Post on 31-Aug-2014
transcript
TPM as organizational motivator bby
P. KaniappanWhole Time DirectorWABCO-TVS ( INDIA ) LTD.WABCO TVS ( INDIA ) LTD.
Company profileCompany profile
Pl t & d tPlants & products
Customers
ABOUT TVS
• Established in 1911
• Vehicle dealership and parts distribution
• Passenger Bus and Freight Service
• Early innovators in operations and maintenanceTV Sundram Iyengar
• TVS : Trust, Value, Service
History of TVS
WABCO-TVS (INDIA) LIMITED( )Sundaram – Clayton Limited was established in 1962 as a joint venture
with Clayton Dewandre UK ( Now WABCO Vehicle Control Systems)
• The Brakes Division of Sundaram-Clayton Limited has now become a separate company WABCO TVS (INDIA) Limited On 3rd Jun’09separate company, WABCO-TVS (INDIA) Limited. On 3rd Jun 09 WABCO raised its ownership position to 75% equity investment and balance to public
• WABCO-TVS has three manufacturing sites (located at Chennai, Jamshedpur and Mahindra City)Jamshedpur and Mahindra City)
… over 40 years of service to the Indian automotive industry
WABCO-TVS PLANTSLocation map
Ambattur (1058 employees) ● Catering to the requirements
Location map
of Domestic market
Jamshedpur (108 employees)● Catering to the requirements
of Tata Motorsof Tata Motors
Mahindra World City (170 employees)(170 employees)
● Catering to the requirements of WABCO
Multi-plant operations
Ambattur plant Products
Complete system solution provider
Mahindra World City plant
Crankshaft
Crankcase Brake chamber
Vacuum pump bodyNumber of employees : 170
Production from MWC plant commenced from Jan’08
Jamshedpur plant
Sales from Jamshedpur plant commenced on Oct’07
OEM - CUSTOMERS
T t l E l I l tTotal Employee Involvement
Suggestions and QC participationMotivation Results – TEIResults TEI
Appreciation in company news letter Appreciation for more number of
Total employee involvement
for Best suggestion of the month suggestions by WTD
Appreciation in the gate meeting by WTD for best QCCby WTD for best QCC
Published in company news letterletter.
Presentation by operators about JH activities in his cell
Presentation by team leader on JH activities in his cell
Appreciation to Operator by miharasan for Best JH activities in his cell.
Appreciation to team leader by Miharasan for best JH activities in his cell
Rambo QC circle won 1st
prize in ACMA state levelprize in ACMA state level competition
Narmadha QC circle won parNarmadha QC circle won par excellence award from QCFI regional level competition
100
Suggestion Participation %
100
CFT/SIT Participation %
100
60
80
100
ntag
e
100
60
80
100
ntag
e
20
40
60
Perc
e
20
40
60
Perc
e
QCC participation %
20'01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09
20'01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09
100
80
100
age
40
60
Perc
enta
20'01-02 '02-03 '03-04 '04-05 '05-06 '06-07 '07-08 '08-09
5S k P ti5S work Practices
See through layout & Visual factory Motivation Pre fixed locations – shop floor 5 S – Office area5 S Office area My Line / My Machine
See through Layout & Visual factory5S work practices
Dedicated containers - easy for identification and trace ability
Pre fixed location – Contd….
Pre fixed location – Office area My Area
Red Tag tree Fixed point photo Pre – fixed location
Inside the drawer
MY LINE
MY LINE CONCEPT -
Every cell / line owned by team leadersy
MY MACHINE
MY MACHINE CONCEPT -
Machines owned by operators
C t D l tCompetency Development
Team leader – An Example Operator - An Example Kaizen done by operatorKaizen done by operator Motivation
Team leader competency development
Team leaders are the first level supervisors, above the operators.
Their competency improvement is important to sustain the benefits of TPM.
