plenary by s giridhar reddy

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Presentation by : S.Giridhar ReddyVice President – Operations

1st Friction Material Company in

World to win Deming Grand Prize

Date : 5th Nov, 2014

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Contents

Rane Group – an overview

Integrated approach to LPS

Background

Benefits

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Provide superior products and services to our customers and

maintain market leadership.

Evolve as an institution that serves the best interests of all

stakeholders.

Pursue excellence through total quality management.

Ensure the highest standards of ethics and integrity in all our

actions.

Mission Statement


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Rane group was established in 1923 - comprises of 25 plants and employs over

5200 personnel

Annual group sales for the year 2013 - 14 : INR 2,962 crores (~494 million USD)

Product-wise sales contribution of group companies for the year 2013-14 :

(RBL Product)

Valve Train Components, 14%

Steering Columns & Electric Power

Steering Systems, 20%

Friction Material Components, 14%

Hydraulic Pumps & Power Steering Systems, 18%

Occupant Safety Systems, 4%

Diecast Components, 3%

Manual Steering & Suspension Systems,

24%

Aerospace & Defence Business,

2%

Rane Group – an overview…

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Rane Group StructureOperationally Independent & Strategically Aligned

Listed Company Deming PrizeDeming Grand Prize

(DGP)


Rane Holdings Ltd.

Rane (Madras) Ltd.

Rane Brake Lining Ltd.

Rane TRW Steering Systems Ltd.

JMA RaneMarketing Ltd.

Kar Mobiles Ltd.

Rane Engine Valve Ltd.

Rane NSK Steering Systems Ltd.

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Rane (Madras) Limited

Manual Steering, Suspension Systems &

High Pressure Die Casting Products

Rane Engine Valve Limited

Engine Valves, Valve Guides, Tappets


Rane Brake Lining Limited

Brake Linings, Disc Pads, Clutch Facings, Composite

Brake Blocks, and Sintered Brake Pads

Product Range

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Rane NSK Steering Systems Limited

Steering Columns & Electric Power Steering

Rane TRW Steering Systems Limited

Power Steering Systems, Occupant Safety Systems


Product Range…

Kar Mobiles Limited

Large Engine Valves for Automotive &

Defense Applications

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Established in 1964 for manufacturing friction material products

Serves all market segments – OEMs, Aftermarket, Exports, Railways

Collaboration with NISB - Japan with an equity participation of 20.15%

State of art R&D and testing facility approved by Government of India

Manufacturing facilities at 4 locations

P1: Chennai P2: Hyderabad P3: Puduchery P4: Trichy


Rane Brake Lining Limited (RBL) – an overview

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Brake Linings

Clutch Facings

Composite Brake

BlocksDisc Pads

Clutch Buttons

Leader in Friction material industry in India

Sales turnover of 384 crores for the year 2013-14


RBL Products

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Contents



Background

Benefits

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Background

Preforming

Required weight of mix

is formed as a cake –

a small lot production

process

Input Output

Mixing

Number of raw

materials are mixed to

form a homogeneous

mix – a batch

production process

OutputInput

PCBL Manufacturing Process

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Background…

Polymerization takes

place under pressure &

temperature – a small

lot production process

OutputInput Curing

Product is baked under

specified temperature

and time – a batch

production process

OutputInput Baking

PCBL Manufacturing Process…

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Finishing

Finishing the product to

required dimensions – a small

lot production process

Considering varied output quantities, we used to follow

batch production in all the processes – process layouts

OutputInput

Background…

PCBL Manufacturing Process…

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LPS focusing

on ProductivityLPS focusing

on flexibility

Integrated approach

TQM implementation

Background…

LPS Journey at RBL

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Background…

Work place management through 5S & Visual controls

Safety management

Standard Operating Procedure (SOP)

Daily Routine Management (DRM)

Information Technology (IT)

Total Employee Involvement (TEI)

Training (skill enhancement)

Suggestion scheme (Kaizens)

Quality Control Circles (QCC)

Productivity improvement projects taken up as Kaizens / QCC

LPS Journey at RBL

2000-05 RBL started TQM journey

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Background…

LPS organisation

Training on LPS concepts

Muda identification and elimination

Ergonomics improvements

Low cost automation (LCA)

Multi skill development

Layout improvements (Process to Product)

Multi machine handling

LPS Journey at RBL…

2005-08 Implementation of LPS towards productivity improvement

LPS focus was on productivity improvement

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Background…

SMED projects (ECRS concept)

