TAFE has been working on many continuous improvement projects over the years to make available, the right model of tractor at the right dealer point at the right time to the Domestic market customers which is 80% of the TAFE Volume. But always there had been instances of mismatch of the Customer need and tractor models available at the Dealership. In view of the highly competitive market scenario, customers were not willing to wait for the right model be made available to him in some days, due to this there had been opportunity loss of a sale. So it became necessary to look at opportunities for improving the full cycle of Sale to Production process and consequently making the tractor available at the dealer ship end.

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Objective: “To Create Future Ready Workplace” by adopting Operational Excellence practices involving World-class Manufacturing Methodologies.

Scope: This Project articulates the essential for a Cost Competitive Plant with Productivity improvement as the primary objective and applies to all the processes of the plant.

Context Setting: Plant has an installed daily Production Capacity of 9500 Vehicles, where Market demand is fulfilled as per the forecasted demand. So, to grow productivity with fluctuation in market demand, we need to optimize the Resources by identifying & eliminating waste in our processes.

Challenges: Some of the challenges include high labor intensive assembly areas, age factor of the employees in coming years, partially skilled work force for Automations related improvements.

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Nexon is the first compact crossover SUV from Tata that was first displayed as a prototype in 2014 at the Auto Expo before being launched in 2017. Tata had bought out the Land Rover and Jaguar brands, leveraging their attention to design, quality and detail, to produce the Tata Nexon and introduce it to the Indian Automotive market. It proved to be a masterstroke and a breath of fresh air capturing the hearts and minds of the public at large. The Tata Nexon entered a market segment that was highly competitive and could even be said to be saturated today. Yet it found its way to becoming a bestseller. Its sales figures have risen year on year with the pandemic proving to be just a blip on the radar.

The Nexon Weld Body (BIW) was planned on the same shop where earlier models like Tata Zest were produced by refurbishing these lines to keep minimum investment as investing on new shop will ask for huge investment for non-reliable Market .

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Steel Authority of India Limited (SAIL) is one of the largest steel-making companies in India and one of the Maharatnas of the country’s Central Public Sector Enterprises. SAIL produces iron and steel at five integrated plants and three special steel plants. Durgapur Steel Plant (DSP) is a 2.2 MTPA integrated steel plant of SAIL situated at Durgapur in West Bengal. DSP has employee strength of about 8,000 people and is a major landmark in the industrial canvas of Eastern India. SAIL-DSP product basket caters to construction (TMT bars), transportation (Railway wheel), infrastructure (Light & Medium Structural) and power transmission sector (Bloom, Billets for re-rollers). DSP has been supplying railway wheels to Indian Railways since 1960 from its Wheel & Axle Plant.

The Wheel & axle Plant in Durgapur is one of the pioneer forged railway wheel manufacturing facilities in India. For decade’s it has been successfully catered to the requirement of Indian Railways, its major customer. The plant is producing wheels manufactured as per the latest IRS specifications. The product is very quality sensitive.

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Scope : Increase in production rate of a critical Defence system supplied to MoD

Objective : Ramp up of rate of production from 2 per month in Mar-19 to 6 per month by Mar-23. As the border tensions with China escalated, the customer wanted us to ramp up our production as much as we could, as quickly as possible.

Challenges faced while executing the project :

• Rate of production could be increased by capacity expansion, but that would require importing machinery which requires time in months.
• Rate of production could be increased by recruiting additional manpower, but that would require training them on niche skills in assembly & testing, so again it would require time in months.
• One year into the project, COVID struck in two successive years, causing loss of capacity due to unavailability of trained machinists and assembly/testing technicians.
• Third-party QA Agency appointed by customer had limited bandwidth, and further affected by COVID for two years.
• While ramp-up of assembly & testing activities was started with productivity improvement efforts, it required components to be available in increased quantities. Outsourcing of component machining to new suppliers was a challenge due to technical understanding of the requirements by them.
• As an impact of COVID, RM material supply was affected in 2020 & 2021
• Over last year or more, the supply of the bought-out Parts from war-affected zone is slowed down

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SLTL Group is an innovation-driven group of companies, with its in-house R&D expertise it caters to the need of various industries. The Company provides solutions in the wide spectrum of industrial laser, Diamond & Jewelry processing, Medical devices, RF & Microwave, and Renewable energy.

Laser Cutting assembly was originally planned for a capacity of 15 machines/month. With Increased Customer Demand due to good market response, we needed to improve the productivity & hence the capacity of the assembly shop. This Project was to improve the Assembly time of laser cutting machines to serve on-time delivery. The Old line also didn’t have any provision for data collection, handling, and processing which had to be incorporated in our proposal.

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Please state the objectives, scope of the project, its context, and the challenges under whichthe project was taken up. This being a Productivity Championship contest, the principal aimmust be to showcase productivity of machine/line/ Project, people or material, or all of these.The challenges inherent in the project should be brought out. Clearly bring out the expectedoutcomes that were intended to be achieved (Please quantify)

Objective : To develop dedicated machine to produce more from less resources.

Background : We are precision component manufacturers for a leading gear pump manufacturer. Wemanufacture a component called bearing bush the volume is about 500000 pcs per month. It has 3operations. We made robo integration for operation 20 and presented the case study during 2018 NPSin SME category. In this NPS of 2023, we have taken up OP30 of the same component.

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