Manish engg ppt 26.04.16

TPM – Way Towards Manufacturing Excellence

MANISH ENGINEERING WORKS

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Welcomes All


K-161, L-33 , MIDC, Waluj, Aurangabad

Vendor Code – CNM0034

Unit - I Unit - II



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Introduction

• Name: Mr. Manish Rawke

• Education: B.E. Mechanical, MIE, Chartered Engineer

• Work Experience: Greaves Cotton Ltd. (4 Years)

• Department: R & D

• Nature of Work: Design of products, Manufacturing process , Prototype

sample to Mass Production

• Firm: Manish Engineering Works established in 1999 at MIDC

Waluj, A’Bad

• Initial Set up: Mechanical presses from 10 to 50 tons ( 6 Press)

• Products: Clamps, Levers, Washers, Brackets & Fabrication Work.

• Customers: Greaves, Videocon & Marathwada Auto



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In 2001-02, • Supply starts for MS and Bakelite Washers, Brackets, and Assembly work.

• Got new orders of Fabrication work & Sub assemblies.

In 2002-03, • OLC Assemblies Started (Mounting Bracket Assy. & Drive Shaft Assy. For Wiper motor).

In 2003-04,• To avoid logistic loss & Mfg. Lead Time OLC Assemblies Converted with Material (Mounting Bracket Assy. & Drive

Shaft Assy. For Wiper motor).

• Got opportunity for Pulsar Yoke Development on Conventional Lathe ( Component Requirement). With special

expanding mandrel achieved run out of spigots in 50µ w.r.t ID.

• Process approved & appreciated by BAL Team & Production Starts.

• After change in design of Yoke, First CNC installed



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Our Products



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Group Revenue

Sales in Cr.Projected



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Customer View

• In-Consistency in Quality• Delivery failures• Repeated customer

complaints• Delay in Development

Management View

• Reduction in Production losses• Reduction in Cost loss• Achieve Zero Breakdown, Zero

Accident, Zero Defect• Low WIP Inventory• Development Lead Time

Reduction

Team View

• Only Fire fighting, Production & Dispatch any how?

• Reactive approach• Lack of discipline• No CFT working• System for Sustenance• Competent Frontline

Initial Challenges



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• Cell Level Ownership of Profit Centre

• Cross Functional Team Working

• Ensure Targeted Profit• Satisfied Customer

• Optimum Utilization of 4M1T Resources

• Basic Restoration• Reactive & Proactive

Improvements• Sustenance• Excellence

• Cell Concept• Unidirectional Material

Flow• Single Piece Flow• Pull System• Operation with

Reduced WIP• Online Control

Streamline Mfg. System

SMS

Total Productive Maint.

TPM Lean Mfg.Lea

n

Methodology



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• Cell Concept• Unidirectional Material Flow• Single Piece Flow• Pull System• Operation with Reduced WIP• Online Control

Streamline Mfg. System

SMS

Approach – Phase I

QQ

Final Inspection

Dispatch



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Approach – Phase I

HMSI Cell



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• Optimum Utilization of 4M1T Resources

• Basic Restoration• Reactive & Proactive

Improvements• Sustenance• Excellence

Total Productive Maint.

TPM

Approach – Phase II



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OEE Loss CapturingTPM Track System

Capturing Machine wise Losses

TPM Track System

Capturing 16 Loss Data

Loss Analysis

Identify Loss for Improvement

Countermeasure on Losses

Kaizen Idea

Horizontal Deployment



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OEE – HMSI Cell

BM (Nov-15)

Dec-15 Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Target50

55

60

65

70

75

80

85

90

95

100

90

80.480.7 81.3 82.7 83.6

85.83

OEE % (HMSI)

BM OEE Target



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Key Initiative for Zero PPM - Prevention of Customer ComplaintCustomer Complaint - Methodology

Study Product Drawing To identify CTQ Points

Inspection Agreement with Customer

To Know importance of:• Fitment• Functional• AestheticParameters & inspection frequency with checking method.

