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09 - Chapter 3 PDF
09 - Chapter 3 PDF
3.1 Introduction
The auto industry of India is one of the largest and most competitive automotive market in
the world. The industry accounts for 7.1% of the country’s Gross Domestic Product (GDP).
The two-wheeler segment with 81% market share is the leader of the Indian automobile
market for the middle class and young population. The Indian government and major
automobile players have taken several initiatives in the Indian market to make India leader
in two-wheelers (2W) and four wheelers (4W) auto sectors in the world by 2020. The aim
“Make in India” initiatives, as it expects to increase the passenger vehicles market to 9.4
million units by 2026 (Auto mission plan, 2016-26). Maruti Suzuki leading a four-wheeler
automobile manufacturer hopes to reach four million units by 2020 up from 1.97 million
units in 2014-2015. India is the second largest two wheeler motorcycle manufacturer and
the fifth largest commercial vehicle manufacturer in the whole world. It has been seen that
automobile industry has attracted Foreign Direct Investment (FDI) worth US$ 14.32 billion
during April 2000 to December 2015, according to the data released by Department of
Industrial Policy and Promotion (DIPP). One of the significant investments in the
automobile sector in India was the opening of fourth and world’s largest scooter plant in
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(HMSI). Initially, the production was 600,000 per annum, and it is forecasted to increase up
automobile sector are over 80 lac. It has been forecasted that the extension in production
will rise to Rs 600000 crore by 2016. The automobile is considered as the sunrise sector of
There is a great opportunity, and full ranges of careers are being opened like automobile
engineer, technician, and repairer. The government of India initiates the establishment of
automotive training institutes, auto design centers, auto parts, degrees providing higher
education of automobile engineering. The Indian auto industry has a bright future in India.
The industry selected for the present research work is a country’s largest
manufacturer of motorbikes “Hero” with a joint venture with Honda Motors Company of
Japan. The semi-automated cell was selected for carrying out flexibility study. A
case-based approach in conjunction with TPM standard tools, techniques and practices are
cell. So, case analysis was performed based on data collected through interview,
Hero MotoCorp Ltd. was incorporated on 19th January 1984 as Hero Honda Motors Ltd.
Hero, the largest Indian bicycle producer in the world & Honda, Japan as Technology
leader in the world joined hands and created Hero Honda. The successful association of
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Hero and Honda for 27 years created the world’s largest two-wheeler manufacturing
company. In 2001, the company achieved the coveted position of being the largest two-
wheeler manufacturing company in the “World No.1” regarding unit volume sales in a
calendar year (Heromotocorp.com, 2016). During 2010-2011, both the partners decided to
part ways and evolve beyond this partnership. Under the new agreement, Hero Honda
embarked on a brand journey under new name Hero MotoCorp Ltd. New brand & logo was
unveiled globally on 9th Aug’ 2011 in a ceremony in London. Hero MotoCorp Ltd.
continues to maintain the “World’s No.1” position for 10 years in a row. Being a leader in
Motorcycle segment, Hero MotoCorp Ltd. is producing a variety of two wheelers to meet
different customer needs. As of now, there are over 50 Million Hero MotoCorp two-
wheelers on Indian roads. Today, every 2nd motorcycle sold in India is from Hero
MotoCorp Ltd.
Hero MotoCorp two wheelers are manufactured across four globally benchmarked
manufacturing facilities. Two of these are based at Gurgaon and Dharuhera which are
located in the state of Haryana in northern India. The third manufacturing plant is based at
Haridwar, in the hill state of Uttarakhand; the latest addition is the state of the art Hero
garden factory in Neemrana, Rajasthan (Heromotocorp.com, 2016). The present case study
analyzed the different aspects of the implementation of TPM at Hero MotoCorp Ltd.,
This section provides a step-by- step approach to implementing TPM in Hero Motors Corp
Ltd. Successful implementation requires a top management support and commitment from
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the day one. Implementation of TPM involves every employee from top management to
bottom line workers. A nine steps implementation plan was discussed in the subsequent
subsections.
