Case Study - Maruti ACE

Journey To Achieve World Class
Level of Performance Thru Lean

Manufacturing in a Developing
Economy
Copyright ©. All rights reserved. 1 Training Support Consultancy

Outline
• Cluster Approach to upgrade the quality of Tier – 2

vendors.
• Evolution of Lean Manufacturing .
• Adoption of Lean Manufacturing Practices at Tier – 1
vendors.
• Selected Case studies pertaining to :
• Quality
• SMED
• Productivity
• Selected Kaizens evolved during the implementation of
Lean Manufacturing at Tier – 1 Vendors.

INTRODUCTION
MACE was created in 2004 by Maruti Suzuki [ Largest

passenger car manufacturer in India with over 50 % market share ]
and a group of 21 Member Vendors.
Objectives :
9 To propagate among vendors best practices in fields of quality,
cost & technical orientation through training, consultancy and
support services .
9 To help vendors reach world class levels of performance
9 To organize short term training and education programmes
9 To help vendors to improve productivity and quality
through implementation of Maruti-Suzuki production
system [ MPS ]
9 To help Tier-1 vendors to improve the quality of
management of Tier-2 vendors by adopting cluster
approach
Conceptual Model of Quality
A
Product Design S
Quality Conformance S
U
Service R
A
Cost Effective N
Cost
Price Effective C
E
World –Class Right Place Full
Quality for O Customer
Delivery Right Time
Corporate F Satisfaction
Survival Right Amount
Q
In use U
Safety
In production A
L
I
Morale Everyone cares T
Y

Attributes for World Class
S.NO. ITEM TARGET

1 Safety : Zero Accidents
2 5 S – Score 90% min.
3 Quality : 3.4 ppm
4 Supply to Customer 2 hourly basis
5 Customer Line Stops Zero
6 Inventory Turns: Min 50
7 Change over time < 10 min.
8 OEE (Overall Equipment Efficiency) 85 - 90 %
9 VA to Employee cost 5
10 VSM : Value stream mapping 25%
11 Cost 50% less
12 Absenteeism (Unauthorized) 0%
13 Direct to Indirect manpower 60 : 40
14 Kaizens / employee 24/emp/year
At 50% less time and
New Product Development
15 Cost
16 Training Hours / Emp / Year > 5 % of working hrs

Concept of Cluster
A group of 5 to 10 vendors ( non-competing) get together to

undergo a common training session and get hand held
experience.
Individual attention is given to all cluster members & all
queries during the session are answered.

Advantages of Cluster
Lower Cost.
Group discussions & sharing of ideas.
Competitiveness.
Learning from one another.
Exposure to best practices.
Learning in a team.
Exposure to benchmarking.
Improved motivation.

CLUSTER MEETING IN PROGRESS
EXACTNESS
The first step in the improvement journey is Exactness. This

involves three parameters:
Exactness of Process: The vendor must ensure that the
process is being followed exactly as per the standards, as per
written down instructions. To achieve this the vendor must
employ check points in Daily Work management.

EXACTNESS
Exactness of Measurement:
Any process is as good as its measurement. The vendor must
ensure that there is a control plan for all the instruments &
measuring gauges; periodic calibrations are carried out as per
the plan & all instruments /gauges are kept in good working
condition.

EXACTNESS of INVESTIGATION
1. Initial Problem Perception
(Large , Vague, Complicated Problem)
Funnel
2. Clarify the Problem
Approach
3. The “ Real “ Problem
Grasp the
Situation
4. POC Basic Cause and Effect

Why ? Direct Cause Investigation
Why ? Cause
5 Why ?- Why ? Cause
Cause
Investigation Why ?
Investigation
Of Root Cause
Cause
Why ?
Cause
Root Cause
5. Countermeasure
7. Standardise
6. Evaluate
TEAM ORIENTED PROBLEM SOLVING [ TOPS ]
We encourage Tier – 2 vendors in Quality Circle & Lean

Manufacturing activities .
Every Year a competition amongst the Tier – 2 vendors
is held at MSIL where each vendors make a presentation
about the QC & Lean Manufacturing activities [ MPS ].
In order to motivate the vendors, awards are given
through MSIL, the parent organization .
We also encourage our Tier – 2 vendors to participate in
National Competitions to understand the best
practices.

Quality Circle Competition in progress

Lean Manufacturing Competition in progress

Recognition of Best Team at Lean Manufacturing Competition

Kaizen Competition at CII – Confederation of Indian Industries

BENEFITS SO FAR .......
ACTIVE CLUSTER 12
TIER 1 VENDORS INVOLVED 17
TIER 2 VENDOR MEMBERS 150
Lean Manufacturing Projects Completed [ 09~ 10 ] 96
2004 -
Measure 2009 - 10 Improvement
05
Rejection
10933 1422 87 %
PPM
No. of
Defects on 432 200 54 %
Line/Month

What is Lean Manufacturing?
9A systematic method to continually improve the

manufacturing operation at little capital
expense by involving all employees in solving
problems, eliminating wasteful costs, reducing
lead times, and improving quality.

History of Lean Manufacturing
9Henry Ford
9Toyota Production System & Taiichi Ohno
9Shigeo Shingo & SMED
9TPM & Nippon Denso
9Motorola & 6 Sigma
9The Machine that Changed the World
(James P Womack and Daniel T Jones)

Basic Lean Principles
9Add nothing but value

Eliminate “muda” – waste
9Do it right the first time
9People doing the work add value
Team oriented
9Deliver on demand
“Pull” instead of push

Case Study -1
Quality Improvement
Theme: Reduction in Damping force rework.

Defect wise Rework Trends
April’09 to June’09
100 96.4 100 100

89.3
90 90
80.4
80 80
70 70
60 60
% AGE
50 50
40 40
30 30
20 20
8.8 7.1
10 10
3.6
0 0
Damping Rework End cup seam leakage Vertical seam leakage Paint defects

Damping force Rework Trends
2
1.9
1.72
1.49
1.5
1.46
1.39
1.19
% AGE
TARGET : 1.0%
1
0.5
0
2008~09 YTD 2009~10 Apr'09 May'09 Jun'09 Jul'09

Defect wise Contribution
DF Rejection
120
98 99 100 100
93
100 86
80 71
Defect %
60 Selected
40
for Analysis
14
20 7 5
1 1 0
0
Low Low Comp. High Binder High Comp. Others Lag
Rebound Rebound
Type of Defect

PIE chart – Model wise contribution [ Low Rebound ]
Others
13%
Case Study-1
YV-4 Front
11%
Omni
Rear
43%
Indica
Front
14%
800CC
Car
19%
PART - Omni Rear
Objective:
To identify whether the Component or Assembly process is
causing the problem
Technique/Tool used:
9- Component Search

Selection of Components
Best of Best [ BOB ] & Worst of worst [ WOW ]
“As farther apart as possible”
WOW BOB

1 BOB [ Best of Best ] and 1 WOW [ Worst of Worst ]
assembly selected for study.
Sl no Trial BOB WOW
1 Initial* 65.200 45.000
2 Trial 1 65.700 44.800
3 Trial 2 66.200 45.300
* Damping Force
Median 65.700 45.000
Range 1.000 0.500
D 20.700
d 0.750
D/d - Ratio 27.60
D/d > 1.25 and there is no overlap of readings
Components are the cause , not the Assembly process

