Results Achieved by Us
LEAN Work Culture Implementation – Kaizen Approach, The TOYOTA way
Typical1 Achievements & Improvements in KRAs or KPIs for some of our CUSTOMERs
through our direct involvement in integrated LEAN3 implementation (See 10-Step Lean-Process)
The results2 (KRAs or KPIs) as follows are easily convertible into Tangible-Monitory-Terms (ROI, ROCE, Payback period, etc. as AOP tragets)
For Which Company/Business?
When?
What did we do?
Helped in implementing Kaizen,
5S-TPM, LEAN,
Visual Factory Management
Helped in implementing Kaizen
5-S
TPM
Visual Factory Management
Helped in implementing Kaizen-5-S to facilitate
LEAN (BPS: Bausch Production System) &
Visual Factory Management
Helped in implementing 5-S,
Visual Factory Management
7-step PDCA cycles, TPM (including Model Machines),
Kanban, SMED, Streamlined JIT-flow
Helped in implementing 5-S,
Visual Factory Management
Quality circles, TPM, Kanban, SMED,
Streamlined JIT-flow,
LEAN-Kaizen in general
Kaizen improvements at Supplier (Onyx)
Visual Factory Management
Helped in implementing Lean-Kaizen
Training for Senior Management, Officers, Workers
Visual Factory Management
Improvement projects (7-step PDCA cycles) training
Participated in Designing & Implementing State-of-Art LEAN Greenfield project : Addressing objectives viz. 1/ First Choice of Customers in Target Markets 2/ Create Performance Culture. With a goal of “0"-Accidents, “0"-Defects, "25%“-Waste reduction YoY, "25“-Kaizens per employee per year. By focussing on Lean-Value-Streams,Visual-Management, 5-S, TPM, JIT-SCM, etc. Special notes: Lean-JIT canteen, Ampi-theatre, Natural air-cooling, etc.
Here are the Samples of Results2 we achieved
1) Overall productivity improved e.g. One type of alternator output improved by 200 %. 2) The lean effort helped accommodate the increased output in the same square feet space. 3) Employee Involvement - Improved to Near 60%On-going.
Some interim improvements in the process of targeting 100 % reduction in Electricity power restoration time are as follows. 1) SCADA control panel operations made Error free. 2) Cycle time reduced from 2-minutes To ½ minute. 3) Search time for tools reduced from 5-minutes to 1-minute. 4) Employee Involvement - Near 90% in some locations
1) En-route LEAN Production System, some ppm Improvement/s achieved are e.g. Gun Drill Breakage in DSLA –100% Improvement, Nozzle damage – 100% Improvement 2)Employee Involvement - Improved to Near 30%. Balance internally scaled-up.
1) Productivity up 33% in Gear pumps 2) Inventory reduced- 200 % in Gear pumps 3) Some Set-ups crashed (from 300) to 1 minute 4) OEE Improved (From 43 to 83% on Model Machines) 5) Engine Test bed - Flexible to take 3 models(that previously used to test only 1 model), - Productivity up 100% 6) Won CII award for above achievements
1) Productivity increase 56% in center section 2) Set up time reduced - 78% on bottleneck m/c 3) OEE Improvement (From 39% to 85% on VMC) 4) Capacity Increased by 100 % 5) Reduction in Material movement – 66% 6) Overall Lean score in Gear Pump improved from 1.4 (Apr’03) to 3.1 (Jul’04)
7) Employee Involvement – Improved to Near 90% 8) Before ppm – 5 digit, After – 4 digit (3months)
1) Company-wide Kaizen implementation by us enabled producing culture change evidence at grass root level (for theDeming Award process)
2) Employee Involvement -Improved to Near 90%
3) Before – 5 digit ppm Defectives
After – 4 digit ppm Defectives
First-pass Results compared to old-plant:
Transportation steps reduced from 49 to 25
WIP storing stations reduced from 41 to 20
FloorSpace per Unit production reduced from 35 Sq.Mtr to 25 Sq.Mtr
Cleanliness-n-Ambiance 5”S” score improved from 50 to 80+
1
2
3
(US multinational)
Business (Large Scale, 2500+ people) - Electricity generation – Hydro, Thermal, Location – All India (Indian multinational)
Business (Large Scale, 2400+ people) - Fuel injection equipment. At Nasik (German multinational)
2004-2006
2004-2007
2004-2006
4
5
Business (Large Scale, 2500+ people) – Diesel Engines,
Location – Pune (US multinational)
Business (Large Scale, 500+ people) – Hydraulic systems,
Location - Pune
(US multinational)
2000-2004
2003-2006
6
7
Business (Large Scale, 2500+ people) – Tractor Farm equipment,
Location – Nagpur
1998-2002
8
9
Business - Alternators/Generators
Location- Pune (US multinational)
(Indian multinational)
2000
2006
Footnotes: 1) These are just a few sample achievements (highlights) from among various quantum improvements in Quality, Cost, Throughput-time (Order-to-Delivery), Inventory turns, Space required, etc. that our team has facilitated.
2) Improved Results are given in percentage terms in order to maintain our commitment to confidentiality of our client’s proprietary information.3) Read in brief about our fast-track Kaizen approach to achieve above results and be a LEANER organisation. 4) Names of the Business or Company are not disclosed for obvious reasons.
KRA or KPI: Key-Result-Areas or Key-Performance-Indicators
ROI: Return On Investment. ROCE: Return On Capital Employed. AOP: Annual Operating Plan.
Partial list of Our Current Assignments with astonishing results (as sampled in the table) are 'ON' in following Industry-Businesses:
1/ Foundry of TOYOTA Kirloskar Motors
2/ Pig-Iron Plant (An Indian Multi-national)
3/ Petrochemicals (A multi-plant Indian Multi-national)
4/ Infrastructure and Mining (An Indian Company)
5/ Auto Components Manufacturing (An Indian Multi-national)
6/ Industrial Valves (A British Multi-national)
7/ Food Processing (An Indian Multi-national)
8/ Electrical Equipment Manufacturer (An American Multi-national)
9/ Chemical Processing Plant (A multi-plant Indian Company)
10/ Electrical Power Generation, Transmission, Distribution Group (A multi-plant Indian Company)
SERVICE INDUSTRIES
8/ Consumer Retail Franchisee Chain (An Indian Company).
9/ A Defense Service Organisation (A State-Government Outfit).
10/ Financial Services (An Indian Service-Provider Outfit).