1

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Maruti Suzuki
A Journey of over 25 years . . .

2
 Overview of Indian Auto Industry
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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
 Auto industry : 25 years ago
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Stagnant market (40,000 cars a year)

Few players in the Indian auto industry

2 car models - Fiat and Ambassador

No growth drivers
Low priority accorded to car production
High tax levels (15 % in 1984 to 66 % in 1991)
High import duty

Limited component industry

Closed Economy
Click to edit Master title style
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 peoples
car
Modernize Indias car Industry and boost domestic
manufacturing
Click to edit Master title style
Maruti Suzukis first steps

Set up the component industry

Facilitated 110 technical collaborations and joint ventures

Dealer and service network

New Management Practices

Open office
Uniform for employees
Common canteen
Quality circles & suggestion scheme, Kaizen, 3G, 5S, 3K
Click to edit Master title style
Maruti Suzuki today

Suzukis largest manufacturing facility outside Japan

Marutis 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
 SU P PL Y
CHAIN
G E ME N
MANA
T

9
Supply Chain Management

A supply chain is a network of facilities and distribution options that performs the
functions of procurement of materials, transformation of these materials into
intermediate and finished products, and the distribution of these finished products to
customers.
Supply chains exist in both service and manufacturing organizations, although the
complexity of the chain may vary greatly from industry to industry and firm to firm.
Traditionally, marketing, distribution, planning, manufacturing, and
the purchasing organizations along the supply chain operated
independently. These organizations have their own objectives and
these are often conflicting.
Marketing's objective of high customer service and maximum sales
dollars conflict with manufacturing and distribution goals.

10
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 Vendors
end
WHY?
Before Going Further We shall now discuss the Secret behind the Marutis

excellent response to the challenges it face from the Present Competitive Market

by just improving the conditions at the vendors end.

The top Management at Maruti have always known the Secret that :

Vendors Development = Marutis Success

Therefore, Right from the inception, Maruti has always tried to improve the

condition at vendors end. Moreover the Best Practices at Maruti has been applied

to vendors through MPS & Lean Projects.

14
15
Best In-House Practice
Implemented At
Vendor's End

16
Best Practices - Manufacturing Quality

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
Maintenance
Pull
Production/
Kanban
Flexible
Jidoka Employees
Leveling
Rapid
Changeover
20
 3G

3G3Gmeans
meansIn
Incase
caseofofan
anabnormality,
abnormality,all allthe
the
concerned
concernedmembers
membersshould
shouldactually
actuallygo gototothe
the
place
placewhere
wherethe
theproblem
problemhas hasoccurred,
occurred,see seethe
the
actual
actualthing
thing&&take
takerealistic
realisticaction
actiontotosolve
solvethethe
problem
problem

GENCHI Actual Place

GENCHI Actual Place
GENBUTSU Actual Thing
GENBUTSU Actual Thing
GENJITSU Actually
GENJITSU Actually

21
3K

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

KIMERAARETA What has been decided
KIHON DORI Exactly as per Standard
KIHON DORI Exactly as per Standard
KICHIN TO MAMORU Must be Followed
KICHIN TO MAMORU Must be Followed

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

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 Viewed by the Customer

Value Added activity: transforms or

shapes raw material or information to meet
customer requirements.
Tests:
The customer must recognize the value (willing to pay for
it).
The product must physically change during the process.
The activity must be done right the first time.

Non Value Added activity: consumes

time, resources and/or space, but does not add
value.
Tests:
Activities that do not meet all of the three test rules.
Some non-value added work may be necessary.
26
 Objectives of Value Stream
Mapping
E Provide the means to see the material, process
and information flows.
E Support the prioritization of continuous
improvement activities at both the value stream
and plant levels
E Provide the basis for site plan development

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

Daily shipment
Inventory schedule

Machine OP1 Machine OP2 Assembly Test/dispatch

I I I I C/T = 220 secs
C/T = 60 secs C/T = 80 secs C/T = 40 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 mins 15 60 4 mins 720
minutes minutes mins minutes mins minutes minutes
60 80 40 220
Seconds Seconds Seconds Seconds
Total production lead-time = 3679 minutes
Value added tim = 400 seconds

28
 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 mins 05 10 1 mins 80
minutes minutes mins minutes mins minutes minutes
60 80 40 220
Seconds Seconds Seconds Seconds
Total production lead-time = 1546minutes
Value added time = 400seconds

29
Why Lean?
Add Value for the Customer

30 30
 Why Lean?

