To Reduce Specific Carbon Footprint by using Waste to
 Wealth, TPM (Breakthrough Technology) and Industry 4.O Concept at Compressor House

1. What made your company to take up this Project? Describe briefly :

Mahindra AD Kandivali Plant: - Background

We have a Dream - To be amongst the Top 10 Global Automotive Brands. To Achieve this we had started Journey in 2007 with Milestones in the form of Promise 2010, 2013, 2016, 2019 ,2022 and so on. Currently Promise 2019 is in force. Since, promise we have declared is to reduce Specific Caron and water Footprint by 15% as compared to FY16 Level. Sector specific Energy Management Policy and Plant Specific Water Management Policy are the guiding documents.

Leadership Commitments on Climate Change….

Climate change is a major challenge for developing countries like India that face large scale climate variability and are exposed to enhanced risks from climate change

Our Chairman At UN

Automotive Industry plays major role in Indian industry. It Contributes 12% of the Indian GDP.

Mahindra Automotive Plant (52 Years Old) being in the heart of the Mumbai city surrounded by residential area with high rise building faces the challenge of being sustainable model on People Planet and Profit front

Automotive Industry by nature of its process considered to be most rigid and rigorous workplace, consuming large amount of natural resources in terms of Water, Electricity, Gas, Air etc.

To overcome it M&M started looking for Innovative and sustainable and Productivity project for moving towards Improving quality of life, improving business performance, making technology affordable and

Green process to achieve sustainable business model, a positive step towards achieving an inclusive growth.

Kandivali Plant -

The team challenged the conventional process of Heat treatmant washing machine making changing the Heating design and thereby moving towards green product with determination for:

• Safety first.
• Crusade for natural resource conservation
• The urge for continuous improvement.
• Unprecedented challenge.

Energy Consumption is the highest contributor for Natural Resource Consumption

At Air compressor Only 10-30% of energy reaches the point of end-use, and balance 70-90% of energy of the power of the prime mover being converted to unusable heat energy

At Kandivali Plant Heating Furnace and Washing Machine Contributes the Highest for Energy Consumption i.e. 34% of the Total Energy Consumption

2. How did you generate the solution which you implemented?

Team with innovative approach thought of exploring other ideas i.e. Waste Heat Recovery from Air Compressor.

Recovery of waste heat from screw air compressor and utilised it for heating purpose on 8 washing machine

Currently there is one base load screw compressor in Utility department is having around 355123 Kcal/kw potential thermal energy available that is unutilised

As per Our Company Rise philosophy-Green products / services

Improving Energy Security through less consumption

To reduce carbon footprint reduction –Make technology affordable -Improve Business Performance

Waste to Wealth -Unique concept, First time adopted in Mahindra on Compressors

Huge Potential for saving as can be deployed in all plants

Schematic Diagram of System -

Team Came up with Multiple Ideas : -

4. Describe how the selected solution was implemented. Some of the aspects could be :

We have many challenges in the plant. Our connected load is steadily increasing due to addition of equipment for Quality, Safety, Compliance. Still we have taken a target of 15% Reduction for Plant and for foundry.

We have a well-established ENCON Cell. This is our approach- Data Collection, Stratification, Analysis, Developing project Proposal, Budgeting and implementation., The low hanging fruits with low payback Period are catered to through Plant revenue Budget. Then comes the CAPEX Investment and for Higher Payback period coupled with high investment, we go for ESCO Model where 3^rd party invests and savings are shared as per agreed terms.

Here is one project which is done for the first time in Mahindra Group. Waste Heat recovery from compressors. As you are aware, hardly 15% of input energy is delivered in form of compressed air at point of usage. Rest 85 % gets consumed to overcome friction and dissipation as heat. We have harnessed this heat for heating solutions of 8 washing machines. This is interfaced with Industry 4.O for online monitoring of various parameters.

