Chapter No.

10

O-TPM

OFFICE TPM PILLAR

ACTIVITY
Presented By –

N.V.Rajelli

OFFICE TPM Pillar Chairman

11.01.2012

Endurance L-6/3 Towards Excellence Through TPM Slide –1 of 38 1

 Chapter No. 10

BACKGROUND O-TPM

High
Management
Loss

More time for

Issue of High Inventory
Material
Why
Office
TPM?

High
More vehicle Procurement
Turn around Cost
Time

High
Office Processing
Time

Endurance L-6/3 Towards Excellence Through TPM 2

Slide- 2 of 38
 Chapter No. 10

PILLAR STRUCTURE O-TPM

Office TPM Chairman

N.V.RAJELLI

Stores Purchase PPC Finance IT HR

K.L.MUCHAK S.L.KADU S.A.SHASTRI S.K.KULKARNI P.D.SIRSALKAR S.R.NAIR

• Leader- N.V.RAJELLI • Leader- S.L.KADU • Leader- S.A.SHASTRI • Leader- S.D.DAWALKAR • Leader- P.D.SIRSALKAR • Leader- S.R.NAIR

•Members- •Members- •Members- •Members- •Members- •Members-

•C.S.NAGARKAR •R.V.JADHAV •D.D.THORAT •D.D.BALERAO •Y.V.CHOUKIDAR •S.N.PATE
•U.P.JOSHI •N.R.DESHPANDE •B.L.SABNIS •S.P.DESHPANDE •ANKUSH •Y.PIMPALE
•SANJAY MUKULWAR •DATTA BANAGE •S.M.HANGE • V.A.DIXIT • S.K.ZALTE

6 TPM Circles

Endurance L-6/3 Towards Excellence Through TPM Slide –3 of 38 3

 Chapter No. 10

KMI –KPI - KAI O-TPM

Company Vision KMI KPI KAI
A) Global 1.1.1) Increase in vendor capacity
benchmark 1.1 Elimination of Production 1.1.2) Development of additional vendor
in PQCDSM Loss due Management Loss 1.1.3) Reduction of lead time
1.1.4) Continuous availability of electricity
1.Increase
B) Improve 1.2.1) Number of Makigami analysis for
production –
sales processing time reduction.
(1.5 times up ) 1.2 Reduction in Office
every year. 1.2.2) Number of ECRS for processing time
function Processing Time
by 30 % reduction.
C) Improve 1.3 Vehicle turnaround 1.2.3) Department layout modification.
number of time reduction by 50 % 1.2.4) One Touch Searching
customers
1.3.1) More number of shipment trips / Vehicle

D) Pioneering 2.Customer 2.1. Prevention of rejection 2.1.1) Implementation of TPM activities at Vendor
Technology complaint due to Vendor parts end
reduction - 2.2. Prevent Transit damage 2.1.2) Number of self certified vendors.
Zero of finished parts . 2.2.1) Number of improved packing.
3.1.1) Material scheduling by MRP system.
3.1.Reduction of Raw material
3.Decrease 3.2.1) Number of cost negotiations
Inventory & Finished
cost 3.2.2) Number of cheaper alternatives
Goods
– 20 %Down 3.2.Cost saving activities 3.2.3) Number of alternative sources.

4. Zero 4.1.1) Number of material handling facilities

4.1.No Accident during
Accident added.
material handling

Endurance L-6/3 Towards Excellence Through TPM Slide –4 of 38 4

 Chapter No. 10

RELATIONSHIP BETWEEN KPI - KAI O-TPM

Production Processing Improvement Prevent Inventory Cost No
KPI Loss due to time in vehicle vendor part reduction saving accidents
Management reduction productivity rejection and activities during
Loss transit material
KAI damage handling
Result Area P P P Q C C S
Increase in Vendor
Capacity
Develop additional
vendor

Reduction of Lead time

Availability of electricity

Web based vendor portal

Web based Advance

Shipment Notice

Relocation of sitting
arrangement
Reduction of searching
time
Reduction in vehicle turn
around time.
Vendor up gradation by
TPM way

Improvements in packing
standards

System based material

scheduling

Make obsolete parts

usable.

