COMPANY PROFILE

Dabur (derived from Daktar Burman) is an Indian consumer

goods company founded in 1884 by S. K. Burman. It
manufactures Ayurvedic medicine and natural consumer
products. It is one of the largest fast-moving consumer
goods companies in India.

HISTORY
In the mid-1880s, Dr. S.K. Burman, an Ayurvedic practitioner in Kolkata, formulated
Ayurvedic medicines for diseases like cholera, constipation and malaria. He went on to set
up Dabur India Ltd in 1884 to mass-produce his Ayurvedic formulations. His son, C.L.
Burman, set up Dabur's first R&D unit. The current chairman, Dr. Anand Burman, and vice-
chairman Amit Burman, are part of the fifth generation of the Burman family. The Burmans
were among the first business families in India to separate ownership from management
when they handed over the management of the company to professionals in 1998.

CORPORATE PROFILE
Dabur India Ltd. is one of India’s leading FMCG Companies with Revenues of over Rs 8,700
Crore & Market Capitalisation of over Rs 80,000 Crore. Building on a legacy of quality and
experience of over 135 years, Dabur is today India’s most trusted name and the world’s
largest Ayurvedic and Natural Health Care Company.

Dabur's products also have huge presence in the overseas markets and are today available
in over 100 countries across the globe. Its brands are highly popular in the Middle East,
SAARC countries, Africa, US, Europe and Russia. Dabur's overseas revenue today accounts
for over 27% of the total turnover.

PRODUCT PORTFOLIO
 
Dabur India is also a world leader in Ayurveda with a portfolio of over 250 Herbal/Ayurvedic products.
Dabur's FMCG portfolio today includes five flagship brands with distinct brand identities – 
1.) Dabur as the master brand for natural healthcare products 
2.) Vatika for premium personal care 
3.) Hajmola for digestives
4.) Réal for fruit juices and beverages
5.) Fem for fairness bleaches and skin care products.
 HAJMOLA
Pop a Dabur Hajmola and enjoy the chatpata taste that stimulates your digestive power. It is a tasty, fun-filled
digestive that can be taken regularly especially after a meal. The popularity of Hajmola can be gauged by the
fact that almost 2.6 crore tablets are being consumed every day in India.
 
Dabur Hajmola is a mix of traditional Indian culinary herbs, spices and edible salts and is a market leader with
close to 50% share of the digestive tablets segment in India.
 
Dabur Hajmola is available in six chatpata variants namely Regular, Imli, Chatcola, Chatpati Hing, Pudina
and Anardana
WORK STUDY

Work study, as defined by British Standard Institution, is a generic term for those techniques
particularly ‘Method Study’ and ‘Work Measurement’ which are used in the examination of human
work in all its contexts and which lead systematically to the investigation of all the factors which
effect the efficiency of the situation being reviewed, in order to seek improvements.

Work study can be understood as an umbrella term used to cover concepts of both Method Study
and Work Measurement (Time Study).

METHOD STUDY

Method Study may be defined as the systematic investigation (i.e., recording and critical
examination) of the existing method of doing a job in order to develop and install an easy, rapid,
efficient, effective and less fatiguing procedure for doing the same job and at lower costs.

This is generally achieved by eliminating unnecessary motions involved in a certain procedure or

by changing the sequence of operation or the process itself.

WORK MEASUREMENT OR TIME STUDY

Once the method study has developed an improved procedure for doing a job, the work Measure-
ment or Time Study will find the time allowed to complete the job by that procedure. Work
Measurement may be defined as the application of different techniques to measure and establish
the time required to complete the job by a qualified worker at a defined level of performance. The
time necessary to complete a job is determined from number of observations.

Objectives of (or Advantages Obtained Through) Method Study:

(1) Improved working processes and standardized procedures,

(2) Better work place layout; neat and clean environments and working conditions,

(3) Less fatigue to operators,

(4) Better product quality,

(5) Effective utilization of men, materials and machinery,

(6) Efficient and fast material handling,

(7) Reduced health hazards,

(8) Efficient planning of the section, and

(9) Streamlined working procedures.

