Aditya Birla Harihara

8/10/2019 Aditya Birla Harihara

1/107

1

"THE EFFECTIVE IMPLEMENTATION AND PRACTISES OF

WCM" with special reference to Harihar Polyfibres

CONTENTS

1. INTRODUCTION AND DESIGN

2. GRASIM INDUSTRIES LIMITED - A PROFILE

3. WORLD CLASS MANUFACTURING

4. WORLD CLASS MANUFACTURING METHODOLOGY

5. WCM MODEL

6. IMPLEMENTATION OF WCM IN HARIHAR

POLYFIBRES

7 SURVEY ANALYSIS AND FINDINGS, SUGGESTIONS

AND CONCLUSION

8 FINDINGS AND SUGGESTIONS AND CONCLUSION

ANNEXURE

Questionnaire

Bibliography


2/107

2

CHAPTER 1

INTRODUCTION AND DESIGN

INTRODUCTION

SCOPE OF THE STUDY

OBJECTIVES OF THE STUDY

METHODOLOGY OF THE STUDY

LIMITATIONS

STATEMENT OF PROBLEM

CHAPTER SCHEME


3/107

3

INTRODUCTION

When it comes to providing well-built product the

company's strength lies in its people. They represent a

vast fund of knowledge, experience and creative ideas

resources that meet or create demand in the market.

MEANING OF WCM (World Class Manufacturing)

WCM is an insight into the concept of equipment

ownership, maintenance, visual management and how

these help one in gaining knowledge about the equipments

he is handling, using and operating, maintaining etc.

WCM helps in reducing or eliminate abnormalities

wastes and looses by knowing the tools and techniques

and by identifying them.


4/107

4

WCM is defined as "the process of ultimately gaining

the common goal and achievements of the company by

knowing appropriate ways to keep the environment in the

best possible way to get the best out of the best plants".

SCOPE OF THE STUDY

Since the study is an attempt to examine the present

status of WCM program by critically analyzing the concept

of WCM it forms a link between what has been established

and what is being implemented. The scope of the study is

limited only to the management, staff and workers of

Harihar Polyfibres. This study provides a theoretical

framework to understand the basic concepts of WCM.

Since the study, is an attempt to examine the

present status of WCM function by critically analyzing

some of the WCM practices in the unit it forms a link

between what has been established.


5/107

5

The study has taken into account to assess those

efforts that have been taken by Harihar Polyfibre to

achieve WCM standards.

The review of WCM climate seeks to click the

perception of the people and hence reflects their feelings

and attitudes towards the WCM program. This' may be

used to set right the weakness and capitalize on strength.

The analysis and objective feedback can in turn lead

to fruitful action plans to further strengthen the WCM

efforts in the organizations.

OBJECTIVES OF THE STUDY

1. To study and understand the concept of world-class

manufacturing.

2. To study the implementation of WCM in HPF.


6/107

6

3. To study overall effectiveness of WCM and impact of

WCM practices towards changing the mindset, culture

and passion of employees.

4. To study the communication and training through the

WCM practices

5. To highlight the importance of WCM in the context

process industry.

6. To identify the reason for increasing emphasis on

WCM.

METHODOLOGY OF THE STUDY

The study is based on survey technique. The study

consists of analysis about WCM at HARIHAR POLYFIBRES.

For the purpose of the study 18 employees were selected,

their views were selected, and their views were solicited on

different parameters.

The methodology adapted includes,

Questionnaire


7/107

7

Random samples survey of employees

Discussion with the concerned employees

Personal interviews and informal discussions were

held with some

Employees to ascertain the impact practices of WCM in

the unit.

LIMITATIONS

The study is limited only to Harihar Polyfibres

division only. The other unit [grasilene] could not be

covered due to time constraint. The sample size was

constrained by the time available for the study.

WCM is a vast concept and a relatively new one. It

varies from organization to organization and so it is not

possible to include each aspect.


8/107

8

STATEMENT OF PROBLEM

There is no field of management that will not benefit

from systematic and purposeful research. The field of

WCM is in great need of systematic knowledge and sound

principles. This is a new area, which has come to this

country after being successfully implemented in western

manufacturing units or sectors.

A separate entity is needed within an organization in

order to align the people towards a common goal that is

unified with the cooperation strategy unless employees

ask new questions they shall not get different results only

the companies that are high on performance as well as

practice can become world class. This is where WCM cell

appears. There is no end to improvement and here WCM is

the next step towards manufacturing excellence.

WCM program represents a unified theory

compromising principles, methods, tools and system that

are applicable to all the manufacturing units. It enables


9/107

9

the chief executive officers [CEO's] to induce new thinking

in the employees at all levels.

Many of the organization in order to fulfill their

objectives have instituted various systems and programs.

While constitution and implementation of systems and

program is important, it is also necessary to critically

examine whether these mechanisms are actually fulfilling

objectives.

CHAPTER SCHEME

CHAPTER 1 Introduction and Design of Study.

CHAPTER 2 Grasim Industries Limited - A Profile

CHAPTER 3 World Class Manufacturing.

CHAPTER 4 WCM Methodology

CHAPTER 5 WCM Model

CHAPTER 6 Implementation of WCM in Harihar Polyfibres

Division of Grasim Industries Limited. Kumarpatnam.

CHAPTER 7 Survey Analysis and Findings, Suggestions

and Conclusion


10/107

10

CHAPTER - 2

GRASIM INDUSTRIES LIMITED - A PROFILE

HISTORY

OTHER UNITS OF GRASIM INDUSTRIES LIMITED

ORGANASATIONAL OBJECTIVES

SOCIAL OBJECTIVES

ECONOMIC OBJECTIVES

AWARDS AND ACHIEVEMENTS


11/107

11

HISTORY

HARIHAR POL YFIBRES, a unit of GRASIM

INDUSTRIES L TO, is situated on the bank of river

Tungabhadra at Kumarpatnam near Harihar in Karnataka

state. The unit was established in the year 1972 with

indigenous expertise, engineering and technology to

manufacturing rayon grade pulp. Today Harihar Polyfibres

is one of the largest rayon grade pulp manufacturers in

India.

Grasim Industries Ltd; Kumarpatnam, a member of

Aditya Birla Group was incorporated on August 25,1947

in state Madhya Bharat exactly 10 days after the country

got independence over these years, the company has

leading industrial conglomerate and is at present ranked

amongst ten largest companies in Indian private sector in

terms, turnover and profits.