Cheaper alternatives,
group orders, VA/VE
Material handling
improvements

Good Very Good

Endurance L-6/3 Towards Excellence Through TPM Slide –5 of 38 5
 Chapter No. 10

SCOPE & OBJECTIVE O-TPM

SCOPE
STORES PURCHASE PPC HR Finance IT

• Material Receipt • Planning • Bill passing

• Scheduling
• Logistics • Customer schedule • Vendor payments
adherence.
• Goods storage • Balance sheet

• Procurement • Time office • System support

• Vendor management
management • New recruitment • Data back-up
• Costing • Canteen
• Quick access
system

OBJECTIVE
Elimination of Management losses, Focus on improvement to
reduce the cost for achieve best ‘O - TPM’ management.

Endurance L-6/3 Towards Excellence Through TPM Slide –6 of 38 6

 Chapter No. 10

TARGETS O-TPM
Sr. Mfg. Office Bench Mark Target
Factor Parameter UOM
No Side Side (2009-10) (Mar-12)

Production Loss due to shortage of

A] Assembly parts . Mins 1200 0
1
B] Castings from sister concern unit /Month 20400 0
C] Castings from sub-contractors 6940 0

P Total 28540 0
Production Loss due to shortage of Mins
2 12184 0
Man-power. /Month
Hours
3 Processing Time Loss 429 100
/Month
4 Occur
Inward Material & parts rejection 12 0
/Month
Q Handling defect during internal Qty.
5 150 0
material movement. /Month

Value Lacs
6 Purchasing cost Reduction 101 80
/Month

7 Inventory of Raw Material 4 2

C
8 Inventory of Work in process 4 3
No. of Days
9 Inventory of Finished Goods 2 0.2

D 10 Delivery Performance % 100 100

Nos /Man /
M 11 Kaizen / Man/ Month Month. 1 2

Endurance L-6/3 Towards Excellence Through TPM Slide –7 of 38 7

 Chapter No. 10

MASTER PLAN O-TPM

Sr. 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12

No. Activity

Q4

Q4
Q4

Q1

Q2

Q3

Q3
Q1

Q2

Q3

Q1
Q2

Q3

Q4
Q4

Q1

Q1
Q1

Q2

Q3

Q2

Q2

Q3
Q4
Formation of ‘O-TPM’
1 Committee and
Chairman

JIPM TPM award (category A) Final audit

CII Health checkup Audit on 6 Jan. 2011
2 Starting 1S,2S Activity

JIPM TPM Pre Assessment Audit

TPM Kick Off – 31st March 2007
Pillar chairman training at CII

List of Department
3
Wise Activity
Department Wise Loss
4
Identification

5 Target Setting

Reduce Losses By
6
Kaizen Way

Horizontal Deployment
7
Of Kaizen

Sustenance of 1S,2S
8
Activity

PLANNED : START END ACTUAL : START END On going activity

Endurance L-6/3 Towards Excellence Through TPM Slide –8 of 38 8

 Chapter No. 10

PRE ASSESSMENT AUDIT HOMEWORK POINTS O-TPM

Endurance L-6/3 Towards Excellence Through TPM Slide –9 of 38 9

 Chapter No. 10

STEPS FOR OFFICE TPM PROGRESS O-TPM

PRE ASSESSMENT AUDIT HOME WORK
Developed own steps for implementation of “ Office TPM “ activities

Endurance L-6/3 Towards Excellence Through TPM Slide –10 of 3810

 Chapter No. 10

STEP-1 INITIAL CLEANUP ACTIVITY O-TPM

BEFORE AFTER BEFORE AFTER

No arrangement for No arrangement for

Systematic file storage Systematic file arrangement Systematic fixture arrangement
Systematic fixture storage

BEFORE AFTER BEFORE AFTER

No arrangement for More space for material Vertical space usage for
Systematic material arrangement
Systematic material storage storage Material storage