Operation Analysis:
Operation Analysis is a detailed study of different operations involved in doing a work. Operation
analysis becomes necessary in order to investigate the shortcomings of the existing method and to
develop an improved procedure.

Operation analysis suggests, whether some elements, should be eliminated or combined or their
sequence should be altered in order to obtain effective utilization of existing manpower and
machinery with the minimum fatigue incurred by the workers. The analysis mainly considers the
movements of the limbs and aims at finding a simpler and economical method of doing the job.

Before the procedural steps of a task are analyzed and the motions are studied or eliminated, an
operation chart is constructed. Figure shows an operation chart of the existing method of
assembling nuts and bolts.

As a next step, the different motions involved are subjected to specific and detailed questioning
with a view to eliminate unnecessary motions, and to arrange the remaining motions in a better
sequence. Principles of motion economy serve as a very good guide in developing a better and
improved method.
Analysis of Motion:
The motions or movements of the limbs of a worker play a major part in the fabrication or
manufacture of the products. By carefully observing a worker while he is doing an operation, a
number of movements made by him which appear to be unnecessary and unproductive can be
identified and eliminated.

Analysis of an operation, when carried out in terms of individual motions of a worker is known as
motion analysis.

The purpose of motion analysis is to design an improved method which eliminates unnecessary
motions and employs human efforts more productively. In doing so the principles of motion
economy prove to be very helpful.

Steps involved in Motion Analysis are:

(a) Select the operation to be studied.

(b) List and chart various motions performed by the operator.

(c) Identify the productive and idle motions.

(d) Eliminate the unnecessary and non-productive motions.

(e) Redesign the existing operating procedure by employing minimum number of motions in the
most appropriate sequence and in accordance with the principles of motion economy.

(f) Impart necessary instructions to the worker so that he develops proper habit cycle.

(g) Check once again the procedure in the light of step (e) above.

(h) The procedure may be standardized

Therbligs:
Therbligs were suggested by Gilbreth. Therbligs are used to describe the basic elements of
movements or fundamental hand motions of the work cycle. Every therblig is represented by a
symbol, a definite colour and with a word or two to-record the same. For example, thereblig Grasp
has symbol U, red colour and is denoted by the word G. A simo chart employs therbligs which are
of microscopic nature, whereas a process chart uses symbols like operation, inspection,
transportation, etc., which are macroscopic. A single operation may consist of many therbligs; for
example,
Though it looks cumbersome to deal with and to chart microscopic motions, yet they possess
decided advantages over macroscopic motions.

1. One macroscopic motion may contain a number of microscopic motions. At times, it may not be
possible to eliminate completely a macromotion but an unnecessary micromotion can definitely be
avoided.

2. Since microsystem is very detailed, it is simpler to understand what precisely the worker is
doing.

3. Therblig colours make the charts more meaningful.

TIME STUDY

Definition
Time study may be defined as “the art of observing and recording the time required to do
each detailed element of an industrial operation”.
The term industrial operation includes manual, mental and machining operations, where:
(i)Manual time is divided into three types of operations, i.e. handling of tools, machines and
materials.
(ii) Mental time includes time taken by the worker for thinking over some operations.
(iii) Machining time includes time taken by the machines in doing its share of work.
Thus, time study standardizes the time taken by average worker to perform these opera-
tions.
Objectives of (or Advantages Achieved Through) Work Measurement:
(1) Determines the time required to do a job; thus it compares alternative methods
and establishes the fastest method;

(2) Decides man power required for a job; it helps in man power economy;

(3) Decides equipment requirements;

(4) Provides information for effective production planning and maintenance

procedures;

(5) Aids in calculating exact delivery dates;

(6) Decides realistic labour budgeting and provides a basis for standard costing
system;

(7) Provides a basis for fair and sound incentive schemes; and

(8) Results in effective labour control.