Ranking of Components by Importance
Rank Components Label

1 P.V. ASSY A
2 C.V. ASSY B
3 CYLINDER C
4 ROD GUIDE D
Testing symbols
A-R+ A from WOW assy and Rest components from BOB

A+R- A from BOB assy and Rest components from WOW

COMPONENT SEARCH – Graphical Plot
COMPLETE REVERSAL
FOUND AFTER
INTERCHANGING P.V. ASSY
75.00 [ Piston Valve ]
70.00 65.2 66.2

65.7 BOB
65.00 64.3
Rebound value
60.00
55.00 55.3
50.00
WOW
45.00 45.2
45 44.8 45.3
40.00
l
A
1
2
a
iti
l
ia
ia
In
Tr
Tr

CHILD PARTS OF P.V. ASSY
(ARRANGED IN ORDER OF IMPORATANCE)
Rank Components Label

1 ROD NUT A1
2 PLUNGER A2
3 VALVINGS A3
4 REBOND STOP PLATE A4
Testing Symbols
A1 from WOW assy and others from BOB

A1 from BOB assy and others from WOW

COMPONENT SEARCH – Graphical Plot COMPLETE REVERSAL FOUND
AFTER INTERCHANGING
NO REVERSAL FOUND PLUNGER
AFTER INTERCHANGING
ROD NUT
75.00
70.00 66.2
65.2 65.7 65.9 BOB
65.3
65.00
Rebound value
60.00
55.00 55.3
50.00
45.4 WOW
45.00
45 44.8 45.3 44.7
40.00
A1
A2
l
2
a
iti
l
ia
ia
In
Tr
Tr

SSV’s for Plunger, [Suspected Source of Variation]
• Problem statement:
LOW REBOUND
• SSV’s for which Paired Comparison

can be used are
• OD (25.335 – 25.360)
• ID (1.4 ±0.1 )
• LAND FLATNESS (0.1 mm Max.)

19.68/19.43
• OD (19.43 – 19.68 )
FACES F1 & F2 MUST BE FLAT WITHIN 0.10

Data Collection : PAIRED COMPARISION
OD ID LAND FLATNESS O.D.

SR.NO RESPONSE
25.335 ~ 25.360 1.4±0.1 0.1 MM MAX 19.5
1 BOB 25.345 1.390 0.100 19.52

2 BOB 25.348 1.395 0.120 19.53
3 BOB 25.350 1.398 0.100 19.56
4 BOB 25.342 1.401 0.100 19.53
5 BOB 25.346 1.375 0.040 19.51
6 BOB 25.346 1.364 0.100 19.50
7 BOB 25.341 1.382 0.050 19.48
8 BOB 25.345 1.426 0.100 19.55
9 WOW 25.348 1.461 0.100 19.52
10 WOW 25.341 1.392 0.210 19.50
11 WOW 25.349 1.428 0.290 19.51
12 WOW 25.340 1.437 0.220 19.56
13 WOW 25.351 1.461 0.240 19.53
14 WOW 25.348 1.396 0.175 19.49
15 WOW 25.345 1.412 0.250 19.50
16 WOW 25.347 1.352 0.310 19.51

Analysis - 1
Dia.
SR.NO RESPONSE
19.5
3 BOB 19.56
12 WOW 19.56
8 BOB 19.55
2 BOB 19.53 AS Min contains both BOB &
4 BOB 19.53
WOW
TOTAL END COUNTS = 0
13 WOW 19.53
1 BOB 19.52
9 WOW 19.52
5 BOB 19.51
11 WOW 19.51
CONCLUSION:
16 WOW 19.51
SO Dia. 19.5 IS NOT THE CAUSE
6 BOB 19.50 FOR PROBLEM
10 WOW 19.50
15 WOW 19.50
14 WOW 19.49
7 BOB 19.48

Dotplot of Dia [ 19.5 ]
Response
Response
BOB BOB
WOW
WOW
19.48 19.50 19.52 19.54 19.56
Dia
NO CLEAR DEMARCATION BETWEEN BOB AND WOW

Analysis - 4
LAND FLATNESS
SR.NO RESPONSE
0.1 MM MAX
16 WOW 0.310
11 WOW 0.290 Upper Count = 7
15 WOW 0.250
13 WOW 0.240
12 WOW 0.220
10 WOW 0.210 END COUNT = 7 + 2 = 9
14 WOW 0.175
2 BOB 0.120
1 BOB 0.100
CONCLUSION:
3 BOB 0.100 SO LAND FLATNESS IS THE
4 BOB 0.100 CAUSE FOR PROBLEM
6 BOB 0.100
8 WOW 0.100
9 BOB 0.100
7 BOB 0.050
5 BOB 0.040 Lower Count = 2

Dotplot of Land Flatness vs Response
Response
Response
BO B
WOW
BOB
WOW
0.04 0.08 0.12 0.16 0.20 0.24 0.28
Land Flatness
All Good All Bad

Good + Bad

Funneling
LOW Rebound
DOE # 1
P.V. Assy.
DOE # 2
Plunger
DOE # 3
Land flatness

Root Cause Identification – 5 Why Analysis
[ Land Flatness ]
WHY-WHY ANALYSIS
Piston Land Flatness NG
Land Material chip off During

Drilling Operation
Variation in holes PCD
Drilling process not capable
Drilling tool / method NG

Countermeasures
Drilling tool modified to avoid variation in PCD

Implemented : 16thNov’09
Piston guiding from I.D.
BEFORE
AFTER
Damping force Rework Trends
2
1.9
1.72
Project
TARGET : 1.0%
started
1.5
1.46
1.27 1.39
1.3 1.29
1.25
1.19 1.16
% AGE
1
0.91 0.92
0.86
Project
completed
0.5 Further analysis is required

For bringing rejection
Level below 1 %
0
9
09
9
9
9
09
10
9
0
0
09
'0
'0
~0
'0
l'0
0
1
~1
0
'
n'
'
n'
b'
p'
'
pr
ay
ug
ct
ov
ec
Ju
08
09
Ja
Fe
Ju
Se
O
A
D
20
20
D
YT

Case Study -2
Quality Improvement
Theme: Reduction in Burn Mark.

Defect Definition
Green Y : Burn marks

Type : Visual Appearance
Component : Memory Neck Rest
Process : Injection Moulding
Defect Occurrence area : Moulding
Machine used : 150 Ton
Tool Used : Product Process Search
Rejection % : 10~12%

DOE
Defect Understanding
Good Part Bad Part

Rejection Trend For Last Six Months
Rejection Trend
Air vent Pin M/c Tonnage
400000 provide on Provide to increased &
Parting avoid air Gate Size
350000 Line trapping Increased
300000 280000 280357

250000
PPM
173000 182607
200000
143077 129583
150000
89624
100000
50000
0
Sep. 09 Oct. 09 Nov. 09 Dec. 09 Jan. 10 Feb. 10 Average
Months
Burn Marks Noticed ever since the development of component

DOE
Suspected Sources of Variation

Parameter Unit
Injection Pressure Bar

Injection Time Seconds
Mould Temp. °C
Nozzle Temp. °C
Zone Temp. °C
Cycle Time Seconds
Data Collection Plan :

Five Continuous shots every Hour

DOE
Sorting in ascending order w.r.t Injection Pressure
Injection Pr. (105+/-
S. No. Status 10)
9 B 100
10 B 100
19 G 100
20 G 100
As Min. & Max. belong to
21 G 100 both category
22 G 100
24 G 100
G and B
25 G 100 End Count = 0
28 G 100
2 B 105
So, This is not a significant cause
35 B 105
37 B 105
41 B 105
46 B 105
48 B 105
57 G 105

DOE
9Similarly other SSV’s were checked in the

same manner through paired comparison &
only Mold temperature was found to be
significant.