Endurance L-6/3 Towards Excellence Through TPM Slide –11 of 3811

 Chapter No. 10

STEP-1 SHINE THE PLACE O-TPM

Sustenance through periodic 1S,2S,3S Audit once in a month

Result 1S,2S,3S Activity

Endurance L-6/3 Towards Excellence Through TPM Slide –12 of 3812

 Chapter No. 10

STEP-2 LOSS IDENTIFICATION O-TPM

MANAGEMENT LOSS
56044 Plant
52000 Total Management
Loss In Minutes

42000 Loss
32000 26760 24484
22000 Shop wise Loss
12000 4800
2000
7) op C p
-0 D ho
6 Sh BM –09-10 LP S
-(0 ne in
t
B
M
chi Pa
a
M

Loss in
Loss in Minutes Loss in Minutes
Sr.No. Details Minutes Paint
Machine shop LPDC
shop

A No Material 15100 9040 4800

1 Sister Concern Unit 10400 6800 3600

Sub Contracting
2 3500 2240 1200
Parts

3 Assembly Parts 1200 0 0

B No Manpower 5040 7144 0

C Internal Logistic 3460 5140 0

D No Power 3160 3160 0

TOTAL 26760 24484 4800

Endurance L-6/3 Towards Excellence Through TPM Slide –13 of 3813

 Chapter No. 10

STEP-2 CASE STUDY MACHINE SHOP LOSS STRATIFICATION O-TPM

MANAGEMENT LOSS :- MACHINE SHOP

26760 MIN/MONTH

Raw Material Man-power Internal No Power

& Assembly Parts 5040 Min Logistic Loss 3160 Min
15100 Min 3460 Min

Additional
Source Supplier
Less Capacity Transportation
delay
KK Pillar PM Pillar
Alternate Source Long distance
Supplier supplier
•Provision of conveyors •Provision Express
feeder line for
Local Ware- •Provision of flow racks continuous electrical
House supply.
•Provision of Trolleys

•Provision of Bins

Endurance L-6/3 Towards Excellence Through TPM Slide –14 of 3814

 Chapter No. 10

STEP-2 KAIZENS FOR LOSS REDUCTION O-TPM

Shop : Paint Shop Date : 01.06.2010
Location/Machine : Painting Line Team Members : S.A. Shastri, S.M.Hange
Kaizen Theme: To Reduce production loss due Idea: Multi source
to shortage of material.
Problem/Present Status : Countermeasure :By developing Alternate
Production loss due to Non-availability of source supplier
in Put Raw castings crankcase LH. Multi Source Developed

Madhura Die castinng & Suddpram Die casting

Single Source G.H. Industries Multi Source with share of business

Analysis: Result: Better

Why 1 : Production Loss. Qty. In Minutes/Month
Horizontally Deployed for 15
3000
2500 casting items & 39 Assembly
Why 2 : Waiting for material ( castings ) items
2000
Why3 : Non-availability of Raw Castings.
Why 4 : Short supply from supplier 1000

0
Why 5 : Single Source 0
Before(June-10) After (Aug-11)

Root Cause: Single Source Benefit: No line loss.

Endurance L-6/3 Towards Excellence Through TPM Slide –15 of 3815
 Chapter No. 10

STEP-2 HORIZONTAL DEPLOYMENTS O-TPM

Sr. No Supplier Name Number Of Location Before After

Items (Kilometers) Kilometers)
1 Acey Engineering 4 Bilimora Gujrat 300 4 Direct on Line
2 Micro Screw 1 Mumbai 350 10
39 Items
38 Kansai Nerolac 7 Ratnagari 350 8

39 Aspee Spring 3 Pune 250 8

Sr. No Item Description Existing Source Alternative Source Month

1 Crankcase LH VAVE G.H.Industries Madhura Die casting Apr-10 Alternate Source

2 CrankCase RH JB Impact Marketing Amtech, Castall May-10
(castings)
15 Items

15 Cylinder Block JZ Rahul Industries Das Enterprises Dec-11

Sr. No Item Description Existing Source Alternative Source Month

1 PSSC Drill Diameter 5mm Rjesh Sales Anand Techno Apr-10 Alternate Source
2 D Type Heater Rathi Trading Power Heat May-10 (toolings)
13 Items
13 PCD Insert R590 Rajesh Sales Varad Sales Dec-11

Endurance L-6/3 Towards Excellence Through TPM Slide –16 of 3816

 Chapter No. 10

STEP-2 RESULT - MANAGEMENT LOSS O-TPM

RESULT - MANAGEMENT LOSS MACHINE SHOP RESULT - MANAGEMENT LOSS –LPDC SHOP & PAINT SHOP

Loss in Loss in Sr.

