LIMITED
PSPD
ITC LIMITED - PSPD
Manufacturing Excellence
June 2010
PSPD
ITC LIMITED
Safety Pause
PSPD
ITC LIMITED
Content
• Background
• Introduction – TPM
• TPM Journey at ITC - PSPD
PSPD
ITC LIMITED
Through : Operational Excellence Through : WOW
(100000 Ha) 120000 tons recycling
PSPD
ITC LIMITED
PSPD embarked on the Process Excellence Journey based in early
2005 to leverage Processes to gain competitive edge in the marketplace
PSPD Operations
Quality
Low cost
Prompt
Delivery
Competitive
Edge
Process
Excellence
Engine
PSPD
ITC LIMITED
Introduction - TPM
PSPD
ITC LIMITED
Background
INTERNAL &
EXTERNAL
ENVIRONMENT
Customer Expectation
- Service & Quality
priority
Growth of Volume and
Demand
Numerous minor
stoppages and more
safety issues /
incidents
Complex and
continuous operations
across the plant
Area prone to
leakages, spillages,
dust and corrosion
Matching the Skills
with Technological
Upgradation
PSPD
ITC LIMITED
Strategic Directions …
PSPD
ITC LIMITED WHAT IS TPM?
• A well defined methodology to optimize resources &
improve performance
• A culture change - “never be satisfied”
• Involvement of All People
• Team-work and cross functionality
• Transparency and visibility
• Discipline and rigour
• Continuous improvement
• TPM is a system to organize practical, shop-floor
methods to Eliminate losses
In other words :
“INCREASE THE RELIABILITY OF THE PLANT & OPERATIONS”
PSPD
ITC LIMITED
What is TPM?
• TPM stands for Total Productive Maintenance.
• TPM has 5 basic objectives:
– Zero Breakdowns
– Zero Injuries
– Zero Defects
– Zero Changeovers
– Zero Waste
The focus of TPM is to involve everyone
and create ownership at all levels
TPM is NOT cleaning. The goal of TPM is to improve production while
simultaneously increasing employee morale and job satisfaction.
PSPD
ITC LIMITED
Total Productive Maintenance brings Cross Functional
Teams together to improve the performance of the Plant
• Total Productive Maintenance calls for people to take ownership of
the area they work in
– Cleaning and Maintaining Basic Conditions of the Area and Equipment
(Autonomous Maintenance)
– Taking Corrective & Preventive countermeasures
– Finally setting up an asset & process care system
• Total Productive Maintenance emphasizes the importance of
people in the plant for bringing about improvements
• Total Productive Maintenance promotes a manufacturing team, as
opposed to a production team, a maintenance team, a quality team,
etc.
• Total Productive Maintenance involves everyone
TPM will reduce costs and increase productivity & delivery
capabilities by involving everyone in a systematic process
PSPD
ITC LIMITED
TPM enhances the effectiveness of both Plant
Equipment & Human Resources
Transformation in human resources
Education & empowerment of employees such that…
• Operators can perform autonomous maintenance
• Maintenance can perform high quality maintenance
• Every one can focus on product & process
improvements
Transformation in plant equipment
• Efficiency improvement through Sweating of the
existing equipment
• Life cycle cost considered design of new
equipment
Benefits
• Reducing equipment
breakdowns
• Minimizing idling and minor
stops
• Lessening Quality defects /
claims
• Boosting productivity
• Shrinking inventory
• Cutting accidents
• Promoting employee
involvement / increased
suggestions from employees
PSPD
ITC LIMITED
Easy to
Measure
Low impact
on profit
Difficult to
MeasureHigh impact
on profit
Focus : Eliminate hidden losses in the plant
leading to Profit leaks
Finishing Losses
Machine speed loss
Sheeter Losses
Breaks
Energy Loss
Low Return on Capital Employed
Breakdowns
Losses due to improper planning
Machine Losses
Loss of Customer goodwill
Handling Losses
Repulping Losses
Labour
Materials
Overheads
StoppagesHigh Grammage Losses
Fibre LossesChemical Consumption
PSPD
ITC LIMITED
Each ZoneEntire Plant
The Daily Management system for plant operations adopts a cross-
functional team approach to resolve routine problems
PULP MILL
FH
SRP
GODOWNPAPER
MACHINE
UTILITY
JH-3
JH-1 JH-2
JH-4
Daily Management Teams Jishu Hozen Teams
ProductionQuality
Maintenance
ElectricianOperator
Fitter
SERVICES
(Cross functional managerial teams)(Cross functional employee teams)
PSPD
ITC LIMITED
The process based improvement structure frees the time of senior
managers and engages everyone in the improvement agenda.
