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5th TPM National Conference

Session A : Experience sharing session by

winners of Award for TPM Excellencefor the year 2004

Topic :Experience sharing session by winners

of Award for TPM Excellencefor the year 2004

Presentation by

Mr Aditya Narain Singh

President

Sundaram Industries Ltd


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5th TPM National Conference Page 2.1

Sundaram Industries Ltd Experience sharing session by winners of Award for

TPM Excellence for the year 2004

SUNDARAM INDUSTRIES LIMITEDTOGETHER WE EXCEL TVS RUBBER

5th TPM NATIONAL CONFERENCE - NEW DELHI

EXPERIENCE SHARING SESSION

By

MR ADITYA NARAINMR ADITYA NARAIN -- PresidentPresident

Sundaram Industries Limited

Madurai ,Tamil Nadu.


TVS GROUP AXLES INDIA LTDAXLES INDIA LTD

Axles for HCVs.Axles for HCVs.

BRAKES INDIA LTD.BRAKES INDIA LTD.

Braking equipmentsBraking equipments

DELPHI TVS DIESEL SYSTEMSDELPHI TVS DIESEL SYSTEMS

Fuel Injection EquipmentsFuel Injection Equipments

INDIA NIPPON ELECTRICALS LTDINDIA NIPPON ELECTRICALS LTD

Electronics ignition systems.Electronics ignition systems.

LUCAS TVS LTDLUCAS TVS LTDAuto electricalAuto electrical

SOUTHERN ROADWAYS LTDSOUTHERN ROADWAYS LTD

Domestic Logistic ServicesDomestic Logistic Services

SUNDARAM BRAKE LININGS LTDSUNDARAM BRAKE LININGS LTD

Brake LiningsBrake Linings

SUNDARAM CLAYTON LTDSUNDARAM CLAYTON LTD

Air brakes and Die CastingsAir brakes and Die Castings

SUNDARAM FASTENERS LTDSUNDARAM FASTENERS LTD

Standard and Special FastenersStandard and Special Fasteners

SUNDARAM INDUSTRIES LTDSUNDARAM INDUSTRIES LTD

Moulded Rubber ComponentsMoulded Rubber Components

SUNDARAM TEXTILES LTDSUNDARAM TEXTILES LTD

Carded and Combed Cotton / BlendedCarded and Combed Cotton / BlendedYarn.Yarn.

TVS ELECTRONICS LTDTVS ELECTRONICS LTD

Printing and Power ManagementPrinting and Power Management

TVS FINANCE AND SERVICES LTDTVS FINANCE AND SERVICES LTD

Financial ServicesFinancial Services

TVS MOTOR COMPANY LTDTVS MOTOR COMPANY LTD

Two wheelersTwo wheelers

TVS & SONS LTDTVS & SONS LTD

Dealers for AutomobilesDealers for Automobiles

TVS SRICHAKRA LTDTVS SRICHAKRA LTD

Tyres and Tubes for Two & ThreeTyres and Tubes for Two & Threewheelerswheelers

WHEELS INDIA LTDWHEELS INDIA LTD

Wheels for Vehicles.Wheels for Vehicles.


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QUALITY JOURNEY

DEMING PRIZEDEMING PRIZE

JUSE QUALITY MEDALJUSE QUALITY MEDAL

TPMTPM

ISO 9000ISO 9000

QS 9000QS 9000

ISO / TSISO / TS1694916949

ISO 14001ISO 14001

OUR GROUP HAS BEEN AMONGST THE FIRST TO BE CERTIFIED FOR ...


OUR COMPANY PROFILE

Largest Manufacturer of Moulded Rubber Products in IndiaLargest Manufacturer of Moulded Rubber Products in India

Since 1962Since 1962

Annual Turn over of Rs 125 Crores.Annual Turn over of Rs 125 Crores.

Over 1,200 EmployeesOver 1,200 Employees

2 Plants ( Madurai2 Plants ( Madurai Tamilnadu & GurgaonTamilnadu & Gurgaon near Delhi )near Delhi )

Over 5000 different productsOver 5000 different products

Excellence in Quality & Customer SatisfactionExcellence in Quality & Customer Satisfaction

State of the Art Manufacturing and R & D facilityState of the Art Manufacturing and R & D facility..


