1

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Maruti Suzuki
A Journey of over 25 years . . .

2
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Overview 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%,
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Maruti Suzuki Snapshot

Equity Structure 54.21% Suzuki, 45.79% with Public

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)

Manpower Over 7,600 employees in 4 plants

Models 14 models with over 150 variants

Joint ventures 20 joint ventures for components
4
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Auto 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
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Inception of Maruti Suzuki

 Established in 1982
 JV between Government of India (74%) and Suzuki Motor
Corporation (26%)

 Objectives
 Make a small, fuel efficient, environment friendly “people‟s
car”
 Modernize India‟s car Industry and boost domestic
manufacturing
 Maruti Suzuki’s first steps …
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 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 style
Maruti 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
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
 Typical Supply Chain

Integrated Supply chain

Upstream Your Distribution

Suppliers Customers
suppliers Company channels

Information flow sharing

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?
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. 14

15
16
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” Sort
Set in Order Sustain

5S Promotes: Shine Standardize

• Well laid out and
organized work areas
• Good process flow
• Safety This is the step where
• Standard Work we can most impact
the bottom line.
19
 5S is the Foundation for Improvement

Standardized
Work
Quality
Multi-Process
Operations
Visual
Controls
Total Productive
Pull
5S Maintenance
Production/
Kanban
Flexible
Jidoka Employees
Leveling
Rapid
Changeover
20
 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

21
 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

22
Lean Manufacturing
[ MPS – Maruti Production System]
 What is Lean?
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

24
 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

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).

25
• 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
 Objectives of Value Stream Mapping

 Provide the means to see the material, process

and information flows.
 Support the prioritization of continuous
improvement activities at both the value stream
and plant levels
 Provide the basis for site plan development

AND...

Eliminate Waste
27
1
 Simplified Current Value Stream Map Example

3 month forecast Production Daily orders

Raw material supplier control
Castings End user/customer
MRP
Weekly schedule
Tuesday and Once a day
Thursday

Inventory Daily shipment

schedule

Machine OP1 Machine OP2 Assembly Test/dispatch

I I I I
C/T = 60 secs C/T = 80 secs C/T = 40 secs C/T = 220 secs
C/O = 100 mins C/O = 10 mins C/O = 2 mins C/O = 2 mins
3400 Uptime = 90% 140 90 220 Uptime = 80%
Uptime = 95% Uptime = 100%
Time avail = 435 Time avail = 435 Time avail = 435 Time avail = 435
2880 15 60 4 720
minutesmins minutes mins minutes mins minutes mins minutes
60 80 40 220
Seconds Seconds Seconds Seconds
Total production lead-time = 3679 minutes
Value added tim = 400 seconds

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 Simplified Future Value Stream Map Example
3 month forecast Production Daily orders
Raw material supplier control
Castings End user/customer
MRP
Daily schedule
Thrice a week Once a day

Daily shipment
schedule

Machine OP1 Machine OP2 Assembly Test/dispatch

I I I I
C/T = 60 secs C/T = 80 secs C/T = 40 secs C/T = 220 secs
C/O = 10 mins C/O = 10 mins C/O = 2 mins C/O = 2 mins
1000 Uptime = 95% 50 10 20 Uptime = 80%
Uptime = 95% Uptime = 100%
Time avail = 535 Time avail = 435 Time avail = 435 Time avail = 435
1450 05 10 1 80
minutesmins minutes mins minutes mins minutes mins minutes
60 80 40 220
Seconds Seconds Seconds Seconds
Total production lead-time = 1546minutes
Value added time = 400seconds

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 Why Lean?
Add Value for the Customer

Faster Speed = Lower Cost

Empower employees – Everyone

participates

Employees make their work

atmosphere better

BIG changes can be made easily and the culture of continuous

improvement is cultivated

30 30
 Why Lean?

 Cost pressures
 Quality pressures
 Pressure for on-time delivery
 Competition due to global environment

…Because it’s the right

thing to do!!!!!
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 Old Cost Model

By Adding

To

We get

32
 New Cost Model

Customers Dictate

We Subtract

To Determine

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 Lean Manufacturing System

Pillar 1 - Just-in-Time
Pull Systems/Kanban
Point Of Use Storage
Quick Changeover/Setup Reduction
Continuous Flow
Takt Time

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 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.

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 Capacity Utilization
Production Lead Times (days)
60

50
Traditional
Manufacturing
40

30

20 JIT
Manufacturing
10
% Capacity
Utilization
10 20 30 40 50 60 70 80 90 100

36
 Lean Manufacturing System

Pillar 2 - Jidoka
Quality at source
Poka Yoke *
Andons
Effective 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.

37
 Jidoka

“Autonomation”clarification

Automation vs. Autonomation

(自動化) (自働化)

Labor Reduction vs. Quality Improvement

Increases technicality vs. Reduces technicality

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 Lean = Eliminating the waste

Value added
8 Wastes
5  Overproduction
%
 Excess inventory
 Defects
 Non-value added
processing
 Waiting
 Underutilized
Non-value people
added  Excess motion
 Transportation

Typically 95% of Total Lead Time is Non-Value Added!!!

And anything that does not add value is a WASTE !!!
39
 Inventory Hides Problems

Sea of Waste

Line
Long
Communication Lack of Balance
Transportation
Poor Problems Housekeeping
Scheduling Long Setup
Quality Time
Machine Problems Supplier Absenteeism
Breakdown Delivery

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 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

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 What is Kaizen?
KAI ZEN = KAIZEN
(To modify, to
+
(Think, make good, make (Religious, holistic
change) better) approach)

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
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 Principles of Mistake Proofing

Build Quality Into the Process!

It’s easy for us to blame

the people who make mistakes
but we should be looking
closer at the way
we expect them to work.
(Standard work).

43
 What is Mistake Proofing?
• 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.

44
 Mistake Proofing

Two types of Mistake Proofing devices

– Control:
Active – prevents
a mistake from occurring,
e.g. electrical outlets

– Warning:
Passive – warns
that a mistake has occurred,
eg buzzer for when
headlights left on in a car

45
 Results from Lean Manufacturing

Percentage of Benefits Achieved

0 25 50 75 100

Lead Time Reduction

Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization

Flexibility Skill Enhancement Visual Management

46
 Inventory Management
Types of Inventories

• Inventories in Transit Between echelons

Pipeline Inventories
of Supply Channel.

• Stocks that may be held for

Seasonal Inventories Speculation, but are still part inventory
base that must be managed

• Inventories necessary to meet average

Cyclical Inventories Demand during the Time Between
Successive Replenishments.

• Inventories Created as a hedge against

Safety Inventories Variability in demand for the inventory &
in the Replenishment Lead time.

