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Focus areas

 Productivity  Quality y design capability y process improvement  cost y productivity y value engineering  delivery y supply chain management

COMPETENCIES

 DESIGNING  TOOL MANUFACTURING  MANUFACTURING ENGINEERING  COMPONENT MANUFACTURING  ASSEMBLY  CONCEPT DESIGN CELL  QUALITY & TESTING FACILITIES  ENVIRONMENT  HUMAN RESOURCES  MACHINING  SURFACE FINISHING  LACQUERING (SPRAY AND ELECTROPHORETIC)

DESIGN AND DEVELOPMENT  Fully integrated design cell for new development & reverse engineering.  Strong team of expert designers/engineers.  High end CAD CAM systems.  Concept design cell for 3d designing and development using SOLIDEEDGE.  Group shared facility for rapid proto typing and tooling.

Tool Manufacturing Facilities


(In house and shared group facility)

* To stay on the leading edge with its customers and their changing requirements for higher quality and faster turnaround time the company has developed advanced in-house tool making facilities. * Global standards for design and POKAYOKE ensure superior tool quality. * SMED techniques are considered in the tool manufacturing to achieve faster changeover in production. * Sharing of common group facilities for CNC Milling and CNC wire-cut.

Manufacturing Engineering
* Manufacturing Engineering serves as the vital linkage between the design and manufacturing departments by integrating product, product design and planning. * Dedicated team of qualified engineers oversee the development of manufacturing infrastructure for new products. * Using the latest techniques of JIT, VSM, SPF, SMED, Low Cost Automation, effective use of ergonomics,POKA-YOKE and Kaizen ensures higher productivity and optimum utilization of resources and unmatched speed from concept to manufacturing stage.

Die Casting
(shared group facility)
* State of the art
PLC Controlled Range from 30 T capacity to 250 T No of Machines: 23 Thermal Deburring Machine Ducting to ensure better working environment Super market concept introduced to minimize the inventory level.

Plating and Surface Finishing


* Lacquering (Spray and Electrophoretic) * Effluent Treatment plant for disposal of hazardous chemicals * Chemical Lab for various chemical tests & analysis * Thickness testing facility for any ferrous/non-ferrous plating & lacquering * External tie-up with chemical supplier for checking of electro- phoretic parameters.

Assembly
* Extensive training to ensure error free operations * Single piece flow system * Dedicated line for each product category * Working with Japanese concepts * Dust free environment * See thru layout * Multi-skilling * Regular training for new recruits

Key Biting
(Shared group facility) * Key Manufacturing * CNC Key Biting Machines. * Four-track Key Biting Machine. * Key Profile Milling Machines.

Concept Design Cell


* In house Concept Design Cell for all product categories. * Black Box Concept using rhino software. * Tear Down concept for VA and VE. * Competitor Benchmarking. * Ergonomics Study.

Quality & Testing Facilities


* Certified Quality System as per ISO9001-2000. * Targeting to reduce quality rejection level to 100ppm by follow best quality practices like 5S, TQM, Kaizen & Poka Yoke. * In house Product Reliability Testing Facility. * In house Environmental Test Facility. * Salt Spray Chamber. * Endurance Rig.

Environment Protection
Dorset environment management system has developed keeping in mind the prevalent best practices which includes installation of effluent treatment plant, and compliance to local, national and international regulations.

* Ensure continual improvement in its environmental performance. * Ensure compliance with all applicable environmental legislation and regulations. * Reduce air, water and soil pollution, waste generation and natural resources consumption. * Generate environmental awareness among all employees.

Human Resource Development


Dorset Kaba employees are team-oriented and highly skilled in their area of expertise. Practice of Kaizen movements,5S and cross-functional teams ensures improved competencies and dynamism of the employees. Human resource development activities at Dorset are aimed at facilitating the development of a new organization culture that embraces employee involvement,vision and leadership,and continuous improvement practices.

Kaizen
Kaizen (for "improvement") is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life. When applied to the workplace, Kaizen activities continually improve all functions of a business, from manufacturing to management and from the CEO to the assembly line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste. Kaizen is a daily activity, the purpose of which goes beyond simple productivity improvement. It is also a process that, when done correctly, humanizes the workplace, eliminates overly hard work and teaches people how to perform experiments on their work using the scientific method and how to learn to spot and eliminate waste in business processes. The cycle of kaizen activity can be defined as:
y y

standardize an operation measure the standardized operation (find cycle time and amount of in-process inventory)

y y y

gauge measurements against requirements innovate to meet requirements and increase productivity standardize the new, improved operations

continue cycle

KANBAN Kanban (where kan, means "visual," and ban, means "card" or "board") is a concept related to lean and just-in-time (JIT) production. The Japanese word kanban is a common term meaning "signboard" or "billboard". Kanban is a signaling system to trigger action. Kanban became an effective tool to support the running of the production system as a whole. In addition, it proved to be an excellent way for promoting improvements because reducing the number of kanban in circulation highlighted problem areas. An important determinant of the success of production scheduling based on "pushing" the demand is the quality of the demand forecast which can receive such "push". Kanban, by contrast, is part of an approach of receiving the "pull" from the demand. Therefore the supply, or production is determined according to the actual demand of the customers. In contexts where supply time is lengthy and demand is difficult to forecast, the best one can do is to respond quickly to observed demand. This is exactly what a kanban system can help: it is used as a demand signal which immediately propagates through the supply chain. This can be used to ensure that intermediate stocks held in the supply chain are better managed, usually smaller. Where the supply response cannot be quick enough to meet actual demand fluctuations, causing significant lost sales, then stock building may be deemed as appropriate which can be achieved by issuing more kanban. A simple example of the kanban system implementation might be a "three-bin system" for the supplied parts (where there is no in-house manufacturing) one bin on the factory floor (demand point), one bin in the factory store and one bin at the suppliers' store.