DOE
Sorting in ascending order w.r.t Mould Temp.
S. No. Status MTC Temp. 110+/-10
24 G 108
25 G 108
22 G 109 End Count = 16

28
20
G
G
109
110
So, this is a significant cause
21 G 110
19 G 111
57 G 111
9 B 116
10 B 117
48 B 118
35 B 119
46 B 120
37 B 121
41 B 122
2 B 123

Confirmation Thru Dot Plot
Dotplot of MTC Temp. 110+/-10 vs Status
Status
Status
B B
G
G
108 110 112 114 116 118 120 122
MTC Temp. 110+/-10
Good + Bad All Bad

All Good

Confirmation Thru Interval Plot
Interval Plot of MTC Temp. 110+/-10 vs Status
95% CI for the Mean
122
121
120
MTC Temp. 110+/-10
119
118
117
116
115
114
113
B G
Status

DOE
Conclusion
After doing this exercise we concluded that
the mould temp. is the reason for burn mark
in this part and this was confirmed through a
series of Trials .
Countermeasure
VERIFICATION
COUNTERMEASURE LOCATION IMPLEMENTATION DATE STATUS
DATE
MTC temp. revised from

110+/-10 to 105+/-5 Moulding 14/3/10 15/3/10 ok
deg.cent.

Effectiveness of countermeasure
Rejection Trend
400000 Air vent Pin M/c Tonnage

provide on Provide to increased &
Counter Measure
350000 Parting avoid air Gate Size
taken after DOE
300000 280000 280357 Line trapping Increased
Analysis
250000
PPM
200000 173000
143077 129583
150000
89624
100000
50000 21053
0 0
0
Sep. 09 Oct. 09 Nov. 09 Dec. 09 Jan. 10 Feb. 10 Mar. 10 [ 1st Mar. 10 [ Apr-10
Wk ] 2nd wk ]
Months
The process is under observation & some more data will be needed
before standardization.

CASE STUDY - SMED
PRODUCTIVITY INCREASE
BY
SINGLE MINUTE
EXCHANGE of DIE
(SMED)
AT
1000T-ISGEC
PRESS LINE
REASON FOR SELECTION
Die change over time is more (12 min).

No. of Die change over are: 130 per month
Loss of time: 130X12=1560/60=26 Hrs
=26 X 12 =312Hrs per year
Productivity Loss
To standardize the die change over procedure to
avoid the variability from person to person

DIE CHANGEOVER TREND JULY,2009
TARGET 7.2 MIN.

18 [ 40 % Improvement ]
15
13.01 12.67 13.09
12.73 12
11.68 12 12.1912.13
12.73
11.86 11.79 12 12.14 12 12 12.47 11.7 12.05
12 12 12 11.2512.18 11.85
11.18
12
T im e (M in .)
11
0
t
6 th
8 th
d
th
th
th
th
th
th
th
th
nd
g.
1s
3r
10
13
15
17
20
24
28
30
Av
Dates 22

Die Change Over Activity : Break up
Time
S.N. Activity
(Seconds) Type of Activity
1 Putting Last piece (L.O.A) into The die 10 Internal
2 Slide down to Bottom Dead Center (B.D.C) 25 Internal
3 Release Cushion pressure to zero 10 Internal
4 Unbolting the die 142 Internal
5 Slide up at Top Dead Center (T.D.C) 5 Internal

6 Press's Side Gate Open 18 Internal
7 Taking Moving Bolster (MB) Up 30 Internal
8 Inside Bolster (MB) taken out 35 Internal

9 Outside Bolster (MB) moved in 35 Internal
10 Taking Moving Bolster (MB) down 5 Internal
11 Press's Side Gate Close 18 Internal
12 Slide Adjustment 142 Internal
13 Taking cushion up & setting required pressure 20 Internal
14 Bolting the die 165 Internal

15 Stroke Adjustment on setting blocks 40 Internal
16 First Of Approval (F.O.A) 20 Internal
Total 720 Sec= 12 Minute

Pareto of Die Change over
DIE CHANGE TIME JULY-2009

180 100
160 93 96 97 98.6 99.3100
85 88 91 80
T i m e (S e c . )
140 82
120 73 78
CUM %
100 68 14.Bolting the die. 60
62 12.Slide adjustment.
80 4.Unboltiong the die 40
60 43 15.Stroke adjustment on setting blocks.
40 23 20
20
0 0
14
12
4
15
8
9
7
2
13
16
11
6
3
1
10
5
S.No

KAIZEN IDEA : 1
TITLE:- Reduction in cushion pins searching time
BEFORE AFTER
COMMENTS:- No proper place for cushion pins & No COMMENTS:- Specially designed cushion pin
recording of availability of cushion pin. trolley had been made & a check sheet had been made for
weekly checking of the size & no. of cushion pins.
630MM-42,635-45,680-18,700-19
BENEFITS :- 1.Reduced cushion pin searching time by 60 sec.

2. Now the Cushion pins of required size available on line at time of die change over

KAIZEN IDEA : 2
TITLE:- Reduction in spanner searching time.
BEFORE AFTER
No specific place for spanners
COMMENTS:- No place was defined for placing the COMMENTS:- Now place has been fixed for placing
spanner. the spanner near the machine
Bolster.
BENEFITS :- 1. Now spanner searching time reduced by 60 Sec.

2. Fatigue reduction.

KAIZEN IDEA: 3
TITLE:- No place for Nuts,bolts & washers
BEFORE AFTER
Bolt Size 165mm
No specific Place was decided for

Nuts & Bolts
COMMENTS:- There was no place for nuts, bolts & COMMENTS:- A rack made for keeping
washers. nuts,washers & bolts.
BENEFITS :-1.Searching time reduced 42 Sec. for nuts, bolts & washers.
2. Reduction in fatigue

KAIZEN IDEA : 4
TITLE:- Reduction in Bolt tightening & Loosening time of upper die.
BEFORE AFTER
COMMENTS:- Upper die was bolted & unbolted by T bolts COMMENTS:- Now hydraulic clamps are used to clamp
the upper die
BENEFITS :- 1.Bolting & Unbolting time of upper die reduced by 65 Sec.

2. Fatigue Reduction & Operator Safety

KAIZEN IDEA : 5
TITLE:- Reduction in Bolt Tightening & Loosening time of lower die .
BEFORE AFTER
COMMENTS:- Lower die was bolted & unbolted inside the COMMENTS:- Bolting & Unbolting of lower die is done
machine. So It was an internal activity. outside the Machine. Internal activity is converted into
external activity.
BENEFITS :- 1. Bolting & Unbolting time of lower die reduced by 65 Sec.

2. Safety Ensured

KAIZEN IDEA : 6
TITLE:- Provided air pipe to check the cushion pin layout of draw dies.
BEFORE AFTER
COMMENTS:- No Mechanism available on outside MB [ COMMENTS:- Now air pipe is fixed to check the
Moving Bolster ] to check the cushion layout of draw die cushion pin layout outside the machine.
because bolting of lower die is done outside the machine
BENEFITS :- 1. Die & Operator Safety ensured.