Procedure for TIME STUDY

For conducting time study, average workers and average machines are selected. This study
is conducted by the Time Study expert, who should be familiar with all information’s related
to the job and the conditions in which it is being done. The location of the expert should be
such that he can watch all the operations and the movement of the workers without
disturbing them from suitable distance.
He performs time study in the following stages:
 (a) Analysis of Work
The complete job and its operations are split up into various elements. These elements are
finalised after conducting motion study. In the end, time required for the job preparation,
cleaning of machine and oiling etc. should be included. Thus, time study includes all the
tasks performed by the worker and not only the effective work.
(b) Standardization of methods
Before conducting time-study, all the constituents of the job such as materials,
equipment, tools, working conditions and methods are standardised. The method
should be easy, safe and quickest in the given conditions, so that it can be accepted
by workers.
(c) Making Time Study

The
study is done on a printed time study record sheet as shown above which is fixed on a
board known as Time Study Board. On one corner generally right hand top corner a stop
watch is placed. This stop watch should have a decimal scale dial so that it can read up to
0.001 minute.

Different time readings of one element are recorded in the corresponding column of the
record sheet. Several sets of readings are taken to arrive at an accurate result. After noting
all these readings, average time is calculated, neglecting abnormal values, if any.

This average time is multiplied by a levelling factor also called ‘Rating Factor’, which is
generally assumed as 90-120% to get the time required by a normal worker. The multiple of
average time and rating factor is known as “Normal Time”.

Some allowances such as personal allowance (20%), fatigue allowance (5%), preparation
allowance (5%) are added in normal time to obtain the standard time. The standard time is
the basis for the calculation of wages and incentives.

Thus, Standard time = Average Time × Rating factor + Other allowances.

Standard Time:
It is the time, which is taken by a normal worker for a specific task or job, working
under moderate conditions and includes other allowances such as fatigue, setting of
tool and job, repairing of tool, checking of job etc.

Rating Factor:
Time study engineer multiplies actual time with a factor known as “Rating Factor” or
“Levelling Factor” to get the average time which a normal worker would take. This is
expressed as a percentage of the efficiency of representative operator, which
indicates how efficient an operator is in comparison to some of his average fellow
workers.

Performance Rating:
Performance rating is that process, during which the time study engineer compares
the performance of the operator under observation with his own concept of normal
performance.

In mathematical term,

The concept of normal performance, must be such that the time standards are set
from it, are within the capacity of the majority of workers in the enterprise.

It would be of no use in setting standards so high that only the best worker could
attain them since programmes or estimates based on them would never be fulfilled.

Methods of Time Study:

Time study can be performed by the following methods, depending upon

the accuracy required:
1. Stop Watch Method

2. Time Recording Machine, and

3. Motion Picture Camera.

1. Stop Watch Method:

Stop watch used for time study purpose should be very accurate and preferably
graduated in decimals so that it can record even up to 0.01 minute. It has two hands.
Large hand revolves at a speed of one revolution per minute and its dial is divided
into 100 divisions.

The small hand revolves at a speed of one revolution in 30 minutes. Dial for this
small hand is graduated in such a way that it enables to read up to one minute.
Time study board is made up of any hard wood. Its shape is such that it rests on the
waist line and offers a smooth curvature to support it with the rear arm of hand, as
shown in Figure above. This board provides a place to keep the stop-watch on the
right-hand top corner.
In addition to the above equipment, a time study expert should keep a pencil, steel
tape, a calculator etc.

2. Time Recording Machine:

This type of machine has a paper tape, which rotates on two rollers at uniform
speed. This paper tape is graduated in such a way that it gives timings in fraction of
minutes. Readings can be seen and recorded through a slit provided in the casing of
equipment’s. By using this machine, some errors of the stop-watch method are
eliminated.