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

Because its the right

thing to do!!!!!
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 Old Cost Model

Profit + Cost = Selling Price

By Adding Profit

To Cost

We get Selling Price

32
 New Cost Model

Selling Price - Cost = Profit

Customers Dictate Selling Price

We Subtract

To Determine Profit
33
 Lean Manufacturing
System
Pillar 1 - Just-in-
Time
Pull Systems/Kanban
Point Of Use Storage
Quick Changeover/Setup
Reduction
Continuous Flow
Takt Time

34
 Characteristics of a Lean Process

Flow: Processes run as continuously as

possible with a rapid cycle time and little
or no Muda.
Standard Work: The precise description of each
work activity specifying cycle time, takt time, the
work sequence of specific tasks, and the minimum
inventory of parts on hand needed to conduct the
activity.
We achieve Flow and Standard Work through the
elimination of Muda (waste).
Muda is non-value added activity i.e. any activity that
consumes resources without creating value for the
customer.

35
 Capacity Utilization
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 customers faith in the
company is destroyed. What is needed is a fool
proof system to give defect free products.

37
 Jidoka

Autonomationclarification

Automation vs. Autonomation

( ) ( )

Labor Reduction vs. Quality Improvement

Increases technicality vs. Reduces technicality

38
 Lean = Eliminating the
waste
Value added
8 Wastes
5
Overproductio
%
n
Excess
inventory
Defects
Non-value
added
Non-value processing
added Waiting
Underutilized
Typically 95% of Total Lead Time people
is Non-Value
Excess motion
Added!!! And anything thatdoes not add
Transportatio
value is a WASTE !!!n
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

40
Eight Wastes - Definitions
Overproduction making more than needed
Transport excess moving of materials
Motion inefficient people movement
Waiting people utilization
Inventory stuff laying around (often a
symptom of another waste)
Over-Processing making to a higher quality
standard than expected by the customer
Defects/Correction Time spent fixing defects,
including defect that get thrown away and the time
make the product correctly
Underutilized People not dedicated to Value-
Added 100%, untapped human creativity

41
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

42
Principles of Mistake Proofing

Build Quality Into the Process!

Its 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
Pipeline Inventories

Inventories necessary to meet average

Demand during the Time Between
Successive Replenishments.

Inventories Created as a hedge against

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

Out of Date, stolen or deteriorated

inventories.
47
ELEMENTS IN
MATERIAL
MANAGEMENT @
MSIL

48
 SELECTION OF VENDORS
DEVELOPMENT OF COMPONENTS
TRIAL PRODUCTION
SOP (START OF PRODUCTION)

INITIAL SUPPLY CONTROL

PACKING REQUIREMENT

LOT CONTROL & TRACEABILITY

SENDAI CHECK FOR QUALITY PERFORMANCE
49

SELECTION
OF VENDOR

50
 VENDOR SELECTION PROCEDURE
Based on the Vendor Performance ,Supply Chain/ Engineering
selects the Vendor for New Part development/ Second source

A team of Supply Chain/ Engineering then visits & performs an

assessment
As per Marutis 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

DEVELOPME
NT OF PARTS

52
Development of Parts
Supplier Tech Review Issue of
Supplier
Selection & Meeting Review
Tech with Issue
Drawing of
Selection
Issuance of& MSIL (if req.) with
Meeting Drawing
/Specs/
Issuance
LOC/LOI byof MSIL (if req.) /Specs/
Standards etc.
LOC/LOI
MSIL by Standards
by MSIL etc.
MSIL by MSIL

Preparation of Specification
Preparation
Specification of Specification
Specification
meeting record &
Finalization of Meeting with
meeting record &
Part Development allFinalization of Meeting
MSIL to discusswith
Part Chart
activity Development all
Specifications MSIL to discuss
about MSIL
activity Chart Specifications Requirements.MSIL
about
Requirements.
Constitution of Periodic Joint
Constitution
Project Teamof Periodic
internal Joint
Development
byProject
VendorTeam& internal
monitoring of Development
review with
by Vendor
intimation to& development of
monitoring review
MSIL with
before
intimation
MSIL to development&
process MSIL
MSIL before
MSIL process
adherence to& MSIL
development
adherence
part to development
milestones.
part
development milestones.
53
development
activity chart
 Development of Parts

Information of Preparation of
Information
any Delays/of Preparation of
Part
any
Salvage Delays/
Plans Part
Development
Salvage
to MSIL Plans Development
Problem history
to MSIL Problem history
by the vendor.
by the vendor.