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CHRONOLOGICAL ACHIEVEMENTS


TPM EXCELLENCE AWARD

OUR PRESIDENT RECEIVING THE PRESTIGIOUSTPM AWARD FORM PROF .TAMOTSU NAKAMURAOF SHIZUOKA UNIVERSITY

OUR PRESIDENT & TPM CHAIRMAN WITH THE AWARD


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PRODUCT FAMILY WISE SALES

Tank


NEED OF THE HOUR

SALESSALES -- COSTCOST =

IMPROVEIMPROVE IMPROVEIMPROVEREDUCEREDUCE

PROFITPROFIT


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CHALLENGE AHEAD

For Indian Customers China / Thailand Factor

- If Product Costs 1.0 in Japan today

It is : 0.92 at Thailand

0.91 at China

1.13 at India

-After FTA regulations Imports are becoming

Easier / Cheaper

- Expected Near Future :

Thailand will come down to 0.72

China will come down to 0.75Indian Companies Must Come Down to 0.75

i.e Indian Companies Must Cut Cost by 34 %


How to achieve this


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What should be the best strategy

?

Our resources are limitedOur resources are limited

-- Total Cost Management ( TCM)Total Cost Management ( TCM)-- Total Quality Management (TQM)Total Quality Management (TQM)

-- Total Productive Maintenance (TPM)Total Productive Maintenance (TPM)

-- Total Technology Management (TTM)Total Technology Management (TTM)

-- Business Process Re engineering (BPR)Business Process Re engineering (BPR)

-- Total Resource Management ( TRM)Total Resource Management ( TRM)

-- Lean ManufacturingLean Manufacturing

-- Six Sigma andSix Sigma and

Many More ..Many More ..

MANAGEMENTS IMPROVEMENT DILEMMA


WHY DID WE GO FOR TPM ?

P - PRODUCTIVITY IMPROVEMENTS

Q - QUALITY IMPROVEMENTS

C - COST REDUCTIONS

D - ON TIME DELIVERY

S - SAFETY IMPROVEMENTS

M - INCREASE IN MORALE


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Guarantees dramatic results

Visibly transforms the work place

Promotes Total Employee involvement

Raises the level of Knowledge & Skill of all employees



Zero BreakdownsZero Breakdowns

Zero DefectsZero Defects

Zero AccidentsZero Accidents

Maximizing OEEMaximizing OEE

Loss Cost ReductionsLoss Cost Reductions

New Product Lead Time reductionNew Product Lead Time reduction

Business Growth , etcBusiness Growth , etc

Its a Journey towardsIts a Journey towards


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TPM KICK OFF AT SUNDARAM INDUSTRIES

TPM KICK OFF DATE : 13/02/2000


TPM POLICY


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FORMATION OF TPM PROMOTION COMMITTEE


More MouldFailures

More ProductionCost

BACKGROUND DURING TPM KICK OFF


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AIM


OUR TPM GURU KAZUO KAWASHIMA SAN GUIDING US


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JISHU HOZEN

TO BRING THE EQUIPMENT TO ITS IDEAL STATETO BRING THE EQUIPMENT TO ITS IDEAL STATE

THROUGH RESTORATION AND PROPERTHROUGH RESTORATION AND PROPERMANAGEMENTMANAGEMENT

TO DEVELOP EQUIPMENT COMPETENT ANDTO DEVELOP EQUIPMENT COMPETENT AND

PROCESS CONSCIOUS OPERATORPROCESS CONSCIOUS OPERATOR

POLICYPOLICY


METHODOLOGY

Change mindset from I Do ;You Maintain toI Do ; I Maintain


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JH INITIAL ACTIVITIES

Change of attitude from I DO ; YOU MAINTAINto I DO ; I MAINTAIN was brought forward by

Taking the workmen to the classroom andimparting continuous training on importance ofJISHU HOZEN practices in the shop floor.

Education on the need of maintaining the

machines by operator himself.

The importance of 1s and 2 s activities.


JH INITIATIVES

CLASS ROOM TRAINING

ON THE JOB TRAINING

on the Jobtraining 70%

Class room30 %


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JH STEP 1 AT MODEL MACHINE

Based on the criticality the model machine was selected .