• Out of Date, stolen or deteriorated

Obsolete Inventories
inventories.
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48
49
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 assessment

As 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, Testing
3. Management of company wrt to professionalism, Clarity in Org structure.
4. Financial health
5. Tool making capability
6. Quality system in the Org
7. Proximity to enable JIT deliveries
8. Loyalty
52
Supplier Selection Tech Review Issue of Drawing
& Issuance of Meeting with MSIL /Specs/ Standards
LOC/LOI by MSIL (if req.) etc. by MSIL

Preparation of Specification
Specification meeting
record & Part
Finalization of all Meeting with MSIL
Development activity Specifications to discuss about
Chart MSIL Requirements.

Constitution of Periodic internal Joint Development

Project Team by monitoring of review with MSIL
Vendor & development before MSIL
intimation to MSIL process & development
adherence to part milestones.
development
activity chart by
the vendor. 53
Information of any Preparation of Part
Delays/ Salvage Development
Plans to MSIL 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
55
 Before 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
 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.

Is it NO
Satisfactory?
Take Counter Measures &
YES Carry out PPVT again

Conduct additional trial for 4 hrs to ensure consistency

Calculate Process Capability for Parameters Decided in Spec Meeting

Submit PPVT Trial Report with countermeasures (if any) & Process Capability Report to MSIL
57
 Prepare Operation Standards/ Work Instruction Sheets for all process standards

Establish a procedure for enactment, revision & control of operation standards/ WIS

Indicate A in the standard if operation has any A item

Review the standards whenever there is a Quality Feedback

Establish Job set up verification Standards for die & tool changes & record the same

Display the sample in final inspection Area

Nominate & Designate A Operators/ Inspectors.

Put up A display boards at processing & inspection stations of A Parts, items & dispatch area
58
59
 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

Inspect all the Quality characteristics mentioned in the drawing & MIS-P with sample
size as discussed with MSIL.

Submit FPP lot with Relevant reports to MSIL with Proper “FPP” marking on box/
bins/ Trolleys

Evaluation of FPP Lot by MSIL

Is Results
NO YES
found
satisfactory
Rejection of FPP Lot by SQA Approval of FPP lot by
SQA.
Carry out corrections/
60
Improvements
61
62
Establishment 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.

Establish special process control, lot control & Traceability

Provide clear identification & Display on the process/ line in shop floor to ensure that
ISC is being observed for the part in question.

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.

YES Is the Result NO

Satisfactory?

Terminate ISC Extend ISC till all the criteria are met.

Reconfirm Process Capability & Report the results to MSIL (if capabilities are not
satisfactory, employ 100% checking till they are corrected.)

Depute a representative at MSIL (if decided by MSIL) to address problem till ISC
Completion.

64
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

Satisfactory Evaluation of
Packing
Not Satisfactory
Samples by
MSIL

Start supplies in the Carry out modifications & resubmit

approved packing with ID the samples.
tag marked “New Packing”

66
67
Establishment a documented system for identification & Traceability of Parts & Their
inspection status.

Establish batch code for all A , Functional & General parts.

Incase of RM of A part affecting A item, record the details of heat, code, date &
shift of production

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.

68
Vendor Rating

69
 Objective of Vendor Rating

• System for evaluation of vendors

• Based on the objective data compiled about the
vendor
• Used for defining the
 Future Business Dealings
 Share of Business
 Vendor awards, &
 Improvements

70
 Vendor Rating System
CR
Rating
8
Quality 40 M
Warranty
16
% CPV
Rating
8
Cost 35 A
Defects
Rating
5
VR Incoming
16
Quality
Delivery 10 M QPCR
4.4
Rating

Response & Rejection

5
5 A Rating
Service
Vendor
Audit
8 A
QPCR
Resp.Time
1.6
Development 10 A

71
 Vendor Rating System

Quality 40 M Amount of
5.2
Price Redn

Price Reduction 12.2

Cost 35 A % of Price
7
Redn
VR
Delivery 10 M Amount of
5.2
VAVE Saving
Cost Saving
12.2
Response & thru VAVE
5 A % of VAVE
Service 7
Saving

Development 10 A Price Redn in %

10.6
Focus Models
72
 Vendor Rating System

Quality 40 M

E- Nagare Quantity Default 4

Cost 35 A

VR
Delivery 10 M E- Nagare Time Default 4

Response &
5 A
Service Trolley & Bin Condition 2 A

Development 10 A

73
74
 Defect (Nos/Month)

0
1
2
3
4
5
Act 09-10

1.17
1
Apr'10

1
May'10

0
Jun'10

0
Jul'10
2

Aug'10
1

Sep'10
3

Oct'10
0

Nov'10
DEFECTS PER MONTH

Dec'10
1. DEFECTS AT MSIL

DEFECT TGT ACHIEVED

1

Jan'11

Feb'11

Mar'11

Tgt 10-11
1.25

Act Cum 10-11

1.22

BETTER
TARGET PROVIDED BY MSILM -
 # 1 DEFECT AT MSIL (2010-11)
DEFECT DETAIL 4M ANALYSIS
A Man Method
Part : REINF COMP RR DR HINGE -R O O
Model : SWIFT - DZIRE K K
7/16 Nut welded
Date : 28.04.2010 instead of M-10

Defect : 7/16 NUT WELDED INSTEAD OF M-10 7/16 Nut welded

instead of M-10 Locating pin not
Qty : 1 Material Machine OK
O N
K G
WHY-WHY ANALYSIS: OCCURANCE C/M IMPLEMENTATION & HORIZONTAL DEPLOYMENT

COUNTER-MEASURES :
WHY-1 Why 7/16 NUT WELDED INSTEAD OF M-10
• POKA-YOKE IN WELDING JIG BY USING THREADED PIN
ANSWER 7/16 QUALIFIED IN WELDING JIG • 100 % NUT INSPECTION WITH M-10 BOLT
WHY-2 WHY 7/16 NUT QUALIFY IN JIG ? • INSP STD REVISED
• STORAGE LOCATIONS CHANGED FOR M10 AND 7/16 NUT
ANSWER LOCATING PIN COULD NOT DETECT
• IMPL DATE : 05.05.2010
WHY-3 WHY LOCATING PIN DID NOT DETECT ? HORIZONTAL DEPLOYMENT :
ANSWER CYLINDERICAL, UNTHREADED PIN UNSED • INSP STDS REVISED
•STORAGE LOCATIONS OF M6 & M8 NUT ALSO CHANGED
ROOT
UNTHREADED LOCATING PIN USED
CAUSE
C/M Monitoring
WHY-WHY ANALYSIS: FLOW 4
2 0 0 0 0 0 0 0 0 0
WHY-1 WHY-2 WHY-3 WHY-4 WHY-5 0

Jan '11
Jun '10

Jul'10
May'10

Oct'10
Sep '10

Dec'
Aug '10

No v, 1

10
Insp chkd

0
INSP could visually Insp std not
not detect without clear
using a bolt
 POKA YOKE
CAPARO MARUTI LIMITED CMLB

KAIZEN / PLANT IMPROVEMENT IDEA SHEET

IDEA DATE 28-Apr-10 KAIZEN NO. 4 IMPLEMENTATION TEAM MODEL - L DEPTT. WELDSHOP IMPLEMENTATION DATE 5-May-10

RESOURSES USED ( Rs.) .