In this step, the top management formally announced the decision of implementation of
TPM. A small formal event was organized in which all the employees of the organization
made aware of the change of shifting towards the new culture of TPM. The event details
and information were published in company’s newsletter. There was a formal and officially
implement TPM were given by Mr. Osamu Yoshioka (General Manager from Makati City)
who was appointed as a TPM Consultant in Hero MotoCorp Ltd. The primary
responsibility of the top management is to encourage the participation of all employees and
TPM activities are an integral part of the employees in which all levels of organization
from top management to the shop floor workers participate. A TPM organizational
structure was proposed and developed and finally it was established. TPM circles are an
integral part of the formal activities of the organization.TPM small groups encompass the
whole of the organization hierarchy, from top management through middle management to
the front line operators. Figure 3.1 represents the TPM promotion organization structure of
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Figure 3.1: TPM promotion organization structure for Hero MotoCorp Ltd.(Haridwar)
(i) Role & responsibilities of Top level management for TPM implementation: For the
successful implementation of TPM, high commitment, support, and involvement are not
merely required from senior management. But to involve actively in the learning strategy,
providing personnel guidelines and tips for its implementation and assessing the TPM
progress are the fundamental requirements. A top level executive plays a role champion for
complete TPM program. The responsibility of the top-level managers is to set and
finalize the organization policies and objectives, appoint a suitable, energetic and
knowledgeable TPM coordinator and create a TPM steering committee consisting all the
TPM pillar heads and concerned support members. The goal of the steering committee is to
design TPM policies and strategies systematically and to give value added suggestions. Top
management plays the significant and crucial role in TPM implementation. The high-level
executive and steering committee work together throughout the TPM implementation
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program to retain the commitment towards the implementation. The plant head and Head of
operations & supply chain of the selected plant keep an eye on the overall TPM running
(ii) Role & responsibilities of middle-level management for TPM implementation: Middle-
level management consists of heads and section heads of various departments such as
production, maintenance, Quality assurance, materials and human resource, etc. The middle
management establishes the various departmental TPM policies to achieve the overall final
management and bottom level of the organization. Middle management primarily worked
as a channel of communication as they make aware and bring in the notice to the lower
levels of employees about the major decision and to achieve the main goals set up by the
top executives for the implementation plan of TPM. They act as an administrator and helps
(iii) Role & responsibilities of the bottom level workforce for TPM implementation:
section officers, superintendent, housekeeping staff, etc. They form and create small group
TPM circles in each departmental section. The shop floor workers serve as role models for
their concerned supervisors they supervise. They focus on controlling and directing the
function of management. The shop floor operators are directly responsible for the quality
and the quantity of the production. The lower level management communicates directly
with the operators day to day problems and also recommends their genuine issues to the top
management through middle-level management. They are responsible for arranging the
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materials, tools, machines on time for getting the things done in a systematic order. Hence,
the bottom level workforce can be considered as the image builder of the organization.
In this step, the management builds a TPM team consisting of a group of members, who
were jointly responsible for achieving a common objective. This team worked as a Pilot
group (TPM circle) and as a role model for the rest of the teams. The members of this team
were highly motivated to learn and implement new innovative ideas, clear about the TPM
goals and ready to adopt changes in working practices. The selection of pilot team members
is based on their individual interest and decision making. Their point of view, opinion and
suggestion were considered on priority basis. Initially, a manager model machines were
selected in semi-automated machine cell, which was considered as a pilot study. A pilot
team for selected semi-automated cell consisted of following members as shown in Table
3.1.
1 TPM Coordinator
3 Operators
1 Production Manager
1 Maintenance Manager
1 Team Leader
In the beginning, weekly two hours meeting with the Pilot team was fixed to outline the
activities of TPM. The frequency of plant TPM steering committee meetings and Pillar
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wise head meetings were held on a monthly basis and weekly basis. Table 3.2 shows
meeting program frequency of a pilot team members. The series of cascading activities
starting with manager model machines and pilot teams are presented in the block diagram
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Selected manager
model machines
machines
Autonomous maintenance
pilot team
Education and training are necessary to develop a proactive safety culture. Formal
education and training programs were organized by Education and Training pillar for all the
employees (Top executives, middle management, and bottom line workers). Special
autonomous maintenance training was imparted to Pilot team with a goal to raise operator’s
skill levels and ownership. The framework structure of education and training pillar is
shown in Figure3.3. Seminars, demo lectures, and workshops were organized for the entire
workforce. The presentations were also prepared in Hindi format language for the operators
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Figure 3.4: TPM Hindi slides designed for bottom line operators
Training halls and training centers. In classroom training, theory knowledge of TPM
was imparted by using power point presentations to the employees, team members
b) On the job training: These types of training were conducted on shop floors. The
circles of autonomous maintenance with the help of one point lesson (OPL),
working models, kaizens, etc. Figure 3.5 represents the training plan of education
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Figure 3.5: Training plans of education and training pillar
Figure 3.6 represents graphically the total number of training sessions conducted during a
period of (2009-2012).
