Subros : An Update · National Workshop on “Enabling MSME to be Competitive through Quality...

National Workshop on “Enabling MSME to be Competitive through Quality Tools”

1

© Subros Limited. All rights reserved

Subros : An Update


Subros : An Update

Established in 1985, Subros is the Largest AC company in India. A Joint Venture company between Suri group, Suzuki and Denso.

Noida Plant Tool RoomR&D Center

Manesar Plant Pune Plant

No. of Employees (Regular) : 1600 nos. Investment : 5 B Rs Installed Capacity : 1.2 million kits/ annum. (Expansion to 2 million kits/annum by 2012) Turnover - FY 2010-11 : 12.0 B Rs Quality Certifications : ISO 14001 , TS 16949

OHSAS 18001

Sanand Plant (2012)

Future Plants

Chennai (Oragadam) Plant (2012)


100

20,000*

3,0318,000*

4,50023,5667,000Building (Sq Mtr.)

40,00016,0008,94038,68811,840Land

(Sq Mtr.)

ChennaiSanand

Tool RoomNoida

Compr / HX

Noida

R&DPlants

Facilities

71,910

133,066*

212,348

Existing New Total

22,517

47,500*

39,940

Manesar

11,196

22,500*

55,940

Pune

Engineering & Development Centres :Denso Subros Engineering Services Centre ( Design JV ) - NoidaCentral R&D – NoidaProduct Engg Centres – Pune, Chennai

Plant wise Product Profile :Noida – Compressors, RS Evaporators, PDC, Precision Press Shop, Tool roomManesar – Car ACsPune – Car / CV ACs, ECM productsChennai – Car / CV ACs, ECM products, Off Road ECM / ACs, Bus AC, Truck Refrigeration


Product Range

Bus A/C

Future Products RangeExisting Products Range

Compressors

Condenser

HVACs & Evaporator

Hose & Tubes

Car Aircon Systems Engine Cooling Systems

Oil Coolers, CAC

Rail A/C

Truck A/c

Cooling module

Commercial Vehicle ACs


Subros customers


Compressor Endurance

Testing Machine

Injection Molding Machine

CNC Tube Bender

Compressor blocks machining line

Vacuum Brazing Furnace for Evaporators

Condenser CoreAssembly Line

No clok Brazing Furnace for Condenser

Squeeze & Vacuum Die Casting Machine

Chip less Cutting MachineFor Aluminum Tubes

Robotic Vision Inspection

Manufacturing Infrastructure


2


Vibration Testing

Calorimeter

CAE

Environment Test Chamber

CNC Machines

Wire EDM

Product Development Infrastructure: R&D / Tool Room


Technology & Business Solution at Subros


Our People, Our Strength

Training Session on Shop floor

Skill workshop with support from DNJP Skill workshop in progress

Chairman & Senior Management Team


Achievements

Top ScorerMACE Audit

2011~12


Year 2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11 2011‐12 2014‐15

Sales Volume HVAC Basis(no. in K) 367 393 467 506 619 747 895 1025 1336

Capacity ‐ 3 Shift Basis (no. in K) 500 500 750 750 1000 1000 1200 1500 2000

Net Sales Value (Rs. Million) 5890 5649 6474 6627 6947 9055 10891 14204 22422

367 393467 506

619747

8951025

1336

500 500

750 750

1200

1500

1000 1000

2000

58905649

64746627 6947

9055

10891

14204

22422

0

500

1000

1500

2000

2500

2004‐05 2005‐06 2006‐07 2007‐08 2008‐09 2009‐10 2010‐11 2011‐12 2014‐15

No. of Unit (,000)

0

5000

10000

15000

20000

25000

Net Sa

les Value ( Rs. M

illion)

Sales Volume HVAC Bas is (no. in K)

Capacity ‐ 3 Shift Bas is (no. in K)

Net Sales Va lue (Rs . Mil l ion)

Projected

Capacity Plan to Meet Future Customer Demand

Indian Market Share - 40%


Tier 2 Up - gradation

Subros Journey in

‘Pursuit of Perfection'


3


Subros Defects Trend at MUL Line

Major Concer

n


In House PPM Trend

Major Concer

n


Background

Between 2004-2011 Subros has madetremendous effort to improve Quality.


Trend of Customer Complaints

48

714 17 16

6

14

615

0

10

20

30

40

50

60

03~04 04~05 05~06 06~07 07~08 08~09 09~10 10~11 11~12(till

date)

Nu

mb

er o

f D

efec

ts /

Yea

r

YEAR

GO

OD


41951

15613

102819507

0

5000

10000

15000

20000

25000

30000

35000

40000

45000

PPM 03~04 PPM 09~10 PPM 10~11 PPM 11~12 (UptoDec' 11)

In-house PPM Trend

PP

M

YEAR

GO

OD


Background

Between 2004-2011 Subros has madetremendous effort to improve Quality.

Analysis shows - 50~60% problem isfrom sub-vendors.


4


Defects Distribution

In-house43%

Vendor Parts57%

Year 02~04


Background

Between 2004-2011 Subros has made tremendouseffort to improve Quality.

Analysis shows - 50~60% problem is from sub-vendors.

Sustenance of Quality Improvement not feasiblewithout improving the complete supply chain.


Subros Vision 2015 for TIER 2

Strong supplier capability with self sustained quality systems and overall excellence.

Replicate the OEM experience of Tier-1 vendor up-gradation to Tier-2.