Part Development Stages of New Model Development

at MSIL:

Design Proto Production Proto Mass Production Pilot

Production Start of Production

54

TRIAL
PRODUCTION

55
PRODUCTION PREPARATION
Before Start of Mass Production, conduct PFMEA along with CFT.
Before Start of Mass Production, conduct PFMEA along with CFT.

Understand the accuracy Requirement of the Parts & ensure Process

Understand the accuracy Requirement of the Parts & ensure Process
Capabilities are achievable for meeting them
Capabilities are achievable for meeting them

Review the Past Quality Problems & establish Poka Yoke

Review the Past Quality Problems & establish Poka Yoke

Design & Plan The process Layout so as to minimize material

Design & Plan The process Layout so as to minimize material
movement, inventory Levels & wherever possible try to achieve
movement, inventory Levels & wherever possible try to achieve
Single Piece Flow.
Single Piece Flow.
Plan & Control the procurement of jigs, dies & machineries,
Plan & Control the procurement of jigs, dies & machineries,
equipment etc. to produce & deliver parts as per development
equipment etc. to produce & deliver parts as per development
activity chart.
activity chart.
Establish a detailed document system to communicate serious
Establish a detailed document system to communicate serious
Quality issues within the Company.
Quality issues within the Company.
56
 PEAK PRODUCTION VERIFICATION
TRIAL (PPVT)
Calculate PPVT Rate & Net Operating Time
Calculate PPVT Rate & Net Operating Time

Conduct PPVT (Generally for 2 hrs) using the same process

Conduct PPVT (Generally for 2 hrs) using the same process
conditions (tools/ dies/ machines/ RM/ Manpower etc.) with which
conditions (tools/ dies/ machines/ RM/ Manpower etc.) with which
Mass Production shall be carried out.
Mass Production shall be carried out.

Is it N
Satisfacto O
ry?
Take Counter
Take Counter
YE Measures & Carry
Measures & Carry
S out PPVT again
out PPVT again
Conduct additional trial for 4 hrs to ensure consistency
Conduct additional trial for 4 hrs to ensure consistency
Calculate Process Capability for Parameters Decided in Spec Meeting
Calculate Process Capability for Parameters Decided in Spec Meeting
Submit PPVT Trial Report with countermeasures (if any) & Process Capability
Submit PPVT Trial Report with countermeasures
Report to MSIL (if any) & Process
57 Capability
Report to MSIL
 ESTABLISHMENT OF OPERATION
STANDARDS
Prepare Operation Standards/ Work Instruction Sheets for all process
Prepare Operation Standards/ Work Instruction Sheets for all process
standards
standards
Establish a procedure for enactment, revision & control of operation
Establish a procedure for enactment, revision & control of operation
standards/ WIS
standards/ WIS
Indicate inAthe standard if operation has any
A item
Indicate in the standard if operation has any item

Review the standards whenever there is a Quality Feedback

Review the standards whenever there is a Quality Feedback

Establish Job set up verification Standards for die & tool changes &
Establish Job set up verification Standards for die & tool changes &
record the same
record the same
Display the sample in final inspection Area
Display the sample in final inspection Area
Nominate & Designate A Operators/ Inspectors.
Nominate & Designate Operators/ Inspectors.
Put up
A display boards at processing & inspectionA stations of
58 Parts,
Put up display boards atitems
processing & inspection
& dispatch area stations of Parts,

START OF MASS
PRODUCTION

59
APPROVAL OF FIRST PRODUCTION
PARTS & SOP
Produce FPP lot with minimum sample size of 300 or as decided in
Produce FPP lot with minimum sample size of 300 or as decided in
specification meeting with MSIL
specification meeting with MSIL
Establish identification of FPP during internal production &
Establish identification of FPP during internal production &
Processing by means of suitable tagging
Processing by means of suitable tagging
Inspect all the Quality characteristics mentioned in the drawing &
Inspect all the Quality characteristics mentioned in the drawing &
MIS-P with sample size as discussed with MSIL.
MIS-P with sample size as discussed with MSIL.
Submit FPP lot with Relevant reports to MSIL with Proper FPP
Submit FPP lot with Relevant reports to MSIL with Proper FPP
marking on box/ bins/ Trolleys
marking on box/ bins/ Trolleys
Evaluation of FPP Lot by MSIL
Evaluation of FPP Lot by MSIL
Is Results
N YE
found
O S
satisfactory
Rejection of FPP Lot by Approval of FPP lot
Rejection ofSQA
FPP Lot by Approval of FPP lot
SQA by SQA.
by SQA.
Carry out corrections/
CarryImprovements
out corrections/ 60
61