While cleaning , abnormalities such as

1. Oil leaks

2. Sounds

3. Vibrations

4. Inaccessible area of cleaning

5. Non standard bolts and nuts

6. Sources of contamination , etc

were observed and recorded



Countermeasures taken for

1. Abnormalities

Oil leaks were arrested

Bolts and Nuts were standardized

Water circulation to rollers were modified fromgravity flow to closed loop rotary joints,etc

2. Source of contamination

Suitable counter measures were implemented forspillage of Carbon , Chemicals ,fillers ,etc

3. Inaccessible area

Guides were suitably modified.

Space created around the Machine / Equipments


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JH

MODEL MACHINE AFTER STEP 2



JH ACTIVITY TIME REDUCTION

AFTER STEP 2


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IN STEP 3 TRAINING WAS IMPARTED ON CLRI(Cleaning,Lubrication, Re-Tightening, Inspection)

TENTATIVE STANDARDS ARRIVED AND CHECK LISTPREPARED FOR C, L, R AND I WITH THE HELP OFPLANNED MAINTENANCE.



JH STEP 3 CHECK SHEET

A EXCELLENT CONDITION B GOOD C - OK BUT NOT SURE X - FAILED

Previously Tick (aaaa ) for OK conditions & Cross (rrrr) for Not OKconditions were used. Now the operators were asked to fill up thecheck sheet as above. This forces the operator to think.

10.24 JAN


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JH STEP 3 AT MODEL MACHINEVISUAL MANAGEMENT

VISUAL IDENTIFICATION PROVIDED FOR LUBICATION POINTS,INSPECTION POINTS AND RETIGHTENING POINTS IN THEMACHINE.

STANDARDISATION OF CLEANING AIDS.

INSPECTION POINTSGREASE POINT IDENTIFIED

BY NUMBER

STANDARDISED

CLEANING AIDSSELECTION OF

SUITABLE SPANNER

NOISE LEVEL

INSPECTION




AFTER STEP 3


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JH STEP 4 PROCESSES

TO DEVELOP EQUIPMENT COMPETANT OPERATOR

BRING EQUIPMENT TO IDEAL CONDITION THROUGHGENERAL ISPECTION


JH STEP 4 PROCESSES


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JH STEP 4 PROCESSES

TRAINING CURRICULAM WAS PREPARED AND OPERATORSWERE TRAINED ON THE FOLLOWING 7 MODULES

1. BOLTS AND NUTS

2. LUBRICATION,

3. ELECTRICAL,

4. DRIVES,

5. PNEUMATICS,

6. HYDRAULICS AND

7. SAFETY.


JH STEP 4 CUT MODELS A TRAINING AID

DCVS

BEARINGS

PRESSURE SWITCH

GEAR BOX


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JH STEP 4


AFTER STEP 4


JH STEP 5

TO TRAIN OPERATORS FOR SAFE AND STABLE

OPERATION


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JH STEP 5 PROCESSES


JH STEP 5

PM POINTS RELATED TO M/C FAILURES

ADDITIONAL VISUALS IMPLEMENTED

Q POINTS RELATED TO PRODUCT QUALITY

S POINTS RELATED TO SAFETY


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Verification ofcheck points forfailure,Defect &

Accidents

Step-4 Checkpoints

PlantMaintenanceInspection

Items

Step 5Inspection

checks for CLI

Kaizen

Elimination

Combine

Rearrange

Simplify

Visualcontrol

LubricationManagement

JH Calenderfor all week

days

Implementation of JHCalender

STEP 5 CHECK SHEET PREPARATION


JH STEP 5


AFTER STEP 5


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PLANNED MAINTENANCE

TO ACHIEVE AND MAINTAIN ZERO BREAKDOWN ATMINIMUM MAINTENANCE COST

POLICY


METHODOLOGY


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PM CONTRIBUTION TO OTHER PILLARS

PLAN

NEDMAINTENANCE

QUALITYMAINTENANCE

OFFICE TPM

EDUCATION& TRAINING SAFETY HEALTH

& ENVIRONMENT

INITIAL FLOW-EQUIPMENTS

KOBETSUKAIZEN

JISHU HOZEN

Training materialspreparation andOne point lessons

Reduction of sparesInventory

Maintaining 3Mconditions

Support & Guidance forJH activities

Support for reductionof EquipmentLosses

MP Information & Weakdesign rectification

Elimination of Unsafeconditions


JH STEP 0JH STEP 0 Train operators to identify abnormalitiesTrain operators to identify abnormalities

Identify abnormalities.Identify abnormalities.