Daily
Management
Teams (DMT)
Service Daily Management
Teams (SDMT)
Jishu Hozen Teams (JH Teams)
Pillar Teams
Improve Service Level
Reduce Fixed Expenses
Plant Steering Board (PSB) - Unit Head, Manufacturing
Head, Champions, Plant Facilitators
Strategy & Operations Planning & Review
Continuous
Improvement in
Routine
Management
Focused Improvement
Projects
Pillar Roadmaps
Care of machinery and unit processes & operation
PSPD
ITC LIMITED
Pillar teams bring in best practices and systems in different
functional areas across the plant
5 S, Visual Workplace
Jis
hu
Ho
ze
n
Pla
nn
ed
Ma
inte
na
nce
Ko
be
tsu
Ka
ize
n
Self Assessment & Audits, R&R mechanism
Productivity, Quality, Cost, Delivery, Safety, Morale
Off
ice
TP
M
Ed
uca
tio
n a
nd
Tra
inin
g
Qu
ali
ty M
an
ag
em
en
t
En
vir
on
me
nt,
Hea
lth
an
d S
afe
ty
Ea
rly M
an
ag
em
en
t
Pillar Teams for Focussed Improvement
Daily Management Teams & Jishu Hozen Teams (Operator Level) for Routine Management
PSPD
ITC LIMITED
INTERNAL
CHALLENGES
Leakages
Spillages
Minor Stoppages
Contamination
Skill Level
Knowledge Update
Technology
Multi skill
Training needs
New product
New equipment
Issues
Stabilization
Breakdowns
Chronic Failures
More downtime
Cost of maintenance
Rejections
Recycle
Defective Products
Customer Complaints
Safety issues
Health & Hygiene
Working Environment
Dust, Noise, Smell
and lighting issues
Accidents, Incidents
Timely Delivery
System retrieval
Procurement
Stores,
Godown issues
Inventory
Response time
Various Losses
Less Production
Cost increase
Jishu Hozen
To attain
equipment basic
condition and
bring a culture of
ownership
Education &
Training
To develop
equipment
competent
personnel
Early Management
To improve life
cycle and develop
maintenance free
equipment
Planned
Maintenance
To improve
equipment life
cycle and
improvement in
maintenance
system
Quality
Maintenance
To establish
equipment and
process
conditions to
avoid quality
defects
Safety Health & Environment
To develop and establish an
environment that results zero
accident & least pollution
Office
Improvement
To improve office
efficiency and
eliminate all
wastages & losses
Kobetsu Kaizen
To eliminate all
losses and to
improve Overall
Equipment
Efficiency (OEE) &
profitability
Each Pillar team addresses the internal challenges faced
by the organization
PSPD
ITC LIMITED
TPM Journey at ITC - PSPD
PSPD
ITC LIMITED TPM Journey
TPM
Journey
with ECS
Launch of Service JH teams
First JH
Level 2
team
First JH
Level 1
team
All Pillars
crossed
Level 1
journey
Expansion
of JH to All
Areas
TPM
Journey
with JIPM
Model
Machines
Deployment
and Kick-Off
Ceremony
First DMT
Level 1
team
100% JH teams
achieve Level 1
in Mfg. areas
100 %
Teams at
Level 1 & 70
% in Level 2
PSPD
ITC LIMITED
UNIT STREEING BOARD
TPM
SECRETARIAT
ECS
CONSULTANTS
8 Pillars (in each SBU)…
1. Jishu Hozen
2. Kobetsu Kaizen
3. Planned Maintenance
4. Quality Maintenance
5. Early Management
6. Education & Training
7. Office Improvement
8. EHSSBU 1 SBU 2 Services & Others
Manufacturing Areas Office Areas
JH Teams : 85 JH Teams : 22
DMTs : 3Pulp Mill
Recovery
Utility
DMTs : 11PM 1
PM 23
FH 123
PM 4
FH 4
NSFT
PM 5
FH 5
PM 6
FH 6
PG
DMTs : 3TS - QISD
TS - C Lab
Workshops
DMTs : 8Raw Materials
Materials
HR
Admin
IS
Plantation
Finance
Engg. Offices
TPM ORGANISATION STRUCTURE
25
TOTAL DMTs(Daily Management Team)
107
TOTAL JH TEAMS(Jishu Hozen Team)
PSPD
ITC LIMITED
Linkage between DMTs and Pillar Teams: Each member in the DMT
plays the role of an DMT member and is also a Pillar representative
Kobetsu
Kaizen
Planned
Maintenance
Quality
Management
Jishu
Hozen
Environment,
Health &
Safety
Education &
Training
Early
Management
DMT No 1 Members Members Members Members Members Members Members
DMT No 2 Members Members Members Members Members Members Members
DMT No 3 Members Members Members Members Members Members Members
DMT No 4 Members Members Members Members Members Members Members