KAIZEN IDEA : 7
TITLE:- Reduction in cushion pressure setting time.
BEFORE AFTER
COMMENTS:- Manual Cushion & Counterbalance pressure COMMENTS:- Now automatic Cushion & Counterbalance
meter was available. control meter has been installed on line.
BENEFITS :- 1. Cushion pressure setting time reduced by 10 Sec.

2. Cushion pressure remains with in the required limit . So quality improved.

KAIZEN IDEA : 8
TITLE:- Reducing slide adjustment time using Automatic slide adjustment meter.
BEFORE AFTER
COMMENTS:- Earlier there was no automatic COMMENTS:- An automatic slide adjustment

slide adjustment meter. meter is now available on control panel for
automatic slide adjustment.
BENEFITS :-1.Slide adjustment time reduced by 97 sec.

2.One man power saved during slide adjustment.

KAIZEN IDEA : 9
TITLE:- Lay out of Dies
BEFORE AFTER
No layout plan for placement

Of Dies
COMMENTS:- No lay out for Isgec-2 dies COMMENTS:- Dies Lay out made for Isgec-2 dies.
BENEFITS :-1.Die retrieving time from Die storage to Die cart & vice-versa reduced.
2. Operator fatigue reduced

TIME ANALYSIS : AFTER
Before After Time saved

Activity
(Min: Sec) (Min: Sec) (Min: Sec)
Internal 12:00 6:11 5:49
External - 2:10 2:10

Benefit Retainment
Die Changeover Trends Aug.09- 8 Feb.10

14
Countermeasure
start here
12
Countermeasure
10 start here
Time(Min.)
0
Aug- Sep- Nov- Dec- Avg.
Jul-09 Oct-09 Jan-10 1-Feb 2-Feb 3-Feb 4-Feb 5-Feb 6-Feb 8-Feb
09 09 09 09 Feb.10
Series1 12.05 10.95 9.35 8.79 7.08 6.80 6.52 6.50 6.55 6.32 6.55 6.58 6.48 6.50 6.50
Date

Standardization
1 2
16 3
1.Putting last piece (L.O.A) into the die
2.Slide down to bottom dead center (B.D.C)
15 3.Release cushion pressure to zero 4

4.Unbolting the die
5.Slide up at top dead center (T.D.C)
6.Press’s safety gate open
14 7.Taking moving bolster (MB) UP 5

8.Inside moving bolster (MB) taken out
9.Outside moving bolster (MB) taken in
10.Taking moving bolster (MB) down
11.Press’s safety gate closed
13 6
12.Slide adjustment
13.Taking cushion up & setting required
pressure
12 14.Bolting the die 7

15.Stroke adjustment on setting blocks
16.First off approval
11 8
10 9
CASE STUDY- Productivity
Productivity Improvement Of Assembly

Rear /Back Seat Line No – 3
MODELS
1.Alto Domestic LX / LXI
2.Alto Export GCC / ECC

Targets
S.NO ACTIVITY BEFORE AFTER % Improvement
1 Production sets 390 390
2 Manpower 6 operator 5 operator 16.6
3 Time (min) 445 445
Productivity
4 68.5 78 13.86
( sets/ man/ day)

Reduce non value added work
CYCLE TIME REDUCTION METHODOLOGY:
Following are the methodology adopted for Cycle time reduction
Method Activity
Measure Cycle time of Time study
all machines / stations
Define target
Operation redistribution.
• Operation automation.
Identify bottleneck
machines / operations • Activity sequence change ( Series to
parallel)
• Layout optimization.
Reduce cycle time • Part commonization.

Takt Time (Before)
TAKT TIME = 68.5 SEC / SEAT SET

PRODUCTION TARGET FOR ONE SHIFT = 390 SETS
80 WASTAGE
NON SELEABLE BUT REQ.
1 SELEABLE
2 1
60
18 17 Gap
TIME IN SECOND
6
5 4
40 47.5
12
13.5
22
20 46.5
46 30.5
20.5 27
19.5
0
Opr-1 Opr- 2 Opr- 3 Opr- 4 Opr- 5 Opr- 6
OPERATOR
Kaizen-1: Shifting Material Close to Operator
BEFORE AFTER
Comments: Material not close to Material close to operator

operator
Benefits: Operator Fatigue Reduced

Kaizen-2: Shifting Material Close to Operator
BEFORE AFTER
Comments: Operator bends to pickup Storage tray has been provided on the
the clip from the tray below the table working table itself to avoid the motion
loss (bending angle)
Benefits: Operator Fatigue Reduced

After Kaizen Work Distributed
Before After
Operator Operation Operator Operation
1.Steaming Op-4 1.Steaming

Op-4 2.C Ring fixing lower side 2.C Ring fixing lower side
3.Clip fixing lower side
1.Clip fixing lower side Op-5 No load

Op-5 2.Side C Ring fixing
1.Clip fixing Left & Right Op- 6 1.Side C Ring fixing

Op-6 side 2. 1.Clip fixing Left & Right
side

Result
tact time=
68.5 sec
Present tact
time = 68.5
Time in sec Time in sec
80 80
70 1
70
2 1
60 60
21 18 13.5
18 17 28
50 50
6 4 47.5
47.5 5 40
40 12
22 13.5
30 30
46 46.5 49
46 46.5 20
20 38
27 30.5
10 19.5 20.5 10 19.5
0 0
OP- 1 OP-2 OP-3 OP-4 OP-5
OP- 1 OP-2 OP-3 OP-4 OP-5 OP-6
Value added work Non Value added work

Value added work Non Value added work Wastage
Before After
6 Operators 5 Operators

Achievements After MPS
%
S.NO ACTIVITY BEFORE AFTER IMPROVEM
ENT
390 SEAT SETS /
01 PRODUCTION 390 SEAT SETS / SHIFT
SHIFT
02 MAN POWER TWO SHIFT 12 OPERATOR 10 OPERATOR 16.6
78 SEAT SETS /
03 PRODUCTIVITY 68.5 SETS / OPERATOR 13.86
OPERATOR
ACHIEVEMENTS
1.Man power reduction – Two Operator / Day
2.Productivity increased – 9.5 Sets / Operator

BEST KAIZENS IMPLEMENTED
THROUGH MPS

Best Practices / Kaizens
Mould / Die Set up Time
Reduction
Implemented Through
MPS

Process Flow of Mould Change- Over
Mould Set up Time = Time b/w the last OK piece to the First OK piece
Last OK Piece
Move Crane Connect Remove Unload Mould Bring Next

Near M/c to Mold Connections from the m/c Mould
Trial Purging Remove Adjust Make the Place in

Crane Mould Connections the m/c
1st OK Piece

SANDEN-VIKAS
KAIZEN-1: TOOL TROLLEY TO ELIMINATE SEARCHING TIME
Before After
Comments: Tools were kept in Improper Comments: Tool Trolley Made to

Manner eliminate searching Time
Benefits :Operator Inconvenience Reduced
Time Saved: 2 minutes

SKH
KAIZEN-2: PROVISION OF PACKING ON DIES(HEIGHTS< 700MM)
Before After
Comments: Sheets of different widths Comments: Different sheets replaced by a

fixed on die one above the other to single packing in the die to maintain die
maintain die height height above 700 mm
Benefits :1. Time for searching sheets to maintain die height saved ( 2 Minute )
2.Operator safety ensured.
3. 5-S improved .