Entire Supplier Base move towards ‘Manufacturing Excellence’ along with Subros through Systems Up gradation.

Vendor end PPM at Subros end = Max 50 PPM.

All vendors to be TS-16949 Certified.


SCMEfficiency Responsiveness

Demand Chain Management

Subros Limited

LOGISTICS

FACILITIES

INVENTORY

Optimum Inventory

DedicatedFacilities

Efficient transportation

Improvement Targets - Tier 2 Development

QUALITY

COMMUNICATION

Faster & Effective

Communication

ZERO DEFECT


Cluster Improvement

Activity

Plan

Act

Che

ck

Do

Assess situation Set Targets

Teach & Impart Subros learning in quality Journey to extended partners

Review Meetingswith Suppliers

Focused Improvement Activities

Approach


72468 67132

0

6000

12000

18000

24000

30000

Rej

. (P

PM

)

(Cumm. Apr'02-Mar'03) (Cumm. Apr'03-Mar'04)

History – Vendor Parts PPM Trend

High Vendor Receipt PPM

at Subros end.


5


87

96

0

10203040

5060

7080

90100

110

No.

of

def

ects

(Cumm. defects, Apr'02-Mar'03)

(Cumm. defects, Apr'03-Mar'04)

Abnormally High Vendor Defects at

Subros end.

History – Vendor Parts Defect Trend


99

67

0102030405060708090

100110120

No.

of

del

iver

y fa

ilu

res

(Cumm. delivery failure,Apr'02-Mar'03)

(Cumm. delivery failure,Apr'03-Mar'04)

Production Downtime / Frequent Line

Stoppages at Subros end due to High nos. of

Delivery Issues.

History – Vendor Parts Delivery Trend


Control Plan Not Followed

11%

Vendor Inspection process NG

11%

Process fool proofing NA

6% Set up pc. Mixup32%

Tool Condition NG6%

Improper Handling

6%

Work Instruction

Not followed22%

Inspection Gauge NA

6%

Vendor parts defect stratification


Non-adherence to Existing Systems

26%

Sporadic Issues16%

System Gaps58%

Vendor Parts Defects Distribution


ClusterImprovement

Activity

Plan

Act

Che

ck

Do





Approach


Vendor Targets

GO

OD

2007-112007-112004-07 2011~12


6


GO

OD

Vendor Targets

2007-112004~07


GO

OD

Vendor Targets

2007-11

500

2007-112004~07


GO

OD

Vendor Targets

2007-112004~07


Cluster Improvement

Activity

Plan

Act

Che

ck

Do





Approach


Focus of Improvement Activities

Implement effective Change Control Management.

Operators skill review at critical stations.

System to eliminate set up piece mix up.

Poka Yoke for fitment parameters of OEM’s.

Tool Maintenance.


Back Bone of Cluster Activity


7


Quality Improvement Activities

Initiative• MACE Cluster-1

Launched

InitiativeTrainings & Execution of

Projects at Vendor Cluster Members

Initiative

SSIG Activity Launched

InitiativeSystem Up gradation to

ISO/TS 16949• MACE Cluster-2 Launched

Initiative• Design Specification Joint

Review with Tier 2.• Tool Design Review.• Joint Tool Maintenance

2004~05

2005~07

2007~08

2009~10


S.NO. VENDOR LOCATION

1 SUMATI ENGG. P. LTD. FARIDABAD

2 PYN PRECISION COMPONENTS FARIDABAD

3 SWASTIKA AUTOMATICS FARIDABAD

4 SPECIAL TOOLS P. LTD. SAHIBABAD

5 ALLENA AUTO P. LTD. MOHALI

6 SUNVISOR INDIA P. LTD GURGAON

7 INTERFACE MICROSYSTEMS GURGAON

8 NRB BEARINGS LTD. JALNA / THANE

List of Cluster-1 Vendors Total : 8 Vendors

Criticality of Parts Supplied

Quality Performance at Subros

Business

Volume



Phase 1

Phase 2

Phase 3

Fundamentals & Trainings

Execution of Projects

Bench Marking


1. Customer Satisfaction Report

2. Training of Cluster Members

3. Red Bin Analysis (In house rejection analysis)

4. Implementation of 1S and 2S

5. Single piece flow –Model Line.

6. Quality circle activity

7. Poka Yoke

Phase-1 (2005-06) Phase-2 (2006~07) Phase-3 (2007~09)

1. Complete 5 S implementation

2. Lean Manufacturing

3. Gemba Kaizen

4. Deep Analysis

5. Energy Cost Monitoring

6. Cost of Poor Quality

Activity Plan

1. Cluster – 2 Launched


Horizontal Deployment

3. Tool Maintenance

4. External Participation in

Cluster Competitions.


Customer Satisfaction ReportM/s NRB Bearings Ltd.