Following are the Challenges faced while Project Implementation : -

1. Air Compressor Oil Ckt  Modification
2. Washing Machine Heating Ckt  Modification
3. Laying of Insulated Pipes in Running Production
4. Heat Exchanger Installtion
5. Intigration of Washing machine And Air Compressor
   

With each project, certain risk are involved For mitigating the risk, i.e. Irreversible machine modifications been done offline and only reversible machine Modifications done on machine.

Results / Impact. Value Creation and Business Impact :

Training to Associates and Officers for New Technology : -

1. Machine Working Principals and on job training

2. Safety Training

2. Value Creation and Business Results.

Benefits under PQCDSME : 

P :

Machine Start Up time reduced from 45 min to 30 operators working in min. (Productivity improvement by 33%).

Q : 

1. Customer End rework reduced by 5%.
2. Washing Machine Solution Temp band eliminated

C : 

   1) Electrical Energy Cost saving 60Lacs/Annum

   2) PNG Cost Saving of 3.282 Lacs/Annum

   3) Rejection Cost saving of 8.91 Lacs/Annum

   4) Manpower cost saving of 0.83 Lacs/Annum

   5) New Capacity Generation of 1.2 Cr/Annum

   6) Opportunity Cost saving of 1.8Cr/Annum (New Machine Procurement)

D :

1. Opportunity to generate new business .
2. Retaining existing cost completeness in the market

S : 

1. Elimination of unsafe working condition of environment where Associates was working at 110°C.
2. Created Many Happy Stakeholders

2. Environmental considerations: (if any)

1. Carbon Foot Print saving of 513 Tons/Year
2. PNG consumption eliminated from 41 Tones/Annum to Zero
3. Associates morale improved due to safe & Tension free working environment.
4. Can the ideas, principles, concepts or techniques developed by you be implemented in other areas in your company and in similar / other industry? Describe.

Shared this Idea with the following Industry

1 - In 34^th Kaizen Conference

2 - Across the Mahindra Group During our Energy Conservation week, E –Energy conference held on 21^st Dec. 2018

Other Information : -

Won Third Prize in Mahindra AFS Best Energy Efficient Project :-

External Award

KND Plant Bagged 1^st Prize at 34^th Kaizen Conference in Breakthrough Kaizen Category for its entry on “ Reduction of Carbon Footprint using Waste to Wealth and Industry 4.O.”

Any other merits.

This type of concept was developed first time across the Group. Looking at its uniqueness, we have applied for patent. It is under consideration with IPR cell.

Patent registration number is 2478 / PAT / 2019 .

From the VSM (value stream mapping) it has been identified that the radial machining operations are
the bottleneck processes in order to meet the customer takt. Thus we have taken an innovative project
in the radial machining stage in order to meet our long term vision -2021 under the category of
Excellence in operations with "Benchmark cost and delivery"

2. Trigger for the project. (10 points)

Projects identified to achieve the financial target, new initiative of “LAKSHYA -2020” and the
competitive cost between the other Bosch production International network plants. To retain the
CP1H CRP business we have to achieve the benchmark cost per piece. We target to identify
the innovative projects to avoid housing import substitution thus adding additional cost per
piece and to eliminate the capital investment in order to increase the capacity

3. Solution Generation & Innovation. (20 points)
"Elemental cycle time study" was conducted for radial machining operation, to estimate the actual time
involved for each machining step in the process.
"Hourly monitoring chart" was used to capture the tool change losses involved in the process in order to
evaluate the OEE. Process Data Sheet (PDS) used to analyse the process sequence and tool life.
The above data’s were used to identify the focus area in order to analyze the data and take necessary
actions to improve the productivity of the radial machines.

The CP1H housing cycle time data was analyzed by using Video Cycle Time analysis (ViCTA –Software)
to find out the Elemental time study and VA & NVA time. Pareto chart was used to prioritize the focus
area for improvement.
Secondly a cause & effect diagram was used to list down the probable causes leading to the high cycle
time. Probable causes were validated with cause validation table and identified the high significant
causes in order to arrive at the solution.
Why-Why analysis was used to identify root causes for increased material stock and reduced OEE to
arrive the solution for the improvement.

