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Sharing Best Practices
PMMAI – 25th July 2014Ahmedabad
What do we think, when we hear Indian Quality?
•April 19, 2023 2
Aesthetics
TechnologyLong Lasting
Performance
Reliability
Capability!!
Value addition?
Why should I do business with you?
3
Current State to Future StatePresent Assessment 3-year Objective (2016)
Manufacturing Capacity1,500 machines per annum
Cost reduction & product innovation
Driven by FMI for self & suppliers
Standard operating process (SOP)Preparation, validation & implementation by FMI
Quality, Reliability & Aesthetic improvement FMI driven improvement initiativesInitiated DMAIC for improvements
Territories ServedIndia, SAARC, Middle East, Africa & USA
Manufacturing Capacity2,500 machines per annum
Cost reduction & product innovation
Self Initiatives from Strategic partnersVendors based adjacent/near to FMI
Standard operating process (SOP)Supplier driven SOP
Quality, Reliability & Aesthetic improvement Zero defect parts & improvement plans by suppliers
Additional Territories ServedEast Europe, Latin America, South East Asia
Improvements & Innovations initiated at FMI
Improvements & Innovations at Strategic partners with FMI
Process Improvement . . . . A Journey
Get Fast! . . .or Go Broke!
Process Improvement House
Organization Concerns
House Keeping not up to Expectations.
Poor Safety.
Gangways cramped with machines.
Material storage issues.
Stock Discrepancy and material damage issues.
Lack of Space.
Material stored directly on floor and at undefined areas.
Raw material yard also not organized.
Higher lead times.
Lack of ownerships.
Lack of Self initiating.
Slow rate of Productivity of machines.
Fire fighting in all areas.
Inward Quality issues.
Plug & Produce index not improving.
Organization Concerns
Goal – Operational Excellence
Path – Best Practices
9
Modern Manufacturing Facility
Bring Customers closer – they are the best critics
Project: “PARIVARTAN” (Change)
Objective: To Make FMIPL a World Class Organization.
Launched On: 17th January 2012.
Sustained From : 31st December 2012.
Progress Update :
1S Initiated from 18th January till 31st March 2012.
2S Initiated from 18th April till 31st August 2012.
3S Launched on 2nd October 2012 & in practice.
4S FMIPL Company Standards Released on 31st Dec. 2012.
5S In practice and self Sustaining mode from 31st Dec. 2012.
5S
Parivartan - 5S Initiative Launched on 17th Jan 12
5S Parivartan
AFTERBEFORE
AFTERBEFORE
5S Parivartan
AFTERBEFORE
5S Parivartan
AFTERBEFORELife with “3S”
5S Parivartan
AFTERBEFORELife with “3S”
5S Parivartan
Material Handling - Improvements
AFTERBEFORE
Material Handling - Improvements
AFTERBEFORE
5S Parivartan
All fixtures and spanners arranged in master base O-80 to 250
AFTERBEFORE
5S Parivartan
Fabrication Kit Movement Trolley
AFTERBEFORE
5S Parivartan
Mega Cleaning
5S Parivartan
Mega Cleaning
5S Parivartan
Money Saved
Year
Lean Saving in INR Lacs
5S Recovery
in INR Lacs
Total Value in INR Lacs
2012 42.8 66.1 108.9
2013 46.8 58.7 105.5
2014 till Date
11.9 37.3 49.2
YearRed Tag
Items
Transferred Location
Scraped Parts
Obsolete Parts
2012 1227 180 510 183
2013 763 34 991 48
2014till Date
543 56 TBD 56
Space saved
5S Parivartan
•Lost Time Injury Incidence Rate
•G
oo
d
•28
Project: SIX SIGMA
Objective: To Make FMIPL a World Class Organization through process driven approach.
Launched On: 5th April 2013.
Progress Update SIX SIGMA:
First batch of Green Belt Training covered in 3 sessions for selected 26 Participants.
DMAIC Approach training as per Six Sigma methodology imparted.
8 Improvements projects identified and these are in Purchase / Assembly / Quality
with a aim of improvement in processes of Procurement / Quality / Manufacturing
& Productivity.
Subsequently based on the progress and implementation of these projects the Black
Belt Training would be imparted and thereafter the improvement projects would be
worked upon.
6σ
•29
Sr # Project Title Area Of ProjectData Reference
Period in months
Improvement Period in months
Expected Savings in INR Lacs
Actual Savings In in INR Lacs
1Reduce variation in Actual Lead time V/S Planned Lead time Mentioned in MRP for Bought out parts
Purchase / OEC / Stores Jan'12-Jun'13 Aug'13-Dec'13 44.0 53.7
2 Reduction in Inventory and no shortages in injection cell.
Purchase / OEC / Stores July'13-Aug'13 Jul'13 to Dec'13 5.8 1.9
3 Reduction in YRI hours in Injection cell. Injection Cell Jan'13-Jun'13 Jul'13 to Dec'13 5.2 1.8
4 Reduction in PDF of Injection cell Quality Jan'12-Jun'13 Jul'13 to Dec'13 3.2 3.0
5 Reduce electrical issues at machine run off start up Electrical Cell Jan'12-Jun'13 Jul'13 to Dec'13 9.9 1.3
Final Savings 68.0 61.7
Project Savings Expected V/s Actual Savings Achieved
6σ
•30
Value Engineering Project
MT / Nova 110 / Hydron100 = 94 Machines / Q3+Q4--2014.
MT / Nova / Hydron 150 = 135 Machines / Q3+Q4--2014.
Total Savings / Year = 229 * 8560 = Rs. 19.6 Lacs
VE
• For MT 150 Gates & Guarding – Value Engineering of Raw material, variety
reduction, Assembly Time Reduction Leading to cost saving.
•31
Project : TPM
Objective: To Make FMIPL a World Class Organization through process driven approach.
Launched On: 5th April 2013.
Progress Update TPM:
First batch of TPM Training covered in 2 sessions for selected 15 Participants.
The Team comprises of Cell Supervisor/Machine Operator/Mechanical & Electrical Fitter and maintenance manager.
3 Machines and 1 Utility machine selected for the first prototype approach.
Changed the daily method of logging of stoppages on these machines and revised the breakdown maintenance logs.
Initiated the red tagging of the machine and the as per the training of 16 types of losses the tags affixed by the team.
TPM
•32
Quality
ISO 9001:2008 ISO 14001:2004
Adhering to World Class Quality Standards
Export House StatusServing over 40 Countries across the World including USA
Accreditations
•34
Where are we?
We are not meeting our commitments to Customers
We need...
deep thinkingcreativity
determinationand resolve…
To go from…
VALUE CRISIS to VALUE CREATION
•April 19, 2023 33
Make it happen!
We are all an integral part of the journey!
Our Role, My Role?
34
35
WE CAN, WE WILL
•April 19, 2023 36
Questions?
37
Thank You
38