3. Motion Picture Camera:

This camera is used in micro-motion study. This camera is driven at constant speed
of several ranges. Because of constant speed, time taken by each film can be
calculated. Thus, by knowing the number of films covered by one operational
element, the exact time can be found.
CONTINUOUS IMPROVEMENT

Continuous improvement, or Kaizen, is a method for identifying opportunities for

streamlining work and reducing waste. The practice was formalized by the popularity
of Lean / Agile / Kaizen in manufacturing and business, and it is now being used by
thousands of companies all over the world to identify savings opportunities.

Kaizen: A Flexible Process

Continuous improvement can be viewed as a formal practice or an informal set of guidelines.

Many companies have shifted focus to more formal approaches to project and process
management such as Lean / Agile methodologies (Kanban, Kaizen, Scrum, XP).
The continuous improvement cycle is demonstrated here.

For example, Kaizen and Kanban can be integrated to allow for continuous improvement
through visualization of workflow. In all Lean / Agile methodologies, continuous
improvement is a primary focus, in addition to high customer service standards and the
reduction of waste in the forms of cost, time and defects (rework).

Benefits of Continuous Improvement

Streamline workflows
Working to constantly improve is the number one way in which many businesses reduce
operating overhead. Continuous improvement (sometimes known as “rapid improvement”) is
a Lean improvement technique that helps to streamline workflows.

The Lean way of working enables efficient workflows that save time and money, allowing
you to reduce wasted time and effort. For example, projects that involve shifting deadlines,
changing priorities and other complexities are usually filled with opportunities to improve.
It’s just that no one has acted on that opportunity.

Reduce project costs and prevent overages

It’s important for a project manager to know the cost of completing a body of work. For this
reason, most project management offices benefit from knowing the amount of time it takes to
get certain types of work done. Project managers can reduce project cost and prevent
overages using Forecasting Software. Forecasting (versus estimating) whether a project’s
constraints are likely to be broken is one way in which project management offices can
increase their overall effectiveness for the company.

 Less waste – inventory is used more efficiently as are employee skills.

 People are more satisfied – they have a direct impact on the way things are done.
 Improved commitment – team members have more of a stake in their job and are
more inclined to commit to doing a good job.
 Improved retention – satisfied and engaged people are more likely to stay.
 Improved competitiveness – increases in efficiency tend to contribute to lower costs
and higher quality products.
 Improved consumer satisfaction – coming from higher quality products with fewer
faults.
 Improved problem solving – looking at processes from a solutions perspective
allows employees to solve problems continuously.
 Improved teams – working together to solve problems helps build and strengthen
existing teams.

6 Principles of the Continuous Improvement Model

Principle 1 – Improvements are based on small changes, not only on major paradigm
shifts or new inventions

This concept is important, because large changes often feel frightening and destabilizing to
organizations. By approaching change in small, incremental steps, the continuous
improvement model reduces the fear factor and increases speed to improvement. When
following this principle, the organization does not need to wait for a strategic shift or a new
product release to begin to advance.

Principle 2 – Employee ideas are valuable

The continuous improvement model relies greatly on employees, not only top management,
to identify opportunities for improvement. This bottom-up improvement is effective because
employees are closest to the problems, and thus better equipped to solve them.

Principle 3 – Incremental improvements are typically inexpensive to implement

Employees tend to focus on small changes that can be accomplished without a lot of
expense. In fact, many ideas from employees involve eliminating processes, rather than
adding them, which is an excellent way to be sure that every activity adds some value to the
customer and reduces wasted effort.

Principle 4 – Employees take ownership and are involved in improvement

Getting people to change the way they've always done things is hard. Do you know what
makes it easier? Rolling out changes that originated from the front lines. When people come
up with the ideas to improve their own work, they intrinsically see the value of the changes.
Knowing that improvements come from their peers inspires faith in the necessity of the
changes much more so than does a decree from senior leadership who has never actually
done the process in question.

By engaging your staff in the continuous improvement model, you empower them to take
charge of their own work (but you help them as leaders). They're able to identify problems or
opportunities for improvement, follow through on implementing their ideas, take credit for
the work, and see a measurable impact from their efforts.
Principle 5 – Improvement is reflective

Constant feedback is an important aspect of the continuous improvement model. Open

communication during every phase of executing an improvement is critical to both the final
results of the improvement and to the maintenance of employee engagement.