Eliminate abnormalitiesEliminate abnormalities

JH STEP 1JH STEP 1

JH STEP 2JH STEP 2

JH STEP 3JH STEP 3 Train operators on cleaning , lubrication ,Train operators on cleaning , lubrication ,Retightening and inspection of their machinesRetightening and inspection of their machines

Implementation of visual controls for reducingImplementation of visual controls for reducing

time for CLRItime for CLRI

Assistance in preparing tentative standards forAssistance in preparing tentative standards for

CLRICLRI

PM SUPPORT TO JH

JH STEP 4JH STEP 4

&&

JH STEP 5JH STEP 5

Establishing standards for general Inspection ofEstablishing standards for general Inspection of

Bolt & nuts ,Lubrication, Electrical equipmentBolt & nuts ,Lubrication, Electrical equipment

,Hydraulics equipments and Drives,Hydraulics equipments and Drives


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PLANNED MAINTENANCE ACTIVITIES

7 STEP APPROACH OF PLANNED MAINTENANCE7 STEP APPROACH OF PLANNED MAINTENANCE

1.1. EVALUATE PRESENT STATUS OF EQUIPMENTSEVALUATE PRESENT STATUS OF EQUIPMENTS

2. RESTORE MACHINE CONDITION2. RESTORE MACHINE CONDITION

3.3. BUILD PERIODIC MAINTENANCE SYSTEMBUILD PERIODIC MAINTENANCE SYSTEM

4.4. BUILD INFORMATION MANAGEMENT SYSTEMBUILD INFORMATION MANAGEMENT SYSTEM

5.5. BUILD PREDICTIVE MAINTENANCE SYSTEMBUILD PREDICTIVE MAINTENANCE SYSTEM

6.6. MAINTENANCE COST CONTROLMAINTENANCE COST CONTROL

7. EVALUATE PLANNED MAINTENANCE7. EVALUATE PLANNED MAINTENANCE


PM STEP 1 EVALUATE EQUIPMENT PRESENT STATUS

EVALUATION OF THE EQUIPMENT IS DONE TAKING INTO

ACCOUNT P Q C D S M FACTORS ON THE MACHINES

HISTORICAL DATA ON THE PAST FAILURES IS ALSONOTED AND ANALYSED.


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PM STEP 2 RESTORE MACHINE CONDITION


PM STEP 3 BUILD A PERIODIC MAINTENANCE SYSTEM

TIME BASED MAINTENANCE REPLACEMENT FREQUENCY ARRIVED AT,BASED ON

RANKING OF A,B AND C PARTS BASED ON

1. REPLACEMENT FREQUENCY

2. IMPACT ON PROCESS QUALITY

3. HISTORICAL DATA

4. PAST EXPERIENCE

5. MANUFATURERS RECOMMENDATIONS

A - PARTS REPLACED BY PM

B - PARTS REPLACED BY JH OPERATOR

EG : FILTERS

C PARTS ATTENDED WHENEVER REQUIRED


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PM STEP 3 BUILD A PERIODIC MAINTENANCE SYSTEMTIME BASED MAINTENANCETIME BASED MAINTENANCE


PM STEP 3 BUILD A PERIODIC MAINTENANCE SYSTEMCONDITION BASED MAINTENANCECONDITION BASED MAINTENANCE


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PM STEP 4 MAINTENANCE INFORMATION SYSTEM


PM STEP 5 PREDICTIVE MAINTENANCE TRIGGERS


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PM STEP 6 MAINTENANCE COST CONTROL