JUST-IN-TIME Just-in-time (JIT) is an inventory strategy that strives to improve the return on investment of a business by reducing in-process inventory and its associated carrying costs. To meet JIT objectives, the process relies on signals between different points in the process. This means the process is often driven by a series of signals, or Kanban which tell production when to make the next part. JIT can dramatically improve a manufacturing organization's return on investment, quality, and efficiency. The technique was first used by the Ford Motor Company, The JIT inventory philosophy defines how inventory is viewed and how it relates to management. Inventory is seen as incurring costs, or waste, instead of adding and storing value, contrary to traditional accounting. This does not mean to say JIT is implemented without an awareness that removing inventory exposes pre-existing manufacturing issues. This way of working encourages businesses to eliminate inventory that does not compensate for manufacturing process issues, and to constantly improve those processes to require less inventory. Secondly, allowing any stock habituates management to stock keeping. Management may be tempted to keep stock to hide production problems. These problems include backups at work centers, machine reliability, process variability, lack of flexibility of employees and equipment, and inadequate capacity. In short, the just-in-time inventory system focus is having the right material, at the right time, at the right place, and in the exact amount, without the safety net of inventory. The JIT system has broad implications for implementers. JIT reduces inventory in a firm. Main benefits of JIT include:
y y y y y y

Set up times are significantly reduced in the factory. The flow of goods from warehouse to shelves improves. Employees who possess multiple skills are used more efficiently. JIT provides better scheduling and work hour consistency. There is an increased emphasis on supplier relationships. Supplies come in around the clock, which keeps workers productive and businesses focused on turnover.

5S (METHODOLOGY)
5S is a method for organizing a workplace, especially a shared workplace (like a shop floor or an office space), and keeping it organized. The key targets of 5S are workplace morale, safety and efficiency. The assertion of 5S is, by assigning everything a location, time is not wasted by looking for things. Additionally, it is quickly obvious when something is missing from its designated location. Advocates of 5S believe the benefits of this methodology come from deciding what should be kept, where it should be kept, and how it should be stored. This decision making process usually comes from a dialog about standardization which builds a clear understanding, between employees, of how work should be done. It also instills ownership of the process in each employee. 5S are Phase 1 - Seiri - Sorting Phase 2 - Seiton - Straighten or Set in Order Phase 3 - Seis - Sweeping or Shining or Cleanliness Phase 4 - Seiketsu Standardizing Phase 5 - Shitsuke - Sustaining the discipline

POKA-YOKE
Poka-yoke is a Japanese term that means "fail-proofing" or "mistake-proofing". A pokayoke is any mechanism in a Lean manufacturing process that helps an equipment operator avoids mistakes. Its purpose is to eliminate product defects by preventing, correcting, or drawing attention to human errors as they occur. The concept was formalized, and the term adopted, by Shigeo Shingo as part of the Toyota Production System. Poka-yoke can be implemented at any step of a manufacturing process where something can go wrong or an error can be made.

SALES PROFILE The ashok minda group is a leader in its segment and enjoys major market share for some of its products .the group manufactures security systems ,wiring harnesses ,couplers,terminals and instrument cluster for almost all major two and four wheeler vechile manufactured in india.

CUSTOMERS OF THE ASHOK MINDA GROUP OF COMPANIES CUSTOMERS OF MINDA CORPORATION LTD.: MAJOR CUSTOMERS- EXPORT MARKET
COMPANY APRILIA DERBY KAWASAKI PEUGEOT PIAGGIO POLLAK TRIUMPH MOTORCYCLES LTD YAMAHA MBK YAMAHA MALAYSIA SPAIN/THAILAND/ SUZUKI INDONASIA SCOOTER/MOTORCYCLE COUNTRY ITALY SPAIN JAPAN FRANCE ITALY U.S. UNITED KINGDOM FRANCE SPAIN/INDONASIA/ SCOOTER/MOTORCYCLE VEHICLE CATEGORY SCOOTER SCOOTER MOTORCYCLE SCOOTER 2&4 WHEELER OFFROAD VEHICLE MOTORCYCLE MOTORCYCLE

MAJOR CUSTOMER IN DOMESTIC MARKET


COMPANY BAJAJ AUTO LTD. MODELS MOTORCYCLE SHARE OF BUSINESS 100% 50%

HONDA MOTORCYCLE & SCOOTER SCOOTER INDIA JCB INDIA KINETIC ENGINEERING LTD LML LTD SUZUKI MOTORCYCLE INDIA TVS MOTOR COMPANY LTD KINETIC MOTOR CO. LTD. YAMAHA MOTOR INDIA (P) LTD. 3DX SCOOTER, MOPED & MOTORCYCLES MOTORCYCLE/SCOOTER MOTORCYCLE

100% 100%

70%/100% 100%

SCOOTER, MOPED & MOTORCYCLES SCOOTER

40%

100%

MOTORCYCLE

100%

Conclusion From the above analysis, I have concluded that there is large fluctuation in demand according to the requirement of the customer. In spite of that, the company fulfils the customer order, on time because of efficient supply chain management which includes JIT, lean manufacturing, and 5s (methodology).supply chain became one of the pivotal vehicles of the company with untold opportunities for value creation .The internship undertaken in minda auto care ltd was very helpful in understanding different departments functional in Minda auto care ltd.