Maruti 110306013819 Phpapp02

1
Click to edit Master title style
Maruti Suzuki
A Journey of over 25 years . . .
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%,
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
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
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
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
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
Y
L
P
P
U
S
CHAIN
N
E
M
E
G
MANA
T
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
suppliers
Suppliers
Your
Company
Distribution
channels
Information flow sharing
11
Customers
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
5S Promotes:
Well laid out and
organized work areas
Good process flow
Safety
Standard Work
Sustain
Shine Standardize
This is the step where

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
Employees
Jidoka
Leveling
Rapid
Changeover
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3G
3G
3Gmeans
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
solvethe
the
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).
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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
E
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
1
27
Simplified Current Value Stream Map

Example
3 month forecast
Production
control
Raw material supplier

Castings
Daily orders
End user/customer
MRP
Weekly schedule
Tuesday and
Thursday
Once a day
Daily shipment
schedule
Inventory
Machine OP1
C/T = 60 secs
C/O = 100 mins
3400 Uptime = 90%
Time avail = 435
2880 mins
minutes
60
Seconds
Machine OP2
C/T = 80 secs
C/O = 10 mins
140
Uptime = 95%
Time avail = 435
15
minutes mins
80
Seconds
Assembly
C/T = 40 secs
C/O = 2 mins
90
Uptime = 100%
Time avail = 435
60
minutes mins
40
Seconds
Test/dispatch
C/T = 220 secs
C/O = 2 mins
220 Uptime = 80%
Time avail = 435
4
720
mins
minutes
minutes
220
Seconds
Total production lead-time = 3679 minutes

Value added tim =
400 seconds
28
Simplified Future Value Stream Map

Example
3 month forecast
Production
control
Raw material supplier

Castings
Daily orders
End user/customer
MRP
Daily schedule
Thrice a week
Once a day
Daily shipment
schedule
Machine OP1
C/T = 60 secs
C/O = 10 mins
1000 Uptime = 95%
Time avail = 535
1450 mins
minutes
60
Seconds
Machine OP2
C/T = 80 secs
C/O = 10 mins
50
Uptime = 95%
Time avail = 435
05
minutes mins
80
Seconds
Assembly
C/T = 40 secs
C/O = 2 mins
10
Uptime = 100%
Time avail = 435
10
minutes mins
40
Seconds
Test/dispatch
C/T = 220 secs
C/O = 2 mins
20
Uptime = 80%
Time avail = 435
1
80
mins
minutes
minutes
220
Seconds
Total production lead-time = 1546minutes

Value added time =
400seconds
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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!!!!!
31
Old Cost Model
Profit + Cost = Selling Price

By Adding
To
We get
Profit
Cost
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-inTime
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.
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Jidoka
Autonomationclarification
Automation vs. Autonomation

( )
( )
Labor Reduction vs. Quality Improvement

Increases technicality vs. Reduces technicality
38
Lean = Eliminating the

waste
Value added
5
%
8 Wastes
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
Poor
Scheduling
Long
Transportation
Machine
Breakdown
Quality
Problems
Communication
Problems
Supplier
Delivery
Line
Balance
Lack of
Housekeeping
Long Setup
Time
Absenteeism
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 ValueAdded 100%, untapped human creativity
41
What is Kaizen?
KAI
(To modify, to
change)
ZEN
KAIZEN
better)
(Religious, holistic
approach)
=
+
(Think, make good, make
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
Lead Time Reduction

Productivity Increase
WIP Reduction
Quality Improvement
Space Utilization
Flexibility
Skill Enhancement
Visual Management
46
100
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.
2.
3.
4.
5.
6.
7.
8.
Vendor's Past Problem on Quality, Cost & Delivery.

Vendor technological Capability in Designing, Manufacturing, Testing
Management of company wrt to professionalism, Clarity in Org structure.
Financial health
Tool making capability
Quality system in the Org
Proximity to enable JIT deliveries
Loyalty