12/107

12

Grasim is highly focused Industrial conglomerates

addressing the country's need for clothing, housing and

construction. Having fifteen division spread allover the

country, Grasim has nine joint ventures also, out of which

four are in India and five abroad. At Harihar, Grasim has

two divisions namely,

HARIHAR POL YFIBRES (PULP DIVISION) GRASILENE

DIVISION (FIBER DIVISION)

Harihar Polyfibres started in 1972 with a production

Rayon Grade Pulp.

Grasiline is a small unit started in the year 1977

with a modest production level of 12 tons per day of

Viscose Staple Fiber [VSF] now it has increased to 200

tons per day of Viscose Staple Fiber [VSF].

Grasim is the dominant VSF manufacturing with

about 62% market share in India. Viscose Staple Fiber is


13/107

13

one of the most versatile textile industries. VSF is the

closest man-made substitute for cotton. Due to its

durability and cluster, its valuable property of moisture

absorbency makes it ideal for any topical country like

India.

Demand for the versatile fiber has increased steadily

over the year, largely because of its inherently superior

characteristics as well as for the advantages of economy.

Grasim the group flagship companies headed by son

of late Mr. Aditya Vikram Birla Shri. Kumaramangalam

Birla. Birla is the largest manufacturer of VSF in the

world. Grasim is a part of the Aditya Birla Group, which

includes its foreign interest, is the largest industrial group

of India. This multinational conglomerate headed by Shri.

Kumaramangalam. Birla include nearly 25 companies.

These are located in India, Thailand, Indonesia, Malaysia

and Egypt and operate in a wide range of product fields.


14/107

14

The Aditya Birla Group is India's second largest

business industry with a turnover of RS.220 billion.

A asset base of over Rs. 1.68 billion.

A premier conglomerate of India's leading co's including

Grasim, Hindal co, India Rayon and Indo Gulf.

Leadership position in key business with strong

competitive edge.

OTHER UNITS OF GRASIM INDUSTRIES LlMITED

Stapler Fiber Division Nagada.

Chemical Division Nagada.

Engineering and Development Division, Nagada.

Weaving Division Gwalior.

Bhiwani Textiles Bhiwani.

Cement Division Jawad (MP).

Vikram Ispat (sponge iron) Raigarh (Maharastra).

Cement Division Raipur.

Pulp Division, Mavoor-Calicut.


15/107

15

Birla Software Consultancy, Bombay.

Birla International Marketing, Delhi.

ORGANASATIONAL OBJECTIVES

The term organization refers to any group of people,

working physically together to achieve a common

objectives. For a group to be termed as organization it has

to fulfill two important conditions,

Quantitative criteria

Qualitative criteria

Quantitative specifies that the number of persons

should be minimum two and qualitative specifies that the

objectives to be achieved should be common and clearly

understood by all groups and they should be geared to

work towards that.

Any organization whether small or big, whether


16/107

16

domestic life or commercial enterprise has to achieve two

types of objectives, namely social objectives and economic

objectives.

SOCIAL OBJECTIVES

Social objectives refer to the reputation and image;

the organization has got in the society. This can be termed

as the people factor. These can be satisfied through the

full satisfaction of the customers, suppliers, employees,

neighboring society and government.

Customer except a quality product at a price

affordable and a high level of reliability of delivery

schedule of the organization. To maintain a steady growth

in the business through the association of suppliers with

the organization.

There must be continuous development through

training development in their career and image in the


17/107

17

society by working in the organization.

It should be pollution free atmosphere with improved

facilities, welfare measures etc to keep the neighborhood

clean and tidy.

By satisfying the social needs the organization can

build a positive image in the location where it is

functioning.

ECONOMIC OBJECTIVES

Economic objective refer to the financial status of the

organization in its effective working. This can be termed as

productivity factor. The returns in terms of profits for the

investments decide the economic stability of the

organization, which is in the control of the management.

For the basic survival and subsequent continuous

growth of the organization, making a good profit becomes


18/107

18

an important need. Even for meeting many of the social

obligations, the organization requires financial stability.

By proper blending of the social and economic

objectives, the organization must maintain a good health,

which becomes very important need for its survival and

growth continuously. The growth of the employees lies in

the growth of the organization in which they are working.


19/107

19

AWARDS AND ACHIEVEMENTS

Year Awards and Achievements

1995Award for outstanding contribution in the field of

labors relations by IMC, Mumbai.

1998

Certificate conferred on the unit of implementing

Environmental Management system [EMS] in

accordance with ISO 14001 standards by RU L TUV,

Germany.

2000The Aditya Birla Group Award for the Manufacturing

Excellence [Bronze Medal].

2001


Quality Manufacturing System in accordance with[150

900/2000 revised standards by RUL TUV, Germany

2001 A certificate for obtaining ISO 9001 certification.

2001


Health and Safety Management System [OHSMS] in

with OHSAS: 18001 standards by RULlUN, Germany

2002

Environment Protection case study ranked 2ndout of

88 aspirants as national level by TERI and published

in financial express of 4th April 2002.


20/107

20

2002

Greentech Gold Award for outstanding achievement in

the field of industrial safety by Greentech foundation,

New Delhi

2002The Aditya Birla Group Gold Award for Manufacturing

Excellence and competitive advantage.


21/107

21

CHAPTER - 3

WORLD CLASS MANUFACTURING

INTRODUCTION

Group Vision of Grasim

Group Mission of Grasim

Objectives of WCM

WCM Policy

WCM goals


22/107

22

INTRODUCTION

World Class Manufacturing, a relatively new concept

especially in the India Industrial scenario has become the

mantra for the survival in the Industrial sector today. The

unprecedented uncertainly accompanied with a dizzying

rate of changes have paved way to the concept of the

World Class Manufacturing.

What really is WCM?

WCM is a concept of manufacturing in which

products conforming to the World-Class standards are

manufactured at the last possible costs. In other words,

WCM is a unique strategy for enterprise excellence

through focus on manufacturing.

Thus, WCM is an acceptable way of managing

business to gain competitive advantage thereby ensuring


23/107

23

long-term success meeting the needs of the customers,

employees, financial and other stakeholders and the

community at the large.

All these definitions reveal that WCM is a long-term

structured approach which is cyclical [plan, do, check,

act-PDCA] comprehensive and systemic and which

involves cultural transformation of the people, process and

results on a continuous basis leading to organizational

change. Better management processes and results on a

continuous basis leading to organizational change. Better

management processes and organizational learning.