4. Implementation. (20 points)
Individual CFT teams were formed to improve the productivity of radial machining through a
management tool “CIP” clearly defining the focus parameters and action plan
Radial Operation:-
Core hole casting manufacturing feasibility study done through mould flow analysis, which ensure the
porosity, shrinkage effect and blow holes free casting. Pattern ram and swing movement checked to
assure no core breakage issue and core orientation.

Machining simulation and NC program prepared by using RealNC simulation software.

International process experts and top level management from different countries of Bosch
plant visited and well appreciated the innovative project benefits. Awarded as Best Innovative
project in INNOQ-2018 at RO-IN level.6. Environmental impact. (10 points)

1. Iron ore consumption reduced by 105 Tonne per year
2.Energy saving reduced from 1.16 Kwh to 1.08 Kwh per housing.
3.Total energy saving 29000 Kwh per year
4.Carbon footprint reduced by 8207 KG of CO2
5. Employee safety and fatigue level improved by casting weight reduction from 4.70 kg to 4.48 Kg per housing.

7. Scope for horizontal deployment. (10 points)

Horizontal deployment done in CP1H KD type housing (Without gear pump family).
International process experts visited from different countries of Bosch plant and well
appreciated the innovative project benefits. Horizontal deployment done in other IPN plant.
1. Overall project Benefits across the Bosch world is 50.25 Mio INR.

8.Any other merits. (10 points)

1.  Patent registration under progress for unique shell type core in common rail pump housing
2.  Indomitable spirit of the team helps to achieve the organisational goal “LAKSHYA-5950”
3. Bench mark cost (5950 INR/pump) and cycle time in CP1H Bosch world.
4. International Expert team appreciation
5. Robert Bosch India senior management team appreciation for unique idea in 15 years old
   matured product
6. Effective Involvement of strategic partner for win –win situation (Defect cost reduction at
   supplier side by 1%)
7.  Tools used for the project are: 7QC tools, Mould flow analyser, ViCTA, Pearl software,
   RealNC simulation software, Pro-e, CATIA, Q-DAS, VSM, and VSD.
8.  Competence development in casting process and project management both at Bosch and
   supplier end

This project is about use of digitalization in manufacturing processes for aligning our self with 4th industrial revolution. In our manufacturing processes huge quantum of data is being generated. Capturing of huge quantum of data, analysis of data and decision making based on analysis was a tough task. A need arises for a platform where we can capture real time & accurate data which can be analyzed quickly, and fast decisions can be taken for improving resource utilization & reducing operating cost.

We have divided our scope of digitalization in 3 main areas : production system, energy & utility monitoring system and Digital supply chain on the path to make our factory -i factory.

We have clearly defined parameters where we want to improve with the help of digitalization. Below are the targets

2. What made your company to take up this Project? Describe briefly :
Godrej & Boyce Mfg. Co Ltd. Is the only Indian appliances manufacturing company competing with international brands in a fiercely competitive market. We have set the vision of being amongst Top 3 by 2020 in Indian Appliances industry. To realize this vision, Manufacturing function has set the vision of becoming Lowest cost appliances producer in India by practicing manufacturing excellence tools.
Below trend shows the evolution of manufacturing processes & systems over last few years which is helping us in realizing our vision. In phase 1 We started with Basic lean tools like 5-S, line balancing etc. for improving production processes. In phase 2 we have done total lean management through CII industry cluster to facilitate total mind set change. In next phase we have implemented TPM for improving plant efficiency. We have achieved good results with all these initiatives.
But we understood that for competing with international brands we need Improvement across the entire value chain & prepare our self for the future.
For that we have started practicing industry 4.0 & Digitalization.

3. How did you generate the solution which you implemented?

We conducted the brainstorming session with in our team for improving resource utilization, reducing conversion cost and safety improvement for realizing our vision of lowest cost appliances producer in India. Team came out with 76 ideas for implementation. Implementing all 76 ideas required huge investment. So, we prioritized that ideas based on contribution for cost, productivity and safety. 