DEVELOPME
NT OF PARTS
52
Development of Parts
Supplier
Supplier
Selection
Selection
Issuance
Issuance
LOC/LOI
LOC/LOI
MSIL
MSIL
&
of&
byof
by
Preparation
of
Preparation
of
Specification
Specification
meeting
record &
meeting
record &
Part Development
Part Chart
Development
activity
activity Chart
Constitution of
Constitution
Project
Teamof
Project
by
VendorTeam
&
by
Vendor
intimation
to&
intimation
to
MSIL
MSIL
Tech
Review
Tech
Meeting Review
with
Meeting
MSIL (if req.) with
MSIL (if req.)
Finalization of
allFinalization of
all
Specifications
Specifications
Periodic
Periodic
internal
internal
monitoring
of
monitoring
development of
development&
process
process
adherence
to&
adherence
to
part
part
development
development
activity
chart
Issue
of
Issue
of
Drawing
Drawing
/Specs/
/Specs/
Standards
etc.
Standards
etc.
by MSIL
by MSIL
Specification
Specification
Meeting
with
Meeting
with
MSIL to discuss
MSIL to discuss
about
MSIL
about
Requirements.MSIL
Requirements.
Joint
Joint
Development
Development
review
with
review
with
MSIL
before
MSIL
before
MSIL
MSIL
development
development
milestones.
milestones.
53
Development of Parts
Information of
Information
any
Delays/of
any
Delays/
Salvage
Plans
Salvage
Plans
to MSIL
to MSIL
Preparation of
Preparation of
Part
Part
Development
Development
Problem
history
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
Satisfacto
ry?
N
O
Take Counter
Take Counter
Measures & Carry
YE
Measures & Carry
out PPVT again
S
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
Capability
57
Report to MSIL (if any) & Process
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
A
Indicate
inAthe standard if operation has any
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
Nominate & Designate
A
Put up
Put up
Operators/ Inspectors.
Operators/ Inspectors.
A stations of
display boards at processing & inspection
58
display boards atitems
processing
&
inspection
stations
of
& dispatch area
Parts,
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
N
O
Rejection of FPP Lot by

Rejection ofSQA
FPP Lot by
SQA
Carry out corrections/
CarryImprovements
out corrections/
Is Results
found
satisfactory
YE
S
Approval of FPP lot
Approval of FPP lot
by SQA.
by SQA.
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.
YES
Is the
Result
Satisfactory
?
NO
Terminate ISC
Terminate ISC
Extend ISC till all the criteria

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
y
Start supplies in the

Start supplies in the
approved packing
approved packing
with ID tag marked
with ID tag marked
New Packing
New Packing
Evaluation
of Packing
Samples by
MSIL
Not
Satisfactory
Carry out modifications &

Carry out modifications &
resubmit the samples.
resubmit the samples.
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
Establish batch code for all
A , Functional & General parts.

, Functional & General parts.
Incase of RMAof
part affecting
item, record the details of
A
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

Quality
40
Warranty
%
Cost
35
VR
Delivery
Response &
Service
Development
10
Incoming
Quality
CPV
Rating
Defects
Rating
QPCR
Rating
4.4
Rejection
Rating
16
A
Vendor
Audit
10
16
CR
Rating
8 A
QPCR
1.6
Resp.Time
A
71

Quality
40
Amount of
Price Redn
Price Reduction
Cost
35
Delivery
10
5.2
12.2
% of Price
Redn
VR
Response &
Service
Development
10
Amount of
VAVE Saving
Cost Saving
thru VAVE
12.2
% of VAVE
Saving
Price Redn in %
Focus Models
5.2
10.6
72

Quality
40
M
E- Nagare Quantity Default 4
Cost
35
Delivery
10
Response &
Service
Development
10
VR
E- Nagare Time Default
Trolley & Bin Condition
2 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
Part :
REINF COMP RR DR HINGE -R
Model :
SWIFT - DZIRE
Date :
28.04.2010
Defect :
7/16 NUT WELDED INSTEAD OF M-10
Man
O
K
Qty : 1
WHY-1
Why 7/16 NUT WELDED INSTEAD OF M-10
ANSWER
7/16 QUALIFIED IN WELDING JIG
WHY-2
WHY 7/16 NUT QUALIFY IN JIG ?
ANSWER
LOCATING PIN COULD NOT DETECT
WHY-3
WHY LOCATING PIN DID NOT DETECT ?
ANSWER
CYLINDERICAL, UNTHREADED PIN UNSED
ROOT
CAUSE
UNTHREADED LOCATING PIN USED
INSP could
not detect
Insp chkd
visually
without
using a bolt
Insp std not

clear
Locating pin not

OK
COUNTER-MEASURES :
POKA-YOKE IN WELDING JIG BY USING THREADED PIN
100 % NUT INSPECTION WITH M-10 BOLT
INSP STD REVISED
STORAGE LOCATIONS CHANGED FOR M10 AND 7/16 NUT
IMPL DATE : 05.05.2010