S#

Control Parameter

2009-10(Cumm)

Apr-09 May-09

Jun-09 Jul-09

Aug-09

Sep-09

Oct-09

Nov-09

Dec-09

Jan-10

Feb-10

Mar-10

2009-10 TARGET

1 Rejection at Subros

PPM 7132 0 0 0 0 0 500

2 Defect noted at Subros

Nos 3 1 1 0 1 0 0 0 2

3 Supplier Quality Rating

0-100 Scale

37 50 50 60 0 40 10 40 >=90

4 Delivery not as per schedule

No of times

0 0 0 0 0 0 0 0 0

5 Any other concern of customer

0 0 0 0 0 0 0 0 0

6 Subros Satisfaction Index

0-10 Scale

>=9


Monthly Quality Feedback – Tier 2


8








7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis



Activity Plan




3. Tool Maintenance




1) Suggestion and Quality Circle2) Lean Manufacturing System3) 5–S4) 7 QC Tools5) 5 Why analysis sheet 6) Process FMEA7) Energy Management8) Level up Training9) Tier-2 up gradation

Training Program Conducted for Cluster vendors


Cluster Member Training – Problem Solving


Cluster Member Training – 5S


Cluster Member Training – Lean Manufacturing


Trainings impact

5 S

ProblemSolvingTools

ClusterTraining’s

MPS

7 QCTools

SmallGroup

Activity

SuggestionScheme

1S+2S+RedTag

Rejection/Rework+ PPM

Single piece flow+ Model Line

Kaizens+ Continuous Improvement

Projects

QualityCircles

Kaizens+ Poka Yoke

Red Bin Analysis


9


LEARNING FROM CLUSTER

TRAINING TO TOP

MANAGEMENT

PASSED ON TO GRASS ROOT

LEVEL


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




Red Bin Analysis – M/s STPL ( Tier 2 )


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




1S /2S in Press Shop – M/s NRB


1S /2S in Molding Shop – M/s Sanatan


10


Tool Room 1S / 2S Activity – M/s NRB


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




Single Piece Flow Line M/s Allena


BEFORE AFTER

COMMENTS:1. ZIG ZAG PROCESS FLOW

COMMENTS: 1. SINGLE PIECE FLOW.

PRODUCTION SHOP

Single Piece Flow Line M/s PSPL


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




BRAIN STOARMING SESSION ON SHOP FLOOR – Tier 2

Quality Circles Learning from Cluster


11


PIE ANALYSIS – DIMENSIONAL VARIATION

PROCESS PARAMETERS

4%

INSPECTION METHOD

22%

PREVENTIVE MAINTENANCE

26%

SKILL OF OPERATOR

7%

TOOL DESIGN41%

METHOD OF INSPECTION

44%

TOOL DESIGN13%


43%

PIE ANALYSIS – BURRS

TOOL DESIGN8%


38%

Chips getting

stuck up

54%

PIE ANALYSIS – DENT

TOOL DESIGN20%

SPARE FEEDER7%

SKILL OF OPERATOR8%

PROCESS PARAMETERS8%

PREVENTIVE MAINTENANCE57%

PIE ANALYSIS – OFFSET IN COMPONENTS

DEFECT CAUSE ANALYSIS


Dimensional variation

Inadequate Tool Design

Tool Design review with

Subros started jointly.

DEFECTS CAUSE ACTION PLAN

Inadequate Method of Inspection not in line

with SL

Method of inspection

aligned with Subros

Dents

Inadequate Process Design

Kaizen Implemented

Inadequate Tool

Preventive Maintenance

Adherence of Preventive

maintenance of Tools started.

RESULTS

Reduced Defects at Customer

end.

Reduced PPM Level

at Customer

End.

Tool Breakdow

n time reduced.

Tool life increased.

Offset in parts,

Burrs

ACTIONS INITIATED BASED ON QC FINDINGS


Quality Circle Competition – Tier 2

MACE team along with cluster members - Q.C. competition at Subros


ACHIEVEMENT : SUBROS CLUSTER

M/s SANATAN AUTOPLAST

Over All Winner - 1st Position MPS Competition ( All MACE Cluster Members ) MSIL

Change


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




Part Name :- Cap Receiver Bush

Part no. :- 647831-3060

Problem Observed :- Milling cutter cut Collar thickness 2mm.

Effect :- Leakage Problem

Problem occur :- Subros

POKA YOKE :- Provided under cut in Adopter to control collar thickness

Poka Yoke Implementation At M/S Swastika

Before

Milling cutter can cut collar thickness Milling cutter can not cut collar thickness.

Milling Dimn 31-0.1

Under cut slot 2mm Provided

After

Collar 2.00 ± 0.1


12


Part Name :- Bush Receiver

Part no. :- 647831-3090

Problem Observed :- without milling piece observed

Effect :- Fitment Problem

Problem occur :- In-House.

POKA YOKE :- Make a profile in Jig to control without milling operation.

Before

Without milling piece can be missed

Without milling piece can not drill

Milling Dimn 28-0.1

Profile dimn 28

After

Before no profile of dimn 28

Poka Yoke Implementation At M/s Swastika


only one locater provided & open type tool

Comments :- Locater on one side only for bending operation so that piece was shifting from its original position while

operating.

Comments :- Locater provided on all the three sides for bending operation so no chances of bending being N.G as the piece cannot shift.

Part Name :- Cover Dust

Part no. :- 047372-0830

Problem Observed :- Bending Angle 200 +0/-10 & 650 +20/-00 Found NG



POKA YOKE :- Introduced 3 Locator to fool proof the bending in given tolerance angle

three locaters provided

no chances of

piece shifting & close type

tool

Poka Yoke Implementation At M/s Metal Former


Part Name :- Charging Port

Part no. :- 646171-3780

Problem Observed :- Chamfer operation miss



POKA YOKE :- Introduced Chamfer in fixture to fool proof the chamfer in component

Comments :- Chamfer missing can not detected in the process. Method of

detection for chamfer missing is visual inspection.