TPM manuals and books were also distributed to enhance the knowledge of workers,
middle level, and top level executives. The following key TPM books were recommended
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Table 3.3: Recommended books and manuals by Education and training pillar
a) Introduction of TPM
The next subsection will highlight the strategies and success factors for finalization of TPM
3.3.5 Strategies and success factors for finalization of TPM policies and goals
During the weekly meetings, the steering committee team and pillar head managers team
analyzed the benchmark and set goals, which were specific, measurable, realistic and
time-based. Data related with OEE, quality (customer complaints), maintenance, safety,
and losses were collected and analyzed. TPM implementation team develops goals and
objectives after identifying the priorities. The established TPM policies and targets should
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be very much clear to everyone involved in TPM implementation. TPM master plan was
developed, once the goals were defined. Figure 3.7 represents the TPM policy of Hero
MotoCorp. Ltd.
This is a major step because TPM master plan bridges the gaps between baseline and goals.
Designing a TPM master plan is not an easy task. TPM consultant played a significant role
in planning and finalizing the management plan. A large number of meetings among all
pillar heads and TPM consultant were scheduled for freezing the TPM master plan. Finally,
it was sent for the approval of the operations & supply chain head and plant head of the
selected organization. The TPM master plan means implementation plan for each eight
TPM pillar. The key points of TPM master plan of selected automobile plant are clearly
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Figure 3.8: Design of TPM Master Plan for two wheeler automobile plant
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According to TPM master plan initially, three manager model machines were selected
during November 2008 from the machine shop area. The chosen manager model machines
were:-
The machines were selected based on the criticality of high breakdown and maintenance
cost. Later on rest, fourteen machines have been chosen from the machine shop in 2009.
The pilot team was trained properly to perform an autonomous maintenance task on the
selected manager model machines. The significance of all eight pillars of TPM master plan
In this pillar, the production operator takes the ownership of their equipment for the
TPM master plan, it was targeted to cover all 100% equipment by the end of the year
2009. In 2013, the standard check sheets for autonomous inspection were prepared.
(ii) “Kobetsu kaizen” is a Japanese term and is also known as a focused improvement. It
categorized into six broad categories. According to TPM master plan, the focused
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improvement team has worked for reduction of six big losses, which are mentioned
Reduced yield
equipment to working order as soon as possible after failure. The planned maintenance
started operating in the year 2009 in selected automobile plant. As per TPM master
corrective and predictive maintenance to reduce and eliminate the failure notes, identify
and improve the variations and degradations and simplify the maintainability.
(iv) The objective of Education & Training pillar is to provide training and develop a skilled
workforce to able to execute the TPM practices and methodologies and making
operators familiar with different machines and overall factory environment. The
introductory training was carried in all three levels i.e. top management, middle-level
management, and bottom level workers during the start of 2009. Training evaluation
was done based on the questionnaire sample as shown in Appendix I. Evaluation was
done before and after imparting training to evaluate the effectiveness and judging the
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was decided. For improving the skills of team members on the production line and
making them an expert on more than one work stations, multi-skilled team members
were developed. 100% pilot team members were covered under Jishu hozen step 4
trainings at the end of 2013.Skill mapping of all employees was done individually,
which was based on the selected evaluation criteria. Also Education and Training pillar
into the organizational knowledge bank. Trainers were certified and were
acknowledged with certificate forms as represented in Appendix II. The goal of the
E&T pillar was to create a factory full of experts and multi-skilled operators.
(v) Safety, health, and environment (SHE) is the most important pillar because it ensures
to eliminate the accidents, pollution and create a smooth, safe and pleasant working
environment. 5S activity was initiated initially in a plant in five selected office zone
areas during 2008 year. Later on, it was replicated in various departments,
objective framed by SHE pillar was to achieve zero accidents, zero defects, and zero
pollution.