SKH
KAIZEN-3:TEMPLATE FOR CUSHION PIN LAYOUT ACCORDING TO DIE
Before After
NO TEMPLATE FOR
CUSHION PIN LAYOUT
Comments: Cushion pin template not Comments: Cushion pin template made
available for dies. layout become easier.
Benefits :1. Cushion pin layout made easier & time saved 20 sec

ASAHI
KAIZEN-4: LOADING TEMPLATE SIZE INCREASED & MADE MODEL

SPECIFIC
Before After
Stopper Loading
Loading
template
template
Stopper
Comments: Loading stoppers and Comments: Loading template size
template setting is done separately . increased model specific and stopper
Time Required: 21 mins position fixed
Time required: 8 mins
Benefits :1. TOTAL TIME SAVING :- 21 - 8 = 13 MINS

CLIMATE SYSTEM INDIA LTD.
KAIZEN-5: PARTS ASSEMBLED PRIOR TO LOADING
Before After
Comments: Parts were in disassembled Comments: Whole gathering unit assy is

condition before loading on the machine. ready for loading.
Benefits :1.Tool change over time reduction approx. 2000 sec (33.33 mins.)
2. No fine tuning required.Investment:Rs.0

SUPREME
KAIZEN-6:GIRDER MARKING FOR EASY CENTERING OF MOULD
Before After
Comments: No girder marking for Comments: Girder marked as per

centering requirement
Benefits : Easy centering
Time saved by 1 min

JU-SHIN
KAIZEN-7: EYE- BOLT ON EVERY MOULD
Before After
Comments: Die- Loader has to use the Comments: Eye Bolt provided on all the
same eye-Bolts for next Mould to be Moulds
changed
Benefits :Operator Inconvenience Reduced
Time Saved: 3 minutes

SANDEN-VIKAS
KAIZEN-8: COVER PROVIDED ON MOULDS FOR REDUCING CLEANING

TIME
Before After
Moulds without Moulds with

cover cover
Comments: No cover on moulds; cleaning Comments: Cover on mould provided for

of mould at the time of loading, was time reducing cleaning time & safety improved
consuming
Benefits :20 Seconds saved

ANU INDUSTRIES
KAIZEN-9: RATIO LOADER FOR HOMOGENEOUS MIXING
Before After
Comments: Fresh & Recycled Material was Comments: Ratio Loader Provided
mixed manually
Benefits : Homogeneous mixture obtained
No wastage of material due to spillage

AUTODECOR
KAIZEN-10: PNEUMATIC SPANNER INSTEAD OF RING SPANNER
Before After
Comments: During mould clamping, Comments: Pneumatic air gun to be used

tightening of bolts by ring spanner takes for tightening of bolts.
more time.
Benefits :5 Minute Saved

Productivity improvement in Molding
Implemented Through
MPS

PRECISION TECH
KAIZEN-1: INCREASE IN NO. OF CAVITIES IN CAP COMP DASH LOWER
Before After
Comments: Earlier the component was Comments: Four cavity mould made .
made thru single cavity mould .
Benefits : 1. Energy cost reduction .
2. Productivity enhancement 150 % .

AUTODECOR
KAIZEN-2: REDUCING MOULD OPENING / CLOSING STROKE
Before After
620MM
Speed: 65 %
480MM
Speed: 85 %
Comments: Mould Opening / Closing Comments: Mould Opening / Closing

Stroke was 620 mm Stroke reduced to 480 mm
Benefits : Time saved by 2 sec

SUPREME
KAIZEN-3: REDUCING OPENING STROKE OF SAFETY GATE
Before After
Comments: Safety Gate Stroke was 500 Comments: Safety Gate stroke Reduced to
mm 300 mm

SUPREME
KAIZEN-4: COOLING CHANNEL DESIGN CHANGED TO PARALLEL
Before After
Looping
In Direct cooling
Sprue bush area line
In water line Instead of
Looping profile
1 IN 1 IN
1 OUT
2 IN
1 OUT 2 OUT
Comments: Cooling Channel was in Single Comments: Cooling Channel Design
Loop Formation Changed in Parallel

UNIPRODUCTS
KAIZEN-5: COOLING CHANNEL DIA INCREASED TO REDUCE COOLING

TIME
Before After
12 mm
24 mm
Comments: Cooling Channel Size was 12 Comments: Cooling Channel Size

mm Increased to 24 mm
Benefits : Cooling Time of Carpet Reduced by 12 sec

SUPREME
KAIZEN-6: SHIFTING FROM HIGH TONNAGE TO LOW TONNAGE
Before After
450 T 380 T
Comments: High Cycle Time in Higher Comments: Low Cycle Time in Lower
Tonnage Machine Tonnage machine
Benefits : Cycle time reduced by 3 sec

Productivity Improvement in
Manufacturing
Implemented Through
MPS
What you think it is... What it actually is... What it could be...

ASAHI
KAIZEN-1: Installation of AUTO G.C stick on CNC-06
Before After
Manual dressing
by operator
Grinding
wheel
Grinding Auto G.C Stick
Table machine
Comments: Earlier Wheel repairing done Comments: Auto wheel dressing machine
manually by operator which require to installed on CNC-6 which leads to
pause the M/C and it took 10 minutes. elimination of manual grinding.
Benefits : Adjustment time reduced.

ASAHI
KAIZEN-2: Hard plastic sheet (Curved Shape) used to keep the bag
mouth open
Before After
Comments: Operator no.6 is opening the Comments: Hard plastic sheet placed by
bag mouth and operator no.5 is putting the operator no. 5 to keep the bag mouth
the glass inside the bag. open while putting glass inside the bag.
Benefits : Operator no.6 relieved from his activities

K R RUBBERITE
KAIZEN-3: SPRING LOADED EJECTOR BLOCK FOR AUTO REMOVAL OF

PART
Before After
Comments: Earlier their was no provision Comments: Now spring loaded ejection
to auto eject part after bending . block provided with bending punch .
Benefits :Improvement in Productivity .

K R RUBBERITE
KAIZEN-4: MERGING OF TWO OPERATION [ BATCH CODE & HOLE

PUNCHING]
Before After
Comments: Earlier batch code stamping Comments: Now batch code stamping &
was done separately before bending . hole punching done in one stroke [
Bending tool modified ] .
Benefits :Improvement in Productivity .

K R RUBBERITE
KAIZEN-5: MERGING OF TWO OPERATION
Before After
One Hole
Punching
Two Hole Three

Punching Hole
Punching
Comments: Earlier hole punching was Comments: New tool made & all three
done in two separate operation. holes are punched in one stroke.
Benefits :Improvement in Productivity & Hole shift problem eliminated .

KAIZEN-6: PACKING IMPROVEMENT TO ELIMINATE CHECK POINT ON

SHROUD , RESULTING IN CYCLE TIME REDUCTION
Before After
Comments: Packing is prone to shroud Comments: Packing is modified and

getting cracked during handling and shroud crack chances reduced leading to
transportation leading to checking point checking point elimination
introduction
Benefits : 1. Time reduction in FSA Assy station by 7 secs.

KAIZEN-7: ELIMINATION OF MARKING FROM DUST COVER
Before After
Comments: Operator at Final Inspection Comments: Marking eliminated after Dust

was marking to ensure presence of Dust cover is made integral part of modified
cover. motor.
Benefits : 1. Time reduction in final insp by 2 secs .