Comments :- PIN provided in the CNC fixture & chamfer provided at the bottom of pin which will

not allow any with out chamfer part to sit into the CNC fixture

Chamfer provided on the bottom of pin inside the fixture

O.K PART WITH CHAMFER

Poka Yoke Implementation At M/s Swastika


Part Name :- Tube connector

Part no. :- 646172-3400

Problem Observed :- CD 14.0 ±0.3 was observed under size / Over Size



POKA YOKE :- Introduced a Pin to fool proof CD

No control to detect CD 14.0±0.3 Error proofing to control CD 14.0±0.3

CD 14.0 ±0.3

Provided Locators for CD

Poka Yoke Implementation At M/s Global


Part Name :- Tube Connector

Part no. :- 445012-4020

Problem Observed :- Dia 16.0 +0.05-0.15 Over Size.

Reason :- Insert worn out.


Problem occur :- In-house Problem

POKA YOKE :- Inserting dia 16 in Jig while drilling to avoid mixing of

Over size pieces

Remarks:- No detection of oversize pieces . Remarks:- over size pieces can not be drilled.

Before After

Dia 16.00

Poka Yoke Implementation At M/S Global


Part Name :- BracketPart no. :- 647782-0830Problem Observed :- Without operation pc.mixing Reason :- operation missingEffect :- Fitment Problem Problem occur :- In-house ProblemPOKA YOKE :- Provided T stopper in drilling Jig to

avoid mixing of without milling operation

Remarks:-Don't detect pcs without milling Remarks:- Detect without milling pcs

Before After

26.0±0.2

Poka Yoke Implementation At M/S Swastika


13


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




Tool Kit at Shop Floor – Tier 2


2S in Grinders Cupboard – Tier 2


BEFORE AFTER

COMMENTS: Unorganized Store Area. COMMENTS:. ORGANISED STORE AREA WITH FIFO.

RM STORAGE AREA

5S Improvements on Vendor Shop Floor


BEFORE AFTER

BEFORE AFTER

COMMENTS:

INADEQUATE TOOL STORAGE

COMMENTS: TOOL CONTROL IN LINE WITH BEST

MANUFACTURING PRACTICE.

TOOL STORAGE AREA5S Improvements on Vendor Shop Floor


BEFORE AFTER

COMMENTS:

RANDOM INSPECTION FLOW CREATING MIX UPS

COMMENTS:.

DEDICATED INSPECTION STATION WITH INWARD & OUTWARD FLOW

FINAL INSPECTION AREA5S Improvements on Vendor Shop Floor


14


Raw Material Storage Area Improvement


Visual Management Improvement


Activity Plan







7. Poka Yoke




3. Gemba Kaizen

4. Deep Analysis






3. Tool Maintenance




Lean Manufacturing Focus


Over production

Idle time

Unnecessary movement

Excessive inventory

IDENTIFYING WASTE


IDENTIFYING WASTE

Producing Defective parts

Unnecessary inspections

Unnecessary Processing

Unnecessary transport


15


Lean Manufacturing

Ist Phase :

Lean Manufacturing projects implemented by cluster vendors in different areas :

a) Man power productivity improvement

b) Reduction in MUDA of material flow

© Subros Limited. All rights reserved1

Example Lean Manufacturing

“ NECESSITY IS THE MOTHER OF INVENTION”

Above quote motivated us to study the feasibility of “Single piece model line flow”

Concept of model line given by – MACE/SUBROSand training provided


TOOLS USED IN IMPLEMENTATIONOF MODEL LINE CONCEPT

TIME STUDY KAIZEN POKA-YOKE SMALL GROUP ACTIVITY QUALITY CIRCLE

METHODOLOGY ADOPTED


AIM : - TO MAKE A MODEL LINE FOR SUBROSCMB 646260-4361

REASONS FOR SELECTION

1. Customer demand higher than Allena capacity.2. Low through put in existing line.3. Mixed component causing high rejection, rework

and mixing of component.4. Material movement very high.5. Customer dissatisfied.

THE WAGON-R SINGLE PIECE FLOWMODEL LINE SUCCESS STORY


PROCESS FLOW BEFORE IMPLEMENTATION

1- ARGO VM 11 - ARGO - VM28 16 - BDM - 04 13 - BDM TP - 05M TG F A C E M ILLIN G S LOTTIN G F IN A L C OU N TER S TU D S POT F A C IN G

15 0 P c s / 12 Hrs . 2 2 0 P c s / 12 Hrs . 2 5 0 Pc s / 12 Hrs . 3 0 0 P c s / 12 Hrs .

2 - BDM - 15 10 - KAE DEE - VM33M TG HOLE D R ILLIN G & IN S ID E FLA N GE M ILLIN G 17 - KAY DEE - VM35 12 - PDM - 17

R EA M IN G 2 2 0 P c s / 12 Hrs . TA P ER C U T S TU D D R ILLIN G &

12 0 P c s / 12 Hrs . 2 8 0 Pc s / 12 Hrs . EN D M ILLIN G D IA 9 .0 0 mm

2 0 0 P c s / 12 Hrs .

9-BDM 053 - BDM 3 B o s s t a p e r d ril l ing 18 - PDM - TP05

C o unt e r & Ga ug e C he c king 15 0 P c s / 12 Hrs . TA P P IN G M 8 X 1.2 5 mm

3 0 0 Pc s / 12 Hrs . 2 4 0 Pc s / 12 Hrs .