Based on the pareto chart we shortlisted the option of :

1. Optimized tool life by condition base replacement of tool.
2. Reduction in in spare cost by condition base replacement of spare parts.
3. OEE improvement by capturing and elimination of stoppages.
4. OEE improvement by reducing manual inspection time
5. Safety improvement by real time monitoring of health of mist collector filters.

From the last few years we were continuously working for improvement of above mentioned parameters with the conventional manual methods and achieved satisfactory results. To improve it further, different approach was required where we can capture real time and accurate data at micro level, which can be analyzed quickly, and fast decision can be taken. This was only possible through digitalization. We decided to introduce digitalization.

4. Describe how the selected solution was implemented.

We have devised and used our 7 steps methodology for implementing digitalization.

Step - 1 : Need Identification: we have clearly identified below mentioned needs based on the pareto charts.

1. Optimized tool life by condition base replacement of tool.
2. Reduction in in spare cost by condition base replacement of spare parts.
3. OEE improvement by capturing and elimination of stoppages.
4. OEE improvement by reducing manual inspection time
5. Safety improvement by real time monitoring of health of mist collector filters.

Step - 2 : Exploring Options: We have explored 2 options

Displaying of all above data for all individual machines.

Server based digitization where data can be capture, store and display real time data

We have selected option 2 because stored data can be used for making machine history charts for future references.

Step - 3 : Feasibility Study: We did feasibility study to check possibility of capturing these data real-time for above 7 parameters? We observed that out of 7- 2 parameters can be directly monitored from machine for 3 parameters we need software modification and these 2 data’s can be monitored by additional sensors.it means real time data monitoring for all these 7 parameters is feasible

Step - 4 : Designed concept: After Feasibility study we designed the working concept for real time data capturing.  Here Data will go from all machine sensors to PLC. From PLC data will go to Operating software with help of ethernet communication and analog signal will be converted to digital. For interface we selected software MT link I where data can be captured after every 0.5 second and considering future needs up to 50 machines can be integrated. By help of this interface, data will be displayed on the screen.

Step - 5 : prototype and testing: To validate the design concept, we selected real time servo load monitoring for prototyping. Actual Load data of servo motor moved to motor drive, from motor drive to PLC and PLC to MT link I interface by ethernet. We captured servo motor load from machine after every 0.5 second.

Step - 6 : Installation and implementation: After successfully completing the prototype for real time servomotor load monitoring, same methodology was used for real time monitoring of Minor stoppages, real time monitoring of spindle load, current and tool condition, real time monitoring of inspection points etc.

Step - 7 : Monitoring results: These are the results of digitalization, we have started real time monitoring of spindle temp, Capturing micro stoppages, Real time tool life monitoring, Real time servo load monitoring etc.

How to utilize Real time recorded data for-

1. Operational cost reduction
2. Enhance Resource utilization

Case Study - 1 : Reduction in machine inspection time with the use of digital Cockpit (digitalization).

For maintain the machine operator used to check 13 manual check points around the machine. It was taking about 5 minutes. Here operator was operating 6 machines. Every day there was production loss of 30 minutes due to operator not available due manual inspection time for 6 machines which he operates. Now we have introduced digital cockpit point where he checks all the critical machine points at a single glance. Inspection time reduced from 30 minutes/shift to 6 minutes.

Case Study - 2 : OEE improvement by elimination of minor stoppages with the use of digitalization.