KAIZEN-8: CHECK FOR CONDENSER NUT POCKET.
Before After
Proximity
sensor
Comments: Operator at final inspection Comments: Sensor provided to check the

was checking the nut pocket in condenser condenser nut pocket in Radiator & Shroud
& putting mark over Condenser nut assy fixture.
pocket.
Benefits : 1. Time reduction in fsa assy station by 2 sec

KAIZEN-9: ELIMINATING “PRESS FAN TO CHECK RETAINER CLIP

ASSY” AT FINAL INSPECTION
Before After
Comments: Fan was pushed by Comments: Poka yoke for proper retainer
operator to check retainer clip assy at clip assy made at Fan shroud assy station
final inspection station
Benefits : 1. Time reduction in final inspection by 6 secs
2. Productivity & safety improvement (sharp edges)

SUBROS
KAIZEN-10: LAYOUT CHANGE TO REDUCE OPERATOR MOVEMENT
Before After
Damper Assy &

lever pin pressing Distance
Damper Assy
0.6 meter
Distance 2.2 meter

Lever pin
pressing
On line stage On line stage
Comments: Excessive Opr. movement Comments: Layout improved (As shown)

(40 meter/shift ) Leading to Operator movement is reduced
fatigue by 20 Mtr. /shift
Benefits : 1. ONE MAN POWER SAVED
2. OPERATOR MOVEMENT & FATIGUE REDUCED
3. SPACE SAVING ON SHOP FLOOR

SUBROS
KAIZEN-11: BETTER UTILIZATION OF SURFACE GRINDING MACHINE
Before After
Comments:-Grinding Machine was idle Comments: Sequence changed ,Space

during the time of inspection. for Part placing provided,
Idle time utilized
Benefits : 1. TIME SAVED BY 4 SEC/CYCLE

SUBROS
KAIZEN-12: NITROGEN CYLINDER PACK IN PLACE OF SINGLE
CYLINDER
Before After
Comments: Average 5 times changeovers Comments: One cylinder pack lasts

of 10 minutes each per shift. complete shift.
Benefits : 1. Saving the changeover time of 40 minutes per shift.

2. Operator fatigue reduced.
3. Horizontal Deployment done in Rotor line & Condenser plant.
VICTORA
KAIZEN-13: TAPPING OPERATION ELIMINATED
Before After
Comments: Retapping Operation Done On Comments: Unnecessary Operation

M6 Nut After Powder Coating. (Retapping) Eliminated By Providing Bolt
In M6 Nut During Powder Coating At
Vendor End
Benefits : IMPROVEMENT IN PRODUCTIVITY.
• TAPPING MACHINE SAVED.
• ONE OPERATION ELIMINATED

MINDARIKA
KAIZEN-14: PROVISION OF SPRING SEPARATOR
Before After
Comments: Springs entangled Comments: Spring separator provided

Time Consumed =3.0 sec Time Taken =1 sec
Benefits : Cycle Time Reduced by 2 sec

PRICOL
KAIZEN-15: ELECTRIC SCREW DRIVER FOR TIGHTENING
Before After
Comments: Manual tightening of Lamp Comments: Tightening done by electric

Holder Assy. screw driver hence torque consistency &
Cycle Time: 29 Seconds Cycle Time reduced to 24 sec

VEE GEE
KAIZEN-16: MANUAL CLAMPING CHANGED TO PNEUMATIC CLAMPING
Before After
Comments: Manual Clamping of Booster Comments: Pneumatic Clamps Provided

Bracket; Time Consumed: 37 sec Time Taken: 25 sec
Operator Fatigue eliminated

Quality / Safety Improvement
Implemented Through
MPS

SKH
KAIZEN-1: SAFETY GUARD PROVIDED ON MACHINES
Before After
Comments: No Safety Guard is provided at Comments: Machine is now provided with

other end of Machine safety guards at both ends
Benefits :1.Man & Machine safety ensured.

2. 5-S improved .

ADITYA AUTO
KAIZEN-2: IMPROVEMENT IN PACKING TO ELIMINATE DAMAGE

DURING TRANSORTATION
Before After
Comments: Earlier Material was Comments: Packing Improved to prevent

dispatched in Bins – Some times motor damage to the Motor .
gets damaged during handling – Leading to
noise
Benefits : 1. Handling damage eliminated & reduction in customer complaint

ADITYA AUTO
KAIZEN-3: CHANGE IN DIMENSION TO REDUCE HARD MOVEMENT

OF WINDOW REGULATOR
Before After
Comments: As per existing specification Comments: Discussed with design

of center plate assy (YV4 Manual)- department center plate specification
interference observed. changed 8.5+0.20 against 7.80±0.20 mm to
get clearance
Benefits : 1. Hard Movement problem eliminated

CHANG YUN
KAIZEN-4: ELECTRONICALLY CONTROLLED AIR FLOW SYSTEM
Before After
Comments: Air flow control manually by Comments: Air flow control by AC drive
hand valve linked with Blower RPM.
Benefits : 1. Process Improvement

PRECISION TECH
KAIZEN-5: CENTRALIZED RAW MATERIAL CONVEYING SYSTEM
Before After
Comments: Earlier their was no Comments: centralized conveying system

centralized material conveying system. installed.
Benefits : No delay in material feeding
No wastage of material due to spillage

AUTODECOR
KAIZEN-6: PROVISION OF CLEAN ROOM TO PREVENT DUST
Before After
Comments: Earlier there was no provision Comments: Clean room made for
of Clean room prevention of dust .
Benefits : 1. Dust in clean room is controlled.
2. Better atmosphere for injection Molding .
3. Better product quality & reduction in customer complaint

IFB
KAIZEN-7: PROCESS CHANGED FROM WELDING TO RIVETING TO

ELIMINATE DISTORTION
Before After
Comments: Earlier the latch was welded Comments: Welding of latch has been
with latch bracket replaced with riveting process.
Benefits : 1. Weld spatter & distortion problem eliminated .

KRISHNA MARUTI- DTD
KAIZEN-8: MODIFICATION OF TROLLEY TO AVOID SCRATCHES
Before After
Comments: Earlier Sleeves of curing Comments: Sleeves of curing trolley are

trolley were not covered with fabric. covered with fabric.
Benefits : 1. Reduction in scratch problem .

PRICOL
KAIZEN-9: POKA YOKE TO AVOID WRONG FITMENT OF FUEL GAUGE
Before After
Comments: TG Assy was fixed instead of Comments: Plate is introduced & used as
FG Assy in the Board a separator for differentiation between
two
Benefits : 1. wrong Fitment of Fuel Gauge Eliminated

UNIPRODUCTS
KAIZEN-10: NAIL PROVIDED ON TOOL TO PREVENT MANUAL HOLDING

OF CARPET
Before After
Comments: Manual holding of carpet Comments: Nail provided to avoid Manual

during moulding Holding
Benefits : 1. Reduction in Crease defect ( 25000 PPM to 90 PPM )
2. Operator safety ensured

KRISHNA GRUPO ANTOLIN
KAIZEN-11: MARKING FROM TOP TO BOTTOM FOR DENSITY

VARIATION IN PU BLOCK
Before After
Comments: No identification from Bottom Comments: Colour coding from top to

to Top bottom for density variation. Bottom- Red
, Middle- Green, Top-Yellow
Benefits : 1. Glue mark problem reduced in roof headliner
2. Standard decided for various ranges of density

BRIEF ABOUT THE PROBLEM
Part: Battery Retainer
Bending Ht,
Reqd.4.5 ±.0.3
mm. Observed
up to 5.5 mm.
MODEL :- Alto & WagonR

LOCATING PIN WAS NOT HARDENED
ROOT CAUSE
1. HARDENED PIN PROVIDED TO LOCATE THE

BLANK
COUNTER MEASURE
2. PROFILE LOCATING GAUGE PROVIDED TO
CHECK THE COMPONENTS TO PREVENT
RECURRENCE.
HARDENED PIN PROVIDED IN ALL OTHER

STANDARDIZATION BENDING TOOLS ALSO AS HORIZONTAL
DEPLOYMENT.