6 - KAY DEE-VM29S M A LL B OTTOM FLA N GE 4 - PDM - 01 14 - BDM VM31

M ILLIN G M TG HOLE S P OT F A C IN G B OTTOM F LA N GE S P OTFA C E

5 - HM - VM30 2 3 0 P c s / 12 Hrs . 2 2 0 Pc s / 12 Hrs . 2 10 P c s / 12 Hrs .

LON G FLA N GE OU TER

M ILLIN G

15 0 P c s / 12 Hrs . 7 - CNC - 013 - B OS S TA P ER * 7 - ARGO 15 - PDM - 16

M ILLIN G 3 - B OS S TA P ER FIN A L S P OT F A C E 10 . 0 0 mm

8 -MULTI SPINDLE MS-02 12 0 P c s / 12 Hrs . M ILLIN G & 5. 0 0 mm C U T 2 5 0 P c s / 12 Hrs .

D R ILLIN G OU TER F LA N GE. 10 0 P c s / 12 Hrs .

2 0 0 Pc s / 12 Hrs .

MATERIAL MOVEMENT – 63 meter


MAN0MACHINE

METHODMATERIAL

Operator skill less

Number of machines lessLay out of machine wrong

Material movementhigh

Dedicated machine not given for all operations Material mixed

WIP high

LOW OUTPUT

FISHBONE DIAGRAM MADE TO STUDY 4M CONSTRAINTS

METHODOLOGY ADOPTED

SUSPECT CAUSES


16


LAY OUT OF 1ST PHASE

11 - PDM - 1710 - ARGO - VM28 STUD DRILLING &

SLOTTING END MILLING DIA 9 .0 0 mm2 2 0 Pcs / 12 Hrs. 2 20 Pcs / 12 Hrs .

12 - BDM TP - 05STUD SPOT FACING

3 00 Pcs / 12 Hrs .

9 - ARGO - VM33INSIDE FLANGE MILLING

2 2 0 Pcs / 12 Hrs.

3 - BDM 13 - BDM VM31Counter & Gaug e Checking BOTTOM FLANGE SPOTFACE

3 0 0 Pcs / 12 Hrs . 2 50 Pcs / 12 Hrs .

4 - PDM - 01 14 - PDM - 16MTG HOLE SPOT FACING 8 -SPM FINAL SPOT FACE 10 .0 0 mm

2 50 Pcs / 12 Hrs. 3 BOSS TAPER DRILLING 2 50 Pcs / 12 Hrs .& DRILLING OUTER FLANGE.

2 50 Pcs / 12 Hrs .

15 - BDM - 045 - HM - VM30 FINAL COUNTER

LONG FLANGE OUTER 3 00 Pcs / 12 Hrs .

MILLING 7 - ARGO16 0 Pcs / 12 Hrs. 3 BOSS TAPER MILLING & 5 MM CUT

MILLING

10 0 Pcs / 12 Hrs . 16 - ARGO - VM355-CNC MILLING (AKSHARA) TAPER CUT

LONG FLANGE OUTER MILLING 3 20 Pcs / 12 Hrs .2 0 0 Pcs / 12 Hrs .

7 - CNC - 013 - BOSS TAPER 17 - PDM - TP05

6 - ARGO-VM29 MILLING TAPPING M 8 X 1.2 5mm

SMALL BOTTOM FLANGE 150 Pcs / 12 Hrs . 2 50 Pcs / 12 Hrs .MILLING

2 50 Pcs / 12 Hrs.

1-SPM 02MTG.FACE

MILLING 200 P cs / 12 Hrs .

2 - B D M - 15 M TG HOLE DRILLING &

REAMING 120 P cs / 12 Hrs .

2 - B D M - 15 M TG HOLE DRILLING &

REAMING 120 P cs / 12 Hrs .

SPM MTG.FACE

MILLING 200 P cs / 12 Hrs .


1ST LEVEL CHANGE IN LAYOUT


INHOUSE TEAM FORMED FOR SPM DESIGNING

Change


NEW SPM INTRODUCED FOR BASE MILLING

BENEFITS: -1. Manpower Saved: - 012. Jigs / Fixtures Saved: - 013. Productivity increased by: - 100 pcs. (15%)

KAIZENS IMPLEMENTED IN 1ST PHASE

OPERATION NO 01 :- BASE MILLINGCONSTRAINT :- PRODUCTIVITY LOW

BEFORE AFTER


KAIZENS IMPLEMENTED IN 2nd PHASE

OPERATION NO 04 :- TOP MILLINGCONSTRAINT :- QUALITY(Dimn. 104.4)& PRODUCTIVITY

BEFORE AFTER

NEW SPM INTRODUCED FOR TOP MILLING

VERTICAL MILLING MACHINE ROTARY MILLING MACHINE

Considering the TACT study. We designed a new concept Rotary Milling Machine with 4 Fixtures. It increased the output of CMB Wagon-R by 100% on this operation and the quality problem is also solved.

BENEFIT :


MODEL LINE SINGLE PIECE FLOWOPERATION NO. 1

OPERATION NO. 2

OPERATION NO. 3

OPERATION NO. 4

OPERATION NO. 5

OPERATION NO. 6

OPERATION NO. 8

OPERATION NO. 9

OPERATION NO. 10

OPERATION NO. 12

OPERATION NO. 13

OPERATION NO. 14

OPERATION NO. 16

OPERATION NO. 15

OPERATION NO. 7

OPERATION NO. 11

LAY OUT OF 2nd PHASE


17


800

400600

0

200

400

600

800

1000

PRODUCTION

PREVIOUS

1st PHASE

2nd PHASE

0.45%0.35%

0.20%

0.00%

0.20%

0.40%

0.60%

REJECTION

PREVIOUS

1st PHASE

2nd PHASE

63

34

10

0

20

40

60

80

MATERIAL MOVEMENT

PREVIOUS

1st PHASE

2nd PHASE

GOOD

GOOD

GOOD

meter

meter

OVER ALL IMPROVEMENT

meter


Reduced Zig-zag flow. Saved 1 floor utilized for lab. Saved 3 Manpower. Reduced the Man & material movement. Reduced the input material movement. Reduced the dispatching material time. Reduced the WIP. Saving of Chemicals and Energy. Dust prevention. 5S improved drastically.