Development of common jigs and fixtures

Cycle time reduction projects / Debottlenecking


2008-11 Implementation of LPS towards establishing mixed product lines

Model machine projects

Autonomous maintenance

Planned maintenance

OEE improvement projects

Implementation of TPM towards equipment availability improvement

LPS focus was on establishing flexibility

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Background…


2011-12 Issues / Challenges :

Entry of Global OEMs resulted in:

Stringent quality requirements – Direct On Line (DOL)

JIT delivery – Kanban based supplies

Increase in cost of resources impacting manufacturing cost

Considering the learning from TQM, TPM, LPS and SPC, an integrated

approach is evolved, focusing on:

Quality,

Productivity,

Delivery (Flow production),

Equipment and

Manufacturing cost

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Contents



Background

Benefits

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Quality improvement

Quality

Assurance

• FMEA

• Poka yoke

• Control

charts

• Process

capability

• Quality audits

• First time

right

QC Story

Methodology

• Q7, M7 tools

• DOE, MRA

• Phenomenon

elimination

Productivity improvement

Cycle time

reduction

• Takt time

• De-

bottleneck

• Line balance

• ECRS

Manpower

Optimization

• Man-machine

charts

• Layout

• LCA

• SPF

• Small lot

production

• Multimachine

handling

Flow Production

Flexible

manufacturing

• Set up time

• Multi skill

• Multi models

• Common jigs

• Leveled

production

Pull Production

• Kanban

• 2 bin system

• VSM

Equipment Improvement

Autonomous

Maintenance

• Model

Machine

• CLIT

• OPL

Planned

Maintenance

• PM

• TBM

• CBM

OEE

Improvement

• Loss

elimination

Manufacturing cost reduction

Energy cost

reduction

• Optimized

energy

source

• Consumption

reduction

• Advance

technologies

Yield

Improvement

• Tooling

improvement

• Process

improvement

• Innovative

ideas

TEI, Training, 5S, Visual controls, Safety, Standard work, DRM, Kaizen, IT

Customer satisfactionImproved P,Q,C,D,S,M

Integrated approach to LPS…

Benefits

LPS OrganisationThe House of Lean

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LPS Organization

President

Quality

Improvement-

Head QA

Plant Head

Productivity

Improvement –

Head MFG

Flow

Production -

Head MFG

Equipment

Improvement-

In-charge PED

Manufacturing

Cost reduction-

Head PFMD

Plant coordinator

LPS coordinator

CFT consisting members from MFG, PED, MFD, QAD, HRD

work towards achieving the objectives of LPS

Organization Chart

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LPS Organization…

Plant Head:

Providing essential resources for the teams

Review of the progress of projects

Company LPS Coordinator:

Developing required Framework/Approach

Facilitation in review of progress of the project

Plant Coordinator:

Developing required SOPs / Formats

Collecting the data wherever required

Monthly MIS report of plant level improvements and circulate to teams

Monitoring project progress and reporting to plant head

Responsibilities

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LPS Organization…

Reviewer Frequency Review points Coordinator

President QuarterlyPlant master plan

Best practices implemented

Corporate

coordinator

Plant head MonthlyMaster plan – Team wise

Gaps and PDCA

Plant

coordinator

Team Leader Weekly

Review of activitiy status in individual lines

Gaps and PDCA

Training and awareness status

Team

coordinator

LPS Review Structure

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Manpower Optimization

Preparation of Man Machine chart

Identification of muda

Identification of Kaizens

to eliminate muda

Implementation of Kaizens

Standardization of the Kaizens

Operators are involved at every step

Approach

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Finishing lineWIP

WIP WIP

WIP WIP

WIP WIP

WIP

WIP

WIP

WIP for finishing

Block

Grinding

Slitting

ID

Grinding

OD

Grinding

Piece

TrimmingChamfering

Inspection &

Printing

WIP

WIP

WIP

WIP

WIPWIPWIPWIPWIPWIPWIPWIPWIP

WIP WIP

WIP WIP

WIP WIP

WIP

WIP

WIP

WIP for Packing

Transportation and unnecessary motion muda

are contributing to 62%

Muda Identification

7 people are deployed in one

finishing line

Line productivity is 75 pieces

per man hour

Man machine chart is

prepared for each operation

Muda identified with respect

to 7 types

Manpower Optimization…

- Manpower

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Transportation muda

WIP

Block

Grinding

Slitting

ID

Grinding

OD

Grinding

Piece

TrimmingChamfering

Inspection &

Printing

WIP

WIP

WIP

WIP

WIPWIPWIPWIPWIPWIPWIPWIPWIP

Cause identification through Gemba analysis and brainstorming

Control panels, power packs are located at sides of the machines

Materials are transported in bins and stored in between the stations

Individual operation output was monitored than line output

Kaizens implemented

Focus changed from Individual output to line out put

Trained operators on Lean concepts

Counselled senior operators and discussed with Union

Layout modified by implementing kaizens

Moved the hydraulic tank and control panel to front / back side

Chutes provided between machines to eliminate usage of bins

Machines moved closer to form U shape layout

Multi machine handling established


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Results

Parameter Before Target After

Manpower deployment / line 7 4 4

Productivity in pieces / man hour 75 105 105

Inventory in pieces 8000 - 400

Space occupied in square meters 210 - 90

Distance traveled in meters 28 - 14

Standardization

Respective SOP were amended with the changes made

Layout and other relevant drawings modified

Horizontally deployed to other finishing line


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LPS improvements in PCBL line

Major

ActivityMeasures Metric Mixing Preform Curing Baking Finishing Total

Quality

improvement

Implementation of SPC tools No of Stations 1 - 1 - 3 5

Implementation of Poka yoke No of Poka yoke 8 11 84 56 6 165

QC Story approach – QIT No of QC Stories 2 4 7 5 18

Productivity

improvement

Cycle Time reduction No of Projects - 1 - - 1 2

Man Power optimization No of Projects - - - - 2 2

Flow ProductionFlexible Manufacturing No of Projects 2 2 1 5

Pull Production No of Lines 3 3

Equipment

improvement

Autonomous Maintenance % of Machines covered 100 100 100 100 100 100

Planned Maintenance % of PM adherence 100 100 100 100 100 100

OEE Improvement No of Projects 1 - 1 - 1 3

Manufacturing

cost reduction

Energy Cost reduction No of Projects - - - 4 2 6

Yield Improvement No of Projects - 2 4 - 1 7

Since 2005-06

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Effects – PCBL line

In-process rejections

30

1030

2030

3030

4030

5030

6030

7030

8030

9030

2010-11 2011-12 2012-13 2013-14

PP

M

Better

Reduced by 40%

30

35

40

45

50

55

60

65

70

75

80

2010-11 2011-12 2012-13 2013-14

Equ

.un

its

/ m

an h

ou

r

Better

Increased by 38%

Productivity

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Effects – PCBL line…

Schedule Adherence Index

30

40

50

60

70

80

90

100

110

2010-11 2011-12 2012-13 2013-14

In %

Achieved 100% SAI

Work in Progress

0

1

2

3

4

5

6

7

2010-11 2011-12 2012-13 2013-14

Nu

mb

er

of

day

s

Better

Reduced by 40%

Better

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Contents



Background

Benefits

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0

20

40

60

80

100

2010-11 2011-12 2012-13 2013-14

PP

M

Better

Benefits – Quality improvement

In-process Rejection

5000

6000

7000

8000

9000

10000

11000

12000

13000

2010-11 2011-12 2012-13 2013-14

PPM

Better

Customer Line Return

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Benefits – Productivity improvement

45

50

55

60

65

70

75

80

2010-11 2011-12 2012-13 2013-14

Eq. u

nit

s /

man

ho

ur

Better

Better

Productivity (PCBL)

25

27

29

31

33

35

37

39

41

43

45

2010-11 2011-12 2012-13 2013-14

Eq. u

nit

s /

man

ho

ur

Productivity (DP)

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6000

8000

10000

12000

14000

16000

18000

2010-11 2011-12 2012-13 2013-14

In n

um

be

rs

200

250

300

350

400

450

500

550

600

2010-11 2011-12 2012-13 2013-14

No

.of

ho

urs

Benefits – Equipment improvement

Better

Better

MTBF

Irritants

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‘Best performance in Proprietary Category’

award from Brakes India Ltd. : 2013-14

‘Best efforts in KANBAN implementation’

award from Brakes India Ltd. : 2013-14

Customer Awards from Tier-1 Customer

Customer Awards

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‘Best in class performance in aftermarket support’

award from Ashok Leyland Ltd. : 2012-13

Customer Recognition from Vehicle OEM Customer

Customer Awards…

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‘Great Place To Work - India’s 2nd best auto

component industry to work for’ - 2013

Manufacturing Excellence Award by ACMA in

2013 – RBL Trichy

Other Awards

People Focus

Manufacturing Excellence

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Lean journey is end less – we are focusing on future challenges

Way forward

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Rane Brake Lining LimitedRane Brake Lining Limited

plenary by s giridhar reddy

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