For Which Company/Business? | When? | What did we do? | Here are the Samples of Results2 we achieved |
1
| (US multinational) | 2004-2006
| Helped in implementing Kaizen, 5S-TPM, LEAN,
Visual Factory Management | 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. |
2
| Business (Large Scale, 2500+ people) - Electricity generation – Hydro, Thermal, Location – All India (Indian multinational) | 2004-2007
| Helped in implementing Kaizen 5-S TPM
Visual Factory Management | 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 |
3
| Business (Large Scale, 2400+ people) - Fuel injection equipment. At Nasik (German multinational)
| 2004-2006
| Helped in implementing Kaizen-5-S to facilitate LEAN (BPS: Bausch Production System) &
Visual Factory Management | 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. |
4
| Business (Large Scale, 2500+ people) – Diesel Engines, Location – Pune (US multinational) | 2000-2004
| Helped in implementing 5-S, Visual Factory Management 7-step PDCA cycles, TPM (including Model Machines), Kanban, SMED, Streamlined JIT-flow | 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 |
5
| Business (Large Scale, 500+ people) – Hydraulic systems,
Location - Pune (US multinational)
| 2003-2006
| Helped in implementing 5-S, | Visual Factory Management |
Quality circles, TPM, Kanban, SMED, Streamlined JIT-flow,
LEAN-Kaizen in general | 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) |
6
| Kaizen improvements at Supplier (Onyx) Visual Factory Management | 7) Employee Involvement – Improved to Near 90% 8) Before ppm – 5 digit, After – 4 digit (3months) |
7
| Business (Large Scale, 2500+ people) – Tractor Farm equipment, Location – Nagpur | 1998-2002 | Helped in implementing Lean-Kaizen Training for Senior Management, Officers, Workers Visual Factory Management | 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% |
| 8 | (Indian multinational) | 2000 | Improvement projects (7-step PDCA cycles) training | 3) Before – 5 digit ppm Defectives
After – 4 digit ppm Defectives |
| 9 |
Business - Alternators/Generators
Location- Pune (US multinational) | | 2006 | 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. | 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+ |