Sr.No. Details Details LPDC PAINT SHOP)
Minutes Minutes No
( Before) ( Dec-11)
BEFORE DEC-11 BEFORE DEC-11
A No Material 15100 1800
A No Material 9040 1150 4800 470
1 Raw Casting 10400 1800
1 Raw Casting 6800 1150 3600 470
Semi finish
2 3500 0 Semi finish
castings 2 2240 0 1200 0
castings
3 Assembly Parts 1200 0
Assembly
3 0 0 0 0
Parts
B No Manpower 5040 0
B No Manpower 7144 0 0 0
C Internal Logistic 3460 0
Internal
C 5140 1533 0 0
D No Power 3160 0 Logistic

TOTAL 26760 1800 D No Power 3160 0 0 0

TOTAL 24484 2683 4800 470

30000 6
2 65
0
76 40
0
BM
30
93%
27500 2 4
Loss in Minutes

25000 2
22500
20000 81
0 MANAGEMENT LOSS IS REDUCED BY
17500 16
15000
30 Target A) MACHINE SHOP - 93 %
12500 98 4 0
10 80 0 Zero
10000 73 72 68
2 80 0 8 6 0
7500 46 42 384 364 5 0
5000
0
34 25 80
1
B) LPDC SHOP - 89 %
2500 0
0
C) PAINT SHOP - 90 %
1

12
1

11

1
1
10

11
11

1
11

11
)

1
09

.1

.1
.1

.1
.1

.1
.1
.1

r-
9-

0/

0/
0/

0/

n.

ug

ec
ov
ly

ep
pr

ay

ct
8-

Ma
'Ju
'0

'J u
-1

-1
-1

-1

'O
'A

'D
'N
'S
'A
'M
(0

Q2

Q3

Q4
Q1

et
M.

rg
B.

Ta

Endurance L-6/3 Towards Excellence Through TPM Slide –17 of 3817

 Chapter No. 10

STEP-3 OFFICE TPM LINKAGE WITH PRODUCTION CONTROL

O-TPM
Customer
Production Plan HR IT
HR supports in IT supports in
Monthly / weekly
Manpower & resource SAP or other
Production plan
supply Software issues

PPC
Supplier produces
Communicate
material as per plan
Communicate plan to
Monthly / weekly Purchase supplier
Suppliers
Production plan
System based re order Material Receipt as

planning Per plan

Stores Payment
Requirement Material issue
Disbursement
Communication as per plan

Production
Daily / hourly Finished goods
Production plan

Dispatch Accounts
Invoice Copy

Finished goods
Customer
Payment receipt
Information Input Output

Endurance L-6/3 Towards Excellence Through TPM Slide –18 of 3818

 Chapter No. 10

STEP-3 OFFICE FUNCTION– PROCESSING TIME REDUCTION O-TPM

TOTAL PROCESSING TIME 429 Hrs Per/Day

More vehicle turn around

time (290 Hrs/day) More time for employee More Document
Gate entry. processing time
(4 Hrs/day) (135 Hrs/day)
More time for gate
entry

Vehicle waiting
Manual activity To Auto More P.O. More GRN
Processing Clearance
Change Method activity activity(86 Hrs) (49 Hrs)

Individual to De centralized
Counting time Reduction open p.o. To Centralize
activity

Issue time Reduction Manual to Auto

Endurance L-6/3 Towards Excellence Through TPM Slide –19 of 3819

 Chapter No. 10

STEP-3 PROCESS FLOW – VEHICLE TURN

AROUND (DISPATCHES) O-TPM
PRE ASSESSMENT AUDIT HOME WORK
Show improvements of vehicle turn around time reduction using block diagram