WCM strives for zero loss culture coupled with high

standards of quality and productivity. It is basically a

team based management system relying on the,

"Art of manufacturing for consistent excellence"


24/107

24

"Group Vision of Grasim"

"To establish ourselves as the first choice of all

stakeholders (as the first choice of all) including

customers and employees in this board less world"

"Group Mission of Grasim"

To raise the standards of our QCDIP performance to

the world class levels"

Objectives of WCM

WCM concept was developed to gain competitive

advantage in changing and uncertain world of rapid

technological advancement. The major objectives that the

organization would pursue under the shade of WCM

concept are:

Improve the bottom line of the company.

Building high performance teams.

Create a congenial workplace and develop a sense of


25/107

25

ownership.

Develop highly skilled, motivated, self-reliant

workforce through effective training and re-training.

Achieve zero breakdowns, zero losses and zero defects

through continuous focused improvement.

Ensure a clean work environment free from accidents

and pollution.

WCM Policy

To achieve utmost satisfaction of our customers and

other stakeholders through sustained excellence in all our

activities at GRASIM, KUMARPATNAM BY

IMPLEMENTING World Class Manufacturing program to

deliver.

Zero defects.

Zero losses.

Zero breakdowns


26/107

26

Zero pollution.

Zero accidents.

WCM goals

Build high performing teams.

Create a congenial work place and develop a sense of

ownership.

Develop highly skilled, motivated and self-reliant

workforce through effective training and retraining.

Achieve zero breakdowns, zero losses and zero defects

through continuous focused improvement. Ensure a clean

work environment free of accidents and pollution.


27/107

27

CHAPTER - 4

WORLD CLASS MANUFACTURING METHODOLOGY

Form the teams

Equip the teams

Visual Competition amongst the teams

Pillars of WCM


28/107

28

Introduction

Whether you are establishing a new business or

transforming the existing business into a new one, it

requires certain procedures or methodology to be followed.

Implementation of WCM also follows a specific

methodology to make the organization competitive for

facing the challenges of tomorrow and for achieving the

results. WCM methodology is based on the principles of

Olympics. It broadly comprises of three steps:

Form the teams

Equip the teams and

Visual competition amongst the teams

Step One: Form the teams:

The whole business is divided into small overlapping,

cross-functional, multi skilled, self-competing high


29/107

29

performance teams covering all employees. These

operating teams assume ownership of their QCDIP

performance, the teams focus on the eight dimensions of

WCM. For specific major improvements project teams are

also formed, consisting of specialist from different

functions, depending on the need.

Step Two: Equip the teams:

The teams are equipped with mindset and skills in

using all the arms and ammunition of WCM. They are also

trained on the rules of the game in the form of values and

mindset for excellence. Specialized inputs are also

provided through workshop such as JIT, SPC, PM analysis

and other advanced problem solving techniques.

Step Three: Visual Competition amongst the teams

To inspire and bring the best out of the well-

equipped team's competition is necessary. The third step

is creating visual competition amongst the teams for


30/107

30

improving the QCDIP score. WCM strives for 100% rating

for each team by their customers external as well as

internal. The factory is first divided into zones with a zone

leader assuming the ownership and responsibility of that

area. The employees in zones are divided into teams of 5

to 20 members; each with a team leader. Each team is

assigned ownership of a specific area with in the zone.

All the employees are included in over lapping

structure and all the areas are covered in this process. A

two-day conference cum workshop is organized to expose

all the employees to the concepts and practices of WCM

and to establish a common language. These educational

programs equip all the employees with the required

concepts, tool and techniques for implementing WCM

systems.

In the final step, the teams become self-motivated, all

round quality focused and customer driven and complete


31/107

31

with one another with the killer instinct to inspire

performance.

Benefits through WCM

The entire concept of WCM, adopted on a sustainable

basis can do wonders for the organization. An organization

can encompass the WCM program to promote excellence

in manufacturing as a means of delighting its customers,

employees and other stakeholders on a sustainable basis.

These transformation programs shall lead to be

culture, which is:Based on minimum resource

requirements, be it equipment space or people.

Prudent when it comes to spending money including

buying or hireling external services.

Highly productive with efficiency levels comparable to


32/107


33/107

33

teams take the ownership of the process and give the best

out of them when they are inspired and through

competition. Each team thus attempts and tries to excel in

terms of quality and quantity cost, delivery, innovations

and intellectual capital, productivity.

This is an ideal work environment including

equipment condition and operating process, which is free

from abnormalities.

Thus, the entire concept of WCM can be

implemented through teams broadly classified as:-

The enablers are those who promote exceptional

performance from the people and the process by

performing the following functions. Establish vision,

mission, policies and strategies.

Facilitate and environment conductive for learning and


34/107

34

innovation. Encourage breakthrough improvements.

Inspire superior all round sustainable performance.

Processes: people and process involve in the key

manufacturing focused areas.

The process is the means by which the organization

harnesses and releases the talent of people to produce

sustainable superior results.

Success: - which are measured through the results of

external and internal satisfaction, social satisfaction

and business results.


35/107

35

CHAPTER - 5

WCM MODEL

Eight Dimensions of WCM


36/107

36

WCM MODEL

The eight dimension of WCM are, Waste elimination

Work environment

JIT and stock reductions

Equipment effectiveness / total productive maintenance.

Customer delight - internal and external

Quality first: SQM and best practices.

Liaison and understanding

Information systems, technology and cash flow.

1. Waste Elimination

Waste is any element of the manufacturing process

that adds cost without adding value to the product. Waste

not only costs money, it also extends the lead-time for

building the product and delivering it to the customers. It

also keeps the company from doing more productive thing

with its resources. Wastage is a factor eating the profits of

any organization and contributing to environmental


37/107

37

pollution.

The competitiveness of an organization depends on

its ability identify and weed out wasteful practices from

across the business as "All the non value adding are

waste". Waste / muda are usually found during.

The time of excess production :- Excess production occur

when companies create products or WIP for which they

don't currently have orders, resulting in wastage of

additional space, payment of wastages for un needed

work, incurring more material handling cost.

In waiting: - Resources remaining idle while waiting for

instructions, tools, materials, power etc. is a waste and

must be avoided.

"Inventory is an evil":- inventory is an accumulation of

products, WIP or materials at any stage of process. Waste


38/107

38

in inventory is often a huge source of waste in the

organization. It ties up people, equipment, materials and

energy that could be used for productive work.

In conveyance: - means delay in moving components or

products in process from one place to another or even

people from one place to another, to get things done. Most

operations involve series of delays. Plant layout may make

long distance transportation necessary; they may result in

multiple handling of parts. This can be over overcome by

substantially simplifying the process layout by eliminating

many stages in process as possible.

