S uppili

Impressive array of world class machines.. Excellent product profile and customer base Good Experience in managing products that go into the engine system .

Lack of visibility on any specific goal set on the material front ..Customer price is addressed now but #No challenge of the supplier price-Suppliers MS(Material cost to selling prce) ratio? #Alternate supplier development globally #Systematic road map for the MS ratio improvement product wise is lacking completely

#Absolute lack of sensitivity and urgency in rejection reduction either at supplier end or internallyGOOD TOLERNACE TO NON QUALITY..But customer quality is managed well may be due to customer pushing. # Lack of visibility of rejection data in the operations # Could not see a well planned Quality strategy for short. medium and long term # PDC rejections as high as 12%,Other casting rejection as high as 60% which is very common on certain products which is viewed with complacency . #Lack of FTQ alarm limits and line stoppages..Missing and could not see any Line Quality organization. #Normally machining will be controlled by SPC But this is sleeping in a file and is not a controlling parameter for operations-

#Productivity is not measured . #Lot of data with respect to equipment efficiency or OEE etc which is not relevant when something else is going wrong. #No systematic review with respect to Current status of the value stream, identified actions for improvement and the future value stream map..This review does not happen at any stage or at any level #No monitoring of Hourly production and control????This is unusual and the reaction time will be a shift ..either for production or for rejection..

#No material accounting system thru ERPConsumption of material will be known only by month end. #No work order system- Material is pushed in or production pulls the material #Excel based operating system But seems ERP is available. #Policies to be defined for material out. material in, scrap disposal etc etc..which am still studying the practices.

Spirited and energized- This is absolutely lacking at operating level but to some extent visible at senior level Not sure what are all the OD(Organization development )programs launched systematically to address many of the HR development expectations. Could not witness a common senior meeting at least once in a week to discuss the company challenges and activities to excel on certain company goals as well as operational goalsSeems a dept culture ..Need some more time to understand this..

#This is an area where we will derive strength strategically to sustain ourselves in the automotive operations..Medium and long term.. # What product strength is being built and who is driving? #We can become an indisputable leader in a specific range of products only by focusing on this area Build expertise in the existing products and work towards on further product development- Critical products will command more price and also sustain the automotive operations in the long run. There are small set of people in this area which needs to grow and needs appropriate directions..

Operational Goal setting:(My thoughts..) MS ratio- Set at 65% ..To be achieved between customer negotiation and supplier pricing. Quality- Single digit rejection for GC and 4% Rejection for PDC and Internal rejections at 5000ppm Productivity- 80PPPD with in next six months(Product mix is not going to change..) Appropriate CFT to be formed at the senior levels and at the middle levels