Sharing Best Practices PMMAI 25 th July 2014
Sharing Best Practices PMMAI – 25 th July 2014 Ahmedabad
What do we think, when we hear Indian Quality? Aesthetics Reliability Long Lasting Performance Technology Value addition? Capability!! • 26 November 2020 2
Why should I do business with you? 3
Current State Present Assessment Improvements & Innovations initiated at FMI Manufacturing Capacity 1, 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 initiatives Initiated DMAIC for improvements Territories Served India, SAARC, Middle East, Africa & USA to Future State 3 -year Objective (2016) Improvements & Innovations at Strategic partners with FMI Manufacturing Capacity 2, 500 machines per annum Cost reduction & product innovation Self Initiatives from Strategic partners Vendors 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 Served East Europe, Latin America, South East Asia
Process Improvement. . A Journey Get Fast! . . . or Go Broke!
Process Improvement House
Organization Concerns Ø House Keeping not up to Expectations. Ø Poor Safety. Ø Gangways cramped with machines. Ø Material storage issues. Ø Stock Discrepancy and material damage issues. Ø Lack of Space. Ø Material stored directly on floor and at undefined areas. Ø Raw material yard also not organized.
Organization Concerns Ø Higher lead times. Ø Lack of ownerships. Ø Lack of Self initiating. Ø Slow rate of Productivity of machines. Ø Fire fighting in all areas. Ø Inward Quality issues. Ø Plug & Produce index not improving.
Goal – Operational Excellence Path – Best Practices 9
Modern Manufacturing Facility
Bring Customers closer – they are the best critics
5 S Ø Project: “PARIVARTAN” (Change) Ø Objective: To Make FMIPL a World Class Organization. Ø Launched On: 17 th January 2012. Ø Sustained From : 31 st December 2012. Ø Progress Update : Ø 1 S Initiated from 18 th January till 31 st March 2012. Ø 2 S Initiated from 18 th April till 31 st August 2012. Ø 3 S Launched on 2 nd October 2012 & in practice. Ø 4 S FMIPL Company Standards Released on 31 st Dec. 2012. Ø 5 S In practice and self Sustaining mode from 31 st Dec. 2012.
Parivartan - 5 S Initiative Launched on 17 th Jan 12
5 S Parivartan BEFORE AFTER
5 S Parivartan BEFORE AFTER
5 S Parivartan BEFORE AFTER
5 S Parivartan Life with “ 3 S” BEFORE AFTER
5 S BEFORE Parivartan Life with “ 3 S” AFTER
AFTER BEFORE Material Handling - Improvements
5 S Parivartan BEFORE Material Handling - Improvements AFTER
5 S BEFORE Parivartan AFTER All fixtures and spanners arranged in master base O-80 to 250
5 S BEFORE Parivartan Fabrication Kit Movement Trolley AFTER
5 S Parivartan Mega Cleaning
5 S Parivartan Mega Cleaning
5 S Parivartan Money Saved Space saved Year Lean Saving in INR Lacs 5 S Recovery in INR Lacs Total Value in INR Lacs 2012 42. 8 66. 1 2013 46. 8 2014 till Date 11. 9 Year Red Tag Items Transferr ed Location 108. 9 2012 1227 180 510 183 58. 7 105. 5 2013 763 34 991 48 37. 3 49. 2 2014 till Date 543 56 TBD 56 Scrape Obsole d Parts te Parts
• Good • Lost Time Injury Incidence Rate
Ø Project: SIX SIGMA 6σ Ø Objective: To Make FMIPL a World Class Organization through process driven approach. Ø Launched On: 5 th April 2013. Ø Progress Update SIX SIGMA: Ø First batch of Green Belt Training covered in 3 sessions for selected 26 Participants. Ø DMAIC Approach training as per Six Sigma methodology imparted. Ø 8 Improvements projects identified and these are in Purchase / Assembly / Quality with a aim of improvement in processes of Procurement / Quality / Manufacturing & Productivity. Ø 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 Project Savings Expected V/s Actual Savings Achieved Sr # Project Title Area Of Project 1 Reduce variation in Actual Lead time V/S Purchase / OEC / Planned Lead time Mentioned in MRP for Stores Bought out parts 2 Reduction in Inventory and no shortages in injection cell. 3 Reduction in YRI hours in Injection cell. 4 Reduction in PDF of Injection cell 5 Reduce electrical issues at machine run off start up Data Reference Expected Improvement Period in Savings in Period in months INR Lacs Jan'12 -Jun'13 Aug'13 -Dec'13 Purchase / OEC / July'13 -Aug'13 Jul'13 to Dec'13 Stores Actual Savings In in INR Lacs 44. 0 53. 7 5. 8 1. 9 Injection Cell Jan'13 -Jun'13 Jul'13 to Dec'13 5. 2 1. 8 Quality Jan'12 -Jun'13 Jul'13 to Dec'13 3. 2 3. 0 Electrical Cell Jan'12 -Jun'13 Jul'13 to Dec'13 9. 9 1. 3 68. 0 61. 7 Final Savings
VE Value Engineering Project • For MT 150 Gates & Guarding – Value Engineering of Raw material, variety reduction, Assembly Time Reduction Leading to cost saving. Ø MT / Nova 110 / Hydron 100 = 94 Machines / Q 3+Q 4 --2014. Ø MT / Nova / Hydron 150 = 135 Machines / Q 3+Q 4 --2014. Ø Total Savings / Year = 229 * 8560 = Rs. 19. 6 Lacs
Ø Project : TPM Ø Objective: To Make FMIPL a World Class Organization through process driven approach. Ø Launched On: 5 th April 2013. Ø Progress Update TPM: Ø First batch of TPM Training covered in 2 sessions for selected 15 Participants. Ø The Team comprises of Cell Supervisor/Machine Operator/Mechanical & Electrical Fitter and maintenance manager. Ø 3 Machines and 1 Utility machine selected for the first prototype approach. Ø Changed the daily method of logging of stoppages on these machines and revised the breakdown maintenance logs. Ø Initiated the red tagging of the machine and the as per the training of 16 types of losses the tags affixed by the team.
Quality
Accreditations Ø ISO 9001: 2008 Ø ISO 14001: 2004 Adhering to World Class Quality Standards Ø Export House Status Serving over 40 Countries across the World including USA
Where are we? We are not meeting our commitments to Customers We need. . . deep thinking creativity determination and resolve… To go from… VALUE CRISIS to VALUE CREATION • 26 November 2020 33
Our Role, My Role? Make it happen! We are all an integral part of the journey! 34
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WE CAN, WE WILL • 26 November 2020 36
Questions? 37
Thank You 38
- Slides: 38