SUMMARY OF ACHIEVEMENTS


Lean Manufacturing

2nd Phase :

Lean Manufacturing projects are to be taken up for implementation

a) Improvement in Inventory turn ratio

b) Reduction in energy consumption

c) Quality improvements

d) Reduction in break down time of machines & improvement of O.E.E.




Launched



Initiative






2004~05

2005~06

2006~07

2008~10


Supplier System Improvement Group

SSIG

VendorExistingSystem

SubrosRequirement

SUBROS Initiative


SSIG Methodology

SSIG Effectiveness

monitoring

Implementationby TEAM at

Vendor’s End


18


Current System ReviewBased on Ideal System Check Sheet

Gap Analysis

Implementation of New System

Fine Tuning

SSIG Methodology




Launched



Initiative






2004~05

2005~06

2006~07

2008~10


ISO-9001 / TS16949 Certification Trend

TS 16949 ISO 9001

NU

MB

ER O

F SU

PP

LIER

YEAR

613

19

8

14

22

18

29

47

31

42

73

36

42

78

46

36

82

0102030405060708090

100

2004 2005 2006 2007 2008 2009

GOOD




Launched



Initiative






2004~05

2005~06

2007~08

2008~10


List of Cluster-2 Vendors Total : 6 Vendors

S.NO VENDOR LOCATION

1 SUPER SCREWS FARIDABAD

2 SANATAN MACHINE TOOLS FARIDABAD

3 GLOBAL AUTOTECH NOIDA

4 SOUTHEAST ELECTRONICS GHAZIABAD

5 PSPL GHAZIABAD

6 MOHINDRA FASTENERS LTD ROHTAK

Sharing of Good Manufacturing

Practices started between 2 Clusters.


Improvement Status


19


START OF Cluster

Improvement Activities

72468

67132

45938

30945

131659603

46362000

500

25500

50500

AVG.'02-03

AVG.'03-04

AVG.'04-05

AVG.05-06

AVG.'06-07

AVG.'07-08

AVG.'08-09

Target08-09

33%

32%

PP

M R

ejec

tio

n

GOOD

VENDOR PARTS PPM TREND

51%

27%

93%


8.08

6.25 6

4.253.92

3.2

0123456789

10

2004-05 2005-06 2006-07 2007-08 2008-09 2009-10(Aug'09)

GOOD

No

. of

def

ects

/ m

on

th

Year

(47)

4%

(51)

(72)(75)

(97)

(16)

VENDOR PARTS DEFECTS AT SUBROS END

60.4%

START OF Cluster



31403

13706

10881

5693

500

1000

3000

5000

7000

9000

11000

13000

15000

17000

19000

05~06 06~07 07~08 08~09 Target'08~09

GOOD

PP

M

Year

SSIG CLUSTER VENDOR PPM TREND

65%

48%

56%

141%


10.25

6.83

4.58

3.16

2

0

2

4

6

8

10

12

06~07 07~08 08~09 09~10 ( Up to Sep

09 )

Target'08~09

GOOD

PP

M

Year

SSIG CLUSTER VENDOR DEFECT TREND

33%

33%

70%

31%


62

73

88

114110

0

20

40

60

80

100

120

05~06 06~07 07~08 08~09 Target'08~09

GOOD

NU

MB

ER

S

Year

Cp/ Cpk improvement > 1.33 (Vendor End) ( Cumulative )

15%

17%

23%46%


43

96

114

131

150

0

20

40

60

80

100

120

140

160

180

05~06 06~07 07~08 08~09 Target'08~09

NU

MB

ER

S

Year

Number of Poka Yoke / Kaizens through SQIG at Vendor End ( Cumulative )

GOOD

55%

16%13%

67%


20


Plan

Act

Che

ck

Do





Approach

Cluster Improvement

Activity


Vendor Improvement Review Process

Activity Frequency Attended by

MACE Cluster Monthly All 1st & 2nd Cluster Members

Quality Meeting Quarterly Category-wise Supplier (Sheet Metal, Electrical)

Low Performing Vendors

Quarterly Selected Few

Vendor Meet Annual All Vendor base


Cluster Performance Review










Sheet Metal Group Vendor Review










21


Repeat Complaint Vendor’s Review










Subros Vendor Meet - Sep 2009

Customer Voice by Mr S Maitra (MEO –Supply Chain MSIL)

Chief Guests with Subros Top Management

Vision & MissionCommitment for Future


Award Winner

s

A Growing Commitment each year

Award Distribution at Subros Vendor Meet


Plan

Act

Che

ck

Do





Approach

Cluster Improvement

Activity


Next Phase of Improvement Activities

Tool & Gauge Design

Tool Maintenance Support.

Lean Manufacturing implementation at Cluster II Vendors.

Guidance & Training on Cost of Poor Quality at Tier 2.