(vi) The purpose of the Quality maintenance is to create a defect free manufacturing
environment. It identifies and eliminates the equipment and process deterioration and
variation to create defect-free equipment and processes. According to the TPM master
plan, the quality maintenance establishes and sustains effective production quality,
processes by minimizing the development lead time. TPM master plan was designed to
make it ensure that new machinery, products, and practices reach its optimal
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performance early then standard leads time by using the experience, data and
(viii)The objective of office TPM pillar is to continuously improve the efficiency and
effectiveness of administrative functions within the organizations. TPM master plan was
designed to reduce the administrative losses such as loss due to excess inventory cost of
communication, and production output lost due to workers/staff grievances and logistics
loss, etc. This was possible with the implementation of 5S practice throughout the plant. 5S
is a housekeeping technique, which helps in reducing all types of administrative and shop
Hence, TPM implementation in Hero MotoCorp Ltd., initially started with the selection of
Autonomous maintenance
Focused improvement
The remaining subsection will present an autonomous maintenance program for operators.
operators
(AM) program was developed for selected three Manager Model Machines in
handling the basic tasks of maintenance of their equipment through a specialized training
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program by equipment configuration. This will develop the feel of ownership in their own
equipment.
There are total seven steps in the autonomous program, which are discussed in detail. The
Daily checks
Lubrication
Repairs
Precision checks
The various steps designed for autonomous maintenance may be given as:-
Step I: Cleaning and initial inspection Routine cleaning and inspection schedules were
and dirt from the main body of the equipment was the primary activity carried out in step I.
The irregularities were exposed such as minor defects, inaccessible places, and
Step II: Establishing countermeasures for causes and effects of dust and dirt
Cleaning is done for inspection, not for the sake of cleanliness. While doing the cleaning,
the operators identified the defects such as wear and tear in equipment, lose nuts and bolts
due to vibrations, lubrication leakages, dirt or dust in machine parts, etc. The causes of such
defects were found, and countermeasures were taken. The defects can be categorized into
two categories:-
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The defects, which could be corrected by the maintenance operators
Each defect or abnormality has been tagged by using a card that is shown in Appendix III.
It allows everyone to see, what was going on all over the plant.
Step III: Establish cleaning and lubricating standards The cleanup, lubrication and
tightening standards was set up, which includes countermeasures for root causes of defects
Step IV: Conducting general inspections The training should focus on standards of
inspection, for example, the visual inspection of the main parts, finding and fixing minor
parts, etc. Inspection manuals were designed and followed in training. Figure 3.9 represent
Step VI: Organization and standardization of the work place To improve the cleanliness,
and visualization of work processes was done by using CLIT standards, shop floor
abnormalities in equipment were identified, and meetings were conducted to improve the
After completing all the seven steps, TPM was officially kicked-off, which has been
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Figure 3.9: Autonomous maintenance training methodology
After creating a success story on manager model machines and TPM awareness to most of
the employees, TPM Kick-off ceremony was held on 13th April 2009 in Hero MotoCorp
Ltd. It was a formal celebration which symbolizes enthusiasm and commitment among
employees. The kick-off was designed to cultivate an atmosphere that raises morale and
inspires dedication to employees. In TPM kick-off the top management reconfirms their
operations & supply chain and TPM consultant finally kicked-off the TPM activities in the
presence of all the employees, members from other plants and suppliers. Some
entertainment such as song or dance performance, jokes, etc. and refreshments were also
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3.3.9 Common obstacles needed to overcome for successfully implementing
TPM
The various obstacles hindering the organization for achieving successfully implementing
implementation of TPM.
The best quality and maintenance practices of other organizations are not
benchmarked.
Inadequate knowledge about the measurement techniques that are used to measure
Lack of clarity during imparting training in the guideline, implementation plan, and
enforcement methods.
suggestion process.
Employees are not given reward and promotions on his/her valuable suggestion by
the organizations.
Within teams, the workers should have interpersonal skills and teamwork skills.
Top management needs to provide a focus for the environmental health and safety
practices.
All above-stated hindrances were resolved for a successful implementation of TPM. The
next section will highlight the implementation strategy of 5S in Hero MotoCorp Ltd.
