for a systemic approach to all
aspects of the Group's operations, so that the growth rate could continue to be
achieved on a sustainable basis. The approach was multifaceted, for
addressing multiple internal and external factors, such as employee skill level,
changing product profile, competition on price, stringent product
specification and customer expectation. A further strategic objective was the
need to build international brand equity. The Corporation therefore decided
to adopt a holistic approach to
manufacturing and operational excellence, and decided to adopt the TPM
way as the tool for implementing the change. A catchy slogan, 'Let us make it
happen', was adopted to drive the message down to the lowest levels of the
organization.
Varroc initially began the TPM activities as a supplier to Bajaj
Auto Ltd., who are Varroc's major customer, and who had adopted this
methodology. In November 2006,
Varroc decided to proceed along this road on its own, under the guidance and
auspices of TPM guru
Prof. Yamaguchi san. The initiative formally commenced with the conduct of
a TPM deployment seminar for the middle and senior management of the
Varroc group. The seminar was attended by about 135 delegates. A TPM
policy was developed, which was aligned with the Group's vision and mission
statements In parallel, 1S-2S activities were also initiated. This resulted in
immediate tangible results. Valuable floor space on the shop floors became
available, plants were looking better, and a database was developed for
unwanted materials and equipment, so that other plants could look at the list
for equipment they needed. This in turn led to capital savings. TPM Model
Machine/Cell activities were also initiated by managers to demonstrate the
various activities in the TPM way on the critical machine cell. Typically, a
machine in the poorest condition within a cell was picked-up as the Model
Machine. The Model machine program was aimed at providing managers
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with hands on experience on how to apply the TPM pillars to equipment

upkeep, and also providing them with an appreciation of the tangible and
intangible benefits of TPM. The managers in turn are expected to impart this
learning to their subordinates, thus creating a cascading effect which will
percolate down to the lowest levels of the organization. The objective is to
create a culture of doing things in the TPM framework, and documenting
improvements achieved thereby as a basis for further improvement. The
Model Machine initiatives yielded spectacular results. Productivity increased
by 150 to 300%, zero customer rejection was achieved by some plants, there
was a 50% decline in in-process defect generation, accidents were zero,and
there was a consequent 20-50% reduction in manufacturing costs. Most
importantly, the level of participation by all team members showed significant
improvement, as measured by the number of suggestions that were received.
The learning from the Manager's Model Machine initiative is currently under
horizontal deployment across most of the Varroc plants. Participation was
further encouraged by promoting small group activities. To percolate TPM
awareness among all employees a monthly news magazine called `TPM
Newsletter' is published every month. It features
TPM activities of the previous month, observations made
by the consultants, important events, and a description of best practices in
various plants, to facilitate sharing by the others. A major fall-out effect of the
participative methodology advocated by the TPM has been
the generation of kaizens in each plant. It has encouraged the Corporation to
try and participate in external kaizen competitions. Last year 41 teams
participated in external competitions as against 5 team's participating in Year
06-07. Many of them emerged winners in Regional(6 teams) and National (3
teams)level. It is worthwhile to mention that one of our plants,
DIPL(Durovalves India Pvt. Ltd) bagged the coveted `Sona Kaizen Award
and Kaizen Champion Trophy of the Year 2007 (the last word in Kaizen
competitions in India) along with a cash award of Rs one lac at the 10th TPM
National Conference conducted at Chennai in March-2008. This is all the
more creditworthy because it has happened in the first year of our TPM
journey, competing againstmany of the giants of Indian industry. Through
these initiatives, Varroc also bagged many Quality Awards last year. 5 BAL
Quality Awards were received by Varroc last year against a single award in
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year 06~07. The Corporation has set itself an ambitious target of 12 BAL Q
awards for the current financial year. Many other Quality awards from
customers like Tata Johnson were also won by Group companies last year.
Many of our Group companies have been operating with Zero PPM
Customer Rejection for the last 6 months or more. All group companies are
now TS 16949 certified. In continuation with these initiatives, and in
alignment with the social objectives, Varroc is committed to obtain ISO
14001/OSHAS 18001 certification for all its plants. This only reinforces the
Corporate commitment towards environment, health and society which is
part of our Mission Statement and Quality Policy.
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Quality Control
Quality Assurance department actually deals with the final
product that is assuring its quality or rather maintaining its quality to the
best. This assurance of quality or rather maintaining its quality best. The
assuring of quality is given either in process of manufacturing it self or after
the completion of the product. Thus, there are three main types of quality
assurance namely.
1. Inward inspection