This case study is about real time capturing of minor stoppages. When we captured minor stoppages real time it came as a very big surprise that 44% of OEE loss was due to minor stoppages. On further analysis it came out that minor stoppages which are less than 1 minute and repetitive in nature operator will not able to record it manually. Here digitalization helped. Machine stoppage due to Air seat pressure low was the major contributor for the production loss and not recorded because when this alarm comes, operator just de-clamp the part and clamp it again and start the production.it was because of air leakage form the component and resting pad due to uneven surface of casting. Machine logic was such that when back pressure on the gauge will be more than 1 bar then only machine will start. but in a shift machine was giving these types of false alarms as pressure drop to less than 1 bar and cycle stops because of uneven casting surface despite component placed on the fixture correctly. Real time stoppage data captured indicated that, this as an improvement project. With the DOE tool we set the machine interlock to 0.5 bar rather than 1 bar. We eliminated this stoppage fully from the machine. We saved 12 minutes/shift production loss with the help of real time data capturing which triggered this improvement. Below is the sequence of operations showing this improvement. About 150 such stoppages identified and eliminated in the plant.

Case Study - 3 : Spare cost reduction by real time monitoring of health of critical machine spares.

With the help of digitalization, we started monitoring real time health of the machine’s critical elements like temperature of the servomotor, spindle etc. Also, we started monitoring of load on the spindle and motors while machine Is running, and metal cutting is happening. We have set the 3 zones for monitoring critical spares.

Zone 1 (optimum zone)- When load will be in this zone it will indicate everything is normal for the spindle.

Zone 2 (warning zone)-When load will reach to this zone system will through warning mail. By taking timely action we can prevent the part before failing.

Zone 3 (Error Zone)-After warning zone if there is no action then load will reach to error zone. Here software will not allow machine to run unless rectified. With such type of digitalization, we reduced spare and maintenance cost by 68%. We have implemented such improvement on 120 parts where we are replacing the parts based on condition rather than time.

Case study - 4 : Tool life optimization with the help of digitalization.

Real time spindle load monitoring triggered this improvement. we checked the condition of cutting tool by monitoring the spindle load. This example is about the life of a solid carbide drill. Tool manufacture recommended life of this drill 30 meter but when we measure the load of the spindle when tool was cutting we observed that instead of 30 meters tool is running in optimum load zone till 90 meters. With the help of digitalization we can monitor the life of the tool by setting the load for 3 different zones and can take optimum life. This improvement reduced the consumption cost of this tool from 7.5 lakh/year to 2.5lakhs/year. Similar concept applied on 170 cutting tools.

Case study - 5 : Safety Health and Environment improvement with the use of digitalization.

This case study is about use of digitalization for maintain coolant mist level and humidity in VMC section. Here we have installed advance sensor which keeps the check on health of mist collector and define the filter cleaning time. Earlier condition in the room was not maintained because of manual trigger for preventive maintenance of mist collector. Now this sensor measures the pressure on the filter. If indication reaches to red zone on the filter, then it triggers for filter cleaning.

5. Value Creation and Business Results:

Below are the results we achieved after successful use of digitalization in compressor machine shop which was the biggest cost center for compressor manufacturing. 

Tangible benefits and ROI: One-time investment for this project is 22.48 lakhs and recurring cost is 91 thousand /annum. Saving from this project is 1.58 crores/annum. Payback for this project is approx.3 months

6. Environmental considerations: (if any):

1. With the introduction of digitalization, we have eliminated use of paper in the form of hard copies for data capturing like production monitoring calculation sheets, machine check sheets and history sheets etc. Total annual 3600 paper saving by eliminating hard copies.
2. We have also used digitalization for improving environment condition by reducing coolant mist level in the plant by real time monitoring of mist collector health.
3. We have used digitization for improving efficiency of solar power generation system. By taking quick action solar cell power generation is increased by 8% which is increasing our share of green energy.

7. Can the ideas, principles, concepts or techniques developed by you be implemented in other areas in your company and in similar / other industry?

Yes, we have horizontally deployed digitalization in the areas of Supply chain, Energy and utility condition monitoring system & maintenance system. We have horizontally deployed the learning in other product category lines like refrigerator, washing machine and Air condition etc. along with other manufacturing location at Shirwal Maharashtra.

Our organization is private owned business, so all the improvements mentioned in % term.