developed. The implementation strategy of 5S is important since most literature and studies
were mainly concerned with TPM but not 5S technique. It has been identified one of the
research gaps during literature survey, and it outlines detailed framework on 5S within the
TPM environment in selected plant. A lot of 5S activities were allocated into the
After the formal launch of TPM kick-off in Hero MotoCorp Ltd, it is mandatory to
introduce the concept of 5S before working on TPM pillars. This is because TPM starts
with 5S only. Hence, the primary objective was to cover the office areas initially. It was
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found that 5S concept was a new for everyone in the organization. Hence training,
workshops, seminars and 5S demonstrations were conducted for all the employees
including top management, middle management, staff, and operators. Initially, in the first
phase, five office zones areas were selected. 5S organization structure was clearly defined
in each zone areas. This study contributes to formulating a roadmap and implementation
steps of 5S strategy for selected zone areas. It has been seen that by applying the 5S
methodology all over the plant has increased quality level, reducing costs, promoting
safety, building healthy customer relations, and reducing repair costs. The next sub-section
3.4.1 Introduction of 5S
5S is a methodology that has come out of the techniques within total productive
maintenance (TPM) and has been conceptualized from the Toyota production system
very efficient and high-quality workplace. It is a simple tool for organizing the workplace
(TPM). 5S is a useful tool, which strongly supports the goals of TPM implemented
team- based process and is contributed by all the members of a team, who works in their
own concerned particular zone area, in which the principles of 5S are being applied or
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well-organized workplace, elimination of losses connected with failures and breaks,
improvement of the quality and safety of work (Karkoszka and Szewieczek, 2007).
The philosophy of the 5S has borrowed from Japan. 5S is split into five Japanese
words as shown in Figure 3.10 (Harrington, 1991), which may be listed as follows:-
Seri (sort): Seri is a Japanese terminology. It means doing sorting throughout the
workplace. It means to get rid of unwanted items and keep only necessary items. The key
technique involved in the first phase is “Red Tagging”. Red Tags are used to identify
unnecessary elements that need to be thrown out, recycled, sold out or relocated.
Seiton (set in order): Seiton (set in order) is putting the remaining necessary items in their
place and label them so that anyone can find them or put them away. The key technique
involved in the second phase is Sign boarding. It is a method which uses signs and different
Seiso (shine): Seiso signifies cleaning everything and keeping it clean daily. It is an action
to clean the workplace daily. The key techniques used in the third phase are cleaning
schedules. The cleaning program consist of details of checks points along with their
cleaning frequency and details of the person responsible for cleaning checkpoints.
Seiketsu (standardize): Seiketsu integrates all first three phases sort, set in order and shine.
It involves creating visual controls and guidelines for keeping the workplace organized,
orderly and clean. The key techniques used in the fourth phase are Visual controls. These
Shitsuke (sustain): Shitsuke involves training and discipline to ensure that everyone follows
the 5S standards. The key technique involves in this phase are continuous improvements,
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Reward and recognition, and auditing. It will result in employee satisfaction and
When the entire “S” was implemented, the 5S process increases morale, creates a positive
The implementation of 5S has several cost obligations. Although, the complete 5S system
can be implemented without adding any on-going production cost. However, the amount
required is highly dependent on the current status of the facility available in the plant and
organization. It has been analyzed that an initial investment was made in man-hours,
training, storage units, labeling systems and cleaning products, floor tapes, white boards for
warehouse mapping, etc in offices as well as in shop floor areas. But, the objective was to
quickly recoup by increases in productivity, quality, safety and morale. The purpose was to
get clean and organized work environment with a competitive advantage with a positive
message to both employees and customers. The 5S concept is a simple philosophy and
numerous benefits can be gained through its implementation. It has been seen that
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American companies are forced to compete on a global basis embracing the 5S system
methodology, and it provides companies with an effective tool that cost petite to implement
but has the power to reap large financial rewards in near future.
The development of 5S implementation was categorized under three steps in selected two
To increase large number of participation from all levels of employees and to develop a
continuous improvement culture, there was a need to formulate 5S councils in the selected
plant.
5S Steering Committee:- The committee consisted of below members from the selected
plant:-
(iii)5S Coordinator
They were responsible for developing the implementation plan and selection of team
coordinator, TPM coordinator and HR section head. They were responsible for
preparing the 5S schedules for all types of training. The preparation of training plans
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and workshops/seminars were organized based on three categories: - Top management,
5S Promotion committee: The promotion committee consists of all area zone leaders
along with the 5S and TPM Coordinator. Promotion committee organized various
competition, best 5S zone area, etc. To motivate the workforce, the awards, and small
gifts were distributed to the individuals who have participated or won in the
promotional activities.
5S Audit committee: The audit committee was formed within the organization
consisting TPM coordinator, 5S coordinator, and office TPM pillar head. The check
was usually performed quarterly in the selected zone areas. The feedback and audit
summary report were forwarded directly to the appointed TPM consultant of the plant
Steering Committee
5S Coordinator
Initially, it was decided by the steering committee to implement the 5S technique in office
areas firstly. Hence, the offices were divided into small five manageable zones. The lists of
five selected zones are shown in Table 3.4. Each zone area was assigned with Zone/Team
Leader by their seniority and dedication towards 5S practice. Team members of various
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zones work according to the guidelines of zone or team leader. The role of 5S coordinator
and zone leader was crucial throughout the application of 5S so that 5S activities occur in a
planned manner.
