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1
Click to edit Master title style
Maruti SuzukiA Journey of over 25 years .
. .
2
Click to edit Master title styleOverview of Indian Auto Industry
• Domestic sales- approx 1.95 million (‘09-’10)
• Low car penetration
–15 cars per 1000 population–Industry capacity building up to 4 million units by 2011-12
• Liberalized regime
–Almost all major international auto companies present –15 players in the market
• Contribution to GDP-5%,
Click to edit Master title style
Maruti Suzuki Snapshot
Equity Structure 54.21% Suzuki, 45.79% with Public
Manpower Over 7,600 employees in 4 plants
Models 14 models with over 150 variants Joint ventures 20 joint ventures for components
Turnover Rs 30,119.7 Crore
Net Profit Rs. 2,497 Crore
Sales nos 10,18,365 units (FY-09-10)
Market Share (2009-10) 44.7% (Passenger vehicles)
4
Click to edit Master title styleAuto industry : 25 years ago
• Stagnant market (40,000 cars a year)
• Few players in the Indian auto industry – 2 car models - Fiat and Ambassador
• No growth drivers– Low priority accorded to car production – High tax levels (15 % in 1984 to 66 % in 1991) – High import duty
• Limited component industry
• Closed Economy
Click to edit Master title styleInception of Maruti Suzuki
Established in 1982 JV between Government of India (74%) and Suzuki Motor
Corporation (26%)
ObjectivesMake a small, fuel efficient, environment friendly “people’s
car”Modernize India’s car Industry and boost domestic
manufacturing
Click to edit Master title styleMaruti Suzuki’s first steps …
Set up the component industry – Facilitated 110 technical collaborations and joint ventures
Dealer and service network
New Management Practices– Open office– Uniform for employees– Common canteen– Quality circles & suggestion scheme, Kaizen, 3G, 5S, 3K
Click to edit Master title styleMaruti Suzuki today
Suzuki’s largest manufacturing facility outside Japan
Maruti’s contribution in Suzuki group (’09-’10)• Turnover~ 20% • Profit ~ 67%
Enroute to becoming R&D hub for SMC outside Japan
MD & CEO of MSIL is a Board member of SMC
8
SUPPLY
CHAIN
MANAGEMEN
T
9
Supply Chain Management
A supply chain is a network of facilities and distribution options that performs the
functions of procurement of materials, transformation of these materials into
intermediate and finished products, and the distribution of these finished products to
customers.
Supply chains exist in both service and manufacturing organizations, although the
complexity of the chain may vary greatly from industry to industry and firm to firm.
Traditionally, marketing, distribution, planning, manufacturing, and the purchasing
organizations along the supply chain operated independently. These organizations
have their own objectives and these are often conflicting.
Marketing's objective of high customer service and maximum sales dollars conflict
with manufacturing and distribution goals.
10
Upstreamsuppliers Suppliers Your
CompanyDistribution
channels Customers
Integrated Supply chain
Information flow sharing
Typical Supply Chain
11
The typical benefits of an excellent supply chain
Reduction in total logistics costs as a percentage of revenue (material
acquisition, order management, inventory costs and finance/IT support)
Reduction in order-fulfillment lead time.
Reduction in inventory.
Improvement in meeting commitment dates.
12
Transportation Decisions
Customer service levels, and geographic location play vital roles in such decisions.
Since transportation is more than 30 percent of the logistics costs, operating efficiently
makes good economic sense.
Shipment sizes (consolidated bulk shipments versus Lot-for-Lot), routing and
scheduling of equipment are key in effective management of the firm's transport strategy
13
Development at Vendor’s end WHY?
14
Before Going Further We shall now discuss the Secret behind the Maruti’s
excellent response to the challenges it face from the Present Competitive Market
by just improving the conditions at the vendor’s end.
The top Management at Maruti have always known the Secret that :
Vendor’s Development = Maruti’s Success
Therefore, Right from the inception, Maruti has always tried to improve the
condition at vendor’s end. Moreover the Best Practices at Maruti has been applied
to vendor’s through MPS & Lean Projects.
15
16
Best In-House Practices
Implemented At
Vendor's End
Best Practices - Manufacturing Quality
5S
Kaizen
3G, 3K
MPS/ Lean
17
5S
What is & Why 5S ?
“A place for everything necessary and everything necessary in its place, clean and ready for use”
19
5S Promotes:• Well laid out and
organized work areas• Good process flow• Safety• Standard Work
Set in Order
Shine
Sort
Sustain
Standardize
This is the step where we can most impact
the bottom line.
20
5S is the Foundation for Improvement
5S
Visual Controls
Quality
Leveling
Pull Production/
Kanban
Total Productive Maintenance
Standardized Work
Jidoka
RapidChangeover
Flexible Employees
Multi-Process Operations
3G
21
3G means “In case of an abnormality, all the concerned members should actually go to the place where the problem has occurred, see the actual thing & take realistic action to solve the
problem”
GENCHI – Actual Place
GENBUTSU – Actual Thing
GENJITSU – Actually
3K
22
3K concept is “What has been decided must be followed exactly as per the standard”
These concepts are displayed prominently at work place across the company
KIMERAARETA – What has been decided
KIHON DORI – Exactly as per Standard
KICHIN TO MAMORU – Must be Followed
Lean Manufacturing[ MPS – Maruti Production System]
What is Lean?
24
Lean is both:
• A business operating philosophy• A set of proven tools and solutions
• That accelerates speed• and reduces the cost from all business processes by removing waste
Lean focuses on the customer
• Value is defined by the customer, and all activity is aligned to provide maximum value to the customer
The Value Stream• Whenever there is a product for a
customer, there is a Value Stream.• How do we use the Value Stream?
– See Value– Differentiate Value from Waste– Eliminate the Waste
25
Value Stream: all the actions currently required to bring a product or service through the design flow (concept to launch) and production flow (raw material to final product).
Value Viewed by the Customer
• Value Added activity: transforms or shapes raw material or information to meet customer requirements.– Tests:
• The customer must recognize the value (willing to pay for it).• The product must physically change during the process.• The activity must be done right the first time.
• Non Value Added activity: consumes time, resources and/or space, but does not add value.– Tests:
• Activities that do not meet all of the three test rules.• Some non-value added work may be necessary.
26
27
E Provide the means to see the material, process and information flows.
E Support the prioritization of continuous improvement activities at both the value stream and plant levels
E Provide the basis for site plan development
Objectives of Value Stream Mapping
Eliminate Waste
1
AND...
Simplified Current Value Stream Map Example
28
Machine OP1C/T = 60 secsC/O = 100 minsUptime = 90%Time avail = 435 mins
Machine OP2C/T = 80 secsC/O = 10 minsUptime = 95%Time avail = 435 mins
AssemblyC/T = 40 secsC/O = 2 minsUptime = 100%Time avail = 435 mins
Test/dispatchC/T = 220 secsC/O = 2 minsUptime = 80%Time avail = 435 mins
I I I
140 90 220
60Seconds
2880minutes
80Seconds
40Seconds
220Seconds
15minutes
60minutes
4minutes
720minutes
I
3400
Total production lead-time = 3679 minutesValue added tim = 400 seconds
Raw material supplierCastings End user/customer
Tuesday andThursday
Once a day
Production control
MRP Weekly schedule
Daily shipmentschedule
Daily orders3 month forecast
Inventory
Simplified Future Value Stream Map Example
29
Machine OP1C/T = 60 secsC/O = 10 minsUptime = 95%Time avail = 535 mins
Machine OP2C/T = 80 secsC/O = 10 minsUptime = 95%Time avail = 435 mins
AssemblyC/T = 40 secsC/O = 2 minsUptime = 100%Time avail = 435 mins
Test/dispatchC/T = 220 secsC/O = 2 minsUptime = 80%Time avail = 435 mins
I I I
50 10 20
60Seconds
1450minutes
80Seconds
40Seconds
220Seconds
05minutes
10minutes
1minutes
80minutes
I
1000
Total production lead-time = 1546minutesValue added time = 400seconds
Raw material supplierCastings End user/customer
Thrice a week Once a day
Production control
MRP Daily schedule
Daily shipmentschedule
Daily orders3 month forecast
Why Lean?
3030
Add Value for the Customer
Faster Speed = Lower Cost
Empower employees – Everyoneparticipates
Employees make their workatmosphere better
BIG changes can be made easily and the culture of continuous improvement is cultivated
31
…Because it’s the right thing to do!!!!!
Why Lean?
Cost pressures
Quality pressures
Pressure for on-time delivery
Competition due to global environment
32
Old Cost Model
By Adding
We get
To
33
New Cost Model
Customers Dictate
To Determine
We Subtract
34
Lean Manufacturing System
Pillar 1 - Just-in-TimePull Systems/KanbanPoint Of Use StorageQuick Changeover/Setup Reduction
Continuous FlowTakt Time
Characteristics of a Lean Process
• Flow: Processes run as continuously as possible with a rapid cycle time and little or no Muda.
• Standard Work: The precise description of each work activity specifying cycle time, takt time, the work sequence of specific tasks, and the minimum inventory of parts on hand needed to conduct the activity.