HORIZONTAL DEPLOYMENT :
INSP STDS REVISED

STORAGE LOCATIONS OF M6 & M8 NUT ALSO CHANGED
WHY-WHY ANALYSIS: FLOW

WHY-3
Machine
7/16 Nut welded

instead of M-10
O
N
C/M
DEPLOYMENT
K IMPLEMENTATION & HORIZONTAL
G
WHY-WHY ANALYSIS: OCCURANCE
WHY-2
O
K
7/16 Nut welded

instead of M-10
Material
WHY-1
Method
WHY-4
WHY-5
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
PART TROLLEY STORAGE LOCATION CHANGED AT MSILM
BETTER
PANEL FENDER APRON (ASTAR, Zn Coated) GOT WHITE

SPOTS DUE TO WATER DROPS
FROM AC DUCT AT MSILM MX
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
ROOT CAUSE
WRONG PART / TROLLEY STORAGE LOCATION AT

MSILM
COUNTERMEASURE
PART STORAGE LOCATION CHANGED AT MSILM MX
BETTER
3. MSIL SYSTEM AUDIT PERFORMANCE
IMPROVEMENT TARGET: 14%, ACHIEVED: 7%
SYSTEM AUDIT MARKS (10 - 11)

Audit Points
12TH & 13TH JAN 11
Audit Score
Achieved Max.
Achieved
Score
Score
1 Production Preparation
10
16
63%
2 Initial Supply Control
13
46%
3 Initial Control- Changed Parts
11
73%
4 Preventive Measures for defects
12
19
63%
5 Education and Training
16
16
100%
6 Quality audit
15
15
100%
7 Supplier control
10
10
100%
8 Control of drawings and Engg Changes
100%
9 Inspection standard & Process Control Standard
10
13
77%
10 Operation Standard
11
12
92%
11 Observance of Operation Standard
100%
12 Role of Manager/ Supervisor
100%
13 Quality improvement of process
100%
14 Control of Manufacturing machine/ jig
89%
15 Control of Inspection equipment and Jig
11
11
100%
16 Statistical method
Prevention of missing process/ wrong
17
assembling
18 Control of non conforming product
17%
100%
83%
19 Storage of product
100%
20 First-in , First-out
40%
21 History management of A (Safety) parts
100%
22 Implementation of inspection
33%
168
209
80%
Total Score
Achieved
Audit Score
22
100%
21
73%
46% 63% 100%
100%
40% 33%
20
63%
19
100%
83%
100%
18
100%
17%
17
16
100%
8
77%
100%
89%
92%
100% 100%
15
14
10
13
100%
12
WEAK AREAS
C/M UNDER IMPLEMENTATION
11
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
BETTER
KAIZENS IMPLEMENTED
IMPROVEMENT TGT: 50%, ACHIEVED: 62%

NOV 2010 CELEBRATED AS QUALITY MONTH
SPECIAL PRIZES FOR BEST SLOGAN, POSTER
(EFFECTIVE STROKES /MIN)
IMPROVEMENT TGT: 8%, ACHIEVED: 3%
BETTER
PRODUCTIVITY PRESS SHOP
(SPOTS/PERSON/SHIFT)
IMPROVEMENT TGT : 8%, ACHIEVED : 5%
BETTER
PRODUCTIVITY WELD SHOP
PRESS SHOP DOWNTIME

BETTER
(%AGE OF TOTAL AVAILABLE TIME)
6.63
6.26
6.01
6.31
6.35
6.30
6.13
5.97
6.05
5.93
5.84
REDUCTION TGT: 5%, ACHIEVED : 7%
6.30
6.14
WELD SHOP DOWNTIME
REDUCTION TGT: 20%, ACHIEVED : 14%
BETTER
(%AGE OF TOTAL AVAILABLE TIME)
SAFETY- CML BAWAL

BETTER
ZERO ACCIDENT IN 2010
SAFETY- CML BAWAL

BETTER
REDUCTION TGT: 50%, ACHIEVED: 66%
BETTER
POKA YOKE
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
97
Not
Possible
Machino Plastics Ltd.
PROJECT : 1
TO REDUCE NAGARE
TIME & QUANTITY
DEFAULT
78
Project Team
TEAM FACILITATOR
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.
b)
Poor performance in vendor ranking due to Nagare Quantity /