PROCESS FLOW – BEFORE CONDITION ACTIVITIES – BEFORE & AFTER STATUS

250 240
200

Mins / 150
Trip
120
9 Kaizens
100

50
implemented
0
Before After

Endurance L-6/3 Towards Excellence Through TPM Slide –20 of 3820

 Chapter No. 10

STEP-3 KAIZEN – REDUCTION IN VEHICLE TURN AROUND TIME

O-TPM
K1 K2

0
300 29 Shop
24
0 BM Floor
250
59%
Time in Hours

0
19 0 0
200 18 18 5
16
0 5
14 13 5 0 0 0 0 0
150 12 12 12 12 12 12
0
10
100
BM – 2009-10
50
ACTUAL STATUS
0) 11 11 11 11 11 y 11 n 11 y 11 g 11 t1
1 1 1 1
t 1 ov 1 ec 1 ar 12
( 09- 1 010- 010- 010- 010- 'Apr a Ju ul u ep 'Oc N D
. 2 2 2 2 'M ' 'J 'A 'S ' ' tM
B.M Q1 Q2 Q3 Q4 arge TARGET
T

Endurance L-6/3 Towards Excellence Through TPM Slide –21 of 3821

 Chapter No. 10

STEP-3 RESULT OF TIME REDUCTION PER SHIPMENT TRIP O-TPM

PRE ASSESSMENT AUDIT HOME WORK
Show benefit of time reduction per shipment trip

BM(09-
Parameter. Apr. 11 May.11 Jun.11 July.11 Aug.11 Sep-11 Oct-11 Nov-11 Dec-11
10)

Turn around
290 165 140 135 125 120 120 120 120 120
time ( Mins )

Trips / Day 49 59 71 72 80 82 83 84 84 84

Sales Qty /
594810 671066 821742 844214 894912 944727 946762 948650 952015 956288
Month

VEHICLE TURN AROUND TIME ( MINS / TRIP ) INCREASE IN VEHICLE AVAILABILITY TRIPS / DAY

BM 60 % BM

90
84

84

84
0

83
90

82
29

80
300 1.7 Times

72
80

71
250
Trips / Day
Min / Trip

70

59
5
16

200
0

60
5
14

5
13

49
12

12

12

12
12

12

150 50
0
10

100 40

50 30
) ) 11 y 1 1 n 11 y 1 1 g 11 11 11 11 11 12
1 1
-10 pr 1 ay 1 un 1
1 11 11 11 t 11 11 11 12 -10 r l pt 'Oct Nov Dec ar
(0 9
' A M 'J Jul y 'Aug Sept 'Oc 'Nov 'Dec t M ar (09 'Ap 'Ma ' Ju ' J u 'Au
'S e ' ' et
M
BM
' ' ' e BM rg
rg Ta
Ta

Endurance L-6/3 Towards Excellence Through TPM Slide –22 of 3822

 Chapter No. 10

STEP-4 COST REDUCTION O-TPM

COST STARTIFICATION

Purchasing Cost Inventory cost Transportation cost

(101 Lacs/Month) (850 Lacs/Month) (101 Lacs/Month)

Tools & fixtures

Local OUTSIDE
cost Direct Indirect
(32 Lacs/Month) Material Material
( 8 days) ( 2 days)

Oils & Fuels cost

(29.76 Lacs/Month)

Removal Minimum / Re Order Make

Of Maximum Link to Standardization
General con cost Non Level SAP
(23 Lacs/Month) Moving

Maint Spares cost

(6.45Lacs/Month)
Negotiation

Group buying Stationary cost

(6.30 Lacs/Month)

Alternate Source Direct Minimum /

Packing cost On Maximum
Cheaper Cost (3.49 Lacs/Month) Line Level

Endurance L-6/3 Towards Excellence Through TPM Slide –23 of 3823

 Chapter No. 10

STEP-4 ALTRENATE SOURCE O-TPM

,India

Horizontal Deployment For Alternative Source Horizontal Deployment For Group Buying
Sr. Item Description Existing Source Alternate Source Benefit Sr. Item Description Month Source Benefit
No Yearly Saving No Yearly Saving