INITIAL SUPPLY
CONTROL

62
INITIAL SUPPLY CONTROL
Establishment of documented procedures & Controlling Parameters
Establishment of documented procedures & Controlling Parameters
for initial Supply control(ISC) for a) New Product Change b) 4M
for initial Supply control(ISC) for a) New Product Change b) 4M
Condition Change
Condition Change
Fix the time period of ISC & the responsibility to declare the start &
Fix the time period of ISC & the responsibility to declare the start &
termination of ISC.
termination of ISC.
Establish special process control, lot control & Traceability
Establish special process control, lot control & Traceability

Provide clear identification & Display on the process/ line in shop

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

Conduct Sub Vendor audit if the change pertains to them.

Conduct Sub Vendor audit if the change pertains to them.

Record all the problems during ISC & take prompt countermeasures.
Record all the problems during ISC & take prompt countermeasures.
Check the effectiveness of counter Measures periodically.
Check the effectiveness of counter Measures periodically.
63
 Carry Out Process Capability studies.
Carry Out Process Capability studies.

Is the
YES Result NO
Satisfactory
?

Terminate ISC Extend ISC till all the criteria

Terminate ISC Extend ISC till all the criteria
are met.
are met.
Reconfirm Process Capability & Report the results to MSIL (if
Reconfirm Process Capability & Report the results to MSIL (if
capabilities are not satisfactory, employ 100% checking till they are
capabilities are not satisfactory, employ 100% checking till they are
corrected.)
corrected.)
Depute a representative at MSIL (if decided by MSIL) to address
Depute a representative at MSIL (if decided by MSIL) to address
problem till ISC Completion.
problem till ISC Completion.

64

PACKING
REQUIREMENTS

65
PACKING REQUIREMENTS
MSIL shall Decide the packing Specifications & send the same to the
MSIL shall Decide the packing Specifications & send the same to the
vendor.
vendor.
Vendor to submit the Packing sample to MSIL using the packing
Vendor to submit the Packing sample to MSIL using the packing
Guidelines provided by MSIL
Guidelines provided by MSIL

Satisfactor Evaluation
y of Packing
Not
Samples by
Satisfactory
MSIL

Start supplies in the Carry out modifications &

Start supplies in the Carry out modifications &
approved packing resubmit the samples.
approved packing resubmit the samples.
with ID tag marked
with ID tag marked
New Packing
New Packing
66

Lot control &
Traceability

67
LOT CONTROL & TRACEABILITY
Establishment a documented system for identification & Traceability
Establishment a documented system for identification & Traceability
of Parts & Their inspection status.
of Parts & Their inspection status.
Establish batch code for all A , Functional & General parts.
Establish batch code for all , Functional & General parts.

Incase of RMAof part affecting

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

Practice FIFO () First-in First-out for all incoming, in process &

Practice FIFO () First-in First-out for all incoming, in process &
finished parts
finished parts
Address absence or inadequate identification & Traceability as a
Address absence or inadequate identification & Traceability as a
Failure mode in PFMEA.
Failure mode in PFMEA.

Ensure all requirements of MSIL for identification & Traceability

Ensure all requirements of MSIL for identification & Traceability

Maintain records for all 4M changes as per the prescribed format.

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
Amount of
Delivery 10 M VAVE Saving 5.2

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
 HOW TO MEASURE
PERFORMANCE AT
VENDORS END &
FIND THE GAPS

74
 1. DEFECTS AT MSIL

BETTER
DEFECT TGT ACHIEVED
TARGET PROVIDED BY MSILM -
 # 1 DEFECT AT MSIL (2010-11)
DEFECT DETAIL 4M ANALYSIS
A Man Method
Part : REINF COMP RR DR HINGE -R

Model : SWIFT - DZIRE

O O
Date : 28.04.2010
K K 7/16 Nut welded
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 OK
Material Machine

O N
WHY-WHY ANALYSIS: OCCURANCE K IMPLEMENTATION & HORIZONTAL
C/M G DEPLOYMENT

WHY-1 Why 7/16 NUT WELDED INSTEAD OF M-10 COUNTER-MEASURES :

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

WHY-WHY ANALYSIS: FLOW

WHY-1 WHY-2 WHY-3 WHY-4 WHY-5

Insp chkd
INSP could visually Insp std not
not detect without clear
using a bolt
 POKA YOKE