RECEIVING GAUGE FOR RETAINER BATTERY
Slider provided
to check Dim.
4.5 mm.

TECHNICO INDUSTRIES LTD.
PROJECT
REDUCTION IN CASE NOISE IN ALTO

TECHNICO
CASE NOISE REJ PPM TREND ( AUG’08 TO OCT’08)
Rej PPM trend of Case Noise Alto
14000 12198
12000
10000
7894
8000 6238
PPM
6000
4000
2000
0
Aug'08 Sep'08 Oct'08

TECHNICO
PROBLEM ANALYSIS PHASE-1

Contributing Components ( Child parts )
CASE
SPRING PINION PLATE ASSY
SERRATION PIN BASE PLATE

TECHNICO
FUNNELING USING 7 QC TOOLS
All components
Cause & Effect diagram

1. Spring fitment process
2. Line mark on surface
3. Taper in ID
5 Why analysis
1. Process not standardized
2. No proper oiling
3. Punch wear out

TECHNICO
POTENTIAL CAUSES & COUNTERMEASURES SUMMARY SHEET
ROOT CAUSE COUNTERMEASURES

1. SPRING FITMENT PROCESS NOT 1. WORK INSTRUCTION MADE &
STANDARIZED DISPLAYED
2. NO PROPER OILING B/W DIE & 2. OILING STARTED & ADDED IN

PUNCH WORK INSTRUCTION.
3. TAPER IN CASE ID 3. DRAW PUNCH MATERIAL

CHANGED FROM HSS TO CARBIDE
& TOOL MODIFIED

TECHNICO
ALTO CASE NOISE REJECTION PPM

( AUG’08 TO DEC’08)
14000
12000
Before MPS After MPS
10000
PROJECT
12192
EXTENSION TO
8000 ACHIEVE ZERO
DEFECT BY USING
6000 6238 7894 DESIGN OF
5129 EXPERIMENTS
4000
2000 2423
0 0
Aug'08 Sep'08 Oct'08 Nov'08 Dec'08 Tgt

TECHNICO
PROBLEM ANALYSIS PHASE-1
PROBLEM : CASE NOISE IN ALTO
SSV : 1. CASE ID
2. SERRATION PIN O. D.
3. CLEARENCE B/W CASE & PIN
SERRATION PIN
CASE

TECHNICO
FUNNELING THROUGH DOE
Case ,serration pin , Clearance

or assembly process
Component search
Case Clearance
Paired comparison
Clearance b/w Pin OD
& case ID

TECHNICO
PAIRED COMPARISON – CLEARANCE
Clearance RESPONSE
Between case I.d & Pin O.D
0.11 GOOD Top count =
0.11 GOOD 7
0.11 GOOD
Total Count = 7+ 5 0.12 GOOD
= 12 0.12 GOOD
0.13 GOOD
0.13 GOOD
0.15 GOOD
0.15 BAD
0.15 BAD
0.15 BAD
0.16 BAD
0.16 BAD Bottom count
0.16 BAD =5
0.16 BAD
0.16 BAD
CONCLUSION : CLEARANCE IS THE ROOT CAUSE OF THE PROBLEM

TECHNICO
Conclusion & Control
CONCLUSION : After paired comparison ,

CLEARANCE was filtered as the
reason for the problem.
CONTROL : Clearance to be controlled within

0.13 mm max.

TECHNICO
Cpk COMPARISON BEFORE & AFTER
BEFORE AFTER
COMPONENT
Cpk Ppk Cpk Ppk
CASE 0.83 0.67 1.14 1.3
SERRATION PIN 0.25 0.2 0.87 0.77
SERRATION PIN
Cpk = 1.40 & Ppk = 1.04
( SHIROKI )
AS THE Cpk & Ppk OF SERRATION PIN WAS COMING LOWER THAN
SHIROKI PINS IT WAS DECIDED TO ADD GRINDING PROCESS
AFTER FORGING TO IMPROVE CAPABILITY

TECHNICO
ALTO CASE NOISE REJECTION PPM

( AUG’08 TO MAR’09)
14000 Before MPS 12192
12000 After MPS
10000
7894
8000 6238
6000 5129
4000 2423
2000 989 783
74 0
0
Aug'08 Sep'08 Oct'08 Nov'08 Dec'08 Jan'09 Feb'09 Mar'09 Tgt

Reduction In Energy Consumption
Implemented Through
MPS

KML - DTD
KAIZEN 1: INSTALLATION OF VFD ON INJECTION MOULDING M/C
WORKING FOR INJ. MOLD. HYD. PUMP
• ENERGY SAVING DEVICE CONTROLS THE

POWER (Ampere) SUPPLY OF HYDRAULIC
PUMP MOTOR ACCORDING TO LOAD
CONDITION, THUS DECREASING THE POWER
CONSUMPTION DURING “NO LOAD”
CONDITION.

KML - DTD
KAIZEN 1: INSTALLATION OF VFD ON INJECTION MOULDING M/C
ENERGY SAVING BY VFD(SIEMENS)

M/C BEFORE, AFTER, UNIT, %, %, AVG.
TONNAGE SAVED SAVING SAVING
UNIT CONSUMED UNIT CONSUMED,
(AVG. JAN,FEB,MAR’09) MAY’09
450 TON, 13385 10676 2709 20.23

IMM-01
650 TON, 18837.67 13822 5015.67 26.63

IMM-06 28.17
1400 TON, 27999.67 17456 10543.67 37.66
IMM-11

KML - DTD
KAIZEN 2: SHIFTING MOULD FROM HIGH TONNAGE TO LOW

TONNAGE
POWER CONSUMPTION MACHINE & MOLD WISE

CONSUMPTION
450 T M/C 360 T M/C

S.NO COMPONENT
Kwh / KG Kwh / KG
1 ORNAMENT , 0.93 0.74

FR. MODEL- A
Saving ( Kwh / Kg) 0.19
% Saving/Kg 20.43

PRECISION TECH
KAIZEN-3: INSTALLATION OF JACKET ON BARREL.

[ Energy Consumption Reduced by 19 % ]
Before After
Comments: Earlier the heat was getting Comments: Insulation Jackets put around
dissipated due to lack of insulation . the heaters to reduce energy consumption
for maintaining the temperature inside
the heater
Benefits : 1. Energy cost reduction .