1 PSSC Drill Rajesh Sales Anand Techno Rs. 1 Lacs. 1 Water Glycol Apr-10 Hardcastle Rs. 0.25 Lacs
Dia.5mm
2 PCD Reamer Apr-10 KJK Poly Diamond Rs. 1 Lacs
2 D Type Heater Rathi Trading Power Heat Rs. 1 Lacs.
Enterprises 3 Silicon Carbide Heater May-10 S.S. Enterprises Rs. 0.05 Lacs
3 Coverall 88 Foseco Acme Foundary Rs. 0.9 Lacs
Foundary

20 LPG Bulk Nov-10 ICOL Rs. 1.68 Lacs

13 PCD Insert R590 Rajesh Sales Varad Sales Rs. 2.16 Lacs
Total Saving (Rs./Year) Rs. 10.20 Lacs
Total Saving (Rs./Year) Rs. 9.80 Lacs

Endurance L-6/3 Towards Excellence Through TPM Slide –24 of 3824

 Chapter No. 10

STEP-4 RESULT – PURCHASING COST REDUCTION O-TPM

Reduction in Purchasing Cost By Alternative & Group buying Concept.

BM
Amount in Lacs / Month

110
55

20 %
0.
10

100
1
.4

8
.9
92

4
.5
90

1
.1
89

1
88

.7

1
.2
90 85

84

4
.4

.2

.5
82

.2
81

81

81

80

80

80

80
80

70

-10) - 11 0-11 0-11 0-11 r 11 y 11 n 11 y 11 g 11 t 11 t 11 v 11 c 11 r 12

0 l p a
. (09 201 201 2 01 2 01 'Ap 'Ma 'J u 'Ju 'Au ' Se 'O c 'No 'D e et M
B.M Q1 Q2 Q3 Q4 Ta
rg

BM – 2009-10 ACTUAL STATUS TARGET

Endurance L-6/3 Towards Excellence Through TPM Slide –25 of 3825

 Chapter No. 10

STEP-4
APPROACH – INVENTORY REDUCTION O-TPM

Inventory Reduction

Direct Indirect
Material Material
( 8 days) ( 2 days)

Direct Minimum Removal Minimum Re Order Make

On / Of / Link to Standardization
Line Maximum Non Maximum SAP
Level Moving Level

Note :- Direct Material : Raw Castings , Finish Castings

Indirect Material : Raw Material , Tools , Spare Parts , Consumable Material

Endurance L-6/3 Towards Excellence Through TPM Slide –26 of 3826

 Chapter No. 10

STEP-4 ACTIVITIES – INVENTORY REDUCTION

O-TPM
DIRECT ON LINE MINIMUM / MAXIMUM LEVELS VISUAL MANAGEMENT

Shop Shop Shop

Floor Floor Floor
RAW MATERIAL INVENTORY WORK IN-PROGRESS INVENTORY FINSISH GOOD INVENTORY

BM 49.5% BM 34 % BM 85 %
5
8

7
9

6
3.
5

4
3.

3.
4

4
3.

8
2. 8
3.

2.25
87
3.

4 4
1.
1
92

2. 4
1

83 2
82
Number Of Days

Number Of Days

Number Of Days
79
75
9

65
3.

6
63
3.

8
2.

2 1.
35
34

2.
2.

2.

2.
2.
2.

3
2.
23
2. 9
2.

16

1.75
2.
2.

3
2

3
08

1
2.

2 2

1.
2.

1.5
0
2.
2.