In motion: - every motion, which is unnecessary means

lost time. The successful approach is to try to eliminate

the need for movement in first place. In work place,

considerable wastage in motion can be eliminated by

organizing the tools, materials etc.


39/107

39

In defects: - defects and processing are unnecessary and

expensive. Defects also result in delay somewhere in the

system and create new waste through rework. Elimination

of defects through reliability of strengthens the process

suppliers, materials, operation; equipment may be

practiced for substantial reduction in defects.

Muda also exists in communication, procedure,

unnecessary Processing, untidiness, timing, bottlenecks

etc.

Waste is non-value adding activity so it becomes very

essential to pursue a war-like approach to identify and

eliminate waste. Thus following implementation work is

undertaken:

Formation of sub committee.

Training workshop is conduced.

Replication of workshop for all employees.

Identification of types, of waste in respective work areas


40/107


41/107

41

linked to achieve displace in manufacturing there should

be perfect co-ordination between these activities. Good

house keeping and work place organization results in

better compliances to schedules, fewer machine

breakdowns, and low defect rates and promote exposure of

problem areas. Besides a clean and healthy work place, it

inspires people to give their best and fills them with pride.

5s aims at establishing an environment, which is,

Eliminates wastes

Promotes wastes

Ensures quality

Is self-sustaining

Improves effectiveness

Prevent breakdowns

Improves safety

Makes an employee feel proud of his work place.

A step-by-step systematic approach of 5s can be

employed for a clean and healthy working environment on


42/107

42

a sustainable basis. The principles of 5s are as follows:

1s Seri (sorting):- this step distinguishes necessary

and unnecessary items and elimates the unnecessary

ones in a systematic procedure / manner.

2s seiton (arrangement):- step determines the type of

storage system and lay required for easy accessibility and

retrieval of the necessary items. The mantra of this step is

"A place for everything and everything in its place". Usage

of item coding and location coding along with visual

controls makes it highly effective.

3s sieiso (cleaning):- eliminate dirt, dust and other

foreign matter through periodic cleaning of work place. It

prevents accidents and unexpected failure of equipment.

4s seikestn (standardization) :- creating of systems

and standards covering the entire organization so that the


43/107

43

neatness / cleaning is continuously maintained extensive

visual controls form integral part of this step for exposing

abnormalities.

5s shitsuke (discipline):- ensures that everyone

practices 5s religiously. This emphasis on creating a work

place with good habits and self-discipline.

The 5s principles are implemented in the

organization by:


Training workshop conducted.

Replication of workshop for all employees.

Audits carried out-self-audit and top management

audit.

Competition amongst various teams / zones.

Reorganization and rewards.


44/107

44

Benefits

Workers Organization

Work effectiveness Increased production

efficiency

Vital working atmosphere Reduced unnecessary stock

Cheerful/good mood Low production cost

Safe environment More space and storage

area obtained

Higher work efficiency pride Confidence and recognition

Key performance indicators

Savings in team's space.

5s index.

Monetary savings.

3. Just in time and stock reductions:

[supply chain management! lean manufacturing / agile

manufacturing / quick response manufacturing].

In today's competitive world, companies no more

compete based on their product / process or excellence in


45/107

45

anyone function but based on the supply chain strength.

The ability to respond with speed requires on organization

to be flexible, adaptable, devoid of bottlenecks, simple

systems and continuous focus on eliminating non-value

added activities. JIT producing desires variety by keeping

costs low quality high and lead-time minimal.

JIT is an approach of management where there is

focus on creating a reliable and responsive supplier -

customer relationship throughout the supply chain. JIT

idea is simple, produce and delivers finished goods just in

time to be sold, sub assemblies and purchase materials

just in time to be transformed into fabricated parts. JIT

focuses on eliminating wastage, enhancing quality and

cutting down scrape, a streamlined plant operations that

raises process yield, a production line balancing approach

and employee involvement and motivated mechanism, JIT

approach means challenge the following :-

Set up time


46/107

46

Batch size

Process cycle time

Planning system

Material handling and

All existing practices.

Through time is an important indication of

manufacturing

Effectiveness and organizational responsiveness. JIT

approach focuses on "time compression" to help in

achieving throughout time reduction. The real goal can

only be achieved when JIT is working throughout the

length of the entire supply chain.

Some key activities required for effective

implementation of JIT are,

Manufacturing cycle time: - the non-value adding

activities significantly add to the cycle time. Identifying


47/107

47

and elimination of all the non-value adding activities

should reduce production and delivery lead-time. the ideal

cycle time consists entirely of value added activities.

Application of process mapping is to identify areas that do

not add value but add time, cot and evolve action plans to

eliminate them.

Single minute exchange of die / quick change over

lame: - lots production often means large inventories and

all the problems, wastes and costs associated with them.

JIT manufacturing requires of process items in small lots.

To produce economically in smaller lots, time required for

change over must be reduced. The SMED approach gives a

three stage for shortening set up time.

These three stages are -

Separate internal set-up from external set-up.

Convert internal set-up to external set-up. Streamline all

aspects of set-up.


48/107

48

Enhancing supplier's reliability:- the focus is on

rationalization of suppliers to concentrate on developing

partnership relationship with them. Mutual co-operation

and technical assistance to suppliers helping converting

them to reliable suppliers who can then be as good as co-

makers systems for vendor rating and feed back give the

transparency required to build relationships with the

suppliers.

Delivery management:- an integrated delivery planning

and scheduling system, which links customer

requirements, is necessary for the organization to be able

to deliver without building up unnecessary inventory

across the supply chain. Synchronized manufacturing

based on theory of constraints is advanced production-

scheduling technique, which focus on through put

maximization. An effective deliver management system

works on the pull system throughout the supply chain.

The pull system means everywhere production is in


49/107

49

response to the actual demands from customer and not

anticipated demands.

Improving material flow: by optimizing the layout most

manufacturing process contain so much waste that JIT

can't work until improvements are made process

improvements to eliminate waste often include changes in

the layout. Positioning manufacturing equipment closely

together in the order of the processing steps reduces waste

and improves the flow in several ways placing the

machines for each step; side-by-side eliminates much of

the waste of conveying work-in-progress long distance.

Improving material handling system: - while designing

the material handling system it should be kept in mind

that the shortest distance between two points is a straight

line and at the same time, it should be ensured that there

is no re-handling of materials, parts etc and warehousing

is optimum.