Time defaults.
Delivery (Quantity Default )
NO OF FAILURES
40
MSIL 2010-11
34
35 0.42Defau
30 lt/month
Project
started
25
20
15
18
10
5
0
5.6
Default/mo
nth
3
0
7
0
PERIOD
81
Delivery (Time Default )

3500
3000
NO OF FAILURES
2500
483
Default/mont
h
106
Default /
month
2900
Proje
ct
starte
d
2000
1500
1268
MSIL 2010-11
1107
1000
400631
500 382
461480
201
0
20
PERIOD
82

SNo.
Reason for time default
Apr.
May.
June
July
Aug
Total
Shortage of vehicle for supply
62
79
11
143
32
327
Dust problem in OE PDI
32
11
23
58
21
145
Time taken to convert the part

from wrong to ok trolley
64
180
82
214
258
798
Quality prob.at PDI.
10
48
17
86
Material not available
76
30
19
203
76
404
Material not available in system

stock.
11
27
48
Excess time taken to unload

the material at MUL
13
12
32
11
75
System breakdown
76
13
13
168
83
353
Manpower not come on time in

morning shift
104
85
19
113
92
413
10
Plan not adhere by disp.
12
12
Road jam due to havey trafic
11
54
39
41
154
13
E-nagare loading problem in

system
10
55
65
461
480
201
1107
631
2880
Total
Month wise Nagare Time

default % 2010-11
17
18
16
14
12
10
10
8
6
4
2
0
Proje
ct
start
ed
3
0
April May June July Aug Sept Oct Nov Dec
37
Target Setting for Nagare

default.
S.N
Description
o.
E-Nagare Time
Default
E-Nagare
Quantity Default
Present
%
Status
Targ
Improve
(April'10et
ment
Aug'10) Nos.
576
100
34
100
Reason wise Total number of default from

April to Aug.10
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.
Model wise trolley color code

S.NO.
Color - code
Model - Name
Car 800CC
Sky blue
Omni
Grey
Gypsy
White
Alto - A
Orange
Wagon - R - S
Yellow
Versa / ECCO - C
Royal blue
Ritz - N
Coffee
Zen - M
Pink
Subject :
MPS PROJECT
Date of
implimentation:24/11/10
BEFORE
Ref No:-
DEPT:
MOULD MAINT.
AFTER
APPROVED BY:
D.K Mishra
(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.
Subject : MPS PROJECT
Date of
Ref No:implimentation:03/12/10
BEFORE
APPROVED BY:
DEPT:
MOULD MAINT.
D.K
Mishra
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
11.COST SAVING
12.5S
Problem: IPA Trolley for 12pcs

capacity
Solution: IPA Trolley increase

capacity 12~15pcs

Subject : MPS PROJECT
Date of
Ref No:implimentation:27/11/10
BEFORE
DEPT:
MOULD MAINT.
AFTER
APPROVED BY:
D.K Mishra
(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
11.COST SAVING
12.5S
Problem : Model
wise trolley
storage
location not identified.
Solution :Trolley wise storage Location identified.
Manpower not come in time

Action taken : In time monitoring and recording for all
associates started.
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.
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
Shortages of vehicle for Nagare supply.
Before
After
Time default (April to

Aug.10)
Time default (Sept.

to Dec.10)
2500
2000
1500
1000
500
0
18
5
4
N
5
1
Rotational
PDCA
Target vs Monitoring:
Nagare Default.
S.No.Description
1
2
E-Nagare
Time Default
E-Nagare
Quantity
Default
Present Status
Targ Sep Oc Nov De
(April'10et
t. t
.
c
Aug'10) Nos.
576
34
20 3
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
STEP - 1
KAIZENS
STEP - 8
TIME STUDY AFTER

STEP - 9
TEAM FORMATION
DATA COLLECTION
TARGET SETTING
STEP - 2
STEP - 3
STEP - 4
IDENTIFY OPPORTUNITIES
FOR TIME REDUCTION
TIME STUDY & ACTIVITY