DMT No 5 Members Members Members Members Members Members Members
Pillar teams improve systems using subject expertise and
identify „world class‟ best practice solution for all DMTs
Process Based, Daily Management Teams (DMTs) improve KPI within their
areas of influence
Subject specific „Pillar teams‟ are interwoven with the DMTs
PSPD
ITC LIMITED
Roles of each team
Jishu Hozen Teams
- Meets Daily at Gemba (Shop Floor)
• Initial meeting for 5-10 min discussing yesterday’s problems and
analysis using Why-Why/fishbone, safety talk
• Performing CLTI activity scheduled for the day
• Identification and elimination of abnormalities
• Perform Self audit checks to improve JH Scores
The teams meet on a predefined frequency to solve problems and
to bring in improvements
PSPD
ITC LIMITED
The teams meet on a predefined frequency to solve problems
and to bring in improvements
Daily Management Teams (DMTs):-
Daily
1. Meeting daily for 45 mins to discuss that
day’s problems/creating plan for eliminating
abnormalities in their own area and
updating trends of KPIs on the board
2. Solving problems in their area with tools
like 5-Why, Fish Bone diagram and Single
Point Lessons
3. Acting on Pillar roadmaps in each DMT
meeting to ensure progress (One pillar a
day)
4. Performing selfaudits of their own area
with DMT standards
Pillar Teams :-Once in a week
1. Meeting once in a week/fortnight with all
the respective members from all DMTs
2. Preparation of roadmap for the pillar
3. Arriving at working methodology for
roadmap points and ensure implementation
of the same in each DMT.
4. Identifying Best Practices in that domain
and sharing it to DMTs during pillar meeting
5. Review Progress against roadmap
PSPD
ITC LIMITED
This improvement journey is divided in to 4 notches of Excellence
Level 4:
Achieve Best in Class
Everyone Involved
JHs doing CLTI
Introduce Daily Management
Define Standards for basic
conditions & improve
Define & improve on Key
Performance Metrics for Customers
& Shareholders
Level 1:
(Introduction)
Level 3:
(Build Capability)
Level 2:
(Refine & Standardise)
Level 1 Level 2
Level 4
Achieve Optimum Conditions and
benchmarks with reduced effort
Achieve 4-6 σ levels for significant
periods
Practice full Self Management
Achieve Rapid Customer
Response Capability
Practice Corporate Sustainability
consistently
Define & Achieve Optimum Conditions
Practice Lean Management
Reduce variability and improve
predictability
Synchronise Supplies
Practice Maintenance Prevention
Achieve Flawless New Product
Introduction
Operate through Process Based Self
Managed Teams
Improve Competencies
Develop Sustainability Roadmap
Identify Best Practices to do
things
Make adherence to standards
Easy to Do
Define Pillar Roadmaps for
Excellence
Identify variability drivers and
develop action plans
Committed to Excellence
Recognized for Excellence
Level 3
Advanced
Levels
Basic Levels
PSPD
ITC LIMITED
JH Level 1-80% marks
JH Level 2
-80% marks
DMT
Level 1 60% marks
DMT
Level 1 80% marks
Level 2 60% marks
DMT
Level 2 80% marks
Level 3 60% marks
DMT
Level 3 80% marks
Level 4 60% marks
JH Level 3-80% Marks
Shop Floor evidence: Workplace & Equipment / Process conditions. Applicable to JH Zones
TPM Process Audit : State of Maturity of Work processes. Applicable to DMTs
Level-1 : Maintain basic
conditions for process &
equipment
Level2: - Initiation of Work
Standardization, Contamination
elimination
Level-3: Complete
standardisation and move
towards Zero Loss
Set up Robust Daily / Routine Management Refine Best Practices
Audit Sequence for TPM
PSPD
ITC LIMITED Linkage of Operational Excellence Levels to Financial
Benefits
• Everyone Involved
• JHs doing CLTI
• Daily Management
introduced
• Tentative
standards for Basic
Conditions defined
• Improvement
Trends visible on
KPIs
• Key Pillars
launched
• Low hanging fruits
• Identify Best Practices
to do things
• Adherence to standards
is Easy
• Pillar Roadmaps for
Excellence are defined
• Identify variability