• We achieve Flow and Standard Work through the elimination of Muda (waste).– Muda is non-value added activity – i.e. any activity that consumes
resources without creating value for the customer.
35
Capacity Utilization
36
10 20 30 40 50 60 70 80 90 100
30
10
20
% Capacity Utilization
60Production Lead Times (days)
40
50Traditional
Manufacturing
JITManufacturing
37
Lean Manufacturing System
Pillar 2 - Jidoka
Quality at sourcePoka Yoke *AndonsEffective problem solving
* Even if one customer out of one million has a problem with his car the customer’s faith in the company is destroyed. What is needed is a fool proof system to give defect free products.
Jidoka
“Autonomation”clarification
Automation vs. Autonomation (自動化 ) (自働化 )
Labor Reduction vs. Quality Improvement
Increases technicality vs. Reduces technicality
38
39
8 Wastes Overproductio
n Excess
inventory Defects Non-value
added processing
Waiting Underutilized
people Excess motion Transportatio
n
Lean = Eliminating the waste
Typically 95% of Total Lead Time is Non-Value Added!!! And anything that does not add
value is a WASTE !!!
Value added
5%
Non-value added
Inventory Hides Problems
40
Poor Scheduling
Machine Breakdown
Quality Problems Supplier
DeliveryAbsenteeism
Line Balance
Long Setup Time
Long Transportation Communication
Problems
Sea of Waste
Lack of Housekeeping
Eight Wastes - Definitions• Overproduction – making more than needed • Transport – excess moving of materials• Motion – inefficient people movement• Waiting – people utilization• Inventory – stuff laying around (often a
symptom of another waste)• Over-Processing – making to a higher quality standard than
expected by the customer• Defects/Correction – Time spent fixing defects, including defect
that get thrown away and the time make the product correctly• Underutilized People – not dedicated to Value-Added 100%,
untapped human creativity
41
42
What is Kaizen?
Make it easier by studying it, and making the improvement through elimination of waste.
+
Kaizen are an improvement method that includes ALL EMPLOYEES:
• Improvements should be made within 30 days• Small change• Changes with realistic constraints• Shortcut by changing methods• Begins with you• Focus on what you can do
=KAI ZEN KAIZEN
(To modify, to change)
(Think, make good, make better)
(Religious, holistic approach)
43
Principles of Mistake Proofing
Build Quality Into the Process!
It’s easy for us to blamethe people who make mistakesbut we should be looking closer at the way we expect them to work. (Standard work).
44
• The use of process or design features to prevent errors or their negative impact.
• Also known as Poka Yoke, Japanese slang for“avoiding inadvertent errors”
• Formalized by Shigeo Shingo• Features of Mistake Proofing:
– Inexpensive.– Very effective.
What is Mistake Proofing?
45
Mistake Proofing
Two types of Mistake Proofing devices– Control:
Active – preventsa mistake from occurring,e.g. electrical outlets
– Warning:Passive – warnsthat a mistake has occurred,eg buzzer for whenheadlights left on in a car
46
Results from Lean Manufacturing
Lead Time Reduction
Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
0 25 50 75 100Percentage of Benefits Achieved
Flexibility Skill Enhancement Visual Management
• Inventories in Transit Between echelons of Supply Channel.Pipeline Inventories
• Stocks that may be held for Speculation, but are still part inventory base that must be managed
Seasonal Inventories
Cyclical Inventories
Safety Inventories
Obsolete Inventories
Inventory Management
• Inventories necessary to meet average Demand during the Time Between Successive Replenishments.
• Inventories Created as a hedge against Variability in demand for the inventory & in the Replenishment Lead time.
• Out of Date, stolen or deteriorated inventories.
Types of Inventories
47
ELEMENTS IN MATERIAL
MANAGEMENT @ MSIL
48
¤ SELECTION OF VENDORS ¤ DEVELOPMENT OF COMPONENTS ¤ TRIAL PRODUCTION¤ SOP (START OF PRODUCTION)
¤ INITIAL SUPPLY CONTROL
¤ PACKING REQUIREMENT
¤ LOT CONTROL & TRACEABILITY
¤ SENDAI CHECK FOR QUALITY PERFORMANCE49
¤ SELECTION
OF VENDOR¤
50
VENDOR SELECTION PROCEDURE
Based on the Vendor Performance ,Supply Chain/ Engineering selects the Vendor for New Part development/ Second source
A team of Supply Chain/ Engineering then visits & performs an assessmentAs per Maruti’s laid down criteria produced below
After MD approval, SC issues Letter of Intent to Vendor.
CRITERIA FOR VENDOR SELECTION
1. Vendor's Past Problem on Quality, Cost & Delivery.2. Vendor technological Capability in Designing, Manufacturing, Testing3. Management of company wrt to professionalism, Clarity in Org structure.4. Financial health5. Tool making capability6. Quality system in the Org7. Proximity to enable JIT deliveries8. Loyalty
¤ DEVELOPME
NT OF PARTS ¤
52
Development of PartsSupplier Selection & Issuance of LOC/LOI by MSIL
Tech Review Meeting with MSIL (if req.)
Issue of Drawing /Specs/ Standards etc. by MSIL
Specification Meeting with MSIL to discuss about MSIL Requirements.
Finalization of all Specifications
Preparation of Specification meeting record & Part Development activity Chart
Constitution of Project Team by Vendor & intimation to MSIL
Periodic internal monitoring of development process & adherence to part development activity chart by the vendor.
Joint Development review with MSIL before MSIL development milestones.
53
Development of Parts
Information of any Delays/ Salvage Plans to MSIL
Preparation of Part Development Problem history by the vendor.
Part Development Stages of New Model Development at MSIL:
Design Proto » Production Proto » Mass Production » Pilot Production » Start of Production
54
¤ TRIAL
PRODUCTION¤
55
PRODUCTION PREPARATIONBefore Start of Mass Production, conduct PFMEA along with CFT.
Understand the accuracy Requirement of the Parts & ensure Process Capabilities are achievable for meeting them
Review the Past Quality Problems & establish Poka –Yoke
Design & Plan The process Layout so as to minimize material movement, inventory Levels & wherever possible try to achieve Single Piece Flow.
Plan & Control the procurement of jigs, dies & machineries, equipment etc. to produce & deliver parts as per development activity chart.
Establish a detailed document system to communicate serious Quality issues within the Company.
56
PEAK PRODUCTION VERIFICATION TRIAL (PPVT)
Calculate PPVT Rate & Net Operating Time
Conduct PPVT (Generally for 2 hrs) using the same process conditions (tools/ dies/ machines/ RM/ Manpower etc.) with which Mass Production shall be carried out.
Conduct additional trial for 4 hrs to ensure consistency
Calculate Process Capability for Parameters Decided in Spec Meeting
Is it Satisfactory?
Take Counter Measures & Carry out PPVT again
Submit PPVT Trial Report with countermeasures (if any) & Process Capability Report to MSIL
YES
NO
57
ESTABLISHMENT OF OPERATION STANDARDS
Prepare Operation Standards/ Work Instruction Sheets for all process standards
Establish a procedure for enactment, revision & control of operation standards/ WIS
Review the standards whenever there is a Quality Feedback
Indicate in the standard if operation has any itemA A
Establish Job set up verification Standards for die & tool changes & record the same
Display the sample in final inspection Area
Nominate & Designate Operators/ Inspectors.A
Put up display boards at processing & inspection stations of Parts, items & dispatch area
AA58
¤ START OF MASS
PRODUCTION¤
59
APPROVAL OF FIRST PRODUCTION PARTS & SOP
Produce FPP lot with minimum sample size of 300 or as decided in specification meeting with MSIL
Establish identification of FPP during internal production & Processing by means of suitable tagging
Submit FPP lot with Relevant reports to MSIL with Proper “FPP” marking on box/ bins/ Trolleys
Inspect all the Quality characteristics mentioned in the drawing & MIS-P with sample size as discussed with MSIL.
Evaluation of FPP Lot by MSIL
Approval of FPP lot by SQA.
Rejection of FPP Lot by SQA
Is Results found
satisfactory
Carry out corrections/ Improvements
NO YES
60
61
¤ INITIAL SUPPLY
CONTROL¤
62
INITIAL SUPPLY CONTROLEstablishment of documented procedures & Controlling Parameters for initial Supply
control(ISC) for a) New Product Change b) 4M Condition Change
Fix the time period of ISC & the responsibility to declare the start & termination of ISC.
Provide clear identification & Display on the process/ line in shop floor to ensure that ISC is being observed for the part in question.
Establish special process control, lot control & Traceability
Conduct Sub Vendor audit if the change pertains to them.
Record all the problems during ISC & take prompt countermeasures.
Check the effectiveness of counter Measures periodically.
63
Carry Out Process Capability studies.
Reconfirm Process Capability & Report the results to MSIL (if capabilities are not satisfactory, employ 100% checking till they are corrected.)
Terminate ISC
Depute a representative at MSIL (if decided by MSIL) to address problem till ISC Completion.