SEQUENCING
VIDEOGRAPHY
STEP - 7
STEP - 6
STEP - 5
ACHIEVEMENT OF
RESULTS !
STANDARDIZATION
STEP - 10
STEP - 11
HORIZONTAL DEPLOYMENT
IN 800T & 500T LINE
STEP - 14
MONITORING OF RESULTS
STEP - 13
CURRENT
STATUS
TRAINING
STEP - 12
STEP - 1
WHY ? THIS PROJECT
S.
No.
Largest Capacity Press (1000T) in the Shop

Maximum Production Time Loss due to Die Change Over
Streamline die-change over process
Capacity improvement
Item
Per Day
Per Month
Per Year
1320 Min
( 22 Hrs )
33000 Min
( 550 Hrs )
396000 Min
( 6600 Hrs )
39 Min (13 X 3)
( 0.65 Hrs )
975 Min (39 X 25)

( 16.3 Hrs )
11700 Min (975 X 12)

( 195 Hrs )
Total Available Time
Die Changeover Time

(Time / Change Over X No. of
Changes)
Production Loss (%age)
3%
3%
3%
Loss of Strokes
( @ Avg. Eff. SPM = 6.2)
242
6045
72540
STEP - 1
PLANT LAYOUT
INCOMING RM / BOP / CONSUMABLES
Small Press Line (25T-200T: 11 Presses)
1000T Press Line (1000T-1, 400T-6)
TOOL & DIE

MAINTENANCE
500T Press Line (500T-1, 315T-3)
800T Press Line (800T-1, 400T-3)
DIE STORAGE
500T & 800T PRESS LINE
WIP
INSPECTION
WELD LINE
WIP
INSPECTION
R/M STORAGE AREA
R/M STORAGE
AREA
BOP STORAGE &

INSPECTION
DIE STORAGE
1000T PRESS LINE
WELD LINE
QA OFFICE & LAB
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.)
DEEPAK SHARMA
MAINTENANCE
MEMBER (G.E.T.)
STEP - 3
DATA COLLECTION
Avg. Change-over time 13.4 Min
STEP - 4
TARGET - SETTING
Activity
Before
(Jul Oct10)
Target
(Nov10)
% Improvement
Die change over

time
13.4 Min
(805 secs)
9 Min
(540 secs)
33%
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
ACTIVITY
NO.
ACTIVITY
TYPE OF
ACTIVITY
PRECEDING
ACTIVITY
AVG.
TIME
(SEC)
MOVING BLANKS FROM STORE TO THE PRESS
External
120
OPEN STACK COVER BY CUTTING STRIPS
External
15
MEASURE DIMENSIONS OF BLANK AS PER PCS / STD.
External
30
REMOVE LAST PIECE OF PREVIOUS LOT FROM LOWER DIE
Internal
ADJUST PRESS CONTROL FROM AUTO MODE TO INCHING MODE
Internal
BRING THE CUSHION DOWN
Internal
20
BRING UPPER DIE DOWN TO BDC TO MATCH WITH LOWER DIE
Internal
BRING CLAMP NUT OPENING SPANNERS NEAR THE DIE FROM TOOL CRIB
Internal
30
UNFASTEN THE CLAMPING BOLTS/NUTS OF UPPER DIE
Internal
40
10
UNFASTEN THE CLAMPING BOLTS/NUTS OF LOWER DIE
Internal
40
11
MOVE SLIDE TO TDC
Internal
10
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
19
ADJUST SLIDE UPTO 2 MM WITH UPPER DIE FOR CLAMPING
Internal
18
30
20
MOVE SLIDE DOWN TO BDC
Internal
19
STEP - 6
TIME ANALYSIS : ACTIVITY-WISE BREAK UP BEFORE
ACTIVITY
NO.
ACTIVITY
TYPE OF
ACTIVITY
PRECEDING
ACTIVITY
TIME (SEC)
21
TIGHTEN UPPER DIE BOLTS
Internal
20
60
22
MOVE SLIDE TO TDC
Internal
21
23
ADJUST CUSHION HEIGHT FROM CONTROL PANEL
Internal
22
120
24
MOVE CUSHION UP TO ACCOMMODATE BLANK
Internal
23
25
MOVE UPPER DIE DOWN FOR ALIGNMENT OF UPPER AND LOWER DIE
Internal
23
26
MOVE UPPER DIE DOWN FOR ALIGNMENT OF UPPER AND LOWER DIE
Internal
24
27
TIGHTEN CLAMPING BOLTS OF LOWER DIE
Internal
26
40
28
MOVE SLIDE UP TO TDC
Internal
27
29
ADJUST DIE HEIGHT AS PER PCS AND CLAY TEST
Internal
28
60
30
MOVE SLIDE UP TO TDC
Internal
29
31
ADJUST PRESS CONTROL TO AUTO MODE
Internal
30
32
PICK, MOVE AND PLACE THE BLANK FROM STACK TO BLANK HOLDER
Internal
31
33
PRESS PUSH BUTTONS TO OPERATE PRESS
Internal
32
34
PICK AND MOVE THE PRESSED PART FROM LOWER DIE
Internal
33
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
TOTAL ACTIVITY TIME