Prepare FinalInspection Check Sheet

Facilities at Final Inspection Stage

• Inspection Table• Gauges (in line with Customer) • Place for gauges • Lights with illumination level • Display Document• Reference samples OK / Not OK • Red lockable bin for not Ok• Monitor Records for arrested defect

Skilled Inspector

• Train Inspector with OJ T• Give Ownership• Monitor Performance as Zero

Customer Complaint• Contribute for Corrective action



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IHR Methodology

Defect Phenomenon Killed

Key Initiative for Zero PPM – Elimination of In-house Rejection

Make Kaizens & Pokayoke for arresting the defects at source

C Type Defect• Process not ok, (while initial setup)

corrective action taken. • Process become ok, jobs ok

Make Kaizens & Pokayoke for identified causes

Capture Defect Phenomena of the Process

Categorize defect into A, B & C Type Wise

Prepare QA Matrix to understand the generating point

Analyze by doing FTA Approach, identify 4M1T Condition

Make Sustenance plan for ensuring zero defect status with help of QM Matrix

Analyze by doing Why Why Analysis

A Type Defect• Process OK, in between not ok comes, • causes is known action taken process

becomes ok

B Type Defect• Process ok, suddenly not ok comes• Cause not known, no action taken yet

next job ok

IHR – HMSI Cell

Total De-fect

A Type B Type C Type0123456789 8

3 2 35

2 1 2

Mar. 15

Jun. 15 (Past)

Mar. 16 (Present)

020000400006000080000

100000120000140000160000

33378

145073

830 260

Suppled Qty. IHR PPM



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IPO - Methodology Control PlanVQS/CQA/FM/1

0/19-Aug-2014

1/1

Date(Rev.): -

Rev. No.: 0 Core Team:

Mod No.: E 06/07/2015

Supplier/Plant: Supplier code: CNM-0034 Cust. Name:

Operator Inspector Engineer MFG

QC/QASpecial

Char. Product /Process Evaluation Control Class Specification/ Measurement Method

Tolerance Technique

10 Receiving inspection ------//----- 1) Dent/Damage - Free from Dent & Damage Digital vernier caliper 5 nos. Each lot Inward inspetion

report

If parameter not in limit then inform to supplier & send back

the material1) Diameter-13.0 ±0.10 Snap gauge 100% 100%2) Length-9.90 - 0.3 Height gauge 1:50 1:503) Total Length-58.0 +1.0 DVC 100% 100%4) Diameter- 24.00 +0.2 Snap gauge/Mic 100% 100%5) Chamfer-1.0x10° ±0.3x±3° Profile projector 1:100 1:1006) OD Chamfer-0.5x45° ±0.2x±3° Profile projector 1:100 1:1007) Ra-2.5 Max Roughness tester Once in a shift Once in a shift8) Length-36.00 Min. DVC Once in a shift Once in a shift9) Length-0.5 +0.3 Height gauge 1:100 1:10010) Diameter-17..0 ±0.3 DVC 1:100 1:10011) Radius- 0.5 ±0.3 Radius Gauge 1:100 1:100

1) Length-25.80 +0.3 DVC 100% 100%

2) Outer Diameter-14.80 +0.050 Snap gauge 100% 100%

3) Outer Diameter-12.90 -0.060 Snap gauge 100% 100%

4) Length- 11.00 +0.5 Height gauge 1:50 1:50

5) Total Length-57.00 -0.5 Digital vernier caliper 100% 100%

6) Radius-0.5 ± 0.3 Radius Gauge 1:50 1:50

7) Ra-1.6 Max Roughness tester Once in a shift Once in a shift

8) Chamfer-0.5x45° ± 0.2 Profile projector 1:100 1:100

9) Radius- 2 ± 0.5 Profile projector 1:100 1:100

10) Chamfer-1x10° ±0.3x3° Profile projector 1:100 1:100

11) Diameter-13.50 ±0.1 Profile projector 1:100 1:100

12) Diameter-14.70 +0.05 Profile projector 1:100 1:100

13) Length-2.80 +0.3 Profile projector 1:100 1:100

14) Radius-1.50 ±0.5 Profile projector 1:100 1:100

15) Angle- 70° +4° Profile projector 1:100 1:100

16) Runout-0.1 Max V Block & Dial 1:100 1:100

17) Angle-20° ±2° Profile projector 1:200 1:200

1 Burr. Dent & Damage 1:200 Each 3 Hr

2 Rusty 1:200 Each 3 Hr

Packing Bins 1) Partion Bin -96 nos - 96 nos Bins Physical Count 100% 100% Packing Standard If not ok Reject the lot

Oiling Rustnil 2) Rustnil-214 - Rustnil oil dip Visual 100% 100% Oil Sta If not ok Reject the lot

60 Dispatch Vehicle Condition 1) Visual - Vehicle should not be open Visual 100% 100% Packing Standard If not ok Reject the lot

Note:- 1 Special characteristic to be denoted by this symbol.2 Wherever special characteristic are variable type & tool dominant control method to be

indicated as record of above variables in first piece & Last piece report before mould unloading for 5 Nos.3 For Variables type of special characteristic control method should be (X - R chart).4 Lay out Inspection - all dimensions specified in the drawing will be checked.5 In process Inspection is termed as stage product audit.6 Product Audit / Process Audit to be conduct as per plan.