TITLE : QUALITY IMPROVEMENT
SAVINGS ( Rs.) 0

BEFORE KAIZEN AFTER KAIZEN IMPROVEMENT AREA

SEPARATE BINS FOR STORAGE 1. MANPOWER / HOUR SAVING 0

TO PREVENT NUT MIXING
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
NEARBY STORAGE LOCATION
CAUSING NUT MIXING THREADED PIN FOR WELDING 10. PRODUCTIVITY IMPROVEMENT 0
M10 NUT
SITUATION SITUATION HORIZONTAL DEPLOYMENT

M-10 & 7/16 NUT MIXING PROBLEM DUE TO NEW RACK TO KEEP NUT IN SEPARATE
AREAS
NEARBY STORAGE LOCATION PLASTIC BINS WITH IDENTIFICATION TAGS

PROBLEM BENEFIT
THREADED PIN FOR M10 NUT SUGGESTED BY DEEPAK
7/16 NUT WELDED INSTEAD OF M 10 NUT IN ZXI
MIXING PREVENTED WITH MODIFIED STORAGE
BKT
LOCATION APPROVED BY AMIT
 2. REJECTION PPM AT MSIL

800

BETTER
600 551
PANEL FENDER APRON (A-
STAR, Zn Coated) GOT WHITE
SPOTS DUE TO WATER DROPS
400
Rejn. (PPM)

FROM AC DUCT AT MSILM MX

200 140 128

98 105
33 37 53 38 30
2 0 0
0

Act Cum 10-11

Mar'11
May'10

Feb'11
Apr'10

Jun'10

Nov'10

Dec'10

Jan'11
Aug'10
Jul'10

Sep'10
Act 09-10

Tgt 10-11
Oct'10

PART TROLLEY STORAGE LOCATION CHANGED AT MSILM

WHITE SPOTS ON PANEL FENDER APRON (Zn COATED) – A
STAR
WHY WHY ANALYSIS
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

WRONG PART / TROLLEY STORAGE LOCATION AT

ROOT CAUSE
MSILM

COUNTERMEASURE PART STORAGE LOCATION CHANGED AT MSILM MX

 3. MSIL SYSTEM AUDIT PERFORMANCE

BETTER
MARKS (%)
100
85 80
80 75
% Marks

60

40

20

Act 10-11
Act 09-10

Tgt 10-11

IMPROVEMENT TARGET: 14%, ACHIEVED: 7%

 SYSTEM AUDIT MARKS (10 - 11)
Audit Score
Audit Points 12TH & 13TH JAN‘ 11 Achieved Max. Audit Score Achieved
Achieved
Score Score
1 Production Preparation 10 16 63%
1
2 Initial Supply Control 6 13 46% 2
2
100% 2
3 Initial Control- Changed Parts 8 11 73% 2
3
1 63%
4 Preventive Measures for defects 12 19 63% 2 73%
4
5 Education and Training 16 16 100% 0 46%
100% 63%
6 Quality audit 15 15 100% 1 100%
33% 5
9 40%
7 Supplier control 10 10 100%
8 Control of drawings and Engg Changes 4 4 100% 83%
1
6
100%
9 Inspection standard & Process Control Standard 10 13 77% 8

10 Operation Standard 11 12 92%

1
11 Observance of Operation Standard 5 5 100% 100% 17% 7
7 100%
12 Role of Manager/ Supervisor 5 5 100%
1
13 Quality improvement of process 6 6 100% 8 100%
6
14 Control of Manufacturing machine/ jig 8 9 89%
1 77%
15 Control of Inspection equipment and Jig 11 11 100% 89% 9
100%5
16 Statistical method 1 6 17% 1 1
92%
Prevention of missing process/ wrong 4 0
17 8 8 100% 1 100%
1
assembling 3
100% 1
1
18 Control of non conforming product 5 6 83% 2
100%
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% WEAK AREAS

Total Score 168 209 80%

C/M UNDER IMPLEMENTATION

 Nos.

0
1
2
3
4
5

2
Act 09-10

0
Apr'10

0
May'10

0
Jun'10

0
Jul'10

Aug'10 0
0

Sep'10
0

Oct'10
0

Nov'10
4. QPCR (NOS.)

Dec'10
ZERO QPCR RAISED IN 2010
0

Jan'11

Feb'11

Mar'11
4

Tgt 10-11
0

Act Cum 10-11

BETTER
TARGET PROVIDED BY MSILM -
 Nos.

0
1
2
3
4
5

0
Act 09-10

0
Apr'10

0
May'10

0
Jun'10

0
Jul'10

Aug'10
0
0

Sep'10
0

Oct'10
0

Nov'10
0

Dec'10
0

Jan'11
5. WARRANTY FAILURES (NOS.)

ZERO WARRANTY FAILURES IN 2010

Feb'11

Mar'11
0

Tgt 10-11
0

Act Cum 10-11

BETTER
 RANK

0
50
100
150
200
250
300
Act 09-10

187
Apr'10

203
May'10
212

Jun'10
249

Jul'10
220

Aug'10
221

Sep'10
209

Oct'10
210

Nov'10
209
6. VENDOR RANKING

Dec'10
223

Jan'11

Feb'11
TARGET 10% IMPROVEMENT OVER 2009-10

Mar'11

Tgt 10-11
168

Act Cum 10-11

223

BETTER
 NO

0
3

1
2

1
Act 09-10

0
Apr'10

0
May'10

0
Jun'10

0
Jul'10

0
Aug'10
0

Sep'10
0

Oct'10
0

Nov'10
7. DI DEFAULTS

Dec'10
0

Jan'11

Feb'11
ZERO DI(QTY.) DEFAULTS IN 2010 - 11

Mar'11
0

Tgt 10-11
0

Act Cum 10-11

BETTER
 Nos.