50/107

50

Inventory reduction: - a selective analysis of major items

would help arriving at the minimum levels. A time bound

plan is necessary for decreasing the inventory level in the

organization. As reliability increases, it may be leveraged

by operating with lesser inventories.

The implementation program of J IT is carried on

by:-


Training workshop is conducted.

Project teams are formed for various projects

identified.

Carryout process mapping for critical processes in

manufacturing and outside and arrive at cycle time.

Identify non-value adding activities and plan actions

for elimination with targets for time compression.


51/107

51

Plan and implement supplier rationalization project

(reduce average number of supplier / item).

Identify items / suppliers for JIT purchase and

implementation.

Evolve time based inventory reduction program and

implementation. Install appropriate production scheduling

system that integrates customer requirements with

manufacturing and procurement.

Benefits:-

Shortens the production lead-time giving earlier

return on investment. Promotes continuous

improvements.

Multi-selling of employees.

Reliable and improved supplier's management.

Reduction in space required and material handling.

Faster customer deliveries.

Reduced work-in-progress and defects.

Reduced rejections in incoming supplies and


52/107

52

inventories.

Key indicators:-

Inventory turnover.

Reduction in response time.

Number of suppliers and supplier rejects.

Reduction in material handling, inventories and

space required.

4. Equipment effectiveness / total productive

maintenance:-

In typical industrial scenario, there are instances of

equipment breakdowns, minor -stoppages, lengthy set-up

and adjustment times, generation of defects etc. these in

turn result in delayed shipment, missed production

schedules and customer complaints. By treating machines

as partners and taking responsibility from them, we get

machines we can rely on and help maintain an energized

and responsive work place. This is done through


53/107

53

collaboration between maintenance and production

introducing the concept of self-maintenance and

operations together on a common platform to maximize

overall equipment effectiveness [DEE]. For achieving zero

breakdowns and zero losses, it is very important to

practice SM. Through SM, the intelligence and skills of the

people who are most familiar with factory machines

equipment operators are enlisted and through SM

operators learn to value their machines as production

partners, keeping them operating smoothly help in making

the work trouble free and satisfying. The principles of

ownership is driving force behind SM. Self-maintenance

brings maintenance and operations together on a common

platform to maximize overall equipment effectiveness

[DEE]. For achieving zero breakdowns and zero losses, it

is very important to practice SM. Through SM the

intelligence and skills of the people who are most familiar

with factory machines. Equipment operators are listening

and through SM operators learn to value their machines


54/107

54

as production partners; keeping them operating smoothly

helps in making the work trouble free and satisfying. The

principle of ownership is driving force behind SM.

Benefits of SM:-

Enhanced overall equipment effectiveness.

Sense of ownership.

Early detection of abnormalities.

High work efficiency and effectiveness.

Extended life of equipment.

Low cost of production and increased production

efficiency.

Safe environment and reduction in hard to access.

Skill up gradation / multi-skill of operators.

Key indicators:

Number of accidents.

Overall equipment effectiveness

Number of breakdowns.


55/107

55

Quantity of lubricant consumption.

5. Customer delight - internal and external:-

The existence and survival of any business

organization depends greatly on its customers. In the

techno times of today when the whole world has reduced

to a global village, it is imperative for any organization to

continuously improve its products and services to satisfy

the global customers. Customers today have become very

demanding and highly aware of quality. Therefore, it is

required to continuously measure and improve the

customer satisfaction to the levels of customer delight and

ecstasy. Internal customer satisfaction, delight, and a

prerequisite to external customer delight as one cannot

deliver quality to its external customer until and unless

it's internal customer are willing and capable of delivering

the quality. The key aspects of focus are:

Understanding the customer perceptions and


56/107

56

expectations about the company and competition.

Timely response to all customers.

Proper market assessment

Application of internal customer concept.

Integration of production plan with customer delivery

plans.

An overall strategy for competitive advantage and

total involvement of all employees for implementation.

Benefits:-

Reduction in customer complaints.

Enhances market share and organizational image.

Development of new markets I segments.

Satisfied employees and delighted customers.

Zero customer loss.

Reduction in response time.

Key indicators:-

Internal and external customer satisfaction index.


57/107

57

Number of customer complaints.

Complaint handling time.

6. Quality first: - Strategic Quality management

[SQM]:-

Quality is no more viewed as the measure of

conformity of products to a given specifications. It has

been expanded to encompass every sphere of the

organization and gives new opportunity for achieving

business excellence. Thus, quality now has assumed

strategic proportions and SQM has become an essential

dimension.

SQM is the process of establishment long-range

quality goals and defining the approach to achieve them.

SQM is a road map to ensure that customer requirements

are fully understood and met, thus attaining customer

satisfaction.


58/107

58

Organization pursing SQM through for approach:-

Evolve Quality integrated manufacturing strategy: - the

strategy provides for identifying process requiring to be

strengthened and technique for building total quality in

organization.

Implement Quality systems such as ISO and their

periodic appraisal: -

Establish systems and procedures to comply with

recognized standards such as ISO 9000 QS 9000 and seek

certification.

Create company pride awareness of total Quality: -

employee involvement and awareness towards total quality

and customer orientation is essential.

Create company wide awareness of total Quality and

customer orientation: - employee involvement and

awareness towards total quality and customer orientation


59/107

59

is essential. Appropriate forums / programs to be set in

place to communicate the same, including feedback

systems and measure to resolve issues pertaining to

internal as well as external customers.

Promotes production process control by:-

Identify all the critical process, tasks, key process

inputs and outputs variables and their relationship.

Process capability measurement and analysis.

Wide application to statistical techniques and tools

in both manufacturing and non-manufacturing.

Promote usage of basic problem solving tools and PM

analysis to eliminate chronic defects [QUDIP - Quality and

Quantity, cost delivery innovations and intellectual

capital, productivity and pride].

Application of bench marking:-

It is an important process incorporation of best

practice in the organization. These practices are identified


60/107

60

through bench marking studies done across the industries

both in the domestic and international markets it prevents

complacency by setting in motion the process of

continuous improvement bench marking can be in

following areas:

Product bench marking.

Functional/process benchmarking.

Strategic benchmarking.

Best practices benchmarking.

Implementation of quality function deployment

beginning with customer interactions their requirements

are understood and translate into engineering,

manufacturing and service requirements.

Assets cost of Quality: - the cost of quality is assessed

systematically and it leveraged for identifying

improvements leading to reduction in the areas of

appraisal and failure costs.