Principle 6 – Improvement is measurable and potentially repeatable

It is not enough to simply make a change and call it improvement.  To achieve real
improvement, the impact of change must be measured.  This makes it possible to determine
if the change can be applied successfully to other problems.  Proving positive ROI also helps
keep the organization aligned around improvement.

Making continuous improvement part of company culture is an excellent and cost-effective

approach to tackling an organization’s most difficult challenges.  When supported by
improvement technology, results can be achieved quickly and success can be sustained over
time. 

What is 5S
The 5S Method is a standardized process that when properly implemented creates and
maintains an organized, safe, clean and efficient workplace. Improved visual controls are
implemented as part of 5S to make any process non-conformance’s obvious and easily
detectable. 5S is often one element of a larger Lean initiative and promotes continuous
improvement. The 5S list is as follows:
 Seiri / Sort: Separating of the essential from the nonessential items
 Seiton / Straighten: Organizing the essential materials where everything has its
place
 Seiso / Shine: Cleaning the work area
 Seiketsu / Standardize: Establishing a system to maintain and make 5S a habit
 Shitsuke / Sustain: Establishing a safe and sanitary work environment (Safety)
The 5S Principles are recognized in many industries as effective tools for improving
workplace organization, reducing waste and increasing efficiency. Organizations should be
careful to not allow the 5S Principles to become viewed as the whole of the company’s
improvement efforts. Otherwise it could become the end goal of your company’s
improvement process instead of a key part of a larger continuous improvement journey. The
greatest benefit from using 5S is realized when it is part of a larger initiative and the entire
organization has adopted its principles. 5S is more than a system; it is a business philosophy
and should be integrated into the organization’s culture.
5S Diagram
Why Implement 5S
There are many benefits to implementing the 5S Methods into a work area on the production
line or in the business office. To not only survive but thrive in business today, cost must be
controlled and waste must be avoided or eliminated. The 5S steps, when implemented
properly, can identify and reduce many forms of waste in any process or workstation. An
organized work area reduces excessive motion and wasted time looking for the right tool.
The visual aspect of the 5S Methodology is also very effective. When everything has a
place, it is easier to spot something missing or misplaced. A clean work area helps draw
attention to possible problems or safety hazards. A clean floor helps spot any leaks or spills
could indicate machine maintenance and prevent slips and falls. Furthermore, encouraging
people to watch for and address problems can result in a positive change to an organizations
culture. Therefore, the 5S Principles implemented as part of a larger Lean initiative or as a
standalone tool can reduce waste, improve quality, promote safety and drive continuous
improvement.
How to Implement 5S
Sort
The first step in 5S is sorting. During sorting the team should go through all items in the
work area including any tools, supplies, bulk storage parts, etc. The 5S team leader should
review and evaluate every item with the group. This will help to identify which items are
essential for getting the job done effectively and efficiently. If the item is essential for
everyday operations it should be tagged and cataloged. If the item is not essential, determine
how often it is used in the performance of work in that area. If it is a bulk item, decide the
proper amount to be kept in the area and move the remaining quantity to storage. Excess
inventory is one form of waste and should be eliminated during the 5S activities.
Straighten
Designate a place for all items that remain in the work area. Put all items in their designated
location. An often referenced quote is “A place for everything and everything in its place”.
During the straighten step, look for ways to reduce or eliminate waste. One form of waste in
a process is unnecessary operator motion or movement. Therefore, frequently used tools and
supplies should be stored in the immediate work area close to the operator. One effective
method commonly used to avoid wasted time searching for the correct tool is constructing
shadow boards for all essential tools. Items that are not used as often should be stored based
on their frequency of use. All parts bins should be properly labeled. The label should include
part number, part description, storage location and the recommended min / max quantities.
A properly straightened work area allows the operator to quickly review and verify that they
have everything they need to successfully perform their task at hand.
Shine
The next step is to clean everything in the area and remove any trash. To be effective we
must keep the area and any related equipment clean.  Dirty process equipment can actually
increase the potential for process variability and lead to equipment failure. Lost time due to
equipment failure is considered waste and non-value-added time.  A dirty area can also
contribute to safety issues that have the potential to cause a worker to be injured. Operators
should clean their areas at the end of each shift. By doing this they will likely notice
anything out of the ordinary such as oil or lubricant leaks, worn lift cables, burnt out bulbs,
dirty sensors, etc. The purpose is to reduce waste and improve operator safety and
efficiency.
Standardize
The fourth step has been called the most important step in the 5S Process. In this step we
must develop the standards for the 5S system. They will be the standards by which the
previous 5S steps are measured and maintained. In this step, work instructions, checklists,
standard work and other documentation are developed. Without work instructions or
standard work, operators tend to gradually just do things their own way instead of what was
determined by the team. The use of visual management is very valuable in this phase. Color
coding and standard colors for the surroundings are sometimes used. Photos of the area in
the standard 5S configuration are often posted for easier identification of non-
conformance’s. The operators are trained to detect non-conforming conditions and correct
them immediately. Schedules should also be developed for regular maintenance activities in
each area.
Sustain
This step in the 5S Process can sometimes become the most challenging of all the five steps.
Sustaining is the continuation of the Sort, Straighten, Shine and Standardize steps. It is the
most important step in that it addresses the need to perform 5S on a consistent and
systematic basis. During this step a standard audit system is usually developed and
implemented. The goal of the sustain step is to ingrain the 5S process into the company
culture. The company must strive to make 5S a way of life so the benefits gained through
the exercise can be maintained. 5S is not a one-time exercise. Following the 5S Process
must become a habit.