TRAINING TO IMPROVE THE

SKILL LEVELS

IN HOUSE FABRICATION

CHEAPER SOURCE FOR SAME

QUALITY

REPAIRING RATHER THAN

REPLACEMENT

MAINTENANCE COST CONTROL

SPARE PARTS INVENTORY

CONTROL

LUBRICATION CONTROL

SUNDARAM INDUSTRIES LIMITEDTOGETHER WE EXCEL TVS RUBBERTOGETHER WE EXCEL

KAIZEN TO INCREASE MTBF


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KAIZEN TO REDUCE MTTR


MAJOR RESULTS

98 %REDUCTION


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KOBETSU KAIZEN

TO MAXIMIZE OVERALL EFFECTIVENESS OF EQUIPMENT,AND INCREASE PROFITABILITY THROUGH REDUCTION OF ALL

LOSSES

POLICY


METHODOLOGY


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APPROACH TO INCREASE OEE

THEME : TO INCREASE OEE IN BELLOW & DUST COVER CELL


SMED SHEET FOR MOULD CHANGE IN BDC COMPRESSION PRESS


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KAIZEN GANTT CHART

K1

K2


KAIZEN EXAMPLE

FRONT AND REAR STOPPER ADJUSTMENT ELIMINATION KAIZEN

BEFOREAFTER

ACTIVITY TIME

0

140

0

50

100

150

200

250

Before After

Time inSecs

M O U L D C H A N G E T O T A L T I M E

6 8 9

8 2 9

0

1 0 0

2 0 0

3 0 0

4 0 0

5 0 0

6 0 0

7 0 0

8 0 0

9 0 0

1 0 0 0

B e f o r e A f t e r

T i m e i n

S e c s

K 1

KAIZEN EXAMPLE

TOGETHER WE EXCEL SUNDARAM INDUSTRIES LIMITED


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KAIZEN EXAMPLE ( CONTD. )

BOLT FIXING ELIMINATION KAIZENBEFORE AFTER

TOP PLATE FIXED WITH PLATEN BY BOLTSTOP PLATE NOT FIXED WITH PLATEN BY BOLTS

TOP PLATEFIXED TO

PRESS

BALL PIN FIXED

IN 2ND PLATEFOR EJECTOR

LIFTING

TOP PLATENOT FIXED TO

PRESS

2ND PLATE

FIXED TO TOP

PLATE

BALL PIN FIXED

IN TOP PLATEFOR EJECTORLIFTING

K 2

ACTIVITY TIME

0

542

0

100

200

300

400

500

600

700

Before After

Time in

Secs

MOULD CHANGE TOTALTIME

147

689

0

100

200

300

400

500

600

700

800

900

1000

Before After

Time in

Secs



KAIZEN EXAMPLE ( CONTD. )

BOLT FIXING ELIMINATION KAIZENBEFORE AFTER

TOP PLATE FIXED WITH PLATEN BY BOLTSTOP PLATE NOT FIXED WITH PLATEN BY BOLTS

TOP PLATE

FIXED TO

PRESS

BALL PIN FIXEDIN 2ND PLATE

FOR EJECTOR

LIFTING

TOP PLATENOT FIXED TO

PRESS

2ND PLATEFIXED TO TOPPLATE

BALL PIN FIXED

IN TOP PLATEFOR EJECTORLIFTING

K 2

ACTIVITY TIME

0

542

0

100

200

300

400

500

600

700

Before After

Time in

Secs

MOULD CHANGE TOTALTIME

147

689

0

100

200

300

400

500

600

700

800

900

1000

Before After

Time in

Secs



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MAJOR RESULTS

IMPACT ON AVAILABILITY AND OEE IN BDC CELL MOULDING MACHINE

BETTERBETTER

1.06%

INCR

EASE

0.8%INC

REASE


CUMULATIVE IMPROVEMENT OF INCREASED AVAILABILITY &PERFORMANCE AND REDUCTION OF DEFECTS

19%INC

REASE


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STEPS TO ANALYZE AND REDUCE LOSSES


LOSS COST MATRIX


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LOSS REDUCTION APPROACH


MAJOR RESULTS

40%REDUCTION


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QUALITY MAINTENANCE

TO ACHIEVE ZERO DEFECT & ZERO CUSTOMER COMPLAINTTO ACHIEVE ZERO DEFECT & ZERO CUSTOMER COMPLAINT..