SEPARATE BINS FOR STORAGE

TO PREVENT NUT MIXING

NEARBY STORAGE LOCATION

CAUSING NUT MIXING THREADED PIN FOR WELDING
M10 NUT
 2. REJECTION PPM AT MSIL

BETTER
PANEL FENDER APRON (A-
STAR, Zn Coated) GOT WHITE
SPOTS DUE TO WATER DROPS
FROM AC DUCT AT MSILM MX

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
IMPROVEMENT TARGET: 14%, ACHIEVED: 7%
 SYSTEM AUDIT MARKS (10 - 11)
Audit Score
Achieved
Audit Points 12TH & 13TH JAN 11 Achieved Max.
Achieved
Audit Score
Score Score
1
1 Production Preparation 10 16 63% 22 2
2 Initial Supply Control
3 Initial Control- Changed Parts
6
8
13
11
46%
73%
100% 21 3

4 Preventive Measures for defects 12 19 63% 20

73% 63%
4

5 Education and Training 16 16 100%

100% 46% 63% 100%
40% 33%
6 Quality audit 15 15 100% 19 5

7 Supplier control 10 10 100%

8 Control of drawings and Engg Changes 4 4 100%
9 Inspection standard & Process Control Standard 10 13 77% 83%
18
100% 6

10 Operation Standard 11 12 92%

11 Observance of Operation Standard 5 5 100% 100%
17
17% 100% 7

12 Role of Manager/ Supervisor 5 5 100%

13 Quality improvement of process 6 6 100%
14 Control of Manufacturing machine/ jig 8 9 89%
16
77% 100%
8

15 Control of Inspection equipment and Jig 11 11 100%

16 Statistical method 1 6 17% 100% 15 9

17
Prevention of missing process/ wrong
8 8 100%
89% 92%
14 10
assembling
18 Control of non conforming product 5 6 83% 100% 100% 13
100%
12
11

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

 4. QPCR (NOS.)

BETTER
ZERO QPCR RAISED IN 2010

TARGET PROVIDED BY MSILM -

 5. WARRANTY FAILURES (NOS.)

BETTER
ZERO WARRANTY FAILURES IN 2010
 6. VENDOR RANKING

BETTER
TARGET 10% IMPROVEMENT OVER 2009-10
 7. DI DEFAULTS

BETTER
ZERO DI(QTY.) DEFAULTS IN 2010 - 11
 8. TIME DEFAULTS

BETTER
CO-ORDINATION WITH MSIL TO BE IMPROVED
 KAIZENS IMPLEMENTED

BETTER
IMPROVEMENT TGT: 50%, ACHIEVED: 62%
NOV 2010 CELEBRATED AS QUALITY MONTH
SPECIAL PRIZES FOR BEST SLOGAN, POSTER
 PRODUCTIVITY PRESS SHOP
(EFFECTIVE STROKES /MIN)

BETTER
IMPROVEMENT TGT: 8%, ACHIEVED: 3%
 PRODUCTIVITY WELD SHOP
(SPOTS/PERSON/SHIFT)

BETTER
IMPROVEMENT TGT : 8%, ACHIEVED : 5%
 PRESS SHOP DOWNTIME

BETTER
(%AGE OF TOTAL AVAILABLE TIME)

6.63 6.26 6.31 6.35 6.30

6.01 6.13 5.97 6.05 6.30 6.14
5.93 5.84

REDUCTION TGT: 5%, ACHIEVED : 7%

 WELD SHOP DOWNTIME

BETTER
(%AGE OF TOTAL AVAILABLE TIME)

REDUCTION TGT: 20%, ACHIEVED : 14%

SAFETY- CML BAWAL

BETTER
ZERO ACCIDENT IN 2010
 SAFETY- CML BAWAL

BETTER
REDUCTION TGT: 50%, ACHIEVED: 66%
 POKA YOKE

BETTER
IMPROVEMENT TGT : 150 (CUMM.), ACHIEVED : 153
 ABSENTEEISM %

BETTER
< 5% ABSENTEEISM TGT IN 2010
 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
97
Possible
 Machino Plastics Ltd.

PROJECT : 1

TO REDUCE NAGARE
TIME & QUANTITY
DEFAULT

78
 Machino Plastics Ltd.

TEAM FACILITATOR
Project Team

P.K.SAHA
TEAM
LEADER

D.K.MISHRA
TEAM MEMBER

SANJAY PADMAKAR DK.AWASTI SUBHASH PRAMOD

KUMAR

79
 Machino Plastics Ltd.

Reason for project selection : -

a) Excessive Nagare Time defaults.