61/107

61

Quality function deployment process is utilized to

understood and translate the voice of customer into

manufacturing process service related requirements.

Process mapping, identification of critical to quality

characteristics, key process input / output variable,

installing appropriate measurement systems application of

statistical tools and techniques as appropriate are all

involved in the implementations of projects.

Benefits: -

Improvements in the bottom line.

Hidden capacity is realized.

Reduction in defects, customer returns and

complaints.

Enhanced customer delight and yield.

Reduction cost of quality.

Achievement of benchmark targets.


62/107

62

8. Liaison and understanding:-

Liaison is the co-ordination or communication

between two entities for mutual benefit.

In the highly competitive environment of cost

through global area today, it is imperative for an

organization to walk hand in hand with its stakeholders

for its existence and growth. The new mantra today is that

of "partnership" with all stakeholders relationships with

the suppliers, customers, employers, community can turn

around, weak organization into a strong one and at the

same time provides, and much needed competitive edge.

Equipping these teams with all around multi-skills would

go along with in making the organization more flexible and

adaptable to the constantly changing customer needs.

Approach-liaison:-

The approach would involve communication,

exchange visits, collaborative projects, knowledge sharing


63/107

63

etc; social interaction also plays a definite role in

improving the relation of the company with its

stakeholders.

Teamwork / team building:-

Teams are mini enterprise inside the organization

responsible for getting the work done and for delighting

it's customers interface as well as external due to team

work :-

A great variety of complex problems can be tackled

beyond the capability of one individual and one function.

Problems are exposed to greater degree of diversified

knowledge, skill and experience.

Quality of decisions in a team and better than

individual divisions. Cross-functional problems are

easily solved through teams.


64/107

64

A healthy, conductive and productive work culture is

formed.

Skill development:-

The (improving) importance and urgency of training

for skill development arises due to,

Multi-skills required in increasing global competition.

Rapidly changing technological milieu of industry.

Increased employees involvement required for solving

major issues. Employees are assessed for their skills and

their individuals

Skill and competency mapping is done systematic

training programs both on the job and in classroom

training are arranged to build the skills and to faster

multiple skills.

Training evaluation is done to see the effectiveness of

training.


65/107

65

Benefits:-

Builds mutual trust and promotes transparency.

Liaisons with the stakeholders help organization

through various improvements leading to mutual benefits.

Facilitates exchange of knowledge.

Team orientation speeds up progress and synergy

harness the knowledge and potential to a great extent.

Employee satisfaction and enhanced due to multiple

skills.

Positive societal perception about the organization

leads to a stronger organization in the emerging socio-

economic scenario.

8. Information systems. technology and cash flow:-

Information system: - Flow of information plays a

key role for taking various decisions in the best interest of

the organization. The entire organizational systems,

infrastructure are woven around information, be it day-to-

day management or long-term planning. Information is


66/107

66

like oxygen for breathing. An organization depends on its

stakeholders each one of who have their information

needs.

Organization requires systems to manage the various

processes. The systems have to be effective, flexible, quick

and easy to understand and perform and devoid of longest

procedures systems perspective in an organization is

essential for achieving performance excellence. The

systems provide overall alignment of the entire

organization with it is the whole business as well as its

functions effectively to achieve overall performance.

Information without systems to analyze and improve is not

supported with the right information at the right time

organizations have collapsed due to inadequate

information. The IT has made gathering, processing and

providing information easier and online, organizations

have therefore leveraged IT for enhancing their MIS

process controls and strengthening their systems.


67/107

67

Technology:-

The world has witnessed rapid change in the

technology in the recent years. While one has been talking

about technological obsolescence for long the real meaning

is drawing now. While certain fields such as computers,

telecommunication, entertainment, electronics, and

medical fields have shown for more changes, all other

industries and businesses have been influenced

considerably.

The recent emergence of internet has suddenly made

the entire business revolve against new strategies. Remote

processing has become a reality virtual organization,

team's office, committees have become reality. Technology

has spared no field. Automation is seen everywhere, be it

machinery or simple banking operation.

In protected economies, organizations enjoyed


68/107

68

certain amount of shield from technological obsolescence.

In the global economy, such protections are no more

available; one has to compete with world class

organizations that have leading edge technologies in all

parts of the business mighty organizations have collapsed

simply Because they did not keep pace with technology

even in organizations. Where new technology has been

introduced poor or slow absorption has caused collapsed.

Implementing new technology always met with resistance

from management because of high investment, from

employees because of retrenchment or simply a resistance

to change.


69/107

69

CHAPTER 6

IMPLEMENTATION OF WCM IN HARIHAR POLYFIBRES

CORPORATE GUIDELINES

GOALS OF THE TRAINING PROGRAM

IMMEDIATE OBJECTIVE OF WCM PROGRAM

WCM at HPF

FUTURE FRONTIER


70/107

70

IMPLEMENTATION OF WCM IN HARIHAR POLYFIBRES

DIVISION OF GRASIM INDUSTRIES LTD.

KUMARPATNAM

" The world class manufacturers always go after the

next class of customer by making the product attractive in

one more way".

CORPORATE GUIDELINES:

The corporate head office of the Aditya Birla group in

Bombay has formulated a set of guidelines, procedures,

tools and techniques under the world class manufacturing

training program initiated by it. These have been

formulated in such a way that they are best suited for

implementation among the group companies.

The WCM training program encompasses the intent

and elements of the initiatives that are currently being

implemented by successful global players worldwide,


71/107

71

under the label, total product maintenance, total quality

maintenance, or total quality control, business /

organization, management, process re-engineering, good

manufacturing practices, quality circles, learning

organization, ISO 9000/14000 etc.

GOALS OF THE TRAINING PROGRAM:

WCM training program by the Aditya Birla Group is

designed to improve and motivate healthy competitive

environment with the group units and prepare them for

tomorrows competitive challenges from global buyers.

Ensure the elimination of non-value adding activities

And wastage. It also puts in place a program for

continuous improvement through combination of best of

Japanese, American and European practices.

Stimulate and assist organizations to participate in

Improvement activities towards achieving total

quality by compliance to best practices in quality


72/107

72

management systems.

Ensure an approach that covers all areas, all

employees at all

Levels for quality in products, process and result

leading to stockholders satisfaction.

Achieve zero breakdowns, zero losses, zero defects,

and zero Accidents and zero pollution.

Develop a culture, which is market driven, always

exceeding customer satisfaction.