TOTAL INTERNAL ACTIVITY TIME
970 SEC
(16.3 MIN)
805 SEC
(13.4 MIN)
STEP - 6
ACTIVITY PATHS - BEFORE

EXTERNAL
ACTIVITIES
(15)
(30)
Parallel, Non-critical activities

Sequential, Critical activities
(12O)
(5)
6
(20)
5
(5)
7
(5)
(30)
10
11
(40)
(40)
(5)
12
(20)
13
(10)
14
(15)
15
(40)
16
(15)
17 - 32
(398)
33 - 37
(157)
INTERNAL
ACTIVITIES
ACTIVITIES IDENTIFIED
FOR TIME REDUCTION
TITLE
PATHS
Type
TIME
(Secs)
Effect on
Die
Changeover time
1 2 3 33 37
Non-Critical
path
322 Sec
No
4 5 6 7 8 9 10 11 12 13 14
15 17 37
Critical Path
805 Sec
Yes
INTERNAL / EXTERNAL ACTIVITIES IDENTIFIED

SEQUENCE OF ACTIVITIES ESTABLISHED
CRITICAL PATH AND ACTIVITIES IDENTIFIED
STEP - 7
ACTIVI
TY
NO.
KAIZEN IDEAS
ACTIVITY
AVG.
TIME
(SEC)
KAIZEN IDEA
KAIZEN
IDEA
No.
BRING CLAMP NUT OPENING SPANNERS

NEAR THE DIE FROM TOOL CRIB
30
ARRANGEMENT OF SPANNERS NEAR PRESS
UNFASTEN THE CLAMPING BOLTS/NUTS

OF UPPER DIE
40
PROVIDE ONE ASSOCIATE ON BOTH SIDES WITH 2

SPANNERS
10
UNFASTEN THE CLAMPING BOLTS/NUTS

OF LOWER DIE
40

SPANNERS
12
MOVE SIDE GUARD UP
20
CONVERT INTERNAL TO EXTERNAL ACTIVITY
13
CLEAN RAILS OUTSIDE THE PRESS
10
CONVERT INTERNAL TO EXTERNAL ACTIVITY
16
CLEAN CUSHION PAD INSIDE PRESS

MACHINE
15
CONVERT INTERNAL TO PARALLEL ACTIVITY
21
TIGHTEN UPPER DIE BOLTS
60

SPANNERS
23
ADJUST CUSHION HEIGHT FROM

CONTROL PANEL
120
USE HEIGHT GAUGE & DIGITAL READ OUT FOR

CUSHION HEIGHT
27
TIGHTEN CLAMPING BOLTS OF LOWER

DIE
40

SPANNERS
29
ADJUST DIE HEIGHT AS PER PCS AND

CLAY TEST
60
USE HEIGHT GAUGE & DIGITAL READ OUT FOR DIE

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

ATA DISTANCE OF APPROX. 15 METRES
CLAMPING NUT OPENING SPANNERS LOCATED

AT 1000T PRESS (1-2 MTR)
PROBLEM
BENEFIT
WASTAGE OF TIME IN MOVEMENT TO BRING

SPANNERS TO PRESS
MUDA OF MOVEMENT ELIMINATED
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

(INTERNAL ACTIVITY)
PROBLEM
INCREASE IN DIE SET UP TIME AS ACTIVITY

PERFORMED DURING DIE SET UP
SIDE GUARD UP ACTIVITY BEFORE DIE SET UP

(INTERNAL EXTERNAL ACTIVITY)
BENEFIT
CHANGING INTERNAL ACTIVITY TO EXTERNAL

ACTIVITY
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

(INTERNAL ACTIVITY)
OUTSIDE RAILS CLEANING BEFORE DIE SET UP

(INTERNAL EXTERNAL ACTIVITY)
PROBLEM
BENEFIT
INCREASE IN DIE SET UP TIME AS ACTIVITY

PERFORMED DURING DIE SET UP
CHANGING INTERNAL ACTIVITY TO EXTERNAL

ACTIVITY
STEP - 8
KAIZEN # 4
CMLB
TITLE: CLEANING OF CUSHION PAD INSIDE THE MACHINE
BEFORE
AFTER
SITUATION
SITUATION
CLEANING OF CUSHION PAD DONE AFTER