The 5S team organization structure plan of PPC zone area was designed as shown in Figure
3.12. Keeping in view above benchmark, team organization structure plan of remaining
5S Coordinator
Step III: 5S declaration and launch The objective was to declare officially and begin the
promotion program (5S policy and goals) for the purpose of promoting the establishment of
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5S activities. The following activities were covered under this category in Hero MotoCorp
Ltd.:-
As discussed in section 3.4.3, the training program designed for the two wheeler
a) Top management includes Plant head, General Manager and departmental heads.
Employees at all levels of the organization were given adequate training in 5S for the
system to be effective. Following sources and training materials have been distributed and
Internet Google searches through World Wide Web using “5S” as a keyword.
The following books on 5S have been referred for training practices in the plant:-
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5S Made Easy:- A step-by-step guide to implementing and sustaining your 5S
program.
5S pocket guide
Putting 5S to work
Step I: The complete process was started by taking “before” pictures of 5S implementation.
All the faults and shortages were photographed and highlighted so that it was easier to
observe the points, which should be taken into notice. All “before” pictures were displayed
on “5S storyboard” in each zone area because anyone viewing the pictures can immediately
see the difference. These pictures were having a significant role in this work so as to
observe the implementation process. The zone leaders were decided for all five zone areas
as mentioned in Table 3.4. Each zone leader was having defined some team members.
Training on 5S was imparted in all zone areas. Team members themselves had a chance to
tell about their requirements and the materials that can be moved away from their desks. “A
Red Tag” area was defined, and its team was designed consisting one member and a zone
leader from each zone area. During 1S activity, the unwanted items were placed in Red Tag
zone area. Red Tagging is a dynamic and visual way of determining between needed and
unneeded items. As soon as unnecessary items were identified such as a file, old useless
documents, stationary, etc it was marked with a Red Tag represented in (Appendix VI) and
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kept in a Red Tag holding area. Later on, when Red Tag audit takes place, the decision of
Red Tag items takes place either to disposed of or it is returned to the rightful place. It took
approximately 6-7 months to implement 5S in all zone areas. Figure 3.13 shows all the red
tag office items kept in a Red Tag holding area. 1S activity has also been represented as a
Take “before”
pictures
Start 1S
The various sorting process done in different offices has been shown in Figure 3.15.
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36
During implementation, the first one month was used for the preparation of mindset of the
employees for the upcoming changes. It is hard to involve everyone in the 5S processes;
especially many of the employees have expressed doubt towards the 5S success of the final
results. Another problem that appeared was an extension of the deadlines, which were
settled initially for the implementation processes. The reason for this extension was due to
the lack of time, which was analyzed because of nature of work of the employees that
makes it difficult to schedule the workday in advance. Hence, it was difficult to meet the
planned and targeted deadlines of the 5S. The second step for achievement of order and
Step II: After completion of 1S, only necessary and required items were left in offices. Next
step was to do sign boarding on all necessary items. It is a method for clearly indicating
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how many (quantity), what (item names) and where (location) is to keep all necessary
office items for visualization and proper sorting. Such as the entire box files were labeled
Thermo cool sheet of white or gray color was usually preferred for the placement of
stationary items during 2S. The sheet was properly cut according to the shape and size of
stationery items for creating a space and its placement. The purpose was to define the place
for every small stationery item in each desk or office of different departments. Figure 3.16
and 3.17 represents the systemically arrangement of stationery items and box files.
Sign boarding is a powerful technique, which comes under the second phase of 2S. It was a
tedious and time-consuming task. Once the sorting process is over in all selected zone
areas, firstly all the remaining useful files and documents/forms in offices were properly
labeled inside and outside containing information such as name of the file, file number, list
of contents, page number, etc. Different color of ribbons and fluorescent sheets were used
especially on Box files for the proper alignment in each shelf in all selected zone areas.
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Secondly, the shelves and cabinets of the workplace were organized systematically in their
specified places and were clearly labeled with the appropriate letter and number.
The height and size limits were set to restrict the size of storage space and shelves. The
minimum and maximum office related stock quantities were indicated clearly by using
color coding. Thirdly, all electric switchboards in all offices were also labeled. The
objective of doing this task was to reduce the retrieval time, removal of obsolete and
unnecessary records and to create a neat, visible and clean working environment. Labeling
system and storage of files and other office items are also shown in Figures (3.18-3.21).