Extend ISC till all the criteria are met.
Is the Result Satisfactory?
YES NO
64
¤PACKING
REQUIREMENTS¤
65
MSIL shall Decide the packing Specifications & send the same to the vendor.
Vendor to submit the Packing sample to MSIL using the packing Guidelines provided by MSIL
Start supplies in the approved packing with ID
tag marked “New Packing”
Carry out modifications & resubmit the samples.
Evaluation of Packing
Samples by MSIL
PACKING REQUIREMENTS
Satisfactory
Not Satisfactory
66
¤Lot control &
Traceability¤
67
LOT CONTROL & TRACEABILITYEstablishment a documented system for identification & Traceability of Parts & Their
inspection status.
Practice FIFO () First-in First-out for all incoming, in process & finished parts
Address absence or inadequate identification & Traceability as a Failure mode in PFMEA.
Ensure all requirements of MSIL for identification & Traceability
Maintain records for all 4M changes as per the prescribed format.
Establish batch code for all , Functional & General parts.A
Incase of RM of part affecting item, record the details of heat, code, date & shift of production
A A
68
Vendor Rating
69
• System for evaluation of vendors
• Based on the objective data compiled about the vendor
• Used for defining the Future Business DealingsShare of Business Vendor awards, & Improvements
70
Objective of Vendor Rating
Vendor Rating System
71
Warranty
%
Incoming Quality
Vendor Audit A8
16
CRRating
CPVRating
16
8
8
DefectsRating
QPCR Rating
Rejection Rating
QPCR Resp.Time
5
4.4
5
1.6Development
Quality
Cost
Delivery
Response & Service
VR
40
35
10
5
10
M
A
M
A
A
Vendor Rating System
72
Development
Quality
Cost
Delivery
Response & Service
VR
40
35
10
5
10
M
A
M
A
A
Price Reduction
Cost Saving thru VAVE
Amount of Price Redn
% of Price Redn
Amount of VAVE Saving
% of VAVE Saving
Price Redn in % Focus Models
12.2
12.2
10.6
5.2
7
5.2
7
Vendor Rating System
73
Development
Quality
Cost
Delivery
Response & Service
VR
40
35
10
5
10
M
A
M
A
A
E- Nagare Quantity Default 4
E- Nagare Time Default
Trolley & Bin Condition
4
2 A
HOW TO MEASURE PERFORMANCE AT
VENDOR’S END & FIND THE GAPS
74
1.17 1 1
0 0
2
1
3
0
2
11.25 1.22
0
1
2
3
4
5
Act
09
-10
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt
10-1
1
Act
Cum
10
-11
Def
ect (
Nos
/Mon
th)
DEFECTS PER MONTH
1. DEFECTS AT MSILB
ET
TE
R
DEFECT TGT ACHIEVEDTARGET PROVIDED BY MSILM - SQA
Part : REINF COMP RR DR HINGE -R
Model : SWIFT - DZIRE
Date : 28.04.2010
Defect : 7/16 NUT WELDED INSTEAD OF M-10
Qty : 1
# 1 DEFECT AT MSIL (2010-11)DEFECT DETAIL
WHY-1 Why 7/16 NUT WELDED INSTEAD OF M-10
ANSWER 7/16 QUALIFIED IN WELDING JIG
WHY-2 WHY 7/16 NUT QUALIFY IN JIG ?
ANSWER LOCATING PIN COULD NOT DETECT
WHY-3 WHY LOCATING PIN DID NOT DETECT ?
ANSWER CYLINDERICAL, UNTHREADED PIN UNSED
ROOT CAUSE UNTHREADED LOCATING PIN USED
WHY-WHY ANALYSIS: OCCURANCE C/M IMPLEMENTATION & HORIZONTAL DEPLOYMENT
COUNTER-MEASURES : • POKA-YOKE IN WELDING JIG BY USING THREADED PIN • 100 % NUT INSPECTION WITH M-10 BOLT• INSP STD REVISED• STORAGE LOCATIONS CHANGED FOR M10 AND 7/16 NUT• IMPL DATE : 05.05.2010
HORIZONTAL DEPLOYMENT :• INSP STDS REVISED • STORAGE LOCATIONS OF M6 & M8 NUT ALSO CHANGED
4M ANALYSIS
7/16 Nut welded instead of M-10
0 0 0 0 0 0 0 0 0024
May
'10
Jun'
10
Jul'
10
Aug'
10
Sep'
10
Oct
'10
Nov,
1
0 Dec' 10
Jan'
11
C/M Monitoring
A
WHY-WHY ANALYSIS: FLOW
WHY-1 WHY-2 WHY-3 WHY-4 WHY-5
INSP could not detect
Insp chkd visually without
using a bolt
Insp std not clear
7/16 Nut welded instead of M-10
Method
OK
NG
OK
OK
Locating pin not OKMachineMaterial
Man
CMLB
IDEA DATE 28-Apr-10 KAIZEN NO. 4 MODEL - L DEPTT. WELDSHOP IMPLEMENTATION DATE 5-May-10
1. MANPOWER / HOUR SAVING 0
2. SPACE SAVING 0
3. ENERGY SAVING 0
4. MOVEMENT REDUCTION 0
5. QUALITY IMPROVEMENT YES
6. WEIGHT REDUCTION 0
7. YIELD IMPROVEMENT 0
8. 5-S,HEALTH & SAFETY IMPROVEMENT 0
9. COMMUNICATION 0
10. PRODUCTIVITY IMPROVEMENT 0
SUGGESTED BY DEEPAK
APPROVED BY AMIT
M-10 & 7/16 NUT MIXING PROBLEM DUE TO NEARBY STORAGE LOCATION
NEW RACK TO KEEP NUT IN SEPARATE PLASTIC BINS WITH IDENTIFICATION TAGS
BEFORE KAIZEN AFTER KAIZEN
SITUATION SITUATION
BENEFIT
.
SAVINGS ( Rs.) 0
IMPROVEMENT AREA
HORIZONTAL DEPLOYMENT
AREAS
CAPARO MARUTI LIMITED
TITLE : QUALITY IMPROVEMENTRESOURSES USED ( Rs.)
7/16 NUT WELDED INSTEAD OF M 10 NUT IN ZXI BKT
THREADED PIN FOR M10 NUT MIXING PREVENTED WITH MODIFIED STORAGE
LOCATION
KAIZEN / PLANT IMPROVEMENT IDEA SHEET
IMPLEMENTATION TEAM
PROBLEM
NEARBY STORAGE LOCATION CAUSING NUT MIXING
SEPARATE BINS FOR STORAGE TO PREVENT NUT MIXING
POKA YOKE
THREADED PIN FOR WELDING M10 NUT
33 37 53
551
238
0 0
14098
128
30
105
0
200
400
600
800
Act
09
-10
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt
10-1
1
Act
Cum
10
-11
Rej
n. (P
PM
)
PANEL FENDER APRON (A-STAR, Zn Coated) GOT WHITE SPOTS DUE TO WATER DROPS FROM AC DUCT AT MSILM MX
2. REJECTION PPM AT MSILB
ET
TE
R
PART TROLLEY STORAGE LOCATION CHANGED AT MSILM
Q1 WHY? WHITE SPOT FORMATION AT MSILM
A1 WATER DROPS ON PART
Q2 WHY? WATER DROPS
A2 PART TROLLEYS STORED BELOW AC DUCT
Q3 WHY? PART STORED BELOW AC DUCT
A3 WRONG LOCATION SPECIFIED
ROOT CAUSE WRONG PART / TROLLEY STORAGE LOCATION AT MSILM
COUNTERMEASURE PART STORAGE LOCATION CHANGED AT MSILM MX
WHITE SPOTS ON PANEL FENDER APRON (Zn COATED) – A
STAR
WHY WHY ANALYSIS
7585 80
0
20
40
60
80
100
Act
09
-10
Tgt 1
0-1
1
Act
10
-11
% M
arks
MARKS (%)
IMPROVEMENT TARGET: 14%, ACHIEVED: 7%
3. MSIL SYSTEM AUDIT PERFORMANCE
BE
TT
ER
SYSTEM AUDIT MARKS (10 - 11)
12TH & 13TH JAN‘ 11
C/M UNDER IMPLEMENTATION
12
3
4
5
6
7
8
9
10
1112
13
14
15
16
17
18
19
20
21
22
63%
46%
73%
63% 100%
100%
100%
100%
77%
92%
100%
100%
100%
89%100%
17%100%
83%
100%
40%
100%
33%
Audit Score AchievedAudit PointsAudit Score
Achieved Score
Max. Score
Achieved
1 Production Preparation 10 16 63%
2 Initial Supply Control 6 13 46%
3 Initial Control- Changed Parts 8 11 73%
4 Preventive Measures for defects 12 19 63%
5 Education and Training 16 16 100%
6 Quality audit 15 15 100%
7 Supplier control 10 10 100%
8 Control of drawings and Engg Changes 4 4 100%
9 Inspection standard & Process Control Standard 10 13 77%
10 Operation Standard 11 12 92%
11 Observance of Operation Standard 5 5 100%
12 Role of Manager/ Supervisor 5 5 100%
13 Quality improvement of process 6 6 100%
14 Control of Manufacturing machine/ jig 8 9 89%
15 Control of Inspection equipment and Jig 11 11 100%
16 Statistical method 1 6 17%
17Prevention of missing process/ wrong assembling
8 8 100%
18 Control of non conforming product 5 6 83%
19 Storage of product 4 4 100%
20 First-in , First-out 2 5 40%
21 History management of A (Safety) parts 9 9 100%
22 Implementation of inspection 2 6 33%
Total Score 168 209 80%
WEAK AREAS
2
0 0 0 0 0 0 0 0 0 0
4
00
1
2
3
4
5A
ct 0
9-1
0
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt 1
0-1
1
Act
Cum
10
-11
Nos
.