drivers for critical
KPOVs and develop
action plans
• Product & process
quality reliability
• Significant tangible
results
As-Is
With
TPM
1.5 – 2%
3.5-4%
8 – 10%
• Define & Achieve
Optimum Conditions
• Practice Lean
Management
• Synchronize Supplies
• Practice Maintenance
Prevention
• Operate through Process
Based Self Managed
Teams
• Build Distinctive
Competencies
• Develop Sustainability
Roadmap
• Key corporate functions
involved
• Multiple results-
customer, employee
Level4-Become World
Class & a Benchmark
Level1-Build
Basic Stability
Cu
mu
lati
ve A
nn
uali
sed
Ben
efit
s as
a %
of
Tu
rnover
Level2-Refine &
Standardize
Level3- Build
Distinctive Capability
Committed to Excellence Recognized for Excellence
Point of No
Return
PSPD
ITC LIMITED
Improvements …
PSPD
ITC LIMITED Ownership : My Machine Concept …
PSPD
ITC LIMITED
Mass TPM Activity …
PSPD
ITC LIMITED People Involvement – Training being given by operators
PSPD
ITC LIMITED
People Involvement – Working through different teams
Employee sharing achievements
with the top management
An employee level JH team sharing
its way of working with visitors
Internal Campaign: A Mass TPM
Session underway
Employee taking up a training
session
A cross functional DMT discussing
issues and finding solutions through
root cause analysis
A Proud team on achieving the JH
Level # 2 certification
PSPD
ITC LIMITED
Training of Employees & Managers being planned by 6
month calendar & tracked through Skill Matrix
Y / N
S No Topic FacultyDuration
(Hrs)
Is Material
ready?Session 1 Session 2 Session 3 Session 4
37 Risk Assesment knv kishore 2 N 04-May Mon 05-May Tue 07-May Thu 09-May Sat
40 Fire inspection in methonal area shaik 2 Y 04-May Mon 08-May Fri
41 Chemistry behind clo2 preparation sivaram krishna 2 N 11-May Mon 12-May Tue 14-May Thu 16-May Sat
35 Types of valves and flow meters S.N.Deva 1 Y 11-May Mon 12-May Tue 14-May Thu 16-May Sat
42 DCS operation fundamentals sanjay 2 Y 18-May Mon 19-May Tue 21-May Thu 23-May Sat
44 Disc chipper were plate replacement(sop) sathpathi 1 N 25-May Mon 26-May Tue 28-May Thu 30-May Sat
29 Bearing Assembly msn 2 N 25-May Mon 26-May Tue 28-May Thu 30-May Sat
46 standard work sheet Dvm naiudu 1 Y 04-May Mon 05-May Tue 07-May Thu 09-May Sat
47 Acid unloading(sop) Jhleader 0.5 Y 18-May Mon 19-May Tue 21-May Thu 23-May Sat
39 Voltas chiller PLC mohiddin 2 N 18-May Mon 19-May Tue 21-May Thu 23-May Sat
30 All about OSHAS,ISO9000,14000,18000 naveen 2 N 11-May Mon 12-May Tue 14-May Thu 16-May Sat
48 Chipper PLC nagrjuna 2 N 01-June Mon 02-June Tue 04-June Thu 06-June Sat
49 Roles and responsibilty of emergency team shaik 2 Y 01-Jun Mon 05-Jun Fri
5 Chipping krk/jaipal 2 Y 08-June Mon 09-June Tue 11-June Thu 13-June Sat
51 Types of level , temperature,pressure transmitters sai kalyan 2 N 15-June Mon 16-June Tue 18-June Thu 20-June Sat
52 Liquor filter wire cloth replacement Kalyan 2 N 22-June Mon 23-June Tue 25-June Thu 27-June Sat
53 Condition assesment of equipment srirama raju 2 N 01-June Mon 02-June Tue 04-June Thu 06-June Sat
54 rechipper jam cleaning jaipal 0.5 Y 22-June Mon 23-June Tue 25-June Thu 27-June Sat
16 Lubrication fundamentals Rama raju 2 y 22-June Mon 23-June Tue 25-June Thu 27-June Sat
36 Training on fits and tolerance. Ravi-mech 2 N 08-June Mon 09-June Tue 11-June Thu 13-June Sat
Date (Enter in mm/dd/yy format)
MAY
JUNE
Have been shown the procedure and explained
Have demonstrated back / understood
Practicing regularly
Confirmed = Can train others = Expert
PSPD
ITC LIMITED
Provision of Air pipe to avoid
folding of sheets
Visual control to indicate direction of
rotation
Workplace Improvement …
Separating Old and New knife
to avoid rough cutting
Marking on machine for perfect head
adjustment
PSPD
ITC LIMITED
Workplace Improvement – Materials DMT
• Handling of Shafts used to
be unsafe and time taking
because of improper
storage on the floor/stands
and retrieval used to take
more time.