POLICYPOLICY


QUALITY MAINTENANCE

THREE DONTS OF QMTHREE DONTS OF QM

1.1. DONT RECEIVE DEFECTIVE MATERIAL.DONT RECEIVE DEFECTIVE MATERIAL.2.2. DONT PRODUCE DEFECTIVE MATERIAL.DONT PRODUCE DEFECTIVE MATERIAL.

3.3. DONT SEND DEFECTIVE MATERIAL TO CUSTOMER.DONT SEND DEFECTIVE MATERIAL TO CUSTOMER.


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QUALITY MAINTENANCE

QA METODOLOGY.xls - Sheet1!D5


QUALITY DEFECT MATRIX FOR RUBBER PARTS

How to

Eliminate

How TO

eliminateHow to

Eliminate


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MAJOR DEFECT : POOR FLOW AT MOULDING PROCESS

How to

Eliminate

How TO

eliminateHow to

Eliminate


DOE ForFlow Defect ReductionMoulding Input Process Parameter

Optimization

Part Name : EPDM Dust Cover

Influencing Process Parameters at Moulding :

Temp : 185 Deg C

Curing Time : 480 Sec

Input Rubber weight : 3 to 3.5 gms

Present Status

Defect Level : 30000 ppm( 3 %)

DOE


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Details of Design of Experiments

Factors Level 1 Level 2

Temp 190 195

Slug Wt 3 to 3.5 gms 3.5 to 4 gms

Curing Time 480 sec 600 sec

3 Factors at 2 levels

Replication : 3 timesTotal Number of Experiments : 24

DOE


StdOrder RunOrder Temp Slug wt Curing t ime Rej %

2 1 195 3-3.5 480 16.6

1 2 190 3-3.5 480 15

24 3 195 3.51-4.0 600 18.3

19 4 190 3.51-4.0 480 23.3

3 5 190 3.51-4.0 480 0.8

18 6 195 3-3.5 480 10

20 7 195 3.51-4.0 480 1

16 8 195 3.51-4.0 600 6.6

15 9 190 3.51-4.0 600 6.6

11 10 190 3.51-4.0 480 5

12 11 195 3.51-4.0 480 0.9

10 12 195 3-3.5 480 5

14 13 195 3-3.5 600 0.8

4 14 195 3.51-4.0 480 1.66

17 15 190 3-3.5 480 0

9 16 190 3-3.5 480 1.66

5 17 190 3-3.5 600 0

22 18 195 3-3.5 600 5

23 19 190 3.51-4.0 600 3.33

7 20 190 3.51-4.0 600 5

21 21 190 3-3.5 600 16

13 22 190 3-3.5 600 5

8 23 195 3.51-4.0 600 8.33

6 24 195 3-3.5 600 1.66

DOE ANALYSIS OF 24 EXPERIMENTS


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DOE ANALYSIS

Factorial Fit: Flow rej% versus Temp, Slug wt, Curing time

Estimated Effects and Coefficients for Flow rej% (coded units)

Term Effect Coef SE Coef T P

Constant 7.3208 1.266 5.78 0.000

Temp -0.5067 -0.2533 1.266 -0.20 0.844

Slug wt 1.1550 0.5775 1.266 0.46 0.655

Curing time -1.1717 -0.5858 1.266 -0.46 0.650

Temp*Slug wt -1.4400 -0.7200 1.266 -0.57 0.578

Temp*Curing time 2.0000 1.0000 1.266 0.79 0.441

Slug wt*Curing time 1.4283 0.7142 1.266 0.56 0.581

Temp*Slug wt*Curing time 6.0467 3.0233 1.266 2.39 0.030


DOE ANALYSIS

Term

Standardized Effect

A

B

C

BC

AB

AC

ABC

2.52.01.51.00.50.0

2.120Fa ct or N ame

A Tem p

B Slug w t

C C uring time

Pareto Chart of the Standardized Effects(response is Flow rej, Alpha = .05)


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DOE ANALYSIS - EFFECTS OF INTERACTION