0
200
400
800

600
1000
Act 09-10

270

0
Apr'10

2
May'10

Jun'10

Jul'10 96
154

Aug'10
13

Sep'10
14

Oct'10
26
8

Nov'10

Dec'10
8. TIME DEFAULTS

134

Jan'11
280

Feb'11
CO-ORDINATION WITH MSIL TO BE IMPROVED

Mar'11
0

Tgt 10-11

Act Cum 10-11

727

BETTER
 KAIZENS IMPLEMENTED

BETTER
25 Nos./Month

20
17 17 17
15
15 14 13
13 13
Nos./Month

12 12

10 9
8
6
5

Act Cum 10-

Apr'10

May'10

Feb'11

Mar'11
Jun'10

Nov'10

Jan'11
Dec'10
Jul'10

Aug'10

Sep'10
Act 09-10

Tgt 10-11
Oct'10

11
• IMPROVEMENT TGT: 50%, ACHIEVED: 62%
• NOV 2010 CELEBRATED AS QUALITY MONTH
• SPECIAL PRIZES FOR BEST SLOGAN, POSTER
 PRODUCTIVITY PRESS SHOP

BETTER
(EFFECTIVE STROKES /MIN)
14.0

12.0

10.0

8.0 6.7 6.7 6.7

6.2 6.3 6.2 6.4 6.3 6.3 6.4 6.6 6.4
6.1
Strokes/Min

6.0

4.0

2.0

0.0

Act Cum 10-11

Apr'10

Mar'11
May'10

Feb'11
Sep'10

Nov'10

Dec'10

Jan'11
Jun'10

Jul'10

Aug'10
Act 09-10

Tgt 10-11
Oct'10

IMPROVEMENT TGT: 8%, ACHIEVED: 3%

 PRODUCTIVITY WELD SHOP

BETTER
(SPOTS/PERSON/SHIFT)
4000

3500 3217 3269 3229 3232 3251 3259 3260 3285 3207
3044 3135 3129 3091
3000
Spots/Person

2500

2000

1500

1000

500

Act Cum 10-

Apr'10

May'10

Feb'11

Mar'11
Jul'10
Jun'10

Aug'10

Sep'10

Nov'10

Dec'10

Jan'11
Act 09-10

Tgt 10-11
Oct'10

11
IMPROVEMENT TGT : 8%, ACHIEVED : 5%
 PRESS SHOP DOWNTIME
(%AGE OF TOTAL AVAILABLE TIME)

BETTER
10.0
9.0
8.0
7.0 6.63 6.26 6.35
6.31 6.30 6.13 5.97 6.05 6.30 6.14
6.01 5.93 5.84
%age

6.0
5.0
4.0
6.10 5.78 5.70 5.88 5.80 5.80
5.65 5.60 5.45 5.54 5.47 5.36 5.62
3.0
2.0
1.0
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
0.0

Feb'11
Jun'10

Nov'10

Dec'10
Aug'10

Sep'10

Act Cum 10-11

Act 09-10

Tgt 10-11
Oct'10
Jul'10
Apr'10

Mar'11
May'10

Jan'11
Die change time Downtime

REDUCTION TGT: 5%, ACHIEVED : 7%

 WELD SHOP DOWNTIME
(%AGE OF TOTAL AVAILABLE TIME)

BETTER
0.50

0.40

0.30 0.27
0.24
0.22 0.21
0.19 0.20 0.20
%age

0.20 0.18 0.18 0.18 0.18 0.18

0.14

0.10

0.00
Jul'10

Aug'10

Sep'10

Jan'11
Nov'10

Dec'10
Jun'10
Act 09-10

Tgt 10-11

Act Cum 10-11

May'10

Oct'10

Feb'11

Mar'11
Apr'10

REDUCTION TGT: 20%, ACHIEVED : 14%

 Nos.

0
1
2
3
4
5

0
Act 09-10

0
Apr'10

0
May'10

0
Jun'10

0
Jul'10

0
Aug'10
0

Sep'10
0

Oct'10
0

Nov'10
0
SAFETY- CML BAWAL

Dec'10
ZERO ACCIDENT IN 2010
0

Jan'11
NO. OF ACCIDENTS - > 1 MANDAY LOSS

Feb'11

Mar'11
0

Tgt 10-11
0

Act Cum 10-11

BETTER
 Nos.

0
5
10
15
20

11
Act 09-10

0
Apr'10

1
May'10

0
Jun'10

3
Jul'10

Aug'10 0
0

Sep'10
0

Oct'10
0

Nov'10
SAFETY- CML BAWAL

Dec'10
0
NO. OF NEAR MISS ACCIDENTS

Jan'11

Feb'11
REDUCTION TGT: 50%, ACHIEVED: 66%

Mar'11
5

Tgt 10-11

Act Cum 10-

4

11
BETTER
 Nos.

25
50
75

0
100
150
175

125

70
Act Cumm. 09-10

3
Apr'10

16
May'10

18
Jun'10

9
Jul'10
9
Aug'10
6

Sep'10
6

Oct'10
POKA YOKE

Nov'10
NO. OF POKA - YOKE

Dec'10
4

Jan'11

Feb'11

Mar'11
IMPROVEMENT TGT : 150 (CUMM.), ACHIEVED : 153

Tgt Cumm 10-11

150

Act Cumm 10-11

153

BETTER
 %age

0
2
4
6
8
10
Act 09-10

6.33
Apr'10 6.70

May'10 5.23

Jun'10
7.20

Jul'10
6.40

Aug'10
5.22

Sep'10
5.30

Oct'10
5.04

Nov'10
5.20
ABSENTEEISM %

Dec'10
5.05

Jan'11
5.10

< 5% ABSENTEEISM TGT IN 2010

Feb'11

Mar'11

Tgt 10-11
5.00

Act Cum 10-11

5.64

BETTER
 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?
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
97
 PROJECT : 1

TO REDUCE NAGARE TIME &

QUANTITY DEFAULT

78
 TEAM FACILITATOR
Project Team

P.K.SAHA
TEAM LEADER

D.K.MISHRA
TEAM MEMBER

SANJAY PADMAKAR DK.AWASTI SUBHASH PRAMOD

KUMAR

79
Reason for project selection : -
a) Excessive Nagare Time defaults.
Nagare time default status
Nagare time default status
S.no. Monthly status 10 ~ 11
08 ~ 09 09 ~ 10
April May June July Aug.
1 382 1268 461 480 201 1107 631

b) Poor performance in vendor ranking due to Nagare Quantity /

Time defaults.
Vendor ranking status at MSIL
Month April to Aug. 10
08 ~ 09 09 ~ 10
April May June July Aug.
251 306 298 292 294 290 293
 Delivery (Quantity Default )– MSIL 2010-
40 11
35
34
0.42Default/
30 month Project
started
NO OF FAILURES

25
20
18
15
10 8
5 7
5 1 3
0
0 0 0

PERIOD

81
 Delivery (Time Default )– MSIL 2010-11
3500
106 Default 483
3000 2900
/month Default/mont
2500
Project
NO OF FAILURES