• Improved storage by
fabricating one more rack
and re-arrangement
resulted into safe storage
and easy retrieval.
Before After
PSPD
ITC LIMITED
Workplace Improvement – Materials DMT
• Hard to access and retrieval
of Metallic joint sheets and
packing tapes due to
Improper storage.
• Improved storage by re-
arrangement of Metallic
Joint sheets and tapes
resulted into easy retrieval.
Before After
PSPD
ITC LIMITED
* SOPs
* DO‟s and Don‟ts
Visual Controls on SOPs and Do’s-Don’ts
PSPD
ITC LIMITED
Kaizen on Safety at Reel packing
• Chances of Finger trapping between Discs and the reel is very high.
• To avoid this two paper tails attached to every side disc.
• As shown in picture
Before
Picture
After
Picture
Before After
PSPD
ITC LIMITED
Kaizen in Paper Machine
• In predryer section DC motors
getting heated up and failure was
more due to high ambient
temperature (55°C).
• Suggestion given by Mr. K.
Ramamurthy P.No. 1069
• Provided extended ducts to motor
blowers for better cooling .
• Planning to provide upto 8th group
DC motor’s.
• With this modification DC motor
failures due to high ambient
temperature was eliminated
resulted in saving of Rs. 50
Lacs/annum
Before
Picture
After
Picture
PSPD
ITC LIMITED
Kaizen in Paper Machine
• FL Headbox side doors
opening job was difficult
• Due to spillage from wire
shower the floor is getting wet
and slippery. Lot of time was
required to complete the job
• Provided with a platform support and extended more to avoid the fouling of side door.
• Time requirement for completing the task has reduced from 4-5 Hrs to 1.-1.5 Hrs
• Total cost benefit = 90 Lac /Annum
Before After
PSPD
ITC LIMITED
ITC Limited - PSPD, UNIT: BHADRACHALAM Activity Pillar KK JH QM E&T PM EHS
KAIZEN SHEET Benefit Area P Q C D S M
Problem/Present Status: Countermeasure : Target
Kaizen start
Kaizen Finish
Team
Analysis: Results: Benefits:
Idea
Liquor loss due to gland leakages = 100 ltrs
Loss of alkali = 10*0.09 =0.9 MT
Loss of gland packings = Rs.5000
Cost of alkali per MT = Rs 5000*0.9=4500
Total Savings = Rs 9500
Savings Per year = 9500*20 = Rs 190000
(why - why analysis)
Sr No M/c / Area Target date Responsibility Status
Feed PPs gland leaking frequently even after changing the
Gland packing
Team Name & Number: Causticizing Team -12101 Equipment: CD filter Feed Pumps Kaizen Serial Number:
Kaizen Theme: To reduce frequent gland leaks and
arresting Source of contamination
Idea: Arranging Gland packing before Lantron ring
28/12/2009
25/12/2009
30/12/2009
arrested
PBU Head (Signature)
Team Leader (Signature)
DMT Leader (Signature)
Scope & Plan for horizontal deployment Kaizen completed & Benefit achieved
Arranging gland packing before Lantron ring
Gland leakages reduced and Source of contamination
GEORGE SAMBASIVARAO K.SANTOSH
1.9 Lakhs
PSPD
ITC LIMITED
ITC Limited - PSPD, UNIT: BHADRACHALAM Activity Pillar KK JH QM E&T PM EHS
KAIZEN SHEET Benefit Area P Q C D S M
Problem/Present Status: Countermeasure : Target
Kaizen start
Kaizen Finish
Team
Analysis: Results: Benefits:
Every month down time reduced by Approx. 10 Hrs.
