Project implementation start and end date:
April 2013 to March 2014

Is it in continued operation now?: Yes

Problem identification: Why was this problem selected? What methodology was adopted to identify the problem?
Our management gave us a target of 5% reduction in electricity cost.
Electricity is the major contributor of total cost in machine shop. It amounts to almost 40% of total cost.

The Energy cost has been increasing steadily over last few years due to increasing rates of power and fuel oil. The unit energy cost has raised by 31% in the last financial year.

Hence the project on Energy consumption reduction was taken up.

Data collection: What data was collected? What methodology was adopted to collect the data?
Histograms and Bar graphs were used to do analyse the monthly and daily Electricity consumption of shop and individual lines.

Analysis and development of solution: What analysis was done? What alternate solutions were identified? Why was this particular solution chosen?
Based on the data collected, Energy consumption monitoring was divided into two parts:

• Off-time Energy Consumption reduction: Holiday and Break-time Consumption monitoring.
• Line Running time Energy consumption: Day-wise Consumption monitoring

Line Running time Energy consumption: Combined tool Development

• Redistribution of operation.
• Machine wise process study for understanding the power supply requirement
• Machine auxiliary capacity checking for rationalization of pumps
• VA/VE drive for idea generation for component weight reduction
• One equipment – one second drive for cycle-time reductio

Off-time Energy Consumption reduction:

• Layout checking and mapping with objective of auxiliary running as per production plan.
  • Air-washer
  • Exhaust fans
  • Air-supply
  • Centralized coolant system
  • Electrical Supply to individual lines
• Study of machines which cannot be switched off during holidays.

TABLE

Implementation: How was the chosen solution tested/validated and implemented?

Line Running Consumption Reduction:

• Combination tool development
  • Tool development for Crank bore roughing and Seat area machining simultaneously on one machine. (machine-100 + machine-90) sparing of one machine.
  • Increase in number of cutting edges of Tappet machining tool for reduced cycle time from 113 sec to 103 sec in machine-150 of cylinder head line.

Operation optimization/Redistribution of operations.
The head mounting hole spot facing operation of machine-40 were distributed to machine-70A and machine-70B in cylinder head line. This resulted in sparing of machine-40.

• Optimization of Auxiliaries:
  • Actual load and efficiency calculation
  • Checking of spare capacity, using formulae and NPSH graphs resulting in optimization of pump

 
Sparing Chiller Units by clubbing units of Stand-alone Coolant Systems and connecting to Centralized Coolant system.

• • Interlocking of Hydraulic Power Packs and Mist-collectors with machine idling.
  • Optimization of Panel A/C temperature based on capacity:
    Energy saving for one degree change in set temperature was studied. Makers of the machines were contacted to know the respective optimum temperature setting.
• VA/VE Ideas:
  • EGR hole extra boss was eliminated from component casting,
  • Raw material reduction in Holes of component raw material.
  • These activities helped in reducing machining time, thus the cycle time.
• Off-time Energy Consumption reduction:
  • Utility mapping and running as per requirement
  • Air-washer supply path was changed selective operation of during situations when only one of the two lines run.

• Machining Lines were provided with individual Compressed air controllers so that during selective operation of lines, compressed air is not consumed by inactive lines.
• Implementation of Switch-off plan for machines during off-time:

TABLE

• Timer control was done on utilities (Airwashers, Exhaust, Compressed Air) as per production plan.

• The Quality Team of the shop and support functions of the lines were educated about these activities through display of Kaizen Sheets. All the changes which were directly affecting machining were updated in the Quality standard sheets. The Quality aspects were reviewed by:
  • Daily monitoring of trends and its review by top management
  • Display of changes on Change Point Control Board of the lines., Quality parameters were validated based on daily checking of components.
  • Process change approvals were taken from respective engineering departments.

Has the solution been institutionalized? If yes, describe how briefly
The systems mentioned above have been institutionalized after implementation. The Process sheets related to the modifications were also Updated. These changes have been updated in the operational standards which were approved by the authorities.

Benefits to organization: What benefits accrued to the organization as a result of the implementation of the project?

1. Operational benefits: Describe the physical benefits from the project here:
   • The Productivity has increased by reduction of cycle time in the machines where the new tools were introduced.
   • The activities undertaken have resulted in Energy consumption reduction of 9% of total Energy over the period of one year.
   •  The project aided the standardization of working parameters in auxiliary units of machines.
2. Financial benefits: Describe the financial benefits directly attributable to this project here:
   Energy saving : Rs. 2.0 Crore

Scope for horizontal deployment: Can the solution implemented in this project be deployed horizontally in other areas in the organization? Is there a scope to deploy this in other industries? Has any such deployment been made? If so describe.