22


CHANGE POINT - TOOL DEVELOPMENT

PartDrawing

Toolingconcept

TrialTool

makingTool

Design

By Subros

PartDrawing

Tooling Concept

Tool Making

Trial

BEFORE

CHANGE POINT

By vendor

QualityStandard

Tool Design

Reviewby

Subros

SubrosApproval

FOCUSAREA

QualityStandard

By Subros

By vendor

By vendorBy vendor

Change


Phase 1

-Data collection of vendor tools.

-Quality problem history regarding the tool &component

-Joint review with vendor for scope of -maintenance support

Phase 2

Phase 3

-Subros team visit for tool status review

-Identification of critical issues

-Development of solutions

-Implementation support at vendor end

TOOL MAINTENANCE SUPPORT TO VENDORS


Tier 2 – Tool Maintenance Joint Review

Observations Tool drawings not adequate.

Spares drawings not available.

Tool preventive maintenance check sheet not maintained.

No preventive maintenance plan for low volume tool.

Vendor End Tool Maintenance Support Activity Findings


Tier 2 – Tool Maintenance Joint Review

Observations

Tool Condition inadequate

Critical entries of preventive are not made

Periodic maintenance schedule not mentioned in tool history card.

Vendor End Tool Support Activity Findings


Other Initiatives

Improvement Journey not complete without improving other aspects of

QCDD


COST REDUCTION TREND

0.75%

0.56%

0.0%

0.2%

0.4%

0.6%

0.8%

1.0%

AVG.'02-03 AVG.'03-04

YEAR

PER

CEN

TAG

E

Tier-2 Cost Performance Status

GOOD


23


2004~05

2005~06

2006~07

2008~10

INITIATIVE

Alternate sourcing for high value items

INITIATIVEMPS INTRODUCED AT

VENDORS

INITIATIVEZERO BASED COSTING OF ‘A’ CLASS COMPONENTS

INITIATIVE

Cost Reduction Kaizens

Cost Reduction Activities



YEAR



INITIATIVE


INITIATIVELean Manufacturing

Introduced at Vendors

INITIATIVEZero based costing of ‘A’ Class components

INITIATIVE


2004~05

2005~06

2006~07

2008~10


Tier 2 Lean Manufacturing Projects Status

S.No. Vendor

1 SWASTIKA, FBD

2 SPECIAL TOOLS, GZD

3 ALLENA, MOHALI

4 SUMATI, FBD

5 PYN, FBD

6 INTERFACE, GGN

7 SUNVISOR, GGN

8 NRB BEARINGS

Overall Cluster

1 1

14 9

1 1

2 2

2 0

2 0

2 2

2 1

PROJECTS IDENTIFIED

PROJECTS COMPLETED

2 2


5

2.5

00.5

11.5

22.5

33.5

44.5

5

Before After

M/s Swastika Automatics, Faridabad

40

24

0

5

10

15

20

25

30

35

40

Man Hour / day

Before After

Project 2: Improvement at Receipt Store while issuing / receiving of material from Vendor

Lean Manufacturing Introduced at Vendors

Project 1: Reduction in product change over time.

HO

UR

S

MA

N H

OU

RS

/DA

Y

GOOD

GOOD


Project: Reduction in Wastages in manufacturing process

8

2

0

1

2

3

4

5

6

7

8

Before After

M/s Interface Microsystem, Gurgaon

Project: Reduction in Wastages in manufacturing process

Ma

n H

ou

r/D

ay

GOOD



24


120

30

0

20

40

60

80

100

120

Before After

54

20

0

10

20

30

40

50

60

Before After

M/s Sumati, Faridabad

Project 1: Reduction in Die changeover time in 40 Ton

machine

Project 2:Reduction in Material dispatches

MIN

UT

ES

MIN

UT

ES

/DE

SP

AT

CH

GOOD

GOOD



2

56

2

7

0

1

2

3

4

5

6

7

8

9

10

2006~07 2007~08 2008~09 2009~10

Nu

mb

ers

of

Pro

jec

ts

Projects Under Progress

Projects Completed

Over All Trend – Numbers of Lean Manufacturing Projects – Tier 2


Savings Trend – Lean Manufacturing Projects – Tier 2


INITIATIVE



VENDORS


INITIATIVE


2004~05

2005~06

2006~07

2008~10



Zero Based Costing of ‘A’ Class Components

GOOD


INITIATIVE



VENDORS


INITIATIVE


2004~05

2005~06

2006~07

2008~10



25






0.0

20.0

40.0

60.0

80.0

100.0

120.0

140.0

160.0

FY

Sav

ings

(Lac

s)

0

2

4

6

8

10

12

No. of Pro

posa

l

Savings (Lacs) 27.4 139.2 110.0 72.8 144.5

No.of Proposals 3 6 6 1 10

2004-05

2005-06

2006-07

2007-08

2008-09

GOOD

Savings due to Cost Reduction Kaizens


Tier-2 Delivery Performance Status

DELIVERY FAILURE 9385

0

20

40

60

80

100

AVG.'02-03 AVG.'03-04YEAR

PE

RC

EN

TA

GE

GO

OD


2004~05

2005~06

2006~07

2008~10

Delivery Improvement Activities

INITIATIVE

BAR Coding Implementation Local Suppliers Base within

same State Extranet for entire supply

chain

INITIATIVE

• Improvement in Ordering System & Delivery to Subros


Methodology for Local Material

Schedule sent to Supplier through

courier

Individual Suppliersends bulk material

on weekly basis

One week material received at SL

Schedule generated at SL from Forecast

Supplier receives Weekly schedule

OLD PROCESS

Material Requirement Planning through SAP.