Sr No M/c / Area Target date Responsibility Status
PBU Head (Signature)
PBU Head (Signature)
Madhu
Akbar
Without effecting the reel wrapping production, removing the
reels with this collecting stationPreviously if there is any problem in uppender and pallet
picker,Reel wrapping machine stopped. If a collecting
station will be provided, we can remove the reels from that
collection station with the help of clamper without
inturuption the Reel wrapping
Scope & Plan for horizontal deployment Kaizen completed & Benefit achieved
4/30/2009
4/20/2009
4/26/2009
Sanyasi Sahu
Sambasiva Rao
Team Name & Number: FH6 Reel Wrapping Machine
13605
Equipment: AHI Reel Wrapping Kaizen Serial Number: RP 02
Kaizen Theme: Reduction of Downtime due to uppender
and pallet picker
Idea: Macking a collection station before uppender
PSPD
ITC LIMITED
A PRESS A PRESS
O3 DIL SCREW
O3 REACTOR
HOT WATER
80-90 M3/Hr
HOT WATER
55-60 M3/Hr
Do BACK WATER
25-30 M3/Hr
USAGE OF Do BACKWATER IN OZONE STAGE
BENEFITS
• REDUCED HOT WATER CONSUMPTION BY 700 m3/DAY
• REDUCED STEAM CONSUMPTION TO MAKE HOT WATER
• REDUCED LOAD ON EFFLUENT (FLOW & TEMPERATURE)
O3 REACTOR
O3 DIL SCREW
PSPD
ITC LIMITED
86 Lakhs
PSPD
ITC LIMITED
72 Lakhs
PSPD
ITC LIMITED
22 Lakhs
PSPD
ITC LIMITED
8 Manpower saved
PSPD
ITC LIMITED
14 Lakhs
PSPD
ITC LIMITED
Benefits from TPM …
PSPD
ITC LIMITED
Achievements …
• JH Pillar
• 80 (out of 85) Manufacturing JH teams have achieved Level 1
status and 57 amongst them have achieved Level 2 status
• 20 (out of 22) Service JH teams have achieved Level 1 status
and 1 amongst them is in Level 2 status
• 11 DMTs have achieved the Level 1 status (out of 25)
• 2400+ Kaizens have been conceived by the JH teams
PSPD
ITC LIMITEDJH Status Graph – Level 2
JH LEVEL 1&2 STATUS (Total Teams 107) as on Today
1 1 1 13 3 3 3 4
7
15
24
32
40 40
4447
49 50
55
60 6163
65
70
74 7577
82 83 8486
8890
9294
98100
1 1 2 3 4 4 4 4 4 4 57
9
13 1417
20
26
36
40 41
4548
53
61
7174
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
105
110N
ov-0
6
Dec-0
6
Jan-0
7
Feb-0
7
Mar-
07
Apr-
07
May-0
7
Jun-0
7
Jul-07
Aug-0
7
Sep-0
7
Oct-
07
Nov-0
7
Dec-0
7
Jan-0
8
Feb-0
8
Mar-
08
Apr-
08
May-0
8
Jun-0
8
Jul-08
Aug-0
8
Sep-0
8
Oct-
08
Nov-0
8
Dec-0
8
Jan-0
9
Feb-0
9
Mar-
09
Apr-
09
May-0
9
Jun-0
9
Jul-09
Aug-0
9
Sep-0
9
Oct-
09
Nov-0
9
Dec-0
9
Jan-1
0
Feb-1
0
Mar-
10
Apr-
10
May-1
0
Jun-1
0
No
. o
f T
ea
ms
Level 1 Level 2
PSPD
ITC LIMITED
Achievements …
• PM Pillar
• 1600 (45%) critical sub-equipments have been
brought back to ideal state (out of total 14700 total
equipments, 3560 are critical)
PSPD
ITC LIMITED
• QM pillar:
• Out of 204 identified sub-processes, 52 critical sub-
process have been made as “Defect Free”
Achievements …
PSPD
ITC LIMITED
• E&T Pillar
• Around 9800+ hours of training completed (includes only
training provided by respective DMTs) during last year
• This is about 7.3 hrs / employee / year where as we target at 12
hrs / employee this year
• Each JH team has a live training matrix for each member and a
6 month rolling training calendar
• 1900+ OPLs have been generated by the JH teams which are
being used as the training tool. Trainers have been developed
for 820 OPLs (among employees)
• 61000 abnormalities have been identified and 84 % of them
have been addressed / rectified
Achievements …
PSPD
ITC LIMITED
Thank You
The journey continues …