Team leader competency development - Continued
Technical skills and soft skills training planned through external agenciesTechnical skills training on Hydraulics, Pneumatics, Drives have been planned through CVAT
80T1 T1
Pre test scores
20
40
60
80T2
T3T9
T10
406080
100T2
T3T9
T10
0
20 T3
T4T8
T9
020
T4T8
T5
T6
T7 T5
T6
T7Post test scores
Comparison of pre and post training evaluation scores of Hydraulics and Pneumatics training programme at CVAT
Hydraulics Pneumatics
Additional competencies to take up next higher role Job rotation to Machine shopAdditional competencies to take up next higher role – Job rotation to Machine shop, Assembly shop, Maintenance, Quality assurance
125
150 Elemental Mapping 82
100
82 80
6378
50
75
100
82 80 78
50
75
Tim
e in
sec
s
6356
12 17 2012
0
25
Opn 020 -Face,
Groove,Bore &
Chamfer
Opn 030 -Face,
Groove,Bore &
Chamfer
Opn 040 -Drill,
Spotface,Chamfer &
Tap
Opn 050 -Drill,
Spotface,Chamfer &
Tap
Opn060 -Tap 4 Holes
Opn 080 -Drill & Tap
2 Holes
Opn 090 -Washing
AirCleaning
Manualwork 0
25
Opn No 020 Opn No 030 Manual workcontent
MethodologyGrasp the present status
Identify the NVA Elemental mapping
Methodology
Manual NVA Machine NVA
Brainstorm and find out NVA reduction in the bottleneck
Elemental mapping
Manual work reduction kaizens machine
Fabricate and install the kaizens Tooling improvements
Check for results and implement
Training and standardization
Tryout
Check and measure
Implement
Standardize P
DC
A
Company apprentice training process
Company apprentice is the future operator of the company
Their competency improvement isTheir competency improvement is focused to achieve zero defect, zero loss and zero scrap and waste
Kaizen Theme : Easy to Clean Kaizen Idea :Provide Localized guardKAIZEN Done by OperatorKAIZEN Done by Operator
Before After Benefits Dept : Valve 2Machine :08 87 05
Cleaning time is reduced from 5mins to 1mins
Difficult to Clean the Fixture Easy to clean the Fixture
1minscleaning time
5
4
5
11
2
3
time
in m
ins
Coolant & burr not splashes around the fixture
Coolant & burr splashes around the Fixture
0
B efo re A fter
Kaizen Theme : Easy to Clean Kaizen Idea :Provide Localized guard
KAIZEN Done by OperatorKAIZEN Done by Operator
Before After Benefits
Dept : Valve 2Machine : 085819
Cleaning time is reduced from 5 min to 1 min
Difficult to Clean the FixtureCoolant & burr splashes around the Fixture
Easy to clean the Fixture Coolant & burr splashes Avoided
Cleaning time
5
46
n m
ins
1
02
Before After
Tim
e in
Appreciation for Operator
Appreciation for OperatorAppreciation for Operator
Appreciation for Operator
Appreciation by WTD in gate meeting
Operator receives a prize for best kaizen activity in his cell
Appreciation for Operator
Best suggestion award winning operator , explains his suggestion detail in the monthly gate meeting
M d l ll ti itiModel cell activities
JH Step 0 , 1 , 2 & 3 Model cell – Results
Step 0 -Awareness Program
To start Jishu Hozen an awareness program was conducted in classroom forall circle members to explain,
The need of Jishu hozen activity cleaning,lubrication and inspection toestablish the Basic condition of the Machines.
The safety points to be followed in connection with initial cleaning.