Immediate objective of WCM program:

The above

Mentioned goals can be achieved only by changing

the mindset of the employees. They are the people who

need to motivate by installing in them an urge to give their

best plants to the organization.

Hence, every employee should;

Understand the best standards in different areas of


73/107

73

work place.

Be committed to implementing such standards to be

at the work place. Instantly notice deviation from

standards.

Reject deviations from standards; also know as

abnormalities.

Likes to establish the "root cause" of non-

conformance to standards. Be keen to eliminate the

source of deviation at the root.

Take pride in resorting and maintaining the original

standards. Innovative improvements on original

standards.

Care for the customer "external and internal".

Refuse to accept non-value-adding activities.

People work on process and the people wish the

above mindset created a positive impact on quality, cost

and delivery (QCD) triangle. Improves quality reduce cost

and on time delivery.


74/107

74

WCM at HPF:

WCM cell was constituted at Harihar Polyfibers in

July 1997 with three full time members in secretariat. The

members are all qualifies engineers. It is a stipulated

norm that all the members of the WCM secretariat have to

be engineers.

Together the trios have initiated a WCM program,

which is well suited to a process industry like Harihar

Polyfibres, Ku marpatnam.

Harihar polyfibres consists of around 1600

employees. Achieving world class manufacturing

standards takes time and it is a gradual phenomenon. At

HPF, the install phase consists of creating awareness

among the employees about the need for such a program

conducting the WCM conference cum workshops creates

this awareness.


75/107

75

WCM conference cum workshops are held for

establishing common WCM language and identifying

abnormalities in the plant involving all employees present

in the conference.

Future Frontier:-

Thereafter in a meeting with his executives,

managers and officers, Sri S.S.Maru said "The Gold Award

was the result of total, collective and dedicated effort on

part of each and every employee"- and that was saying it

all - and at the same time he reminded "now it is time for

us to prepare ourselves to challenge the Platinum Award

during 2004" and that is - working together for a better,

bright and prosperous further, at Harihar Polyfibres and

Grasiline, at Harihar, as always.


76/107

76

CHAPTER 7

SURVEY ANALYSIS AND FINDINGS, SUGGESTIONS

AND CONCLUSION


77/107

77

SURVEY ANALYSIS AND INTERPRETATION

Review of WCM program at Harihar Polyfibres

division:-

The review of WCM Elimate seeks to elicit the

perceptions of the people and have reflects their feeling

and attitudes towards the WCM program. This may be

used to set right the weakness and capitalize on the

strengths.

In order to know the reactions of the management,

staff and the workers towards the WCM program

questionnaire survey with selected individuals was done

during the study.

The result obtained on the questionnaire survey is

given below-


78/107

78

SURVEY ANALYSIS

7.7 Table showing effective implementation and

practices of WCM :

Here the researcher tries to find out weather the

WCM implementation and practices are effective

Strongly gree Disagree Strongly Totalree disa ree8 6 4 0 18

44 33 23 0 100

INTERPRETATION:

From the above table it can analyzed that 44% of the

respondents strongly agree, 33% employees agree, 22%

disagree and 0% strongly disagree that the effective

implementation and practices of WCM in HARIHAR

POLYFIBRES.


79/107

79

Graph showing effective implementation and practices

of WCM

Agree

Strongly

45%

Agree33%

Disagree

22%

disagree

Strongly

0%


80/107

80

7.7 WCM policy, goals and objectives

Here the researcher tries to find out weather the

WCM policy, goals and objectives are well know to all

employees.

Strongly gree Disagree Strongly Totalree disa ree

11 7 0 0 1861 39 0 0 100

INTERPRETATION:

From the above observation, we can analyze that 61

% strongly agree and 39% agree that WCM policy, goals

and objectives that are displayed are know to employees.


81/107

81

Graph showing WCM policy, goals and objectives

11

7

0 0

0

2

4

6

8

10

12

Agree disagree

Strongly Agree Disagree Strongly


82/107

82

7.7 Roles and responsibilities as team members

Here the researcher tries to find out weather roles

and responsibilities as a team members.


39 55 6 0 100

INTERPRETATION:

From the above table .it can be analyzed that 39%

strongly agree, 55% agree and 60% disagree that roles and

responsibilities as team members are inspired to work in

teams.


83/107

83

Graph showing Roles and responsibilities as team

members

7

10

1

0

0

1

2

3

4

5

6

7

8

9

10

Agree disagree



84/107

84

7.7 WCM approach applies to every industrial activity

Here the researcher tries to find out weather WCM

approach applies to every industrial activity.

Strongly g ree Disagree Strongly Totalree disaaree9 9 0 0 18

50 50 0 0 100

INTERPRETATION:

On the analysis of above obtained data, 50% agree to

the point and 50% strongly agree that WCM approach

applies to every industrial activity.


85/107

85

Graph showing WCM approach applies to every

industrial activity

9 9

0 0

0

1

2

3

4

5

6

7

8

9

Agree disaaree

Strongly Ag ree Disagree Strongly


86/107

86

7.7 Kaizen is being implemented in day-to-day

working

Here the researcher tries to find out weather Kaizen

is being implemented in day-to-day working.


39 56 0 5 100

INTERPRETATION:

From the analysis of the above data it can be

interpreted that 39% strongly agree, 56% agree and 50/0

strongly disagree that kaizen is being implemented in day-

to-day working.


87/107

87

Graph showing Kaizen is being implemented in day-to-

day working

Agree

Strongly

39%

Agree

55%

Disagree

0%

disagree

Strongly

6%


88/107

88

7.6 Communication system prevailed in the

organization

Here the researcher tries to find out the

communication system prevalent in the organization.

Communication

Communication

Communication

Communication

100 80 60 40 Total1 12 5 0 18

50 67 28 0 100

INTERPRETATION:

On the observation of above table and data it is clear

that majority of respondents i.e. 67% supported to 80%,

28% of employees supported to 100% that communication

system prevalent in the organization.


89/107

89

Graph showing Communication system prevailed in

the organization

Communication

36%

Communication

29%

Communication

21%

Communication

14%

Communication Communication Communication Communication


90/107

90

7.7 Adequate opportunities to enhance my skills

through training

Here the researcher tries to find out that adequate

opportunity to enhance my skills through training.


22 78 0 0 100

INTERPRETATION:

From the above data 22% of employees strongly

agree and 780/0 of employees agree that unit gives them

adequate opportunities to enhance my skills through

training.