MRP Run on weekly basis Vendor Extranet

Implementation

Milk Run System for NCR supplier

DOL Suppliers establishment Single piece flow at Cluster

Supplier 8 no.s


26


Daily materialreceiving at SL

Real-time Schedulereceived through

Extranet

NEW PROCESS

Methodology for Local Material

2

2

7

10

Lead Time

Safety Stock

In No. of days

Year 2004

Present

BENIFITS

IT Support to Supply Chain



2004~05

2005~06

2006~07

2007~09

INITIATIVE



chain

INITIATIVE



Bar Coding System

90% MRR Processing

Time Improvemen

t


Activity initially started with 13 SuppliersNow cover the entire Vendor Base

Material Receipt Processing

Time Reduced from 10 Mins. to

1 Minute

Supplier Schedule adherence

Error proof system



2004~05

2005~06

2006~07

2007~09

INITIATIVE



chain

INITIATIVE



Local Supplier Base Within Same State

Proximity to customer

Daily Shipment

Reduction in Inventory level

SUPPLIER COMMITMENTTOWARDS

SUBROS

Six A Class Suppliers have

put up their Plant near to

Subros Plant


27



2004~05

2005~06

2006~07

2007~09

INITIATIVE



chain

INITIATIVE



Training and Guidance to

Entire Supplier

base.

IT Support to Supply Chain


99

8 7 0 00

10

20

30

40

50

60

70

80

90

100

2004-05 2005-06 2006-07 2007-08 2008-09

100%12%92%

GOOD

No

. of

del

iver

y fa

ilure

s / y

ear

Year

100% 100%

89.9 %

START OF Cluster


Effectiveness of Delivery Improvement Initiatives


Tier-2 Development Performance Status

GO

OD

DEVELOPMENT LEAD TIME (RFQ TO SAMPLE APPROVAL)

45

67

01020304050607080

AVG.'02-03 AVG.'03-04YEAR

NU

MB

ER O

F D

AY

S


2004~05

2005~06

2006~07

2007~09

Development Improvement Activities

INITIATIVEExpert Resources with Domain Knowledge eg Sheet metal , Electricals Recruited INITIATIVE

Pre- Assessment audits started to evaluate vendor capability

INITIATIVEDevelopment Lead cycle reduction planning based on bottleneck processes.

INITIATIVE1. Supplier Involvement at

Initial Development Stage2. Green Supply Chain


REQUEST FOR QUOTATION

SPECIFICATION MEETING

PRICE NEGOTIATION

GAUGE / TOOLING APPROVAL

SAMPLE APPROVAL

Cp, Cpk APPROVAL

FPP LOT APPROVAL

PPAP SUBMISSION

FOCUS ON FIRST

TIME RIGHT

CAPACITY PLANNING

SOP

New Product Development Process

SUPPLIERINVOLVEMENT MEET

CUSTOMER PRICE TARGETS

JOINT INSPECTION

ONE SHIFT PRODUCTION

DEVELOPMENT


28


ProtoPart

Drawing

ProtoSample

QualityStandard

FinalDrawing

Trial atSubros

By Subros

ProtoPart

Drawing

Trial atSubros

LearningFrom

Vendor

QualityStandard

Change Point

By Vendor

ProtoSample

DesignReview

PartDrawing

By Subros

Spec fixMeeting

With Vendor

Jointly

Before

CHANGE POINTS - Design Review Process With Vendor

Change

Spec fixMeeting

With Vendor

Change


Development Improvement Activities

2004~05

2005~06

2006~07

2007~09

INITIATIVEExpert Resources with Domain Knowledge eg Sheet metal , Electricals Recruited INITIATIVE

Pre- Assessment audits started to evaluate vendor capability

INITIATIVEDevelopment Lead cycle reduction planning based on bottleneck processes.

INITIATIVE1. Supplier Involvement at

Initial Development Stage2. Green Supply Chain


Green Supply Chain

All Plated parts converted to TrivalentPlating within 3 Months in 05~06

82

13

69

0102030405060708090

Total Vendors EMS 14001 CertifiedVendors

Activity yet to be started

NU

MB

ERS

GOOD


Effectiveness of Development Initiatives

GO

OD

22

072008 -

09Target08 -09

2005 -07

25


MSIL Awards for 2006-08

Subros Continuous Achievements…

MSIL Awards for 2008-09 ( Over All Excellence / Quality / Tier 2 Up gradation / R&D ..)

MSIL Supplier Up gradation Award

for4th Consecutive Year


Benefits of Cluster Activities

Vendor’s own initiatives started in a big way to resolve Quality Issues.

Lower & Middle Level involvement in Quality Drive at Tier 2.

Productivity and Quality Improvement through Lean Manufacturing.

Major Improvement in ‘5S’ at some of the vendors.

Motivated & Dedicated Supply Chain


29


Take Away -Tier 2 Cluster Activity

A strong and dedicated supply chain is a key factor in achieving OEM targets.

Improvement initiatives work best after understanding Tier 2 constraints and evolving improvement programs accordingly.

Benchmarks need to be set with horizontal implementation of Kaizens across Tier 2.

Continuous support with constant reviews is must for sustained quality levels at Tier 2.


We can not spell s“U”ccess without “U”

Thank You .

Subros Cluster Relationship ‘Mantra’

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