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

Time defaults.
 Machino Plastics Ltd.

Delivery (Quantity Default )

40 MSIL 2010-11
34
35 0.42Defau
Project 5.6
30 lt/month
started
NO OF FAILURES

25 Default/mo
nth
20
18
15
10 8
5 7
5 3
0
0 1 0
0

PERIOD

81
 Machino Plastics Ltd.

Delivery (Time Default ) MSIL 2010-11

3500
106 483
3000 2900 Default/mont
Default /
h
2500 month
NO OF FAILURES

Proje
2000 ct
starte
1500 1268 d
1107

1000
500 382 400631
461480
201
20
0

PERIOD

82
 Machino Plastics Ltd.

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
 Machino Plastics Ltd.

Month wise Nagare Time

default % 2010-11
18 17
16

14

12

10 Proje
10
ct
8 7 7 start
6
ed

4 3
2
0 0 0 0
0

April May June July Aug Sept Oct Nov Dec

37
 Machino Plastics Ltd.

Target Setting for Nagare

default.
Present
%
S.N Status Targ
Description Improve
o. (April'10- et
ment
Aug'10) Nos.
E-Nagare Time
1 Default 576 0 100
E-Nagare
2 Quantity Default 34 0 100
 Machino Plastics Ltd.

Reason wise Total number of default from

April to Aug.10
Machino Plastics Ltd.
 Machino Plastics Ltd.

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 identification
ON line SPD packing started so that no trolley engage
for storage of SPD part.
Empty trolley pickup frequency from MSIL increased.
Part loading capacity per trolley increased.
Machino Plastics Ltd.
 Machino Plastics Ltd.

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
 Machino Plastics Ltd.

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.
 Machino Plastics Ltd.

APPROVED BY:
Date of
Subject : MPS PROJECT Ref No:- DEPT: MOULD MAINT. D.K
implimentation:03/12/10
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
 Machino Plastics Ltd.

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

storage Solution :Trolley wise storage -
Location identified.
location not identified.
 Machino Plastics Ltd.

Manpower not come in time

Action taken : -

In time monitoring and recording for all

associates started.
 Machino Plastics Ltd.

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.
Machino Plastics Ltd.
Machino Plastics Ltd.
Machino Plastics Ltd.
 Machino Plastics Ltd.

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
 Machino Plastics Ltd.

Shortages of vehicle for Nagare supply.

 Machino Plastics Ltd.

Before After
Time default (April to
Aug.10)
Time default (Sept.
to Dec.10)
2500

2000

1500

1000

500
18 8 3 2 1
0

1 2 3 4 5

4 N N
5

Rotational
PDCA
 Machino Plastics Ltd.

Target vs Monitoring:
Nagare Default.
Present Status
Targ Sep Oc Nov De
S.No.Description (April'10-
et t. t . c
Aug'10) Nos.

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

Avg. Change-over time 13.4 Min

STEP - 4
TARGET - SETTING

Before Target
Activity % Improvement
(Jul Oct10) (Nov10)

Die change over 13.4 Min 9 Min

33%
time (805 secs) (540 secs)

33% Improvement
Target
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 13 14 15 16 17 - 32 (157)
12
(5) (20) (30) (20) (15) (40) (15) (398)
(5) (40) (40) (5) (10)

INTERNAL
ACTIVITIES

ACTIVITIES IDENTIFIED
FOR TIME REDUCTION

Effect on
TIME Die
TITLE PATHS Type
(Secs) Change-
over time
Non-Critical
A 1 2 3 33 37 322 Sec No
path
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

ACTIVI AVG. KAIZEN

TY 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
TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING
27 TIGHTEN CLAMPING BOLTS OF LOWER DIE 40 20 20 6
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)
STEP - 10
ACTIVITY PATHS BEFORE & AFTER
BEFORE
Parallel, Non-critical activities
2 3 Sequential, Critical activities
1
(12O) (15) (30)

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

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
(20) (15)
(15) (30) (10)
1
(12O)

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

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 % Improvement
(Jul Oct10) (Nov10) (Nov Dec10)

Die change 13.4 min 9 min 9.1 min

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

32% Improvement
STEP - 10
MONITORING OF RESULTS

32% reduction achieved after

BEFORE
implementation from 15-Nov-
10

AFTER

WORK INSTRUCTIONS REVISED AND TRAINING IMPARTED

STEP - 11
STANDARDIZATION
 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)
Thanks