MOVING BOLSTER IS MOVED OUT
(INTERNAL ACTIVITY)
PROBLEM
MORE DIE CHANGE OVER TIME
CLEANING IS DONE SIMULTANEOUSLY WHEN

MB IS MOVING OUT
(INTERNAL PARALLEL ACTIVITY)
BENEFIT
REDUCTION IN 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
MANUAL SETTING OF CUSHION & DIE HEIGHT

PROBLEM
TIME CONSUMING ACTIVITY FOR REPEATED

ACTIVITY (HEIGHT ADJUSTMENT) TO SET
REQUIRED HEIGHT
SITUATION
CUSHION & DIE HEIGHT SETTING USING

HEIGHT GAUGE
BENEFIT
HEIGHT GAUGE & PROPER WORK

INSTRUCTIONS TO AVOID REPEATATION
STEP - 8
KAIZEN # 6
CMLB
TITLE: OPENING OF UPPER & LOWER DIE CLAMPING NUTS
BEFORE
AFTER
ONE PERSON UNCLAMPING BOTH SIDE NUTS
SITUATION
ONE PERSON DOING UNCLAMPING OF DIES

(ONE SPANNER ONLY)
PROBLEM
MORE TIME FOR UNCLAMPING OF NUTS
SITUATION
TWO PERSONS DEPLOYED ON BOTH SIDE FOR

UNCLAMPING OF DIES (TWO SPANNERS MADE
AVAILABLE)
BENEFIT
WORK DISTRIBUTION FOR 50% REDUCTION IN

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

NEAR DIE FROM TOOL CRIB
30
25
CLAMPING NUT OPENING SPANNERS LOCATED AT 1000T

PRESS
UNFASTEN CLAMPING BOLTS/NUTS OF

UPPER DIE
40
15
25
TWO PERSONS DEPLOYED ON BOTH SIDE FOR UNCLAMPING

OF DIES (TWO SPANNERS MADE AVAILABLE)
10
UNFASTEN CLAMPING BOLTS/NUTS OF

LOWER DIE
40
15
25

12 MOVE SIDE GUARD UP
20
20
SIDE GUARD UP ACTIVITY BEFORE DIE SET UP (INTERNAL TO

EXTERNAL ACTIVITY)
13 CLEAN RAILS OUTSIDE PRESS
10
10
OUTSIDE RAILS CLEANING BEFORE DIE SET UP (INTERNAL TO

EXTERNAL ACTIVITY)
15
15
CLEANING IS DONE SIMULTANEOUSLY WHEN MB IS MOVING

OUT(INTERNAL PARALLEL ACTIVITY)
60
30
30

120
60
60
CUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE
40
20
20

60
30
30
CUSHION & DIE HEIGHT SETTING USING HEIGHT GAUGE
16
CLEAN CUSHION PAD INSIDE PRESS

MACHINE
21 TIGHTEN UPPER DIE BOLTS

23
ADJUST CUSHION HEIGHT FROM

CONTROL PANEL
27 TIGHTEN CLAMPING BOLTS OF LOWER DIE

29
ADJUST DIE HEIGHT AS PER PCS AND

CLAY TEST
260 SECONDS SAVED
MUDA ELIMINATION
CHANGE INTERNAL TO EXTERNAL
(30 SEC)
CHANGE INTERNAL TO PARALLEL
(15 SEC)
BETTER MAN-POWER DEPLOYMENT (100 SEC)
(25 SEC)
STEP - 10
ACTIVITY PATHS BEFORE & AFTER
BEFORE
Parallel, Non-critical activities
(12O)
(5)
A
B
(15)
(30)
5
(5)
6
(20)
Sequential, Critical activities
7
(5)
(30)
10
11
(40)
(40)
(5)
13
12
(20)
(10)
14
(15)
15
(40)
17 - 32
(398)
16
(15)
33 - 37
(157)
PATH
Type
TIME (Sec)
Effect on Die Changeover time
1 2 3 33 37
4 5 6 7 8 9 10 11 12 13 14 15
17 37
Non-Critical Path
322 Sec
No
Critical Path
805 Sec
Yes
AFTER
1
(12O)
(5)
5
(5)
(15)
(30)
6
(20)
7
(5)
PATH
1 2 3 12 13 16 - - - 17 37
4 6 7 8 9 10 11
D
14 15 17 37
C
13
12
(20)
(5)
16
(15)
(10)
10
11
(15)
(15)
(5)
14
(15)
15
(40)
17 - 32
(258)
33 - 37
(157)
Type
TIME (Secs)
Effect on Die Change over

time
Non-Critical
367 Sec
No
Critical Path
545 Sec
Yes
STEP - 10
RESULTS
Activity
Before
(Jul Oct10)
Target
(Nov10)
Die change
over time
13.4 min
(805sec)
9 min
(540 sec)
After
% Improvement
(Nov Dec10)
9.1 min
(545 sec)
32%
32% Improvement
STEP - 10
MONITORING OF RESULTS
32% reduction achieved after

implementation from 15-Nov10
BEFORE
AFTER
WORK INSTRUCTIONS REVISED AND TRAINING IMPARTED
STEP - 11
STANDARDIZATION
