Prepared By: Paras Agarwal

Summer Intern,

DoMS IIT Madras

Project Mentors: Mr. G Rajendran

Mr. Rahul Yadav

Titan Company Ltd.

1

Incoming

Load

from

Factory

Metal

Setting S1

Mould

Setting S5

Hand

Work S4

Benchworking

Benchworking

Benchworking Prepolishing Stone Setting Final Polishing

Waxing

Bezel Channel Pave Pressure Prong

Quality Control Rhodium

Polishing

Soap

Cleaning

Steam

Cleaning

Gluing

Third

Party

Casting

Final Polishing

Prepolishing Stone Setting Final Polishing

Bangle

2

Shop floor workers

• Better Communication

• Standard Operating procedures

• Clarity about the color priority logic

Supervisor & KP owner

• Real time info about the process

• Easy Identification of source of problem

• Low dependency on physical availability of Supervisor

• Output should be maintained while following color priority

Titan Management

• Accurate info about the process

• High Quality output

• Color priority based output

• Skill level improvement of KP

Situational User • Quick understanding of the process

• Clear mapping to find a particular person/ workstation

3

al Mgmt : Customer Identification and Need Analysis

Production according to color (TOC)

priority

Process flow & WIP synchronized with

skill set of employees.

Increasing overall Output rate in terms of

(increased capacity, increased efficiency)

Faster Delivery (Reduction in Lead time)

Improved Quality (Reduction in Rework

and other redundant activities)

Better Communication mechanism at Shop

floor

Better visibility of process

AS-IS Process To-Be Process

* No Skill Capacity dedicated input * Low output * Low TOC dedicated output * High rework

* Skill Capacity dedicated input * High output * High TOC dedicated output * Less rework

4

LG shop floor

Output not in accordance with the expectation

As-Is : Black o/p: <30% (of total o/p) Expected : Black o/p: >80%

Lower Black Conversion: Black output consisted of a very small portion of daily morning

Black WIP ( only 13% on a average).

0

50

100

150

200

250

5-Ju

n

6-Ju

n

7-Ju

n

8-Ju

n

9-Ju

n

10-J

un

11-J

un

12-J

un

13-J

un

14-J

un

15-J

un

16-J

un

17-J

un

Opening Black WIP vs Total Black output

Closing Black O/P

Opening Black WIPNo

of

car

ds

5

Lead time of Black cards was observed higher than non Black cards for all

product routes.

6

The most consistent reason for these high lead times of Black

cards is due to time spent by them as Inactive cards.

But the point of concern is most of the causes for cards entering

into inactive zone are associated with Karigar park only.

Flag Cause

Input

Issues

Weight Mismatch,

Part Missing

Casting

Replace

ment

Melting of gold,

Over etching,

Prong broken, Bad

input casting

Stone

Replace

ment

Stone Breakage

Bath

Plating

with

Mask

Operation not

available

13% 4%

48%

30%

0% 4%

Different flags raised

for Inactive cards

InputIssues

LaserWelding

Casting

ReplacementStoneReplacement

Polishing Workstation

Stone Setting Workstation

Bench Work Workstation

7

0

2

4

6

8

10

12

14

16

18

20

Instantaneous BlackWIP

Instantaneous NonBlack WIP

Output per 2 hrs

The solut ion part consists of two fold approach:

1) Increasing flow by working on identified and yet to emerge bott lenecks.

2) Implementing solut ions using the visual means to aid the increased flow.

8

Single Piece Flow (Critical)

Work allocated to Karigars according to the skill sets.

Karigar works on a single product at a time, and puts it

in a collection bin in front of him.

Time difference problem between jobs controlled by

having a buffer maintained before each job in the bins

of precedent jobs.

Transfer of some load from Time based batching bins

to Karigars of single piece flow in case of no inventory

in buffer bins.

Time Based Batching (Non Critical)

Work allocated to Karigars according to their skill and capacity for 1 hour.

For BW, PP, FP work allocated according to number of cards possible in 1 hour.

In SE, on the basis of number of stones, ideally around 20-24 stones of work.

TOC priority followed at the time of allocation.

Work gap between different jobs managed by deploying excess cards from precedent job to TOC rack and considering them again after 1 hour following TOC color priority.

Trial run of Hybrid Model of U-cell and Job bay implemented :

U-cell-> Non critical (Single flow)

Job bays-> Both critical & Non Critical (SF & Time based)

Ultimate target of converting all Bays into U-cell, with

1 Bay-> Critical (Single flow) and

2 Bays-> Non Critical (only Time Based Batching)

9

Active WIP Inactive cards Total WIP

Non Critical Handwork Critical

Loading

logic

Lead Time

Output Ratio

5 days 3 days

x

3 days

3x

New Load Target Load Active WIP

• Bangles

• Neckwear

• 2 Set Products

• Non Mould

Setting Products

with Stones >24

• Products for

which waxing

and casting

done outside

Titan

• All Other products Special Cases

1) No/Less Handwork Load ??

2) No/Less Critical Load ??

3) No/Less Non Critical Load ??

4) Excess Black cards in Critical

than loading requirement, major

chunk of Non Critical load in

yellow/green and vice versa ??

10

11

AS-IS Process To-Be Process

• Reading and analyzing the

color guide- tedious and

cumbersome for many Karigars

• Plugging in the current color

clip on the cards being issued

to the workstations

Average

29%

Average

83%

12

Average Daily O/P 97

Conversion Rate wrt

Opening Active WIP 27%

Average Daily O/P 81

Conversion Rate wrt

Opening Active WIP 23%

13

Expected Lead Time <3 days PASS/FAIL

Expected Lead Time <3 days PASS

Expected Lead Time

Critical <3 days

Handwork <6 days FAIL

PASS Total O/P 659

Total O/P 125

Total O/P 76

14

Burr Plate at Stone Setting WS Wheel Board at Polishing WS Load Tower at every WS