1.25 8
0.
2 8
2 1 5
0. 8 5 3 4
4 .3 3 .3 .3 2 .3 1 .3 1 .2 9
0. 0 0. 0
1 0.75
0.5 0 0 0 0 2
1 0.
0 0.25
0
0
0 ) -1 1 -1 1 1 1 1 1 2 ) 1 1 1 11 11 11 2
10
)
-1
1
-1
1 11 1 1 11 12 -1 0 0 y 1 ly 1 p t 1 ov 1 ar 1 9-
10
10
-1
10
-1 y1 ly pt ov r1
y1 t1 ov ar
9 1 1 a u e 0 0 a u Se Ma
9- 10 10 ay ul ep (0 2 0 20 'M 'J 'S 'N t M . ( 0 2 2 'M 'J ' 'N t
M.
0 0 0 J N M e
M.
( 2 2 ' M ' ' S '
et e B.
M Q2 Q4 rg
B. Q2 Q4 rg B. Q2 Q4 rg Ta
Ta Ta

Endurance L-6/3 Towards Excellence Through TPM Slide –27 of 3827

 Chapter No. 10

STEP-4 SAND CORE INVENTORY REDUCTION O-TPM

Shop PRE ASSESSMENT AUDIT HOME WORK
Floor There is more inventory of sand core
BEFORE AFTER

Racks for Sand Core Storage

Racks for Sand Core Storage
Bins for Sandcores Space saved
Bins for sand cores
BEFORE -12 RACKS AFTER -5 RACKS

INVENTORY Total Numbers – 7200 Sets INVENTORY Total Numbers – 2800 Set
BINS FOR SAND CORES ONLINE SUPPLY OF CORES ACTIONS
61 %
1) Component wise Minimum Inventory
decided

2) Sand core planning done on 3 day

basis instead of weekly basis.

3) Direct Online concept used for fast

moving components
(Direct consumption from core to Die
casting production)

Endurance L-6/3 Towards Excellence Through TPM Slide –28 of 3828

 Chapter No. 10

STEP-5 APPROACH – QUALITY IMPROVEMENTS O-TPM

Quality
Improvements

Vendor End Office Area

Kaizen ,
Poka yoke
implementation Material
Handling
improvements
Develop
Self
Certified vendors
‘2S’ implementation
To avoid mix up

TOTAL VENDORS – 110 Kaizens at Receipt

SELF CERTIFIED VENDORS - 40 Inspection
stage

Endurance L-6/3 Towards Excellence Through TPM Slide –29 of 3829

 Chapter No. 10

STEP-5 QUALITY IMPROVEMENTS AT VENDOR END O-TPM

Inspection Parameters – Handle Bar

Sr.No. ITEM Sr.No. ITEM

1
Crank Case Handle
LH 1
Bar

Crank Case
23 Cylinder Block
RH 35
3W4S

BEFORE 100% VENDOR PARTS INSPECTED BY OUR QUALITY PERSON AT

INWARD STAGE

Endurance L-6/3 Towards Excellence Through TPM Slide –30 of 3830

 Chapter No. 10

STEP-5 POKAYOKE AT VENDOR END O-TPM

POKAYOKE

HB WITH BLOCKED SLIT CAN BE HB WITH BLOCKED SLIT

LOCATED
CAN NOT BE LOCATED

BEFORE AFTER

( Sept. 2010 ) ( Oct. 2010 )

Endurance L-6/3 Towards Excellence Through TPM Slide –31 of 3831

 Chapter No. 10

STEP-5 IMPROVEMENTS AT VENDOR END O-TPM

IMPROVEMENT IN INSPECTION METHODE
AT VENDOR END
INSPECTION ACTIVITIES ARE CARRIED OUT AT
VENDOR END.
IMPLEMENTED – 2 POKA YOKE
- 3 KAIZENS
- 5 IMPROVEMENTS IN INSPECTION METHODS
NOW RESULTED 100% VENDOR PARTS ARE INSPECTED BY
VENDOR ITSELF.