4. QPCR (NOS.)B
ET
TE
R
ZERO QPCR RAISED IN 2010
TARGET PROVIDED BY MSILM - SQA
0 0 0 0 0 0 0 0 0 0 0 0 00
1
2
3
4
5A
ct 0
9-1
0
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt 1
0-1
1
Act
Cum
10
-11
Nos
.5. WARRANTY FAILURES (NOS.)
BE
TT
ER
ZERO WARRANTY FAILURES IN 2010
187203 212
249
220 221209 210 209
223
168
223
0
50
100
150
200
250
300A
ct 0
9-1
0
Ap
r'10
May
'10
Jun
'10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
No
v'10
Dec
'10
Jan
'11
Feb
'11
Mar
'11
Tg
t 10
-11
Act
Cum
10
-11
RA
NK
TARGET 10% IMPROVEMENT OVER 2009-10
6. VENDOR RANKINGB
ET
TE
R
1
0 0 0 0 0 0 0 0 0 0 0 00
1
2
3A
ct 0
9-1
0
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt 1
0-1
1
Act
Cum
10
-11
NO
7. DI DEFAULTSB
ET
TE
R
ZERO DI(QTY.) DEFAULTS IN 2010 - 11
8. TIME DEFAULTS
CO-ORDINATION WITH MSIL TO BE IMPROVED
270
727
0 2
96154
13 14 26 8
134
280
00
200
400
600
800
1000
Act
09
-10
Ap
r'10
May
'10
Jun
'10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
No
v'10
Dec
'10
Jan
'11
Feb
'11
Mar
'11
Tg
t 10
-11
Act
Cum
10
-11
Nos
.B
ET
TE
R
86
9
1312
1314
1715
17 17
1213
0
5
10
15
20
25A
ct 0
9-1
0
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt
10-1
1
Act
Cum
10
-11
Nos
./Mon
th
Nos./Month
KAIZENS IMPLEMENTED
• IMPROVEMENT TGT: 50%, ACHIEVED: 62%• NOV 2010 CELEBRATED AS QUALITY MONTH• SPECIAL PRIZES FOR BEST SLOGAN, POSTER
BE
TT
ER
6.2 6.3 6.2 6.4 6.3 6.3 6.1 6.4 6.6 6.7 6.7 6.7 6.4
0.0
2.0
4.0
6.0
8.0
10.0
12.0
14.0A
ct 0
9-1
0
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt
10-1
1
Act
Cum
10
-11
Stro
kes/
Min
PRODUCTIVITY PRESS SHOP
(EFFECTIVE STROKES /MIN)
IMPROVEMENT TGT: 8%, ACHIEVED: 3%
BE
TT
ER
3044 3135 3129 30913217 3269 3229 3232 3251 3259 3260 3285 3207
0
500
1000
1500
2000
2500
3000
3500
4000
Act
09
-10
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt 1
0-1
1
Act
Cum
10
-11
Spo
ts/P
erso
n
PRODUCTIVITY WELD SHOP
(SPOTS/PERSON/SHIFT)
IMPROVEMENT TGT : 8%, ACHIEVED : 5%
BE
TT
ER
0.53 0.48 0.36 0.61 0.47 0.50 0.53 0.52 0.51 0.46 0.48 0.50 0.49
6.10 5.78 5.65 5.70 5.88 5.80 5.60 5.45 5.54 5.47 5.36 5.80 5.62
0.0
1.0
2.0
3.0
4.0
5.0
6.0
7.0
8.0
9.0
10.0
Act
09
-10
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb
'11
Mar
'11
Tgt
10
-11
Act
Cum
10
-11
%ag
e
Die change time Downtime
PRESS SHOP DOWNTIME
(%AGE OF TOTAL AVAILABLE TIME)
6.63 6.266.01 6.31 6.35 6.30 6.13 5.97 6.05 5.93
6.30 6.14
REDUCTION TGT: 5%, ACHIEVED : 7%
BE
TT
ER
5.84
0.220.19 0.18 0.18
0.27
0.14
0.24
0.20 0.210.18 0.18 0.18
0.20
0.00
0.10
0.20
0.30
0.40
0.50
Act
09
-10
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt
10-1
1
Act
Cum
10
-11
%ag
e
WELD SHOP DOWNTIME
(%AGE OF TOTAL AVAILABLE TIME)
REDUCTION TGT: 20%, ACHIEVED : 14%
BE
TT
ER
0 0 0 0 0 0 0 0 0 0 0 0 00
1
2
3
4
5A
ct 0
9-1
0
Ap
r'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
No
v'10
Dec
'10
Jan'
11
Feb
'11
Mar
'11
Tgt 1
0-1
1
Act
Cum
10
-11
No
s.
NO. OF ACCIDENTS - > 1 MANDAY LOSS
SAFETY- CML BAWAL
ZERO ACCIDENT IN 2010
BE
TT
ER
11
01
0
3
0 0 0 0 0 0
54
0
5
10
15
20
Act
09
-10
Ap
r'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
No
v'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt
10-1
1
Act
Cum
10
-11
No
s.
NO. OF NEAR MISS ACCIDENTS
SAFETY- CML BAWAL
REDUCTION TGT: 50%, ACHIEVED: 66%
BE
TT
ER
70
316 18
9 9 6 6 6 6 4
150 153
0
25
50
75
100
125
150
175A
ct C
umm
. 09
-10
Apr
'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
Nov
'10
Dec
'10
Jan'
11
Feb'
11
Mar
'11
Tgt C
umm
10
-11
Act
Cum
m 1
0-1
1
Nos
.
NO. OF POKA - YOKE
POKA YOKE
IMPROVEMENT TGT : 150 (CUMM.), ACHIEVED : 153
BE
TT
ER
6.336.70
5.23
7.20
6.40
5.22 5.30 5.04 5.20 5.05 5.10 5.005.64
0
2
4
6
8
10A
ct 0
9-1
0
Ap
r'10
May
'10
Jun'
10
Jul'1
0
Aug
'10
Sep
'10
Oct
'10
No
v'10
Dec
'10
Jan'
11
Feb
'11
Mar
'11
Tgt 1
0-1
1
Act
Cum
10
-11
%ag
e
ABSENTEEISM %
< 5% ABSENTEEISM TGT IN 2010
BE
TT
ER
MPS PROJECTS
PRODUCTIVITY IMPROVEMENT ( > 40 %)
PROJECT 1 REINF COMP REAR DOOR HINGE – RH / LH (SWIFT / DZIRE)
PROJECT 2 PANEL COMP. COWL TOP – (SWIFT / DZIRE)
PROJECT 3 PANEL COMP. COWL UPPER – (SWIFT / DZIRE)
QUALITY IMPROVEMENT (>30 % BOP DEFECT REDN.)
PROJECT 4 QUALITY IMPROVEMENT BY 30% DEFECT REDUCTION IN BOP
PRODUCTIVITY IMPROVEMENT (DIE SET-UP TIME REDN.)
PROJECT 5 PRODUCTIVITY IMPROVEMENT BY DIE SET-UP TIME REDN.
HOW TO MEET SCM IN INCREASING MARKET SCENARIO?
97
The Market Size is Increasing, as the increase in Last two Years has been about 27%.
Alternatives are :
Increase Productivity
Increase Capacities
Increase the number of Vendors for the same Components
Not Possible
PROJECT : 1
TO REDUCE NAGARE TIME & QUANTITY
DEFAULT
78
TEAM FACILITATOR
TEAM LEADER
TEAM MEMBER
PADMAKAR SUBHASHDK.AWASTISANJAY PRAMOD KUMAR
P.K.SAHA
D.K.MISHRA
79
Project Team
Reason for project selection : -
a) Excessive Nagare Time defaults.
b) Poor performance in vendor ranking due to Nagare Quantity / Time defaults.
April May June July Aug.1 382 1268 461 480 201 1107 631
Nagare time default status
08 ~ 09 09 ~ 10S.no.