2000 started

1500 1268 1107

3
1000
382 461 480 631 400
500
201 20
0

PERIOD
SNo. Reason for time default Apr. May. June July Aug Total
1 Shortage of vehicle for supply 62 79 11 143 32 327
2 Dust problem in OE PDI 32 11 23 58 21 145
Time taken to convert the part
3
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
Material not available in system
6
stock.
6 11 4 27 0 48
Excess time taken to unload
7
the material at MUL
13 7 12 32 11 75

8 System breakdown 76 13 13 168 83 353

Manpower not come on time in
9
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
E-nagare loading problem in
13
system
10 0 0 55 0 65
Total 461 480 201 1107 631 2880
 Month wise Nagare Time default %
2010-11
18 17 Month Nagare Time
16 of year default %
2010 per Month
14

12 April 7
10 Project May 7
10
started
8 7 7 June 3
6 July 17
Aug 10
4 3
Sept 0.31
2
0.31 0.05 0.05 0.09 Oct 0.05
0
Nov 0.05
April May June July Aug Sept Oct Nov Dec Dec 0.09
 Target – Setting for Nagare default.

Present Status %
S.No. Description (April'10-Aug'10) Target Improvemen
Nos. t
E-Nagare Time
1 Default 576 0 100
E-Nagare Quantity
2 Default 34 0 100
 Reason wise Total number of default from “April to
Aug.10”

98 100 100 100

93 96
2500 90 90
85
80 80
No,s of defaults

Cumm.%age
2000 68 70
60
1500 56
50
42 40
1000 798
28 30
413 404 353 327 20
500 154 145 86 75 65 48 10
12
0 0
Time taken Manpower Material not System Shortage of Road jam Dust Quality Excess time E-nagare Material not Plan not
to change not come on available breakdown vehicle for due to problem in prob.at PDI. taken to loading available in adhere by
the part time supply havey trafic OE PDI unload the problem in system disp.
material at system stock.
MUL

Default reason
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 breakdown
a 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
Action taken : -

Trolley availability vs Requirement calculated and

New trolley added accordingly.
Model wise color coding done in all trolley for identificat
 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
 Trolley Status Available Vs Requirement
Part Trolley status Remarks
loading
Part Name
capacity
per trolly Available Required New trolley Added

IPA 12 160 200 40

Sept.
~
IPS 8 59 89 30
Oct. 10

39
 Model wise trolley color code
S.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
 Date of APPROVED BY:
Subject : MPS PROJECT Ref No:- DEPT: MOULD MAINT.
implimentation:24/11/10 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

Solution : With color coding.
mark on trolley.

39
 Date of APPROVED BY:
Subject : MPS PROJECT Ref No:- DEPT: MOULD MAINT.
implimentation:03/12/10 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: IPA Trolley for 12pcs Solution: IPA Trolley increase

capacity capacity 12~15pcs

39
 Date of APPROVED BY:
Subject : MPS PROJECT Ref No:- DEPT: MOULD MAINT.
implimentation:27/11/10 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 trolley

Solution :Trolley wise storage -
storage
Location identified.
location not identified.

39
 Manpower not come in time
Action taken : -

 In time monitoring and recording for all

associates started.

39
 Material not available for dispatch
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.

39
 Inventory - Norms for Bumper (Fixed in oct 10)
Part Inventory at MPL
Part req/day
S. req/Hour
NO.
PART NAME for OE supply Part qty.in Coverage Remarks
for OE
supply numbers Hrs.
1 FB (MM) 60 4 40 10
3 RB (MM) 60 4 40 10
4 RB (MM) EXP 24 2 16 10
6 FBO 350 23 187 8
7 RBO 350 23 233 10
7 FBMA (MM) 800 53 427 8
8 FBMA minor 450 30 240 8
10 RBMA (MM) 800 53 427 8
11 RBMA minor 450 30 240 8
12 FBMB (MM) 150 10 100 10
15 RBMB mm 150 10 100 10
18 FBMC 300 20 160 8
19 RBMC 300 20 160 8
20
FBM MM LX 180 12 120 10
FBM MM VX 70 5 47 10
33 FBN 300 20 160 8
34 RBN 300 20 160 8
35 RBS 500 33 267 8

44
 Daily physical inventory stock statement
Date - 18/12/10
Item details Physical Inventory
Part req.
Model Inventory coverage for
Part name / Hr.
name in numbers. Hrs.

Wagon R FMB (MM) 275 18 15

Wagon R RMB(MM) 286 19 15

Alto Minor FMA (Minor) 604 40 15
FMA (LX) 420 28 15
Alto CD
Alto CD FMA - VX 10 1 15
Alto Minor RMA (Minor) 464 31 15
RMA (LX) 520 35 15
Alto CD
Alto CD RMA - VX 10 1 15
Ritz FMN 288 19 15
Ritz RMN 392 26 15

39
 Machine planning shift - A Date - 18/12/10
Actual
Cycle Cycle QTY Plan Uti. Prod.
Machine Part Uti.
time time Plan Time 510 Qty
Name Name Time
(Sec.) (Min.) in nos Minutes Actual
510
IPM U1G 68 1.133 200 226.667 0

2500 T Mould Change 2400 40 1 40 0

UBE-2 IPS 72 1.2 203 243.6 0
TOTAL 0 510.267 0
FBO 72 1.2 250 300 0
Mould Change 2400 40 1 40 0
1300T RBO 65 1.083 157 170.083 0
0 0 0
TOTAL 0 510.083 0
RBMC 75 1.25 50 62.5 0

1600T Mould Change 2400 40 1 40 0

E-2 IPMC 78 1.3 314 408.2 0

TOTAL 510.7 0

1600T IPMA (RHD) 65 1.083 470 509.167 0

C-5 TOTAL 509.167 0
FBMC 80 1.333 180 240 0

2500T Mould Change 2400 40 1 40 0

UBE-3 RBS 67 1.117 206 230.033 0

TOTAL 510.033 0

39
 System - Breakdown
Action taken : -

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
 Shortages of vehicle for Nagare supply.
Despatch details P-1 P-2 P-3
Total number of trolleys for dispatch (nos.) 143 90 211
Total number of bins for dispatch (nos.) 192 77
Total Number of round for tractor to despatch the bins
6 2.4
@ 32 Bin / tractor /Round (nos.)
Total Number of round for tractor to despatch the trolly
14.3 9 21.1
@10 trolley / tractor /Round (nos.)
Total number of round for tractor required to dispatch
52.8
the nagare (nos.)
Turnaround time for one tractor 2.0
Total number of tractor round required to dispatch the
105.6
nagare (nos.)
Total time available for one tractor to dispatch the 16.0
nagare.
Total number of tractor required to dispatch the nagare 6.6
(nos.)
Total number of tractor available for dispatch (nos.) 6
Tractor added
Tractor shortage 1
in July 10.
39
 Before After
Time default (April to Time default (Sept. to
Aug.10) Dec.10)
2500
98 100 100 100
93 96
2500 90 90
85 2000
80 80
No,s of defaults