DEVELOPED 40 NOS
SELF CERTIFIED
VENDORS

Endurance L-6/3 Towards Excellence Through TPM Slide –32 of 3832

 Chapter No. 10

STEP-6 EVALUATION OF PERFORMANCE / FUNCTION O-TPM

PRE ASSESSMENT AUDIT HOME WORK
Use Makigami analysis for improvements

Unit Of
Sr. No. Makigami Topic Before After
Measurement

1 Vehicle Turnaround Time Reduction Minutes 240 117

2 Purchase Order Processing Time Reduction Minutes 2550 1001

Endurance L-6/3 Towards Excellence Through TPM Slide –33 of 3833

 Chapter No. 10

STEP-6 OVER ALL RESULTS O-TPM

MANAGEMENT LOSS

BM 93% Machine Shop

Management Loss
Down By 93%
Target LPDC Shop
Zero Management Loss
Down By 89%

Paint Shop
Management Loss
Down By 90%

REDUCTION IN PURCHASING COST BY ALTERNATIVE OR GROUP BUYING

REDUCTION IN VEHICLE TURN AROUND TIME CONCEPT

BM 60%
BM 20%

Endurance L-6/3 Towards Excellence Through TPM Slide –34 of 3834

 Chapter No. 10

STEP-6 RESULTS O-TPM

Sr. Mfg. Office Bench Mark Target Status
Factor Parameter UOM
No Side Side (2009-10) (Mar-12) (Dec-11)

Production Loss due to shortage of

A] Assembly parts . Mins 1200 0 0
1
B] Castings from sister concern unit /Month 20400 0 4120
C] Castings from sub-contractors 6940 0 0

P Total 28540 0 4120

Production Loss due to shortage of Mins
2 12184 0 0
Man-power. /Month
Hours
3 Processing Time Loss 429 100 120
/Month
4 Occur
Inward Material & parts rejection 12 0 0
/Month
Q Handling defect during internal Qty.
5 150 0 0
material movement. /Month
Value
6 Purchasing cost Reduction Lacs 101 80 80
/Month

C 7 Inventory of Raw Material 4 2 2.02

No. of
8 Inventory of Work in process Days 4 3 2.65

9 Inventory of Finished Goods 2 0.5 0.29

D 10 Delivery Performance Rating % 100 100 100

Nos /Man
M 11 Kaizen / Man/ Month / Month. 0.50 2 1.92

Endurance L-6/3 Towards Excellence Through TPM Slide –35 of 3835

 Chapter No. 10

STEP-7 O-TPM KAIZEN TREND O-TPM

1200 4
1050
1000 3.5

3
800
Nos / Month

Nos / Man
584 2.5
600
487
2
393
400 1.82 1.9 2
307
225 1.56 1.64 1.72 1.5
1.44 147 1.5
200 1 1
50 72

0 0.5
BM / 09-10 Q1 / 10-11 Q2 / 10-11 Q3 / 10-11 Q4 / 10-11 Q1 / 11-12 Q2 / 11-12 Q3/ 11-12 Target
March 12
Kaizen/Month Kaizen / Man / Month

BM Q1 Q2 Q3 Q4 Q1 Q2 Q3 Target
Month
09-10 10-11 10-11 10-11 10-11 11-12 11-12 11-12 Mar-12
Cumm. Kaizen trend 50 72 147 225 307 393 487 584 1050
Kaizen / Man / Month 1 1.44 1.50 1.56 1.64 1.72 1.82 1.90 2.0

Bench Mark Target Kaizen

Endurance L-6/3 Towards Excellence Through TPM Slide –36 of 3836

 Chapter No. 10

STEP-7 MOTIVATION TO PROMOTE KAIZEN ACTIVITIES O-TPM

Motivation to Education & training
Promote
Kaizen activities

TPM Circle For Kaizen

Education & Brain storming &
Activities
Training
(Theme selection) Group discussion
For suggestion
Brain storming & Suggestion award
Activity plan policy
Award photo
Assign
Responsibility

Kaizen
implementation
Award photo
Highest suggestion
Recommendation
For Award Best suggestion

Best Kaizen Award External competition

Certificate
Gold award in CCQC
Recommendation Kaizen competition
For external
competition

Endurance L-6/3 Towards Excellence Through TPM Slide –37 of 3837

 Chapter No. 10

FUTURE PLAN O-TPM

Activity Planned Start Activity Planned End Activity Started Sustenance

Endurance L-6/3 Towards Excellence Through TPM Slide –38 of 3838