PRECISION TECH
KAIZEN 4: INSTALLATION OF AUTO CHANGE OVER
Before After
Comments: Earlier the change over was Comments: Now auto change over
manual resulting in high change over time installed with alarm .
Benefits : State power to Generator - < 20 Sec

Generator to state power – Instant [ Approx saving of one lakh /year ]

SUBROS
KAIZEN 5: NATURAL DRAFT COOLING TOWER
Before After
Comments: MECHANICAL DRAFT COOLING Comments: NATURAL DRAFT COOLING

TOWER WITH 7 H.P FAN MOTOR TOWER WITHOUT COOLING FAN
RESULTING 7.0 HP ENERGY SAVED
Benefits : 1. POWER SAVING OF RS. 2.0 LACS / ANNUM

JBML
KAIZEN 6: INSTALLATION OF NEW COMPRESSOR WITH ENERGY

EFFICIENT MOTOR
Before After
Comments: Traditional Old type of Screw Comments: New Latest Energy efficient
Compressor. Motor Screw Compressor (3 Nos X 630
(Motor Rating 90kW for 520 CFM) CFM) installed.
(90kW for 630 CFM)
Benefits : 1. Annual Saving of 21.24 Lacs/ year

PRECISION TECH
KAIZEN-7: INSTALLATION OF ALL ELECTRIC INJECTION MOULDING

M/C
Before After
Comments: Earlier their was no all Comments: All electric injection moulding
electric injection M/C. M/C installed .
Benefits : 1. 30 % Energy cost reduction .
2. Productivity enhancement 15 % .

MINDA RIKA
KAIZEN 8: INSTALLATION OF VFD

[ SAVING OF 8 % IN KWh ]
Before After
Comments: No variable frequency drive Comments: VFD with pressure transducer

(VFD) & pressure transducer on installed for continuous loading
compressor to avoid unloading
Benefits : Energy Consumption reduced from 1,44,000 KWh/year to 1,32,000 KWh/year

MINDA RIKA
KAIZEN 9: REPLACING FILAMENT INDICATORS WITH LED INDICATOR

Before After
Comments: Filament type Indicator Comments: LED Indicator Installed

Benefits :Energy Consumption reduced from 1700 to 1200 KWh/year

MINDA RIKA
KAIZEN 10: INSTALLATION OF TIMER CONTROL IN ASSEMBLY AREA

Before After
Comments: Assembly Lights Remained on Comments: Timer Installed to switch off

During Lunch Time the lights automatically during Lunch Time
& after Shift Closing
Benefits :Energy Consumption reduced from 36,000 to 30,000 KWh/year

KRISHNA MARUTI- DTD
KAIZEN 11: REDUCTION IN MOVEMENT OF SCISSORS LIFT

[ Saving of 2730 KWh / Year ]
Before After
Comments: 2 Trolleys are carried / Comments: Trolley Width Increased. 4

loading Trolleys per Loading
Benefits :Scissors Lift Movement Reduced to Half

Don’t Forget
9It is not the person doing the work that is

ugly, It is the Waste that is ugly.
9We are not attacking people
9We are attacking Waste
Waste
Monster

To Conclude
Small Things Count [ Benjamin Franklin ]
For want of a nail a shoe was lost,
for want of a shoe a horse was lost,
for want of a horse a rider was lost,
for want of a rider an army was lost,
for want of an army a battle was lost,
for want of a battle the war was lost
for want of the war the kingdom was lost,
And all for the want of a little horseshoe nail.

“We are as Strong as our weakest link”
9 A defective part that costs a few Dollars can make a final assembly
nonconforming or, even worse , result in a field failure.

References
ACMA , http://www.acmainfo.com/six-sigma/six-sigma-tools.htm
Keki R. Bhote & Adi K. Bhote ( 2008 ). World Class Quality 2nd ed.. Jaico Publishing
House
Stefan H. Steiner & R. Jock Mackay ,( 2005 ). Statistical Engineering . Quality

Press , ASQ
Davis R. Bothe ( 2002 ). Reducing Process Variation , Volume II , Landmark

Publishing Co.

Thank
Thank You
You

Case Study - Maruti ACE

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Case Study - Maruti ACE

Uploaded by

Copyright:

Available Formats

Journey To Achieve World Class

Level of Performance Thru Lean

Copyright ©. All rights reserved. 1 Training Support Consultancy

• Cluster Approach to upgrade the quality of Tier – 2

Copyright ©. All rights reserved. 2 Training Support Consultancy

MACE was created in 2004 by Maruti Suzuki [ Largest

Copyright ©. All rights reserved. 4 Training Support Consultancy

S.NO. ITEM TARGET

Copyright ©. All rights reserved. 5 Training Support Consultancy

 A group of 5 to 10 vendors ( non-competing) get together to

Copyright ©. All rights reserved. 6 Training Support Consultancy

Copyright ©. All rights reserved. 7 Training Support Consultancy

The first step in the improvement journey is Exactness. This

Copyright ©. All rights reserved. 9 Training Support Consultancy

Copyright ©. All rights reserved. 10 Training Support Consultancy

4. POC Basic Cause and Effect

 We encourage Tier – 2 vendors in Quality Circle & Lean

Copyright ©. All rights reserved. 12 Training Support Consultancy

Quality Circle Competition in progress

Copyright ©. All rights reserved. 13 Training Support Consultancy

Lean Manufacturing Competition in progress

Copyright ©. All rights reserved. 14 Training Support Consultancy

Recognition of Best Team at Lean Manufacturing Competition

Copyright ©. All rights reserved. 15 Training Support Consultancy

Copyright ©. All rights reserved. 16 Training Support Consultancy

Copyright ©. All rights reserved. 17 Training Support Consultancy

9A systematic method to continually improve the

Copyright ©. All rights reserved. 18 Training Support Consultancy

Copyright ©. All rights reserved. 19 Training Support Consultancy

9Add nothing but value

Copyright ©. All rights reserved. 20 Training Support Consultancy

Copyright ©. All rights reserved. 21 Training Support Consultancy

100 96.4 100 100

Copyright ©. All rights reserved. 22 Training Support Consultancy

Copyright ©. All rights reserved. 23 Training Support Consultancy

Copyright ©. All rights reserved. 24 Training Support Consultancy

Copyright ©. All rights reserved. 26 Training Support Consultancy

Copyright ©. All rights reserved. 27 Training Support Consultancy

3 Trial 2 66.200 45.300

D/d > 1.25 and there is no overlap of readings

Components are the cause , not the Assembly process

Copyright ©. All rights reserved. 28 Training Support Consultancy

Rank Components Label

A-R+ A from WOW assy and Rest components from BOB

Copyright ©. All rights reserved. 29 Training Support Consultancy

70.00 65.2 66.2

Copyright ©. All rights reserved. 30 Training Support Consultancy

Rank Components Label

A1 from WOW assy and others from BOB

Copyright ©. All rights reserved. 31 Training Support Consultancy

Copyright ©. All rights reserved. 32 Training Support Consultancy

• SSV’s for which Paired Comparison

• LAND FLATNESS (0.1 mm Max.)

FACES F1 & F2 MUST BE FLAT WITHIN 0.10

Copyright ©. All rights reserved. 33 Training Support Consultancy

OD ID LAND FLATNESS O.D.

1 BOB 25.345 1.390 0.100 19.52

Copyright ©. All rights reserved. 34 Training Support Consultancy

Copyright ©. All rights reserved. 35 Training Support Consultancy

NO CLEAR DEMARCATION BETWEEN BOB AND WOW

Copyright ©. All rights reserved. 36 Training Support Consultancy

Copyright ©. All rights reserved. 37 Training Support Consultancy

All Good All Bad

A group of 5 to 10 vendors ( non-competing) get together to

We encourage Tier – 2 vendors in Quality Circle & Lean

Die change over time is more (12 min).