The 8 Forms of Waste:

As previously stated, 5S Principles are effective tools for reducing waste, improving
quality, increasing efficiency, promoting safety and encouraging continuous
improvement. When applying 5S Methods you should always remember the various
forms which waste can take:
 Overproduction – Producing more product than required or producing parts faster
than the downstream processes can utilize it. Strive to produce the proper amount
at the proper time.
 Excessive Inventory – This can be a direct result of overproduction or it could be
due to poor purchasing practices. Over purchasing supplies because we got a great
deal sometimes is no deal at all. Excessive or unneeded inventory can propagate
other forms of waste.
 Inappropriate or Non Value Added Processing – Waste is incurred through use of
the wrong tool, performing needless operations or not using the most efficient
processes or tools for the job. Beware of the phrase “Because we have always
done it this way”. The right process and the correct tools can reduce waste in your
process.
 Waiting – Time and resources are wasted when waiting on parts, supplies or
information.
 Transportation – Excessive travel or movement of materials is waste. Proper
planning and process layout can help reduce or eliminate excess transportation.
The use of value stream mapping can help the team visualize exactly how much
the material is traveling.
 Unnecessary Motion – Any movement or motion performed by the operator that
does not add value is waste. During your 5S exercise examine the motions
required to perform the task. Organize the workstation so all tools and supplies are
easily located and within easy reach. In some cases, re-sequencing certain process
steps can reduce excessive and redundant movement or motion by the operator. By
reducing or eliminating the waste of excess motion you are also creating a more
ergonomic workstation. Always consider safety first.
 Defects – This form of waste is one of the worst of all. Producing non-conforming
parts or assemblies increases scrap, reduces process efficiency, wastes machine,
process or assembly time and causes non-value added tool wear. Defects can also
 create additional waste in the form of wait time when the downstream operations
run out of usable parts.
 Untapped Employee Creativity (potential) – Many companies are now realizing
that their best asset is their employees. Companies must create an atmosphere
where ideas are encouraged. Some of the most successful organizations have
created a culture where employee’s ideas are really heard and evaluated. When
their good ideas are implemented, the employee is recognized and rewarded.  You
never know where the next great idea is going to come from.