Cumm.%age
2000 68 70
60 1500
1500 56
50
42 40
1000 798 1000
28 30
413 404 353 327 20
500
154 145 86 75 65 48 12 10 500
0 0
Time taken Manpower Material System Shortage of Road jam Dust Quality Excess E-nagare Material Plan not 18 8 3 2 1
to change not come not breakdown vehicle for due to problem in prob.at time taken loading not adhere by 0
the part on time available supply havey trafic OE PDI PDI. to unload problem in available in disp. System Mld M/C Shortage of Time taken
1 2 3 4 5 the system system B/D B/D B/D vehicle for to convert
material at stock. supply the
MUL part from
4 N N
wrong to ok
Default reason 5 trolley
1

Rotational PDCA
 Target vs Monitoring: Nagare
Default.

Present Status
S.No. Description Target Sept. Oct Nov. Dec
(April'10-Aug'10) Nos.

E-Nagare Time
1 Default 576 0 20 3 3 6
E-Nagare
2 Quantity Default 34 0 0 0 0 0
 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

ACTIVITIES

PROJECT SELECTION TEAM FORMATION DATA COLLECTION TARGET SETTING

STEP - 1 STEP - 2 STEP - 3 STEP - 4

IDENTIFY OPPORTUNITIES TIME STUDY & ACTIVITY

KAIZENS FOR TIME REDUCTION
VIDEOGRAPHY
SEQUENCING
STEP - 8 STEP - 7 STEP - 6 STEP - 5

ACHIEVEMENT OF
TIME STUDY AFTER STANDARDIZATION TRAINING
RESULTS !
STEP - 9 STEP - 10 STEP - 11 STEP - 12

HORIZONTAL DEPLOYMENT
MONITORING OF RESULTS
IN 800T & 500T LINE
STEP - 14 STEP - 13

CURRENT
STATUS
STEP - 1
WHY ? THIS PROJECT

• Largest Capacity Press (1000T) in the Shop

• Maximum Production Time Loss due to Die Change Over
• Streamline die-change over process
• Capacity improvement

S.
Item Per Day Per Month Per Year
No.

1320 Min 33000 Min 396000 Min

1 Total Available Time
( 22 Hrs ) ( 550 Hrs ) ( 6600 Hrs )

Die Changeover Time

39 Min (13 X 3) 975 Min (39 X 25) 11700 Min (975 X 12)
2 (Time / Change Over X No. of
( 0.65 Hrs ) ( 16.3 Hrs ) ( 195 Hrs )
Changes)

3 Production Loss (%age) 3% 3% 3%

Loss of Strokes
4 242 6045 72540
( @ Avg. Eff. SPM = 6.2)
STEP - 1
PLANT LAYOUT
INCOMING RM / BOP / CONSUMABLES

Small Press Line (25T-200T: 11 Presses) 500T Press Line (500T-1, 315T-3) 800T Press Line (800T-1, 400T-3)

DIE STORAGE WIP

500T & 800T PRESS LINE INSPECTION
TOOL & DIE
R/M STORAGE AREA
MAINTENANCE
WIP
WELD LINE
INSPECTION
1000T Press Line (1000T-1, 400T-6)

R/M STORAGE BOP STORAGE &

AREA INSPECTION

DIE STORAGE
WELD LINE QA OFFICE & LAB
1000T PRESS LINE

FG STORAGE AREA
PDI
INSPECTION

FG DESPATCH

1000 TON PRESS SELECTED FOR PRODUCTIVITY INCREASE

STEP - 1
DIE CHANGE OVER TIME

"LAST OK PIECE
TO
FIRST OK PIECE"
STEP - 2
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.)

MAINTENANCE
DEEPAK SHARMA MEMBER (G.E.T.)
STEP - 3
DATA COLLECTION

Average Die Changeover Time (Min)

20

15 13.6
13.5 13.3 13.2 13.4
Time (mins)

10

0
Jul'10 Aug'10 Sep'10 Oct'10 Avg

Avg. Change-over time – 13.4 Min

STEP - 4
TARGET - SETTING

Before Target
Activity % Improvement
(Jul – Oct’10) (Nov’10)

Die change over 13.4 Min 9 Min

33%
time (805 secs) (540 secs)

33% Improvement
20 Target

15 13.4
Time (mins)

9
10

0
Jul - Oct'10 Nov'10
STEP - 5
ACTIVITY CLASSIFICATION

INTERNAL
• PERFORMED AFTER STOPPING THE PRESS

EXTERNAL
• PERFORMED BEFORE STOPPING THE PRESS

PARALLEL
• ACTIVITIES PERFORMED SIMULTANEOUSLY AFTER STOPPING THE PRESS

VIDEOGRAPHY DONE FOR ANALYSIS

STEP - 6
TIME ANALYSIS : ACTIVITY-WISE BREAK UP BEFORE
AVG.
ACTIVITY TYPE OF PRECEDING
ACTIVITY TIME
NO. ACTIVITY ACTIVITY
(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 TYPE OF PRECEDING
ACTIVITY TIME (SEC)
NO. ACTIVITY ACTIVITY

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

970 SEC
TOTAL ACTIVITY TIME
(16.3 MIN)
805 SEC
TOTAL INTERNAL ACTIVITY TIME
(13.4 MIN)
STEP - 6
ACTIVITY PATHS - BEFORE
EXTERNAL Parallel, Non-critical activities
ACTIVITIES
2 3 Sequential, Critical activities
(15) (30)

1
(12O)

0 4
(5) 33 - 37
5 6 7 8 9 10 11 12 13 14 15 16 17 - 32 (157)
(5) (20) (5) (30) (40) (40) (5) (20) (10) (15) (40) (15) (398)

INTERNAL
ACTIVITIES

ACTIVITIES IDENTIFIED
FOR TIME REDUCTION

Effect on
TIME Die
TITLE PATHS Type
(Secs) Change-
over time
A 1  2  3  33    37 Non-Critical path 322 Sec No
4  5  6  7  8  9  10  11  12  13  14
B Critical Path 805 Sec Yes
 15  17 37

•INTERNAL / EXTERNAL ACTIVITIES IDENTIFIED

•SEQUENCE OF ACTIVITIES ESTABLISHED
• CRITICAL PATH AND ACTIVITIES IDENTIFIED
STEP - 7
KAIZEN IDEAS

ACTIV AVG. KAIZEN

ITY ACTIVITY TIME KAIZEN IDEA IDEA
NO. (SEC) No.