Nagare time default status
Monthly status 10 ~ 11
April May June July Aug.251 306 298 292 294 290 293
08 ~ 09 09 ~ 10
Vendor ranking status at MSILMonth April to Aug. 10
80
NO
O
F F
AIL
UR
ES
PERIOD
Delivery (Quantity Default )– MSIL 2010-11
0.42Default/month 5.6
Default/month
81
0
5
10
15
20
25
30
35
40
05
34
3
18
1
0
87
0
Project started
NO
O
F F
AIL
UR
ES
PERIOD
Delivery (Time Default )– MSIL 2010-11
82
0
500
1000
1500
2000
2500
3000
3500
382
1268
2900
400461 480
201
1107
631
20
483 De-fault/month
3
Project started
106 Default /month
SNo. Reason for time default Apr. May. June July Aug Total
1 Shortage of vehicle for supply 62 79 11 143 32 3272 Dust problem in OE PDI 32 11 23 58 21 145
3Time taken to convert the part from wrong to ok trolley
64 180 82 214 258 798
4 Quality prob.at PDI. 5 10 6 48 17 86
5 Material not available 76 30 19 203 76 404
6Material not available in system stock.
6 11 4 27 0 48
7Excess time taken to unload the material at MUL
13 7 12 32 11 75
8 System breakdown 76 13 13 168 83 353
9Manpower not come on time in morning shift
104 85 19 113 92 413
10 Plan not adhere by disp. 2 0 3 7 0 12
12 Road jam due to havey trafic 11 54 9 39 41 154
13E-nagare loading problem in system
10 0 0 55 0 65
Total 461 480 201 1107 631 2880
Month wise Nagare Time default % 2010-11
37
Monthof year2010
Nagare Time default %
per Month
April 7
May 7
June 3July 17Aug 10Sept 0.31Oct 0.05
Nov 0.05Dec 0.09April May June July Aug Sept Oct Nov Dec
0
2
4
6
8
10
12
14
16
18
7 7
3
17
10
0 0 0 0
Project started
Target – Setting for Nagare default.
S.No. DescriptionPresent Status
(April'10-Aug'10) Nos.
Target%
Improvement
1E-Nagare Time Default 576 0 100
2E-Nagare Quantity Default 34 0 100
85
Reason wise Total number of default from “April to Aug.10”
798
413 404 353 327154 145 86 75 65 48 12
28
42
56
68
8085
90 93 96 98 100 100
0102030405060708090100
0
500
1000
1500
2000
2500
Time taken to change the part
Manpower not come on
time
Material not available
System breakdown
Shortage of vehicle for
supply
Road jam due to
havey trafic
Dust problem in
OE PDI
Quality prob.at PDI.
Excess time taken to
unload the material at
MUL
E-nagare loading
problem in system
Material not available in
system stock.
Plan not adhere by
disp.
Cum
m.%
age
No,s
of de
faults
Default reason
84
85
S.NO. Main contributors for Nagare time default and action taken
1 Time taken to convert the part from wrong trolley to OK trolley.a Part wise model wise trolley availability vs shortages calculated.
b On the basis of short fall nuber of trolley added or part loading capacity per trolly increased.
2 Manpower not come on time in morning shift.
a Daily in time monitoring of all the employee started.
3 Material not available for dispatch.a Inventory norms fixed for all the items.b Start to take daily inventory of all the items.
c Star monitoring to maintain minimum inventory level as per norms.
4 System breakdowna New Person oppinted to look after ERP related problems.
b Log book started to capture system related problem
5 Shortages of vehicle for nagare supply.a Plant wise supply trolley/bin calculated.
b Vehicle turnaround time calculated
c Maximum loading capacity of trolley/bin per vehicle calculated.
d Vehicle requirement for one day nagare supply calculated.
Time taken to convert the part from wrong trolley To OK trolley
39
Action taken : -
Trolley availability vs Requirement calculated and New trolley added accordingly.Model wise color coding done in all trolley for identification. ON line SPD packing started so that no trolley engage – for storage of SPD part.Empty trolley pickup frequency from MSIL increased. Part loading capacity per trolley increased.
39
Available Required
IPA 12 160 200 40
IPS 8 59 89 30
Trolley Status Available Vs Requirement
Sept. ~
Oct. 10
Trolley statusPart Name
Part loading capacity per trolly
Remarks
New trolley Added
39
Model wise trolley color codeS.NO. Model - Name Color - code
1 Car 800CC Sky blue
2 Omni Grey
3 Gypsy White
4 Alto - A Orange
5 Wagon - R - S Yellow
6 Versa / ECCO - C Royal blue
7 Ritz - N Coffee
8 Zen - M Pink
39
Subject : MPS PROJECT Date of implimentation:24/11/10 Ref No:- DEPT: MOULD MAINT. APPROVED BY:
D.K Mishra
BEFORE AFTER (IMPROVEMENT DONE)
1.MAN MOVEMENT SAVING.
2.TROLLEY MODIFICATION
3.SPACE SAVING
4.COMMONIZATION & UNIFICATION
5.WEIGHT REDUCTION
6.ENERGY SAVING
7.YIELD
8.QUALITY IMPROVEMENT
9.WASTE REDUCTION
10.SPACE UTILIZATION
11.COST SAVING
12.5S
Problem : Model wise no identification mark on trolley. Solution : With color coding.
39
Subject : MPS PROJECT Date of implimentation:03/12/10 Ref No:- DEPT: MOULD MAINT.
APPROVED BY: D.K
Mishra
BEFORE AFTER (IMPROVEMENT DONE)
1.MAN MOVEMENT SAVING.
2.TROLLEY MODIFICATION
3.SPACE SAVING
4.COMMONIZATION & UNIFICATION
5.WEIGHT REDUCTION
6.ENERGY SAVING
7.YIELD
8.QUALITY IMPROVEMENT
9.WASTE REDUCTION
10.SPACE UTILIZATION
11.COST SAVING
12.5S
Problem: IPA Trolley for 12pcs capacity
Solution: IPA Trolley increase capacity 12~15pcs
39
Subject : MPS PROJECTDate of
implimentation:27/11/10Ref No:- DEPT: MOULD MAINT. APPROVED BY:
D.K Mishra
BEFORE AFTER (IMPROVEMENT DONE)
1.MAN MOVEMENT SAVING.
2.TROLLEY MODIFICATION
3.SPACE SAVING
4.COMMONIZATION & UNIFICATION
5.WEIGHT REDUCTION
6.ENERGY SAVING
7.YIELD
8.QUALITY IMPROVEMENT
9.WASTE REDUCTION
10.SPACE UTILIZATION
11.COST SAVING
12.5S
Problem : Model wise trolley storage location not identified.
Solution :Trolley wise storage - Location identified.
Manpower not come in time
In time monitoring and recording for all associates started.
39
Action taken : -
Material not available for dispatch
39
Action taken : -
Inventory norms fixed for all the items. Minimum 8 ~ 10 Hours inventory maintain for all the items.Daily physical inventory of all the items started. Start to prepare shift wise M/C planning and its circulation to all concerns.
Part qty.in numbers
Coverage Hrs.
1 FB (MM) 60 4 40 103 RB (MM) 60 4 40 104 RB (MM) EXP 24 2 16 106 FBO 350 23 187 87 RBO 350 23 233 107 FBMA (MM) 800 53 427 88 FBMA minor 450 30 240 810 RBMA (MM) 800 53 427 811 RBMA minor 450 30 240 812 FBMB (MM) 150 10 100 1015 RBMB mm 150 10 100 1018 FBMC 300 20 160 819 RBMC 300 20 160 8
FBM MM LX 180 12 120 10FBM MM VX 70 5 47 10
33 FBN 300 20 160 834 RBN 300 20 160 835 RBS 500 33 267 8
Part req/ Hour
for OE supply
Inventory at MPL
I nventory - Norms for Bumper (Fixed in oct 10)
20
S. NO. PART NAME
Part req/ dayfor OE supply Remarks
44
39
Model name
Part name
Wagon R FMB (MM) 275 18 15
Wagon R RMB(MM) 286 19 15
Alto Minor FMA (Minor) 604 40 15
Alto CD FMA (LX) 420 28 15
Alto CD FMA - VX 10 1 15
Alto Minor RMA (Minor) 464 31 15
Alto CD RMA (LX) 520 35 15
Alto CD RMA - VX 10 1 15
Ritz FMN 288 19 15
Ritz RMN 392 26 15
Item details Physical Inventory
in numbers.
Part req./ Hr.
Inventory coverage for
Hrs.
Daily physical inventory stock statement Date - 18/12/10
39
MachineName
Part Name
Cycle time (Sec.)
Cycle time
(Min.)
QTY Plan
in nos
Plan Uti. Time 510Minutes
Prod.Qty
Actual
Actual Uti.
Time 510
IPM U1G 68 1.133 200 226.667 0
Mould Change 2400 40 1 40 0
IPS 72 1.2 203 243.6 0
TOTAL 0 510.267 0
FBO 72 1.2 250 300 0
Mould Change 2400 40 1 40 0
RBO 65 1.083 157 170.083 0
0 0 0
TOTAL 0 510.083 0
RBMC 75 1.25 50 62.5 0
Mould Change 2400 40 1 40 0
IPMC 78 1.3 314 408.2 0
TOTAL 510.7 0
IPMA (RHD) 65 1.083 470 509.167 0
TOTAL 509.167 0
FBMC 80 1.333 180 240 0
Mould Change 2400 40 1 40 0
RBS 67 1.117 206 230.033 0
TOTAL 510.033 0
1300T
Machine planning shift - A Date - 18/12/10
2500 TUBE-2
1600T E-2
1600TC-5
2500TUBE-3
System - Breakdown
New IT person recruited in the month of Nov.10.