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Labeling System
Figure 3.20: Sign boarding Technique on files and switch board during 5S
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Figure 3.21: Systematic placements of different office forms in HR office.
Step III: To initiate Shine and Sweep in offices, the 3S will not only thoroughly clean the
workplace but also act as a continuous checking process. Figure 3.22 shows the cleaning
schedule of offices which were designed under the guidelines of 5S and TPM coordinator.
The offices were divided into specific areas using the 5S cleaning schedule sheet and duties
were assigned from the senior manager to downwards. The cleaning activity was
considered as a daily habit, and it took only 5 minutes at the start of every morning or each
1 Office staff Desks BRUSH & WIPE CLEAR & CLEAN 60 MINS
2 Office staff Windows BRUSH & WIPE CLEAR & CLEAN 60 MINS
3 Office staff Copier BRUSH & WIPE CLEAR & CLEAN 60 MINS
4 Office staff Copier BRUSH & WIPE CLEAR & CLEAN 60 MINS
5 Office staff Table Drawer BRUSH & WIPE CLEAR & CLEAN 60 MINS
6 Office staff Floor BRUSH & WIPE CLEAR & CLEAN 60 MINS
9 \
10
11
12
13
14
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Step IV: To standardize the system, standard operating procedures sheets (SOPS) as
represented in Appendix IV, uniform standards for labeling, color codes, indicator lines,
etc. were established in offices. The purpose was to create visual controls and a visually
These sheets were put up in every zone area, and members were encouraged to come up
with new ways to update the procedure sheets. If some discrepancy was found between
some actual work carried out and as described in standard operating procedure sheet, then
Step V: To sustain all the improvements made so far in offices zone areas, the reward and
improvement suggestion scheme. There were many ways to promote the 5S activities in the
workplace. The 5S seminars were organized for the entire workforce; 5S books were
circulated to all the pillar heads, the competition for the bottom line workers was also
organized on a small scale for designing the best 5S poster and 5S slogan to promote the 5S
activities in the organization. The awards were distributed related with 5S area of the month
award, improvement suggestion of the month award, employee of the month award, best 5S
slogan, and poster award, etc. This keeps the workforce motivated and enthusiastic by
constant audit of all five zone offices areas was done quarterly by TPM coordinator and
TPM consultant. The standard 5S audit form is shown in Appendix V. The detailed flow
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No
Sorting-Is Move to
items Red Tag
needed? Area
Yes
The implementation of 5S in selected five zone areas was successful which resulted in the
extension of 5S to other regions of the plant such as paint and weld area, machining shop
It is a very challenging task to introduce newly defined 5S technique. 5S concept was new
for all employees of Hero MotoCorp Ltd. In spite of giving training, lots of obstacles came
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(i) The first phase of 5S was usually more challenging as resistance was shown by
people/employee related to change the way of doing work in any way they are supposed to
do.
(ii) The second important problem was to make them convince to keep only those things
that are needed on the desks and in their drawers. It is generally perceived as an attack on
(iii) It has been found that initially lack of support from the top management has been
identified as a crucial and critical parameter on the path of success. It has been observed
that involvement and attention of senior management should be substantially high when 5S
was implemented so that they can show the high level of awareness and belief in the 5S
methodology. The major role and responsibility of the top management were to show
genuine commitment to convince everybody in the organization primarily bottom line staff
and supervisors that the implementation of 5S is the right path for all top or junior levels. It
was observed that lack of management support and physically involvement was a barrier in
the implementation process but later on after getting positive outcomes, the mindset started
changing.
(iv) It was also noticed that poor communication was one of the most common obstacles. It
was felt that many discussions related with 5S systems in the organization have evolved in
an uncontrolled manner. The suggestions, views, and ideas given by the bottom level
(v)It has been observed that initially, the selected organization failed to notice the essential
element of reward and recognition. But later on slowly as the time flies, the organization
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starts believing in giving reward and recognition to the persons who were actively
(vi) It was well explained by (Liker and Hoseus, 2008) the importance to have a long-term
thinking towards the final goals even if the results were bad in the beginning. The results of
the implementation of 5S were not visible during first six months, but one should
understand that it is a long-term process. It was difficult for all the employees to keep
patience while implementing 5S, as one must have to focus on long-term benefits rather
(vii) The successful implementation of 5S in offices lies in the fact that the team spirit
should be high otherwise the lack of motivation of the employees and managers will prove
The benefits achieved after 5S implementation are presented in the next subsection.