BRING CLAMP NUT OPENING SPANNERS

8 30 ARRANGEMENT OF SPANNERS NEAR PRESS 1
NEAR THE DIE FROM TOOL CRIB

UNFASTEN THE CLAMPING BOLTS/NUTS PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
9 40 6
OF UPPER DIE SPANNERS
UNFASTEN THE CLAMPING BOLTS/NUTS PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
10 40 6
OF LOWER DIE SPANNERS

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

CLEAN CUSHION PAD INSIDE PRESS

16 15 CONVERT INTERNAL TO PARALLEL ACTIVITY 4
MACHINE
PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
21 TIGHTEN UPPER DIE BOLTS 60 6
SPANNERS
ADJUST CUSHION HEIGHT FROM USE HEIGHT GAUGE & DIGITAL READ OUT FOR
23 120 5
CONTROL PANEL CUSHION HEIGHT
TIGHTEN CLAMPING BOLTS OF LOWER PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2
27 40 6
DIE SPANNERS
ADJUST DIE HEIGHT AS PER PCS AND USE HEIGHT GAUGE & DIGITAL READ OUT FOR DIE
29 60 5
CLAY TEST HEIGHT
STEP - 8

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 CLAMPING NUT OPENING SPANNERS LOCATED
ATA DISTANCE OF APPROX. 15 METRES AT 1000T PRESS (1-2 MTR)

PROBLEM BENEFIT

WASTAGE OF TIME IN MOVEMENT TO BRING MUDA OF MOVEMENT ELIMINATED

SPANNERS TO PRESS 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 SIDE GUARD UP ACTIVITY BEFORE DIE SET UP
(INTERNAL ACTIVITY) (INTERNAL  EXTERNAL ACTIVITY)

PROBLEM BENEFIT

CHANGING INTERNAL ACTIVITY TO EXTERNAL

INCREASE IN DIE SET UP TIME AS ACTIVITY ACTIVITY
PERFORMED DURING DIE SET UP
TIME SAVED: 20 SECONDS
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 OUTSIDE RAILS CLEANING BEFORE DIE SET UP
(INTERNAL ACTIVITY) (INTERNAL  EXTERNAL ACTIVITY)

PROBLEM BENEFIT

CHANGING INTERNAL ACTIVITY TO EXTERNAL

INCREASE IN DIE SET UP TIME AS ACTIVITY ACTIVITY
PERFORMED DURING DIE SET UP
TIME SAVED: 10 SECONDS
STEP - 8

KAIZEN # 4 CMLB

TITLE: CLEANING OF CUSHION PAD INSIDE THE MACHINE

BEFORE AFTER

SITUATION SITUATION

CLEANING OF CUSHION PAD DONE AFTER CLEANING IS DONE SIMULTANEOUSLY WHEN

MOVING BOLSTER IS MOVED OUT MB IS MOVING OUT
(INTERNAL ACTIVITY) (INTERNAL  PARALLEL ACTIVITY)

PROBLEM BENEFIT

REDUCTION IN DIE CHANGE-OVER TIME

MORE 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

CUSHION & DIE HEIGHT SETTING USING

MANUAL SETTING OF CUSHION & DIE HEIGHT
HEIGHT GAUGE

PROBLEM BENEFIT

TIME CONSUMING ACTIVITY FOR REPEATED HEIGHT GAUGE & PROPER WORK
ACTIVITY (HEIGHT ADJUSTMENT) TO SET INSTRUCTIONS TO AVOID REPEATATION
REQUIRED HEIGHT TIME SAVED: 100 SECONDS
STEP - 8

KAIZEN # 6 CMLB

TITLE: OPENING OF UPPER & LOWER DIE CLAMPING NUTS

BEFORE AFTER

ONE PERSON UNCLAMPING BOTH SIDE NUTS

SITUATION SITUATION

TWO PERSONS DEPLOYED ON BOTH SIDE FOR

ONE PERSON DOING UNCLAMPING OF DIES
UNCLAMPING OF DIES (TWO SPANNERS MADE
(ONE SPANNER ONLY)
AVAILABLE)

PROBLEM BENEFIT

WORK DISTRIBUTION FOR 50% REDUCTION IN

MORE TIME FOR UNCLAMPING OF NUTS TIME FOR UNCLAMPING OF NUTS
TIME SAVING: 90 SECONDS
STEP - 7
KAIZEN BENEFITS
AC AVG. AVG.
TIME Ide
TIVI TIME TIME
ACTIVITY SAVED Kaizen Implemented a
TY BEFOR AFTER
(SEC) No.
NO. E (SEC) (SEC)

BRING CLAMP NUT OPENING SPANNERS CLAMPING NUT OPENING SPANNERS LOCATED AT 1000T
8 30 5 25 1
NEAR DIE FROM TOOL CRIB PRESS

UNFASTEN CLAMPING BOLTS/NUTS OF TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
9 40 15 25 6
UPPER DIE OF DIES (TWO SPANNERS MADE AVAILABLE)
UNFASTEN CLAMPING BOLTS/NUTS OF TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
10 40 15 25 6
LOWER DIE OF DIES (TWO SPANNERS MADE AVAILABLE)
SIDE GUARD UP ACTIVITY BEFORE DIE SET UP (INTERNAL TO
12 MOVE SIDE GUARD UP 20 O 20 2
EXTERNAL ACTIVITY)
OUTSIDE RAILS CLEANING BEFORE DIE SET UP (INTERNAL TO
13 CLEAN RAILS OUTSIDE PRESS 10 0 10 3
EXTERNAL ACTIVITY)
CLEAN CUSHION PAD INSIDE PRESS CLEANING IS DONE SIMULTANEOUSLY WHEN MB IS MOVING
16 15 0 15 4
MACHINE OUT(INTERNAL  PARALLEL ACTIVITY)
TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
21 TIGHTEN UPPER DIE BOLTS 60 30 30 6
OF DIES (TWO SPANNERS MADE AVAILABLE)
ADJUST CUSHION HEIGHT FROM
23 120 60 60 CUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE 5
CONTROL PANEL
TIGHTEN CLAMPING BOLTS OF LOWER TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
27 40 20 20 6
DIE OF DIES (TWO SPANNERS MADE AVAILABLE)
ADJUST DIE HEIGHT AS PER PCS AND
29 60 30 30 CUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE 5
CLAY TEST

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)
STEP - 10
ACTIVITY PATHS – BEFORE & AFTER
BEFORE
Parallel, Non-critical activities
2 3 Sequential, Critical activities
1 (15) (30)
(12O)

0 4
(5) 5 6 7 8 9 10 11 12 13 14 15 16 17 - 32 33 - 37
(5) (20) (5) (30) (40) (40) (5) (20) (10) (15) (40) (15) (398) (157)

