Maruti

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


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



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


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


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




3.SPACE SAVING


5.WEIGHT REDUCTION

6.ENERGY SAVING

7.YIELD


9.WASTE REDUCTION


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




3.SPACE SAVING


5.WEIGHT REDUCTION

6.ENERGY SAVING

7.YIELD


9.WASTE REDUCTION


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


RBO 65 1.083 157 170.083 0

0 0 0

TOTAL 0 510.083 0

RBMC 75 1.25 50 62.5 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


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


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


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


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


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


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


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


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


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


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

Date post:	20-Jan-2015
Category:	Documents
Upload:	steel-authority-of-india-ltd
View:	6,943 times
Download:	9 times

Maruti

Documents