Challenge

To meet sudden increase in Customer demand, Ford (430 to 560 Nos) & 7 LPM (340 to 450 Nos)

Gaps in meeting customer demand is identified by comparing the actual demand to the current capacity and by improving the major losses like Model changeovers in the current capacity.

Data Collection

Keeping minimum investment in mind focused on-Machine utilization / Line Balancing – Existing Line, Machine utilization / Line Balancing – other similar lines and Major losses in current condition.

Project initiation date: 07/12

Challenge

Project: Improve productivity by ensuring end to end pull system in M&M bolero assembly. To meet the customer demand and management policy we have selected the theme of creating an Integrated cell.

For selecting this project, PQ analysis was done and found IFS Lower has the highest volume in production.

Project initiation date: 07/12

Challenge

NTBC oil pump (Cummins) requirement increased from 500nos. to 1800nos. per month. Assembly & testing is the identified system constraint. Existing productivity of assembly & testing was 18 & 38 nos. per shift respectively. To meet the increased demand, it was needed to increase the capacity of assembly & testing. Since management policy does not allow to increase manpower, without increase in productivity (without fully exploiting the constraint). Capacity addition without improving productivity would have increased the cost of manpower, other expenses like power bill & other overheads. This would reduced bottom line.

Project initiation date: 07/11

Challenge

Zero rejection was targeted for machine shop and on data stratification

It was found that the steel phase was the top contributor of rejection. In steel phase rejection of Crank Shaft Line was very high and also affecting the overall productivity of the line. Project was taken and TPM (Total productive Maintenance) was used as a broad management tool and Figure of Eight methodology was adopted to eliminate the defects.

Project initiation date: 03/12

Challenge

The refrigerator market in India is highly seasonal and peaks during summer and festive seasons installed capacity to meet this peak demand.

But, in today’s competitive market, manufacturers are offering customers a range of features to suit their needs. This range includes different sizes, colors, designs, interiors etc and each such variant becomes an SKU for manufacturing. We at Godrej also increased our range by 25 nos. over last three years.

In order to produce the large number of variants and SKU’s, needed to produce in multiple lots and keep changing models on the production lines which resulted in productivity loss and inefficiencies in capacity utilization.

Project initiation date: 02/10

Challenge

Burr problem was observed at customer end during first time development & supplies of Oil Ring with Nodular Cast Iron (Ductile) for prestigious American customers.

24 nos. found during sample inspection of P/N 7N7078 & 15 nos. found during sample inspection of P/N 9S7788(D22-3).

It was noted that inspite of 3 stage burr removal process (ultrasonic cleaning,+Id burshing+inspection) there were customer observations.

Extensive manpower had to be deployed to manually re-inspect and remove the burr by knife edge file, as the productivity was very less, only 300 rings per shift.

Manual removal of burr had following problems:

1. No fool proofing. Even single burr in a lot of rings not acceptable.
2. Safety of operator- First aid incidences of cut in finger from the blade
3. High lead time due to slow manual burr removal process
4. Rusting on rings required to be removed by brushing.
5. Low productivity
6. Quality issues of peel-off/ distort the ring

Engineering solution to global customer was important to make foot print in technologically advanced & huge potential US market (Sales 2011-12: 5 million US$).

Project initiation date: 04/11

Challenge

Chinese entry into Indian Market created a severe competition in the plastics processing industry. Chinese machines were offered at 20-30% lower prices and the delivery time was only the shipping time i.e., 4 weeks (1 month) whereas Indian manufactures were offering the machines at 8 weeks delivery time.

LTPML considered it as a severe threat for its survival and decided to come out with a solution to regain its regime in domestic market. In 2008-09, China imports market share and turnover was similar to LTPML i.e., 23% and Rs.85 crores during 2008-09 (as shown below).

Project initiation date: 06/2009

Challenge

Hazardous sludge generation

Conventional pretreatment technology of zinc phosphate (trication) leads to generation of phosphate sludge as by-product & since it contains heavy metals, the sludge is treated & disposed as hazardous waste.

High energy cost- The process of pre treatment works at 48deg – 2 deg C (Essential for process)

Data Collection

Collection of Hazardous waste (phosphate sludge) generation per year.

Project initiation date: 05/2010

Challenge

To meet the projected customer demand of painted 5000 sets/day (April’ 11) against the present capacity of 2900 sets/day (March’ 10)

Data Collection

OEE Losses data was collected by TPM methodology to evaluate the present capacity of Plastic Paint Shop.

Analysis and Solution Development

To achieve the customer demand of 5000 sets/day, following alternatives solution were evaluated.

It was decided to achieve the target

Solution

By doing activity on OEE Loss side – i.e. down time reduction to achieve design capacity of 3280 sets/day.

By doing activity on Improvement side – increase production / hr to achieve the target of customer demand 5000 sets/day.

Project initiation date: Sep’09

Challenge

The generic process flow for spigot type weld screw consists of (1)Raw material (2) Forging(3) Spigot machining (4) Threading (5) Heat treatment (6) Surface finishing (7) Pack & dispatch.

This product has a unique entry profile which is a functional and customer specific requirement, which is currently being machined in a SPM.