Implemented log book to record the IT related problem observed along with the counter measure.
39
Action taken : -
Shortages of vehicle for Nagare supply.
39
P-1 P-2 P-3143 90 211192 77
6 2.4
14.3 9 21.1
52.8
2.0
105.6
16.06.66
Tractor added in July 10.
1Tractor shortage
Despatch details
Total number of bins for dispatch (nos.)Total Number of round for tractor to despatch the bins @ 32 Bin / tractor /Round (nos.)Total Number of round for tractor to despatch the trolly @10 trolley / tractor /Round (nos.)Total number of round for tractor required to dispatch the nagare (nos.)Turnaround time for one tractor
Total number of trolleys for dispatch (nos.)
Total number of tractor round required to dispatch the nagare (nos.)Total time available for one tractor to dispatch the nagare.Total number of tractor required to dispatch the nagare (nos.)Total number of tractor available for dispatch (nos.)
AfterTime default (Sept. to
Dec.10)
Syst
em
B/D M
ld
B/D M
/C
B/D
Shor
tage
of
vehi
cle
for su
pply
Tim
e ta
ken
to c
onve
rt th
e
part fr
om w
rong
to o
k trol
ley
0
500
1000
1500
2000
2500
18 8 3 2 1
Before
Time default (April to Aug.10)
798
413 404 353 327154 145 86 75 65 48 12
28
42
56
68
8085
90 93 96 98 100 100
0102030405060708090100
0
500
1000
1500
2000
2500
Time taken to change the part
Manpower not come on time
Material not
available
System breakdown
Shortage of vehicle for
supply
Road jam due to
havey trafic
Dust problem in
OE PDI
Quality prob.at
PDI.
Excess time taken to unload
the material at
MUL
E-nagare loading
problem in system
Material not
available in system stock.
Plan not adhere by
disp.
Cumm
.%age
No,s o
f defa
ults
Default reason
1 2 3 4 5
1
45
N N
Rotational PDCA
Target vs Monitoring: Nagare Default.
S.No. Description Present Status (April'10-Aug'10) Nos. Target Sept. Oct Nov. Dec
1E-Nagare Time Default 576 0 20 3 3 6
2E-Nagare Quantity Default 34 0 0 0 0 0
85
MPS PROJECT # 5
Die Change-Over time Reduction
on
1000T PRESS
Project Schedule – Start – 15-Oct-10, Finish – 15-Nov-10
DIE CHANGE OVER TIME REDUCTION
PROJECT SELECTION TEAM FORMATION DATA COLLECTION TARGET SETTING
VIDEOGRAPHYTIME STUDY & ACTIVITY
SEQUENCINGIDENTIFY OPPORTUNITIES
FOR TIME REDUCTIONKAIZENS
TIME STUDY AFTERACHIEVEMENT OF
RESULTS !STANDARDIZATION TRAINING
ACTIVITIES
HORIZONTAL DEPLOYMENTIN 800T & 500T LINE
STEP - 1 STEP - 2 STEP - 3 STEP - 4
STEP - 5STEP - 6STEP - 7STEP - 8
STEP - 12STEP - 11STEP - 10STEP - 9
STEP - 13
MONITORING OF RESULTS
STEP - 14
CURRENT STATUS
• Largest Capacity Press (1000T) in the Shop • Maximum Production Time Loss due to Die Change Over• Streamline die-change over process• Capacity improvement
WHY ? THIS PROJECT
S. No.
Item Per Day Per Month Per Year
1 Total Available Time1320 Min( 22 Hrs )
33000 Min ( 550 Hrs )
396000 Min( 6600 Hrs )
2Die Changeover Time (Time / Change Over X No. of Changes)
39 Min (13 X 3)( 0.65 Hrs )
975 Min (39 X 25)( 16.3 Hrs )
11700 Min (975 X 12)( 195 Hrs )
3 Production Loss (%age) 3% 3% 3%
4Loss of Strokes( @ Avg. Eff. SPM = 6.2)
242 6045 72540
STEP - 1
PLANT LAYOUT
500T Press Line (500T-1, 315T-3) 800T Press Line (800T-1, 400T-3)
1000
T P
ress
Lin
e (1
000T
-1, 4
00T-
6)
Small Press Line (25T-200T: 11 Presses)
DIE STORAGE500T & 800T PRESS LINE
DIE STORAGE1000T PRESS LINE
WELD LINE
WELD LINE
TOOL & DIE MAINTENANCE
R/M STORAGE AREA
R/M STORAGE AREA
FG STORAGE AREA
BOP STORAGE & INSPECTION
QA OFFICE & LAB
WIP INSPECTION
WIP INSPECTION
PDI INSPECTION
INCOMING RM / BOP / CONSUMABLES
FG DESPATCH
1000 TON PRESS SELECTED FOR PRODUCTIVITY INCREASE
STEP - 1
"LAST OK PIECE
TO
FIRST OK PIECE"
DIE CHANGE OVER TIMESTEP - 1
THE TEAM
NAME DEPARTMENT RESPONSIBILITY
A. VIDYARTHI G.M. FACILITATOR
AMIT SANGWAN QA LEADER
R. GAHLAWAT MAINTENANCE MEMBER
P. KUKRETI PRESS SHOP MEMBER
S.P. RAJPUT PRESS SHOP MEMBER
VINOD DAHIYA PRESS SHOP MEMBER (G.E.T.)
DEEPAK SHARMAMAINTENANCE
MEMBER (G.E.T.)
STEP - 2
DATA COLLECTION
Average Die Changeover Time (Min)
13.5 13.3 13.6 13.2 13.4
0
5
10
15
20
Jul'10 Aug'10 Sep'10 Oct'10 Avg
Tim
e (m
ins)
Avg. Change-over time – 13.4 Min
STEP - 3
TARGET - SETTING
13.4
9
0
5
10
15
20
Jul - Oct'10 Nov'10
Tim
e (m
ins)
33% Improvement Target
ActivityBefore
(Jul – Oct’10)Target
(Nov’10)% Improvement
Die change over time
13.4 Min(805 secs)
9 Min(540 secs)
33%
STEP - 4
INTERNAL
EXTERNAL
• PERFORMED AFTER STOPPING THE PRESS
• PERFORMED BEFORE STOPPING THE PRESS
ACTIVITY CLASSIFICATION
PARALLEL • ACTIVITIES PERFORMED SIMULTANEOUSLY AFTER STOPPING THE
PRESS
VIDEOGRAPHY DONE FOR ANALYSIS
STEP - 5
TIME ANALYSIS : ACTIVITY-WISE BREAK UP BEFORE
ACTIVITY NO.
ACTIVITYTYPE OF ACTIVITY
PRECEDING ACTIVITY
AVG. TIME (SEC)
1 MOVING BLANKS FROM STORE TO THE PRESS External 0 120
2 OPEN STACK COVER BY CUTTING STRIPS External 1 15
3 MEASURE DIMENSIONS OF BLANK AS PER PCS / STD. External 2 30
4 REMOVE LAST PIECE OF PREVIOUS LOT FROM LOWER DIE Internal 0 5
5 ADJUST PRESS CONTROL FROM AUTO MODE TO INCHING MODE Internal 4 5
6 BRING THE CUSHION DOWN Internal 5 20
7 BRING UPPER DIE DOWN TO BDC TO MATCH WITH LOWER DIE Internal 6 5
8 BRING CLAMP NUT OPENING SPANNERS NEAR THE DIE FROM TOOL CRIB Internal 7 30
9 UNFASTEN THE CLAMPING BOLTS/NUTS OF UPPER DIE Internal 8 40
10 UNFASTEN THE CLAMPING BOLTS/NUTS OF LOWER DIE Internal 9 40
11 MOVE SLIDE TO TDC Internal 10 5
12 MOVE SIDE GUARD UP Internal 11 20
13 CLEAN RAILS OUTSIDE THE PRESS Internal 12 10
14 UNCLAMP THE MOVING BOLSTER Internal 13 15
15 MOVE MOVING BOLSTER OUT OF PRESS Internal 14 40
16 CLEAN CUSHION PAD INSIDE PRESS MACHINE Internal 15 15
17 MOVE THE OUTSIDE MB WITHIN PRESS Internal 16 40
18 CLAMP MOVING BOLSTER INSIDE THE PRESS Internal 17 5
19 ADJUST SLIDE UPTO 2 MM WITH UPPER DIE FOR CLAMPING Internal 18 30
20 MOVE SLIDE DOWN TO BDC Internal 19 5
STEP - 6
TIME ANALYSIS : ACTIVITY-WISE BREAK UP BEFORE
ACTIVITY NO.