Prepared By: Mr V.T.Gosavi Checked By: Mr. Kishor Dukare Approved By: Mr Shaikh

Manish Engg. Works Doc No

Manish Quality System Rev No/ Dt

Title: - Control Plan Page No

Prototype Pre-launch Production Key contact /Phone:9225306431

Control Plan Number: 01 Mr. M.D. Rawake, Mr. L.N. Shaikh, MrV.T. Gosavi, Mr. KSD

Manish Engineering Works Varroc Engineering Pvt. Ltd.( WP-5)

Customer Engineering Approval /Date (If Reqd.):Part No./Latest Change Level: 10231141 Supplier/Plant Approval/Date: Customer Quality Approval/Date (if Reqd.):

Part Name/Description: Counter Shaft Other Approval/ Date(if reqd): Other Approval/Date (If Reqd.):

Symbols For Person In charge

Part/Process Number

Process NameOperation

Description

Machine DeviceJig, ToolsFor Mfg.

Characteristic Methods

Responsibility Reaction Plan No. Product Process

Sample

Size Freq.

If parameter not in limit then inform to

supervisor. Put NC tag & segregate the lot

30 CNC M/C 2 nd set up

CNC M/c Tool holder-MTJNL X 2 , Insert-TNMG-

0.4/0.8

Jaw boring

↗, 0.010,

RPM, 3200,FEED 0.09 DPIR

If parameter not in limit then inform to

supervisor. Put NC tag & segregate the lot

20 CNC M/C 1 St Set Up

CNC M/cTool holder-MTJNL X 2.Insert-TNMG-

0.4/0.8

Jaw boring

↗, 0.010,

RPM, 3200,FEED 0.09 .DPIR

Approved By

Reject & seggregate the lot

REVISION STATUS

Visually

50

Revision No. Date Change

PDIR40 Final Inspection Visually Visually Component should be free

from dent, damage& rust

√

Sustenance of In-house Rejection

• To understand ‘I’ Dimensions• To identify CTQ PointsStudy Drawing

QM Matrix(Control Plan / IPO Doc.)

IPO Linkage toCheck Sheet

Follow Activities as per Control Plan / IPO • Work on Abnormalities

Monitor Result• If not OK• Revisit IPO Document• Revisit 4M1T Condition

• J H / PM / Tool Fix. Maint / Process Quality / Material Handling / SOP / Gauges Calibration

QA Matrix• Happen and May Happen Study : Defect Possibilities

Corr. Action on happen & May happen Defects

• Cause Side Action:- Kaizens- Pokayoke

• Insp. Side Action: - Q Alerts - Check Points / OPL- Process Parameter



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P

Q

Plant PQCDSM Result



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D

S

M

Plant PQCDSM Result



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Recognition by Varroc

CII Kaizen Competition - 2014

2014

IVKC - 2013

Achievements



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We have celebrated this moment with our employees

Recognition For Front Line



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Progress – Cell Formation

HMSI CellREML Cell Crank Pin Cell

BSC CellYoke Cell



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Challenges FY 2015-16

• Development lead time high

• High In-house Rejection

• Start up delay

• Product cost high

• High Investment in same category

To develop the Component:

• With minimum lead time

• To ensure product functions as well as to achieve:

“Ease of Quality assurance”

“Ease of Manufacturing”

“Achieve Vertical start-up during volume

production”

• To meet the anticipated needs of Users/ Customer

• Capacity enhancement by productivity improvement & by

addition of new machines

Background Aim



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No. Challenges Activity

1 Sustenance of In-House Rejection • Implementation of IPO With Daily Work Management

2 Minimum Development Lead Time • Implementation of MP Generation System & Used while NCDS

3 Fast Ramp up volume• Capacity enhancement by Production

per hour improvement with existing set up &

• By Addition of new machine

4 Elimination of Non value added activity• Small Automation• Multi - Gauging• Process upgradation

5 Manpower Retention• Empowerment of Frontline Team• Fatigue free Processes• Healthy Work Environment

Forecast Challenges FY 2016-17



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Future Approach – Phase III

DWM Approach:

Benefits:



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Thanks for Timely Support & Guidance by

Journey Continues…

dtj Team&Team