BENEFITS
S.
No.
Item
Per Day
Per Month
Per Year
1320 Min
( 22 Hrs )
33000 Min
( 550 Hrs )
396000 Min
( 6600 Hrs )
39 Min (13 X 3)
( 0.65 Hrs )
975 Min (39 X 25)

( 16.3 Hrs )
11700 Min (975 X 12)

( 195 Hrs )
Total Available Time
Die Changeover Time Before

(Time / Change Over X No. of
Changes)
Production Loss (%age)
3%
3%
3%
Loss of Strokes
( @ Avg. SPM = 6.2)
242
6045
72540
Die change over time (After)

(545 Sec / 9.1 Min per chg)
27 Min
675 Min
8100 Min
Time Saved
12 Min
300 Min
3600 Min
Strokes increase due to time

saved @ 6.2 SPM
74
1850
22200
Extra Parts production due

to saving (4 strokes per part)
19
475
5700
Man-power cost saved @ 3.5

per stroke (INR)
259
6475
77700
Thanks

Maruti 110306013819 Phpapp02

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1

Click to edit Master title style

Overview of Indian Auto Industry

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Domestic sales- approx 1.95 million (09-10)

15 cars per 1000 population

Almost all major international auto companies present

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Maruti Suzuki Snapshot

54.21% Suzuki, 45.79% with Public

Rs. 2,497 Crore

10,18,365 units (FY-09-10)

Market Share (2009-10) 44.7% (Passenger vehicles)

Over 7,600 employees in 4 plants

14 models with over 150 variants

20 joint ventures for components

Auto industry : 25 years ago

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Stagnant market (40,000 cars a year)

Limited component industry

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Inception of Maruti Suzuki

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Maruti Suzukis first steps

Set up the component industry

Facilitated 110 technical collaborations and joint ventures

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Maruti Suzuki today

Suzukis largest manufacturing facility outside Japan

Enroute to becoming R&D hub for SMC outside Japan

MD & CEO of MSIL is a Board member of SMC

Supply Chain Management

Typical Supply Chain

Integrated Supply chain

Information flow sharing

The typical benefits of an excellent supply chain

Reduction in total logistics costs as a percentage of revenue (material

Shipment sizes (consolidated bulk shipments versus Lot-for-Lot), routing and

shall now discuss the Secret behind the

by just improving the conditions at the vendors end.

Vendors Development = Marutis Success

Best In-House Practice

Best Practices - Manufacturing Quality

What is & Why 5S ?

This is the step where

5S is the Foundation for Improvement

KIMERAARETA What has been decided

The Value Stream

Value Viewed by the Customer

shapes raw material or information to meet

Non Value Added activity: consumes

time, resources and/or space, but does not add

Objectives of Value Stream

Provide the means to see the material, process

Simplified Current Value Stream Map

Raw material supplier

Total production lead-time = 3679 minutes

Simplified Future Value Stream Map

Raw material supplier

Total production lead-time = 1546minutes

for on-time delivery

due to global environment