ACTIVITYTYPE OF ACTIVITY
PRECEDING ACTIVITY
TIME (SEC)
21 TIGHTEN UPPER DIE BOLTS Internal 20 60
22 MOVE SLIDE TO TDC Internal 21 5
23 ADJUST CUSHION HEIGHT FROM CONTROL PANEL Internal 22 120
24 MOVE CUSHION UP TO ACCOMMODATE BLANK Internal 23 5
25 MOVE UPPER DIE DOWN FOR ALIGNMENT OF UPPER AND LOWER DIE Internal 23 5
26 MOVE UPPER DIE DOWN FOR ALIGNMENT OF UPPER AND LOWER DIE Internal 24 5
27 TIGHTEN CLAMPING BOLTS OF LOWER DIE Internal 26 40
28 MOVE SLIDE UP TO TDC Internal 27 5
29 ADJUST DIE HEIGHT AS PER PCS AND CLAY TEST Internal 28 60
30 MOVE SLIDE UP TO TDC Internal 29 5
31 ADJUST PRESS CONTROL TO AUTO MODE Internal 30 5
32 PICK, MOVE AND PLACE THE BLANK FROM STACK TO BLANK HOLDER Internal 31 3
33 PRESS PUSH BUTTONS TO OPERATE PRESS Internal 32 2
34 PICK AND MOVE THE PRESSED PART FROM LOWER DIE Internal 33 5
35 INSPECTION FOR BOTTOMING MARK, NECKING, WRINKLES ETC. FOR APPROVAL OR REJECTION Internal 34 60
36 RE-ADJUST CUSHION PRESSURE (IN CASE OF REJECTION) TO PRODUCE OK PART Internal 35 30
37 INSPECTION FOR BOTTOMING MARK, NECKING, WRINKLES ETC. FOR APPROVAL OR REJECTION Internal 36 60
TOTAL ACTIVITY TIME970 SEC (16.3 MIN)
TOTAL INTERNAL ACTIVITY TIME805 SEC (13.4 MIN)
STEP - 6
ACTIVITY PATHS - BEFORE
TITLE PATHS TypeTIME
(Secs)
Effect on Die
Change-over time
A 1 2 3 33 37Non-Critical
path322 Sec No
B4 5 6 7 8 9 10 11 12 13 14 15 17 37
Critical Path 805 Sec Yes
0
1 (12O)
2
(15)
3
(30)
8 (30)
9
(40)
11 (5)
13
(10)
4 (5)
5 (5)
6 (20)
7
(5)
10
(40)12 (20)
14 (15)
15 (40)
17 - 32 (398)
16 (15)
33 - 37 (157)
• INTERNAL / EXTERNAL ACTIVITIES IDENTIFIED• SEQUENCE OF ACTIVITIES ESTABLISHED• CRITICAL PATH AND ACTIVITIES IDENTIFIED
EXTERNAL ACTIVITIES
INTERNAL ACTIVITIES
STEP - 6
ACTIVITIES IDENTIFIED FOR TIME REDUCTION
Parallel, Non-critical activities
Sequential, Critical activities
KAIZEN IDEAS
ACTIVITY NO.
ACTIVITYAVG. TIME (SEC)
KAIZEN IDEAKAIZEN
IDEA No.
8BRING CLAMP NUT OPENING SPANNERS NEAR THE DIE FROM TOOL CRIB
30 ARRANGEMENT OF SPANNERS NEAR PRESS 1
9UNFASTEN THE CLAMPING BOLTS/NUTS OF UPPER DIE
40PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
SPANNERS6
10UNFASTEN THE CLAMPING BOLTS/NUTS OF LOWER DIE
40PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
SPANNERS6
12 MOVE SIDE GUARD UP 20 CONVERT INTERNAL TO EXTERNAL ACTIVITY 2
13 CLEAN RAILS OUTSIDE THE PRESS 10 CONVERT INTERNAL TO EXTERNAL ACTIVITY 3
16CLEAN CUSHION PAD INSIDE PRESS MACHINE
15 CONVERT INTERNAL TO PARALLEL ACTIVITY 4
21 TIGHTEN UPPER DIE BOLTS 60PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
SPANNERS6
23ADJUST CUSHION HEIGHT FROM CONTROL PANEL
120USE HEIGHT GAUGE & DIGITAL READ OUT FOR
CUSHION HEIGHT5
27TIGHTEN CLAMPING BOLTS OF LOWER DIE
40PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
SPANNERS6
29ADJUST DIE HEIGHT AS PER PCS AND CLAY TEST
60USE HEIGHT GAUGE & DIGITAL READ OUT FOR DIE
HEIGHT5
STEP - 7
KAIZEN # 1 CMLB
TITLE: DIE BOLT/NUT OPENING SPANNERS LOCATION FIXED ON 1000 T PRESS
BEFORE AFTER
LOCATION AWAY FROM 1000T PRESS
SITUATION SITUATION
CLAMPING NUT OPENING SPANNERS LOCATED ATA DISTANCE OF APPROX. 15 METRES
CLAMPING NUT OPENING SPANNERS LOCATED AT 1000T PRESS (1-2 MTR)
PROBLEM BENEFIT
WASTAGE OF TIME IN MOVEMENT TO BRING SPANNERS TO PRESS
MUDA OF MOVEMENT ELIMINATED
TIME SAVED: 25 SECONDS
STEP - 8
KAIZEN # 2 CMLB
TITLE: SIDE GUARD UP ACTIVITY (SEQUENCE CHANGE)
BEFORE AFTER
SITUATION SITUATION
SIDE GUARD UP ACTIVITY DURING DIE SET UP (INTERNAL ACTIVITY)
SIDE GUARD UP ACTIVITY BEFORE DIE SET UP (INTERNAL EXTERNAL ACTIVITY)
PROBLEM BENEFIT
INCREASE IN DIE SET UP TIME AS ACTIVITY PERFORMED DURING DIE SET UP
CHANGING INTERNAL ACTIVITY TO EXTERNAL ACTIVITY
TIME SAVED: 20 SECONDS
STEP - 8
KAIZEN # 3 CMLB
TITLE: OUTSIDE RAILS CLEANING ACTIVITY (SEQUENCE CHANGE)
BEFORE AFTER
OUTSIDE RAILS CLEANING DURING DIE SETUP
SITUATION SITUATION
OUTSIDE RAILS CLEANING DURING DIE SET UP (INTERNAL ACTIVITY)
OUTSIDE RAILS CLEANING BEFORE DIE SET UP (INTERNAL EXTERNAL ACTIVITY)
PROBLEM BENEFIT
INCREASE IN DIE SET UP TIME AS ACTIVITY PERFORMED DURING DIE SET UP
CHANGING INTERNAL ACTIVITY TO EXTERNAL ACTIVITY
TIME SAVED: 10 SECONDS
STEP - 8
KAIZEN # 4 CMLB
TITLE: CLEANING OF CUSHION PAD INSIDE THE MACHINE
BEFORE AFTER
SITUATION SITUATION
CLEANING OF CUSHION PAD DONE AFTER MOVING BOLSTER IS MOVED OUT (INTERNAL ACTIVITY)
CLEANING IS DONE SIMULTANEOUSLY WHEN MB IS MOVING OUT (INTERNAL PARALLEL ACTIVITY)
PROBLEM BENEFIT
MORE DIE CHANGE OVER TIMEREDUCTION IN DIE CHANGE-OVER TIME
TIME SAVING: 15 SECONDS
STEP - 8
KAIZEN # 5 CMLB
TITLE: SETTING OF CUSHION & DIE HEIGHT
BEFORE AFTER
MANUAL SETTING OF CUSHION & DIE HEIGHT
SITUATION SITUATION
MANUAL SETTING OF CUSHION & DIE HEIGHTCUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE
PROBLEM BENEFIT
TIME CONSUMING ACTIVITY FOR REPEATED ACTIVITY (HEIGHT ADJUSTMENT) TO SET REQUIRED HEIGHT
HEIGHT GAUGE & PROPER WORK INSTRUCTIONS TO AVOID REPEATATION
TIME SAVED: 100 SECONDS
STEP - 8
KAIZEN # 6 CMLB
TITLE: OPENING OF UPPER & LOWER DIE CLAMPING NUTS
BEFORE AFTER
ONE PERSON UNCLAMPING BOTH SIDE NUTS
SITUATION SITUATION
ONE PERSON DOING UNCLAMPING OF DIES (ONE SPANNER ONLY)
TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING OF DIES (TWO SPANNERS MADE AVAILABLE)
PROBLEM BENEFIT
MORE TIME FOR UNCLAMPING OF NUTSWORK DISTRIBUTION FOR 50% REDUCTION IN TIME FOR UNCLAMPING OF NUTSTIME SAVING: 90 SECONDS
STEP - 8
KAIZEN BENEFITS
ACTIVITY NO.
ACTIVITY
AVG. TIME
BEFORE (SEC)
AVG. TIME
AFTER (SEC)
TIME SAVED (SEC)
Kaizen ImplementedIdea
No.