T e m pT e m p

Slug wtSlug wt

Cur ing t imeCur ing t ime

3.51-4.03-3.5 60048 0

9. 0

7. 5

6. 0

9. 0

7. 5

6. 0

Temp

190

195

Slug wt

3-3.5

3.51-4.0

Interaction Plot for Defect Rate


OPTIMUM PROCESS PARAMETERS IDENTIFICATION

600

48 0

3.51-4.0

3-3.5

19 519 0

Curing time

Slug wt

Temp

11.0767

2.48677.0000

4.9767

1.1867

10.53335.5533

9.7000

Cube plot for Temp Vs Rubber Wt Vs Curing Time

Optimum Point


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DOE RESULTS

Input Parameters Before After

Temp in Deg C 185 195

Curing Time in Sec 480 480

Slug Wt in Gms 3 to 3.5 gms 3.5 to 4 gms

Defect Level 30000 ppm 9000 ppm


MAJOR DEFECT : UNDER WEIGHT AT PREFORMING PROCESS

How to

Eliminate

How TO

eliminateHow to

Eliminate


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UNDER WEIGHT : MAJOR DEFECT IN PREFORMING PROCESS

Under Weight Defect :Under Weight Defect : Input Rubber weight lesser than the lower spec. limit .

Spec : 54/55.5 gms

M/c : Crowe Preformer

Before ImprovementBefore Improvement

Cp :0.35 ,Cpk :0.3

Part no : 70368


IMPROVEMENT IN PREFORMING PROCESS

Improved Process Parameter for Crowe M/c After analysis & ValidaImproved Process Parameter for Crowe M/c After analysis & Validation ontion on

Root Causes for Under Weight DefectRoot Causes for Under Weight Defect.


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PERFPORMANCE OF PREFORMING PROCESS AFTER IMPROVEMENT

Spec : 54/55.5 gms

M/c : Crowe Preformer

After ImprovementAfter Improvement

Cp : 1.5 ,Cpk :1.28

Part no : 70368


RESULT OF UNDER WEIGHT DEFECTS IN PREFORMING PROCESS AFTER IMP.

%

Before After

99%REDUCTION

Part No : 70368

M/c Name : Crowe Preformer


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OVER ALL PROCESS SCRAP REDUCTION COMPANY WIDE

52%REDUCTION


MOULD MAINTENANCEPOLICY

To bring the Mould failures to Zero

Reduce Mould Maintenance cost

METHODOLOGY


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1. Evaluating Current Status2. Improving Mould Maintenance3. Creating Information Management System4. Create MP Information System5. Developing Periodic Maintenance System6. Building Predictive Maintenance system

MOULD MAINTENANCESTEPS OF MOULD MAINTENANCE

RESULTS

98%REDUCTION


DEVELOPMENT MANAGEMENT - PRODUCTS

To reduce the new product development time To develop theproducts free from defects.

METHODOLOGY

POLICY


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NEW PRODUCT DEVELOPMENT

MODELING BY IDEAS SOFTWARE WHICH HELPS US IN FASTERDEVELOPMENT OF MOULDS.

STANDARDIZATION OF COMPOUNDS

COMPUTERIZATION OF COMMUNICATION ACTIVITIES ACROSSVARIOUS DEPARTMENTS INVOLVED IN NEW PRODUCTDEVELOPMENT.

DESIGN SPECIFICATIONS FOR MOULDS HAD BEEN DEVELOPEDWHICH HELPED US IN DESIGNING MOULDS EASIER FOR FAMILY OF

PARTS.

EFFECTIVE UTILIZATION OF MP INFORMATION SHEETS FOR MOULDDESIGN.

IMPROVEMENTS IN NEW PRODUCT DEVELOPMENT CYCLEIMPROVEMENTS IN NEW PRODUCT DEVELOPMENT CYCLE


MAJOR RESULTS

51%REDUCTION


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OFFICE TPM

IMPROVE OFFICE EFFICIENCY

ACHIEVE BUSINESS GROWTH

REDUCE COSTS

POLICYPOLICY


METHODOLOGY

INCREASE WORK EFFICIENCY

THROUGH FOCUSSED IMPROVEMENT

ACHIEVE BUSINESS GROWTH

THROUGH FOCUSSED EFFORTS

REDUCTION OF ADMINISTRATION COSTS

THROUGH CONTINOUS EFFORTS


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IMPROVEMENTS IN OFFICE

WORKFLOW

ERP

WORK FLOW SIMPLIFICATION THRO'

ERP IMPLEMENTATIONREDUCTION IN STOCK THRO' VISUAL

CONTROL OF INVENTORY LEVEL IN

ENGG.STORES.