• The improvements done in the shops have been updated in the Central portal of Maruti where users from other shops/plants of Maruti can understand them.
• Energy saving activities have been done in other shops/plants, sharing of ideas and successful improvements is an on-going activity.
  Entrants may give any other relevant information here that can prove helpful to make it a winning entry:
• The Energy resources are depleting at a fast rate. We must devise innovative ways to address this issue. The activities mentioned above are a part of our continuous effort towards this cause.

Project initiation date: Jun 2012

Challenge

Inline pump is Key product for Bangalore Plant and it has reached maturity stage of its life cycle. To ensure competitiveness and market share there is tremendous cost pressure on this product. Hence productivity improvement was selected as key measure.

• Higher lead time and reduced output due to crisis-cross flow of Pumps in post assembly operations (Phasing, Calibration, pre packing and Q-Screen Operations)

• Non value added activities in DV Holder Line

• Process oriented layout resulting in production failure to pump assembly, high inventory of camshaft.

• Lower FPY in assembly and sub assembly processes across value stream

• Consistent but low OEE (Benchmarking-DS/Brumschist) of Critical/Bottleneck machine

• Low type wise delivery fulfillment to customers

• Supplier delivery performance not up to the mark

To resolve above issues we have used various quality/management tools like: Pareto analysis, Ishikawa Diagram, Bubble Diagram

In line with our plant vision we have used Brainstorming, System CIP workshop and KPI tree methodology to identify and prioritize focus areas. It also helped us in aligning our actions with targets. KPI tree, Lean Line Design (LLD), E-Kanban and consumption based production. Brummschicht

Data Collection

Data collection through Value Stream Mapping and Bubble Diagram for Assembly line integration and LLD in DV holder.

Production data and losses were collected through hourly Monitoring sheet. Pareto chart was used identifying top losses. (in Camshaft Grinding and T- bolt Honing M/c)

(Autocal data collection for FPY improvement in Calibration)

Analysis and Solution Development

MTM Analysis, Stack diagram & Operator Balance chart were used to improve material flow and operator movements in assembly line integration and LLD and Cellular manufacturing.

Application of Shainin method to analyze the major rejections in calibration and also use of “Error – Contribution Matrix” to zero in on top contributors

PDCA and Problem solving sheet (PSS) were used to analyze and develop solutions as a part of SFMC approach in critical and bottleneck machines.

Solution

KPI Tree approach for analyze and develop solution for improve type wise fulfillment.

Implementation

Solutions related to Line integration, LLD and Cellular Manufacturing were validated using “Mock Line Layout” Methodology. (Before-After)

Eg: DV holder - Optimization from 6 stations to 3 stations, FIFO between the stations established

Assembly line - External U line converted to internal U

Following 6 Kaizens were implemented during FPY improvement across value stream. Solutions were validated using Shainin tool paired comparison.

Eg: Modifications in design of Base cup mandrel eliminate contact between O- ring and adhesive & reduce replacement cost.

OEE improvement done through SMC approach and validated using layered process Confirmation (LPC). Eg: Technical losses reduction by optimization of spindle parameters in honing m/c and honing stone specifications.

Sustain

Yes,

Layout, Work instruction chart and Standardized Worksheet for

Operators,updated based on improvements done in camshaft and calibration

area.Updation of documents like drawing, Control Plan, FMEA etc. done in

Pump Assembly and DV Holder assembly Line

Benefits

Overall Productivity increase from 0.3 to 0.37 pcs/man-hour by line Integration and lean line design

Financial benefits

Direct Cost Saving = 46.1 mINR/annum

Avoidance of Investments= 27.5 mINR D

V Holder: 2.5 mINR

Honing machine: 25.0 mINR

Production

1. a) 2012: 7,40,177 Pumps
2. b) 2013: 8,06,381 Pumps
3. c) Additional business: Export market 16,000 pumps/annum d) Rationalization of Manpower

Horizontal deployment

Considering Lessons learnt from successful Implementation of Line Integration and LLD; Horizontal deployment extended in Flyweight and Gov. cover subassembly Value Streams. OEE and FPY improvement projects are also initiated in rest of the processes/VS

Success stories have been shared with other VS and cross-functional teams through weekly Continuous Improvement Process (CIP) and Shop Floor CIP (SFC) Presentations.

Achievements have been shared and awards received at many industry platforms like NCQC, CCQC, QCFI and NIQR .

Other inputs

Many lean initiatives have also been implemented in indirect areas through VSDiA (Value Stream Design in Indirect Areas).

Below mentioned change initiatives has also helped the value stream to progress in the direction of achieving our plant Vision

Title: Productivity improvement in BDN Nozzle manufacturing line to meet the sudden increase in customer demand (TML Passenger car and LTV market).