8 BRING CLAMP NUT OPENING SPANNERS NEAR DIE FROM TOOL CRIB 30 5 25 CLAMPING NUT OPENING SPANNERS LOCATED AT 1000T
PRESS 1
9 UNFASTEN CLAMPING BOLTS/NUTS OF UPPER DIE 40 15 25 TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
OF DIES (TWO SPANNERS MADE AVAILABLE) 6
10 UNFASTEN CLAMPING BOLTS/NUTS OF LOWER DIE 40 15 25 TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
OF DIES (TWO SPANNERS MADE AVAILABLE) 6
12 MOVE SIDE GUARD UP 20 O 20 SIDE GUARD UP ACTIVITY BEFORE DIE SET UP (INTERNAL TO EXTERNAL ACTIVITY) 2
13 CLEAN RAILS OUTSIDE PRESS 10 0 10 OUTSIDE RAILS CLEANING BEFORE DIE SET UP (INTERNAL TO EXTERNAL ACTIVITY) 3
16 CLEAN CUSHION PAD INSIDE PRESS MACHINE 15 0 15
CLEANING IS DONE SIMULTANEOUSLY WHEN MB IS MOVING OUT(INTERNAL PARALLEL ACTIVITY) 4
21 TIGHTEN UPPER DIE BOLTS 60 30 30 TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING OF DIES (TWO SPANNERS MADE AVAILABLE) 6
23 ADJUST CUSHION HEIGHT FROM CONTROL PANEL 120 60 60 CUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE 5
27 TIGHTEN CLAMPING BOLTS OF LOWER DIE 40 20 20 TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
OF DIES (TWO SPANNERS MADE AVAILABLE) 6
29 ADJUST DIE HEIGHT AS PER PCS AND CLAY TEST 60 30 30 CUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE 5
STEP - 7
260 SECONDS SAVED • MUDA ELIMINATION (25 SEC)• CHANGE INTERNAL TO EXTERNAL (30 SEC)• CHANGE INTERNAL TO PARALLEL (15 SEC)• BETTER MAN-POWER DEPLOYMENT (100 SEC)• BETTER EQUIPMENT UTILISATION (90 SEC)
ACTIVITY PATHS – BEFORE & AFTER
0
1 (12O)
2
(15)
3
(30)
8 (30)
9
(40)
11 (5)
13
(10)
4 (5) 5
(5)6 (20)
7
(5)
10
(40)12 (20)
14 (15)
15 (40)
17 - 32 (398)
16 (15)
33 - 37 (157)
STEP - 10
BEFORE
AFTER
PATH Type TIME (Secs) Effect on Die Change over time
C1 2 3 12 13 16 - - - - 17 37
Non-Critical 367 Sec No
D4 6 7 8 9 10 11 14 15 17 37
Critical Path 545 Sec Yes
0
1 (12O)
2
(15)
3
(30)
8 (5)
9
(15)
11 (5)
13
(10)
4 (5)
5 (5) 6
(20)
7
(5)
10
(15)
12 (20)
14 (15)
15 (40)
17 - 32 (258)
16 (15)
33 - 37 (157)
Parallel, Non-critical activities
Sequential, Critical activities
PATH Type TIME (Sec) Effect on Die Change-over time
A 1 2 3 33 37 Non-Critical Path 322 Sec No
B4 5 6 7 8 9 10 11 12 13 14 15 17 37
Critical Path 805 Sec Yes
RESULTS
13.49.0
9.1
0
5
10
15
20
Before Target Actual
Tim
e (m
ins)
32% Improvement
ActivityBefore
(Jul – Oct’10)Target
(Nov’10)After
(Nov – Dec’10)% Improvement
Die change over time
13.4 min(805sec)
9 min(540 sec)
9.1 min(545 sec)
32%
STEP - 10
13.4 12.8 12.8 13.011.2
9.1
0.0
5.0
10.0
15.0
20.0
Jul'10 Aug'10 Sep'10 Oct'10 Nov'10 Dec'10
Tim
e (M
in)
Die Changeover Time (Min)
MONITORING OF RESULTS
WORK INSTRUCTIONS REVISED AND TRAINING IMPARTED
BEFORE
STEP - 10
32% reduction achieved after implementation from 15-Nov-
10
AFTER
.
.
..
.
STANDARDIZATIONNo. Responsibility
1 SHIFT I/C
2FORK LIFT OPERATOR
3FORK LIFT OPERATOR
4 LINE OPERATOR
5 LINE OPERATOR
6 LINE OPERATOR
7 LINE OPERATOR
8 LINE OPERATOR
9 LINE OPERATOR
10 LINE OPERATOR
11 LINE OPERATOR
12 LINE OPERATOR
13 SHIFT I/C
14 LINE OPERATOR
15 LINE OPERATOR
16 SHIFT I/C
17 LINE OPERATOR
MOVE SLIDE DOWN TO BDC & TIGHTEN UPPER DIE BOLTS MOVE SLIDE UP TO TDC & ADJUST CUSHION HEIGHT FROM CONTROL PANEL AS PER PCS
UNFASTEN CLAMPING BOLTS/NUTS OF UPPER & LOWER DIE . MOVE SLIDE TO TDC, UNCLAMP MOVING BOLSTER & MOVE IT OUT OF PRESS.
CLEAN CUSHION PAD INSIDE PRESS MACHINE AND RAILS OUTSIDE THE PRESS MACHINE AS MOVING BOLSTER IS MOVING OUT
MOVE THE OUTSIDE MB INSIDE PRESS AND CLAMP MOVING BOLSTER. ADJUST SLIDE UPTO 2 MM WITH UPPER DIE FOR CLAMPING
START THE PRODUCTION IN AUTO MODE
PICK, MOVE AND PLACE THE BLANK FROM STACK TO BLANK HOLDER & PRESS PUSH BUTTONS TO OPERATE PRESS
PICK AND MOVE THE PRESSED PART FROM LOWER DIE & INSPECT FOR BOTTOMING MARK, NECKING, WRINKLES ETC. FOR OK/NG
RE-ADJUST CUSHION PRESSURE (IN CASE OF REJN) TO PRODUCE OK PART & INSPECT FOR BOTTOMING MARK, NECKING, WRINKLES, ETC. FOR OK/NG
MOVE UPPER DIE DOWN FOR ALIGNMENT OF UPPER AND LOWER DIE & TIGHTEN CLAMPING BOLTS OF LOWER DIE. MOVE SLIDE UP TO TDC
ADJUST DIE(SHUT) HEIGHT AS PER PCS, CLAY TEST & MOVE SLIDE UP TO TDC. ADJUST PRESS CONTROL TO AUTO MODE & MOVE SIDE GUARD DOWN
Activities
CHECK FOR THE PLAN WRITTEN ON PRODUCTION PLANNING BOARD & INFORM / ARRANGE LOADER / UNLOADER / SHUTTLE IN ADVANCE.
LIFT DIES FROM DIE STORAGE AREA / DIE MAINTENANCE AREA AND READ YELLOW TAG TIED TO DIE FOR ANY REPAIR / ABNORMALITY DURING PREVIOUS LOADING.
CHECK IF ANY SCRAP PIECES OR FOREIGN MATERIAL ON DIE. REMOVE SCRAP, DUST & CLEAN M.B, . PLACE CUSHION PIN AND CHECK FOR CUSHION PIN ARRANGEMENT
MOVE SIDE GUARD UP & REMOVE LAST PIECE OF PREVIOUS LOT FROM THE LOWER DIE. ADJUST PRESS CONTROL FROM AUTO-MODE TO INCHING MODE.
BRING CUSHION & UPPER DIE DOWN TO BDC TO MATCH WITH LOWER DIE. PICK CLAMP NUT OPENING SPANNERS FROM STAND
LOAD THE DIE AS PER SEQUENCE& DIRECTION OF FEED INDICATED ON DIE. PARTIALLY TIGHTEN THE CLAMPING BOLTS OF THE LOWER DIE
MOVE BLANKS FROM STORE TO LOADING TABLE, OPEN THE STACK COVER BY CUTTING STRIPS AND MEASURE DIMENSIONS OF BLANK AS PER PCS/STD.
STEP - 11
BENEFITS
S. No.
Item Per Day Per Month Per Year
1 Total Available Time1320 Min( 22 Hrs )
33000 Min ( 550 Hrs )
396000 Min( 6600 Hrs )
2Die Changeover Time Before(Time / Change Over X No. of Changes)
39 Min (13 X 3)( 0.65 Hrs )
975 Min (39 X 25)( 16.3 Hrs )
11700 Min (975 X 12)( 195 Hrs )
3 Production Loss (%age) 3% 3% 3%
4Loss of Strokes( @ Avg. SPM = 6.2)
242 6045 72540
5Die change over time (After)(545 Sec / 9.1 Min per chg)
27 Min 675 Min 8100 Min
6 Time Saved 12 Min 300 Min 3600 Min
7Strokes increase due to time saved @ 6.2 SPM
74 1850 22200
8Extra Parts production due to saving (4 strokes per part)
19 475 5700
9Man-power cost saved @ 3.5 per stroke (INR)
259 6475 77700