IMPROVE FILE RETRIEVAL TIMETHRO' OFFICE LAYOUT CHANGES.

IMPROVEMENTS

TOGETHER WE EXCEL


! LOST PARTS REVIVAL

! SHARE OF BUSINESS INCREASE

! LOCALISATION OF CUSTOMER IMPORT PARTS

! VALUE ADDITION

! VALUE ENGINEERING

EXISTING PARTS

! FOCUS ON NEW SEGMENTS, NEW CUSTOMERS,

SIMILAR LINES ETC

! FOCUS ON NEW TECHNOLOGY

NEW PARTS

BUSINESS GROWTH

METHODOLOGYMETHODOLOGY


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44%GR

OWTH

RESULTS

SALES TURNOVER


INTRODUCTIONOF 2 BIN SYSTEM

REDUCED LEADTIME

REDUCEDINVENTORY LEVEL

COMPARED TOHIGHER SALES

AFTERBEFORE

NO TRIGGERINGFROM STORES

EXCESS LEADTIME

HIGHINVENTORY

INVENTORY REDUCTION

THEME : TO REDUCE INVENORY IN STORESTHEME : TO REDUCE INVENORY IN STORES


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RESULT

45 %REDUCTION


PURCHASE PRICE REDUCTION

" RAW MATERIAL

" GLOBAL SOURCING

" LOCAL SOURCING

!ALTERNATE SOURCING

! DEALER TO MANUFACTURER

!VA / VE.

" CONSUMABLES

" PACKING MATERIALS


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STRATEGIES TO MEET THE OBJECTIVE

STRATEGYSTRATEGY

1. LOCATING SUPPLIERS GLOBALLY FOR ALL EQUIVALENT

GRADES FOR THE IDENTIFIED TOP RAW MATERIALS

2. LOOK FOR DIRECT IMPORTS


ADMINISTRATIVE COST REDUCTION

LOGISTICS

FREIGHT COST

CUSTOMS CLEARANCE CHARGES

FINANCE

INTEREST

BANK CHARGES

ADMINISTRATION

PRINTING AND STATIONERY

COMMUNICATION CHARGES

CONVEYANCE EXPENSES, etc


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RESULT

70 %REDUCTION


EDUCATION & TRAINING

To raise the individual knowledge and skill through intensivetraining to achieve organizational excellence

METHODOLOGY

POLICY


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TRAINING


TRAINING EVALUATION ( SAMPLE )

1 In dark

2 Know but can't do without instruction

3 Can do fully.

4 Can teach.

General skill level


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MAJOR RESULTS

96%INCRE

ASE


SAFETY, HEALTH & ENVIRONMENT

To create and maintain a Safe, Clean and Green environmentEmphasis on employees Safety and Health.

METHODOLOGY

POLICY


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ZERO ACCIDENT APPROACH


BEST SAFETY ZONE

We are Safety audit in each zone monthwise & awarding Rolling trophy for

best safety zone.

100%REDUCTION

RESULTS


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MAJOR RESULTS


BENEFITS OF TPM PROFIT GROWTH

%

2001 - 02 2002 -03 2003-04 2004-05

Year

624%

INCREAS

E

BETTER


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BENEFITS AND CHALLENGE AHEAD

# Improvements in Quality of Product , Process and Service.

# Visible Improvement in Bottom Line.# Competitive in Market by maintaining lowest price.# Improvement in Overall Plant Efficiency.# Improvement in Working Conditions in Plant.# Improvement in Morale of All Employees.

Having achieved the TPM Excellence award , it leads us to* A new beginning* A challenge to strive for even greater improvements* Higher and more challenging goals .

We are expected to develop* More Unique Maintenance Techniques

* More Unique Process Technology* Ideas for loss reduction* Innovative Technology for Product Development* Identified Strategy for Business Growth

In other words , Raising Our Standard of TPM

02 sundaramindustriesltd

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