Machine through cleaning by operators
RED FUGAI
STEP – 1 - Initial Cleaning and Abnormality findings
717075
RED FUGAI
WHITE FUGAIFugai tags per Employee CUM FUGAI
59
35
60 58
51
455055606570
gai s
CUM. FUGAI
24
35
252835
32322628
36
26
37
202530354045
Nos
of F
ug
926
05
101520
Sath
yara
jRaje
ndra
n
Rajkum
arNar
esh bab
u
Rajkum
arAntho
ny ra
j
N
Employees
Kaizen Theme : Source of Contamination Kaizen Idea : Multiple Filtration
Before After Benefits Coolant tank contaminationEliminated.Cleaning time of 30 mins /
shift eliminated
Coolant Tank Contaminated with Burr / Chips
Provide Multiple Filtration Coolant tank
shift eliminatedConveyor motor power saving
Rs. 1200 / month.Coolant Consumption
reduced by 10 Lts/ Monthreduced by 10 Lts/ Month
Scope for HorizontalDeployment : 47
Completed : 6Coolant Tank Contamination with Burr Multiple Coolant Filtration
Kaizen Theme : Wet to dry Kaizen Idea : Localised Cover
Before After Benefits
1. Reduce cleaning timefrom 15 minutes to 2 Minutes2 No spillage of burr and
Coolant splash during machining on the floor
Provided localised cover to avoid coolant splash 2. No spillage of burr and
coolant on the floor3. Better house keeping
machining on the floor to avoid coolant splashduring machining
Scope for HorizontalDeployment :
SPM machines wherevermanual door is there
Coolant Spillage Localised Cover
Step 3 - CLIA Check SheetC – Cleaning / L – Lubrication / I – Inspection / A – Adjustment g p j
OLE trend
8587
90
100 35%
EN
TAG
E
72
78
82
70
80
IN P
ER
CE
6006-07 07-08 08-09 09 Q1 09 Q2
8000 Process rejections
57025300
6000
2696
2000
4000 96%
800250
005-06 06-07 07-08 08-09 09 Q1 09 Q2
Awards & Recognitions
AWARDS AND RECOGNITIONS 1998 Deming Application Prize
First Indian company to win the coveted Deming prize
2002 Japan Quality Medal
First Indian company and Second company outsideFirst Indian company and Second company outside
Japan to win the Japan Quality Medal
2002 ACMA award for technology
2003 ACMA Gold trophy for “Manufacturing excellence”
AWARDS AND RECOGNITIONS 2004 Tata Cummins certificate for “Commendable efforts in Value
Engineering and Cost Reduction”
2005 Frost & Sullivan, India manufacturing excellence Overall Gold award
2006 Eicher Motors certificate for “Value Engineering Support, Vendor Managed Inventory and State-of-the-art Design and TestingManaged Inventory and State-of-the-art Design and Testing Facilities”
2007 Tata Cummins certificate for “Excellent Support in New Product Introduction” and “Best Cost Reduction”
AWARDS AND RECOGNITIONS 2007 Frost & Sullivan, India manufacturing excellence Super
Platinum award
2007 JIPM – TPM Category 1 award
2008 TATA Motors certified for “Consistently maintaining Zero PPM over three years”Co s ste t y a ta g e o o e t ee yea s
2008 VOLVO Eicher Commercial Vehicles Vendor Meet – 2008 –“Best Quality Vendor”
AWARDS AND RECOGNITIONS 2008 TATA Motors Vendor Meet – 2008
– “Excellence in Quality”
2008 TATA Motors Vendor Meet – 20082008 TATA Motors Vendor Meet – 2008 – “Recognition of enduring relationship”
2009 ACMA Gold Trophy for “Manufacturing Excellence”
AWARDS AND RECOGNITIONS
2007 Frost & Sullivan, India manufacturing excellence Super Platinum award
2007 JIPM – TPM Category 1 award
2008 TATA M t tifi d f2008 TATA Motors certified for “Consistently maintaining Zero PPM over three years”
• 2004: TATA Cummins certificate for “Commendable efforts in Value Engineering and Cost Reduction”
• 2006: Eicher Motors certificate for “Value Engineering Support, Vendor Managed Inventory and State of the Art Design and
“Over the past several years, the management and workforce at the WABCO-TVS factory in Chennai have successfully implemented lean production Vendor Managed Inventory and State-of-the-Art Design and
Testing Facilities”
• 2008: TATA Motors, Jamshedpur : Award for Excellent Quality –Zero PPM for 3 successive years
• 2008: Eicher Motors Award for Best Overall Performance
y p pmethods while demonstrating the necessary leadership behavior to become as good as any manufacturing operation outside of Toyota City” saidoperation outside of Toyota City said Dr. Womack. “The factory team in Chennai has done a brilliant job of gathering lean knowledge and then incorporating it into their manufacturing system from policy deployment to logistics, making an impressive achievement.”
James P. Womack, Chairman and Founder, Lean Enterprise Institute
- 2008