Effect on Die Change-

PATH Type TIME (Sec)
over time
A 1  2  3  33    37 Non-Critical Path 322 Sec No
4  5  6  7  8  9  10  11  12  13  14  15
B Critical Path 805 Sec Yes
 17 37

AFTER
2 3 12 13 16
(15) (30) (20) (10) (15)
1
(12O)

0 4
(5)
5
(5) 6 7 8 9 10 11 14 15 17 - 32 33 - 37
(20) (5) (5) (15) (15) (5) (15) (40) (258) (157)

Effect on Die Change over

PATH Type TIME (Secs)
time
1  2  3  12  13  16 - - - -
C
17  37
Non-Critical 367 Sec No

4  6  7  8  9  10  11 
D
14  15  17  37
Critical Path 545 Sec Yes
STEP - 10
RESULTS

Before Target After %

Activity
(Jul – Oct’10) (Nov’10) (Nov – Dec’10) Improvement

Die change 13.4 min 9 min 9.1 min

32%
over time (805sec) (540 sec) (545 sec)

20 32% Improvement

15 13.4
Time (mins)

9.0
10 9.1

0
Before Target Actual
STEP - 10
MONITORING OF RESULTS

Die Changeover Time (Min)

32% reduction achieved after
BEFORE
implementation from 15-Nov-
20.0 10
15.0 13.4 12.8 12.8 13.0
11.2
9.1
Time (Min)

10.0
5.0
0.0
Jul'10 Aug'10 Sep'10 Oct'10 Nov'10 Dec'10

AFTER

WORK INSTRUCTIONS REVISED AND TRAINING IMPARTED

STEP - 11
STANDARDIZATION
No. Activities Responsibility
CHECK FOR THE PLAN WRITTEN ON PRODUCTION PLANNING BOARD & INFORM / ARRANGE LOADER /
1 SHIFT I/C
UNLOADER / SHUTTLE IN ADVANCE.
LIFT DIES FROM DIE STORAGE AREA / DIE MAINTENANCE AREA AND READ YELLOW TAG TIED TO DIE FOR ANY FORK LIFT
2
REPAIR / ABNORMALITY DURING PREVIOUS LOADING. OPERATOR
MOVE BLANKS FROM STORE TO LOADING TABLE, OPEN THE STACK COVER BY CUTTING STRIPS AND MEASURE FORK LIFT
3 . .
DIMENSIONS OF BLANK AS PER PCS/STD. OPERATOR
CHECK IF ANY SCRAP PIECES OR FOREIGN MATERIAL ON DIE. REMOVE SCRAP, DUST & CLEAN M.B, . PLACE
4 LINE OPERATOR
CUSHION PIN AND CHECK FOR CUSHION PIN ARRANGEMENT
LOAD THE DIE AS PER SEQUENCE& DIRECTION OF FEED INDICATED ON DIE. PARTIALLY TIGHTEN THE
5 LINE OPERATOR
CLAMPING BOLTS OF THE LOWER DIE
MOVE SIDE GUARD UP & REMOVE LAST PIECE OF PREVIOUS LOT FROM THE LOWER DIE. ADJUST PRESS
6 LINE OPERATOR
CONTROL FROM AUTO-MODE TO INCHING MODE.
BRING CUSHION & UPPER DIE DOWN TO BDC TO MATCH WITH LOWER DIE. PICK CLAMP NUT OPENING
7 LINE OPERATOR
SPANNERS FROM STAND
UNFASTEN CLAMPING BOLTS/NUTS OF UPPER & LOWER DIE . MOVE SLIDE TO TDC, UNCLAMP MOVING
8 LINE OPERATOR
BOLSTER & MOVE IT OUT OF PRESS.
CLEAN CUSHION PAD INSIDE PRESS MACHINE AND RAILS OUTSIDE THE PRESS MACHINE AS MOVING BOLSTER
9 LINE OPERATOR
IS MOVING OUT . .
MOVE THE OUTSIDE MB INSIDE PRESS AND CLAMP MOVING BOLSTER. ADJUST SLIDE UPTO 2 MM WITH UPPER
10 LINE OPERATOR
DIE FOR CLAMPING
MOVE SLIDE DOWN TO BDC & TIGHTEN UPPER DIE BOLTS MOVE SLIDE UP TO TDC & ADJUST CUSHION HEIGHT
11 LINE OPERATOR
FROM CONTROL PANEL AS PER PCS
MOVE UPPER DIE DOWN FOR ALIGNMENT OF UPPER AND LOWER DIE & TIGHTEN CLAMPING BOLTS OF LOWER
12 LINE OPERATOR
DIE. MOVE SLIDE UP TO TDC
ADJUST DIE(SHUT) HEIGHT AS PER PCS, CLAY TEST & MOVE SLIDE UP TO TDC. ADJUST PRESS CONTROL TO
13 . SHIFT I/C
AUTO MODE & MOVE SIDE GUARD DOWN
PICK, MOVE AND PLACE THE BLANK FROM STACK TO BLANK HOLDER & PRESS PUSH BUTTONS TO OPERATE
14 LINE OPERATOR
PRESS
PICK AND MOVE THE PRESSED PART FROM LOWER DIE & INSPECT FOR BOTTOMING MARK, NECKING,
15 LINE OPERATOR
WRINKLES ETC. FOR OK/NG
RE-ADJUST CUSHION PRESSURE (IN CASE OF REJN) TO PRODUCE OK PART & INSPECT FOR BOTTOMING MARK,
16 SHIFT I/C
NECKING, WRINKLES, ETC. FOR OK/NG
17 START THE PRODUCTION IN AUTO MODE LINE OPERATOR
 BENEFITS

S.
Item Per Day Per Month Per Year
No.

1320 Min 33000 Min 396000 Min

1 Total Available Time
( 22 Hrs ) ( 550 Hrs ) ( 6600 Hrs )

Die Changeover Time Before

39 Min (13 X 3) 975 Min (39 X 25) 11700 Min (975 X 12)
2 (Time / Change Over X No. of
( 0.65 Hrs ) ( 16.3 Hrs ) ( 195 Hrs )
Changes)

3 Production Loss (%age) 3% 3% 3%

Loss of Strokes
4 242 6045 72540
( @ Avg. SPM = 6.2)

Die change over time (After)

5 27 Min 675 Min 8100 Min
(545 Sec / 9.1 Min per chg)

6 Time Saved 12 Min 300 Min 3600 Min

Strokes increase due to time

7 74 1850 22200
saved @ 6.2 SPM

Extra Parts production due

8 19 475 5700
to saving (4 strokes per part)

Man-power cost saved @ 3.5

9 259 6475 77700
per stroke (INR)