2. Line quality assurance &

3. Audit inspection.

INWARD QUALITY ASSURANCE

The inward inspection is done when the parts are purchased form the
vendors, the parts which come from vendors are inspected properly by the
inspector or engineer or technician and then if it is okay then the part is
allowed to go to the production dept. Where it is made fit in the appropriate
place. If the part is found faulty in the very first inspection, the whole bunch
of the parts is sent back to the vendor and is asked for new one.
The fault may be minor, major or some times critical. The minor faults are

some times repaired within the Company itself.

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VARIOUS TEST CONDUCTED :

► Hardness checking

► Bursting stand

► Moisture testing

► Viscosity testing

► Salt spray test (Metal test)

► Humidity test chamber (Metal test)

► Cupping value tester.

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LAYOUT OF THE DEPARMENT

TPM Oven Muffle

Display furnace

Drop impact Water

test absorption
test

Entrance

Hardness
test m/c
Kaizan
display

Rack for fixture

&indenter test
m/c
Rubbing
test

Load
identification m/c
 37

1.DROP IMPACT TEST:

Purpose: To detect crack on seat after drop impact
Scope: This is applicable to all seat bases.

2.OVEN/COMPRATION SET TEST:

Purpose: To test comp ration set test (thickness loss) at deflection of
50%thikness
Scope: All type of PU foam
Procedure: Cut the specimen foams lab which has been cured for 48 hours
room temperature in such way that load is applied indirection of the rise of
the foam to get the specimen of the size 50*, 25* mm.

3.MUFFLE FURNACE TEST:

Purpose: This test shall be performed to check ash content of rubber part

4.HARDNESS TEST
Purpose: These tests shall be performed for the measurement of hardness of
the foam. That means according to the customer requirement hardness is
checked.
Scope: this is applicable for PU foam
 38

5.TEST OF FOAM LOAD VALUE:

Purpose: to check the load value of the foam
Scope: all foams (2&3 wheeler)
Ref: STD .BAs 01005
Foam height thickness & location from drawing machine load
Indentation Lc 0.05 kg

6. WATER ABSORPTION TEST:

Purpose: To check the water absorption capacity of the seat
Assembly.
Scope: It is applicable for seat assembly
 39

SWOT ANALYSIS

STRENGHTS:

The following are some of the key elements, which will enable the Company to
achieve greater progress & market share:
1. The Company manufactures markets or distributes a very wide range
of models creating the needs of all sectors. Each & every product has
covers the spectrum form the list to most expensive from the latest to
most expensive in there respective categories, thus meeting
requirement of all class of customers.

2. The Company's advertising programs also emphasize the sub

segments within its product lines.

3. The Company's sales its product through a well - expanded network

of independent dealers located through out India, which is supported
by the Company's strong sales force.

4. The Company provides form time to time a variety of incentive &

promotions to dealers from time to time, which are often tailored to
foster goods relationships & to increase sales.
 40

WEAKNESS :-

► Employee strength is not get utilized properly.

► No efficiency to increase the work productivity.
► Comparatively slow develop technological innovation than its
competitors

OPPORTINUTY
► Fine - tune & executive religiously the performance management
system.
► Redesign, induction & orientation are important communication system
► Define and display performance indicators for grater clarity at the shop
floor.
► Performance link reward system
THREATS:-
► Contract labors and trainees effectiveness in manufacturing process
► Retention of key people
► Inability to bench mark
► System obsolesce
 41

CONCLUSION
It was nice experience to work with in Varroc Polymer Pvt .Ltd. as they
have experience and learned staff in their respective field.

Especially I observed their methods and styles of working, they had

given me proper and accurate training about Management studies. It was the
practical days where real experience with the company working culture.

In a giant company like Varroc Polymer Pvt. Ltd which is fastest

growing in field of automobile, work is carried out in a very systematic,
sophisticated & technical manner.

The Management in Varroc Polymer Pvt. Ltd shall strive to ensure

continues organizational growth by nurturing the strengths of its employees
and providing the environmental opportunity for every individual to rise to
his / her full potential.
 42

WEBLIOGRAPHY

 www.varrocengg.com
 www.wikipedia.com
 www.google.com

BIBLIOGRAPHY
VARROC PULSE MAGSINE.
43