91/107

91

Graph showing Adequate opportunities to enhance my

skills through training

4

14

0 0

0

2

4

6

8

10

12

14

Agree disagree



92/107

92

7.8 WCM helps to achieve six-sigma level in all

activities

Here the researcher tries to find out that WCM helps

to achieve six sigma level in all activities.


330 0 61 0 6 100

INTERPRETATION:

From the observation of above data, it can be

analyzed that, 33% of employees strongly agree, 61 % of

employees agree and rest 60/0 of employees strongly

disagree.


93/107

93

Graph showing WCM helps to achieve six-sigma level

in all activities

33%

61%

0% 6%

Strongly Agree Agree Disagree Strongly disagree


94/107

94

7.9 WCM has helped in achieving:

Here the researcher tries to find out that WCM has

helped in achieving.

System and standardization 13 72%

Cleanliness 9 50%

Reduction in accidents 7 39%

Reduction in down time of equipment 6

33Reduction in customer complaints 8

44

Reduction in pollution levels 5 28%

INTERPRETATION:

On the observation of above table and data 72% of

employees agree that WCM helped in achieving system

and standardization, 50% of employees cleanliness, 39%

of employees reduction in accidents, 33% of employees

agree that reduction in down time of equipment, 44% of

employees agree that reduction in customer complaints

and 28% reduction in pollution levels.


95/107

95

CHAPTER 8

FINDINGS AND SUGGESTIONS AND CONCLUSION

SURVEY FINDINGS

SUGGESTIONS

CONCLUSION


96/107

96

FINDINGS AND SUGGESTIONS

SURVEY FINDINGS:

The study consists of analysis about WCM AT HARI

HAR POL YFIBRES. For this purpose of the study of 18

employees were selected and their views are solicited on

different parameters.

1.Out of 18 employees, 8 employees strongly agree, 6

agree and 4 disagree that Effective Implementation And

practices Of WCM.

(Table - 1)

2.Out of 18 employees, 11 employees strongly agree, 7

agree that WCM Policy, Goals and Objectives that are

displayed are known to me.

(Table - 2)

3.7 employees strongly agree, 10 agree, 1 disagree that

Roles And Responsibility AS team Members.


97/107

97

(Table - 3)

4.9 employees strongly agree, 9 agree that WCM approach

applies. To Every Industrial Activity.

(Table - 4)

5.7 employees strongly agree, 10 agree, 1 strongly

disagree that the Kaizen Is Being Implemented In Day-

To-Day working.

(Table - 5)

6.1 employee supported to 100%, 12 employee supported

to 80%, 5 employees supported to 60% that

Communication System Prevalent in the Organization.

(Table - 6)

7.4 employee strongly agreed and 14 employee agree to

the point that Adequate Opportunities To Enhance My

Skill through

Training.

(Table - 7)

8.6 employees strongly agree, 11 of employees agree and


98/107

98

1 employee strongly disagree that WCM Helps in

Achieving SixSigma Level in All Activities.

(Table - 8)

9.I have analyzed the WCM, which has helped in

achieving System and Standardization, Cleanliness,

Reduction in down Time Equipment, Reduction in

Customer Complaints and Reduction in Pollution

Levels.

SUGGESTIONS

1.Employee exchange program between sister concern

should be increased so that the experiences, views and

ideas of people involved can be shared.

2.WCM auditing should be done by an independent and

recognized agency and at regular intervals to improve

its authenticity and effectiveness.


99/107

99

3.WCM training programs should be geared to support

the corporate objectives.

4.It is not necessary that the techniques that worked in

one plant have to work in another. Therefore, it is

different method of training program be formulated

such that it~ suits the industry.

5.Workers participation should be welcomed by the

management concerning WCM training program.

6.The existing forms of WCM teams should take various

alternatives of elimination abnormality and select the

best-suited one.

CONCLUSION

The information collected regarding WCM is

effectively implemented by organizing teams and different

committees are formed for effective practices and control

over the teams, which is organized. Thus, through the

effective implementation they already achieved "Gold

Award for WCM in 2002" and compared to past they are


100/107

100

able to better and striving for the best. They are still

striving for excellence in standardization by implementing

six-sigma approach and they are preparing plans for

introducing six-sigma approach in production.


101/107

101

ANNEXURE

Questionnaire

Bibliography


102/107

102

QUESTIONNAIRE

Dear Sir,

I am a final B.B.M. student from SAHYADRY ARTS &

COMMERCE COLLEGE SHIMOGA. As a partial

requirement of B.B.M. course. I am doing a project on

"THE EFFECTIVE IMPLEMENTATION AND PRACTISES OF

WCM" with special reference to Harihar Polyfibres. Hence,

I request you to fill the following questionnaire. The

information given by you will be used only for my

academic purpose and will be kept confidential.

Thanking you,

Yours sincerely,

(SUDHANVA B.S GOWDA)


103/107

103

Profile of respondents

Name :

Age :

Department :

Designation :

Experience :

1.Is WCM is effective implementation and practiced at

HPF?

Strongly Agree [ ]

Agree [ ]

Disagree [ ]

Strongly disagree [ ]

2.WCM policy, goals and objectives which are displayed

are know to me

Strongly Agree [ ]

Agree [ ]


104/107

104

Disagree [ ]


3.Roles and responsibilities as team members will be

inspired him to work in teams:

Strongly Agree [ ]

Agree [ ]

Disagree [ ]


4.WCM approach applies to every industrial activity:

Strongly Agree [ ]

Agree [ ]

Disagree [ ]


5.Kaizen is being implemented in day to day working:

Strongly Agree [ ]

Agree [ ]

Disagree [ ]



105/107

105

6.Communication system prevalent in the Organization

and is effective to the extent of _

Strongly Agree [ ]

Agree [ ]

Disagree [ ]


7.Unit gives me adequate opportunities to enhance my

skills through training:

Strongly Agree [ ]

Agree [ ]

Disagree [ ]


8.Approach of WCM helps to achieve six-sigma level in all

activity:

Strongly Agree [ ]

Agree [ ]

Disagree [ ]



106/107

106

9.WCM has helped in achieving

System and standardization [ ]

Cleanliness [ ]

Reduction of accidents [ ]

Reduction in downtime of equipments [ ]

Reduction in customer complaints [ ]

Reduction in pollution levels [ ]


107/107

Bibliography

Word class manufacturing: The Next Decade

- Richard J Schonberger.

Word class manufacturing: The lession of simplicity

applied

- Richard J Schonberger.

Publisher

Harpercollins

Tyndale house

Website : www.adityabirla.com

Documents

Aditya Birla Harihara