It is a universal fact that 5S technique brings lots of benefits to the organization. Results
can be seen in various zone areas where 5S was being implemented such as in offices,
assembly lines, shop floor, in working environment and the most important change felt was
among human beings. The people feel highly motivated with positive energy and
enthusiasm while working in defect free, clean and pleasant working environment. The
subjective benefits achieved in Hero MotoCorp Ltd. may be categorized into three
categories concerning productivity, quality and cost, which may be presented as follows:-
(i)Increase in productivity
It was identified that the amount of time was reduced in searching documents/files due to a
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reduction in some files and paper. It results in a reduction of lead time and hence improves
productivity.
(ii)Increases in Quality
While implementing 5S technique, the quality has been improved by reducing a number of
displayed on all workstation, leads to increasing in output consistency and enhanced the
(iii)Reduction in cost
Due to the clear cut guideline for document retention, there was a cost saving by reducing
The data related impact of 5S on various parameters has been collected through fieldwork
with the help of personnel interviews, casual meetings, verbal interactions and general
observations in the plant, which may be summed up in as shown in Figures (3.24- 3.27).
The selected interview questions related with 5S were asked during 5S implementation data
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According to (Khamis et al.,2009) the most significant barrier to implementing 5S system
are a lack of communication, training, and top management support. The organization can
encouraging the employee’s innovative ideas or suggestions (Neilson, Martin and Powers,
2008). It has been seen from the Figure 3.24, that 33% of the employees of the selected
plant felt that there was a significant improvement in communication due to the
implementation of 5S concept. 22% of employees rated that communication has not been
improved at all, and 45% of the majority observed that communication may or may not be
The motivation of employees plays a significant factor in the success or failure of any
organization (Borris, 2006). If an employee is not motivated, the services, profits, morale
and productivity suffers a lot. 30% of the workforce of the selected automobile plant felt
that there was a significant improvement in morale because of implementation of 5S. 45%
of the majority concluded that motivation had been relatively improved just because of the
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implementation of 5S technique, and 25% were in favor that motivation of the workforce
Teamwork promotes the sense of ownership among the employees. 5S concept brings the
entire workforce to work in teams for its successful implementation. The workers feel
highly motivated to work in teams rather than an individual task. It has been observed that
42% of the employees of the selected organization feels that there was an improvement in
teamwork just because of implementation of 5S. 38% of the workforce concluded that
directly or indirectly the 5S plays a crucial role in the development of teamwork, and only
20% of people felt that there was no improvement in the teamwork with the implementation
of 5S.
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There is a significant impact of 5S on safety parameter of the organization. In a selected
automobile plant, the working environment was well organized, and all the items and tool
accessories were placed in a well defined and systematic manner. Hence, it helped in
creating safe, clean, neat and accidents free workplace. Based on data collection, it has been
observed that 36% of people felt that there was a reduction of a number of accidents and
injuries after the successful implementation of 5S. 30% of employees concluded that there
was no impact of 5S on safety related issues and 34% workforce noticed that safety
important since the majority of the literature and studies on TPM were mainly concerned
with TPM Pillars, maintainability, and productivity, but 5S technique was ignored during
the implementation of TPM. Therefore, the present work has elaborated the implementation
The most challenging and arduous variable to control is human issues. Hence, the
framework developed has also identified and stated fourteen broad areas of human issues. It
elaborates the importance and visualizes the subgroup differences among top management
and bottom management of all human elements for the successful implementation of TPM.
A lot of TPM activities were allocated into the framework to achieve the productivity,
quality, cost, delivery, safety and motivation (PQCDSM) targets such as measurements of
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OEE, losses/failures, reduction in defects and rework, reduction in accidents, increase in
The chapter has explained the detailed implementation plan for total productive
maintenance in Hero MotoCorp Ltd. It includes the design and development of a TPM
master plan, TPM promotion organization structure, autonomous program for operators and
preparedness steps were taken before going to 5S implementation in selected zone areas,
and detailed implementation plan for 5S was discussed in a detailed manner. The obstacles
observed or noticed during the implementation of 5S were also examined. The benefits
achieved after 5S implementations have been shown graphically so that the impact on
The next chapter deals with the visualization of the subgroup differences and significance
of various human-related elements that come across during the successful implementation
of TPM.
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