8. Give any other information that supplements your project / case study to be a winning entry.

After such encouraging results, it is imperative for us that we must continue our efforts to strive towards industry 4.0 and digitalization for sustained and continual improvement. In line with this, below is our Digital factory road map. We have envisaged a digital enterprise extending to all 4MTE domains and we are looking forward to digitalizing our entire value chain by end of Financial Year 2021.

PARAMETERS FOR PREPARING CASE STUDY AND CRITERIA FOR SELECTION :

1. Need for implementing the project
2. What solutions did you come up with
3. How was it implemented
4. What challenges did you face while implementing it and how was it overcome
5. Benefits to Organization from this project, such as Cost reduction, Reduction in manpower, Increase in Output, Reduction in rejections / internal wastes etc.

Note : Please consider the above points as guidelines and elaborate as appropriate.

PRODUCTIVITY IMPROVEMENT USING LAYOUT PLANNING

Need for implementing the project

Problem Identification : <Why the Project was Selected?>

Data Collection : <What data was collected?>

1. Detailed study of Product and processes
2. Materials flow – Flow Chart, String Diagram
3. Flow Process Chart for identifying various type of wastes
4. Cycle time of various products
5. Relationship between departments – REL Chart
6. Determination of plant capacity – Products, Quantity data of 6 months
7. Available Space
8. Dimensions of existing layout, machineries, utilities etc.

Past Layout : String Diagram of Chocolate King bed   

Flow Diagram : Chocolate King bed

REL Chart

What solutions did you come up with?

Analysis and Development of Solution :

< What analysis was carried out?>

< What were alternate solutions proposed? > 

1. Product & Quantity – PQ Analysis
2. Got runner, repeater and stranger products
3. Layout redesigned as per runner products
4. Walnut bed is highest demanded product while it requires minimum processes so it was not considered for study.
5. Chocolate, Wenge, Terra, Squadro, Eudora, Flutter are those beds whose metal frames and sub components are similar and requiring maximum processes so, to represent all above-mentioned beds only chocolate bed is considered for study.
6. Flow of material analysis – From-To chart
7. Activity Relationship Diagram
8. Space Requirement and available analysis
9. Flow analysis is performed on dimensionless block diagram or space relationship diagram

For example :

PQ Chart

    From - To Chart

How was it implemented

Implementation :

< Why was the particular solution chosen?>

< How was the chosen solution tested/validated and implemented?>

< How effectiveness and sustenance of action monitored?

Solution selection and evaluation phase:

Based on analysis : 

1. String diagram of all proposed layouts were drawn
2. Material flow distance of selected products of present layout and all proposed layouts were compared
3. Pros and cons of each proposed layout were discussed
4. Layout which was flexible, had ease in material handling and utilizes optimum floor space was selected

String diagram examples : 

    Proposed Layout 04

1. To validate the chosen solution, we used CORELAP Algorithm
2. CORELAP Algorithm uses shortest path between departments
3. Dimensions of machines, equipment’s, racks, aisles of a selected layout were marked on floor
4. As per markings machines, racks were placed at their particular positions

After implementation phase :

1. Cycle time study was conducted
2. Removed all practical constraints
3. Distance traveled by selected product was calculated and compared with its distance in past layout
4. Results of following parameters such as travelling time, distance, daily production were compared

What challenges did you face while implementing it and how was it overcome

1. Building demolished as per layout
2. Construction ofnew building inside factory premises which hampered production, dust, rain, noise & congestion issues.
3. Manpower loss
4. Problems while shifting / relocating heavy machinery
5. Dents & damages of raw material and finished goods during shifting

Benefits to Organization from this project, such as Cost reduction, Reduction in manpower, Increase in Output, Reduction in rejections / internal wastes etc.

Production per Shift

Intangible Benefits:

1. Productivity increased
2. Throughput time decreased resulting into 100% Delivery Schedule Adherence (DSA)
3. Ease of material handling & optimum space utilization
4. Labor multitasking achieved
5. Raw material under one roof ease in unloading of Raw material thus improved inventory control
6. Employee morale boosted