Friday, November 14, 2014

Productivity Improvements in Indian Companies - 2014

Presentations at National Productivity Summit 2014, IMTMA

Ashok Leyland Ltd.

Productivity & throughput improvement in Casing machining line :

Ashok Leyland, Bhandara - Current Production: 233/ day 6 Speed gear box casing at a cycle time of 21.42 min/ piece. Production raised to 267/day with a cycle time of 18.85 min/piece.

Cycle time reduction was achieved by eliminating machining operations through product design change and combination tools, auto fixture cleaning, eliminating stoppage for coolant cleaning, better visual display and ergonomic improvements in workpiece handling. Productivity improvement by 19%, throughput by 20%, lower ppm and scrap were key benefits.

Bajaj Auto Ltd.

Better asset utilization in cellular manufacturing system by building flexibility for different model :

Bajaj Auto, Chakan plant, had to accommodate a new model's Cyl. Block, head and crank case in the existing four cells that were set up for other models (one cell for one model) at a production rate of 400 sets / day. Capacity was available in one cell. But making two models in the same cell necessitated refixturing and using different tools to accommodate different models. Set up change has to be carried out in a minimum time. The project was accomplished by doing 27 Kaizens. A set up change time for one cell consisting of four machines, was 12 min for the same family component and 24 min for another family part. In the process, all cells became fully flexible for five different models.

Bosch Limited.

Productivity improvement in "Inline Fuel injection Pump" value stream, to ensure product profitability :

By using a combination of several quality tools correctly and in a systematic manner, productivity improvement of 20%, reducing customer complaints to 29 ppm, improving OEE to 82% of honing machine. Substantial benefits were accrued to BOSCH, Adugodi plant.

Delphi TVS Diesel Systems Ltd.

Productivity improvement in BDN Nozzle manufacturing line to meet the increase in customer demand :

From a current line capacity of 3000 nos/ day of BDN nozzle, Delphi – TVS Mannur plant had to increase and produce 4000 nos/ day as per the  demand of the customer. Investigation showed high rejections during seat forming and cycle time exceeding TAKT time during ECM operation in soft stage. In hard stage rejections were high in OD grinding and low uptime during ID grinding. Considerable improvement was achieved by replacing OD Grinding by Hard Turning, process modification in ECM operation, eliminating breakdown of bearing in ID grinding and switching to cellular manufg. layout instead of process layout. Customer target was achieved with cost reduction due to lower rejections, power & manpower savings.

Hero MotoCorp Ltd.

To reduce Production Lead Time in Crank Shaft Line by implementing Single Piece Flow :

Crankshaft machining cell at Hero MotoCorp, Dharuhera plant, had high production lead time, machining time, machine idling, tool breakage & quality defects affecting the throughput of the organization. Buffer stocks are maintained. Single piece flow was a problem. Multiple small improvements resulted in eliminating Non Value Adding activities resulting in dramatic lead time reduction of 91%, productivity improvement by 39%, reduction in tool breakage & rejects and successful implementing single flow leading to financial benefits on account of inventory reduction as well.

Lucas TVS Ltd.

Productivity and Quality Improvement in Armature Brazing Clip manufacturing :

Lucas TVS, Padi, faced frequent line stoppages due to untimely availability of supplies and quality problems in brazing clip, a vendor supplied part. At supplier end operations were manually carried out in four stages and there was costly & significant scrap generated, especially because the brazing clip is made from silver alloy. On deciding to automate the production and piercing and forming the clip in a single set up, Lucas TVS was able to increase the production by 50%, reduce process scrap from 7.8% to 1.7%, eliminate line stoppage completely, with annual savings of Rs. 160 lacs. A saving of an innocuous part, like a brazing clip needed in huge nos. 92,000 per day resulted in huge savings.

Mahindra & Mahindra Ltd.

Productivity enhancement of Cylinder Head Line to meet Ramp Up target of 1040 heads/day :

Mahindra & Mahindra, Kandivali, team were given the challenge to increase productivity and thereby meet the target of cylinder heads to 1040 heads/ day from 840 heads/ day. The task was to improve productivity of 11 bottleneck machines in a line of 49 machines. Through machine reconditioning, automation of clamping, removing chips from source, easier autonomous maintenance, easier and quicker set up change, redistribution of machining operations and better machine layout the management objective was met. Production increased by 24%, ppm reduced by 72%, operator fatigue reduced and the shop floor appearance improved considerably.

Automotive Sector: Tool cost per piece reduction from Rs. 350 to Rs. 55 :

Using DOE approach Mahindra & Mahindra, Kandivali Plant, was able to optimize the cutting tool and its cutting parameter, which contributed significantly to the per piece tool cost. It resulted in a reduction of cycle time by 10% and therefore an increased productivity of 10%. Tool cost per component was dramatically reduced from Rs. 350 to Rs. 55.

Maruti Suzuki India Ltd.

Energy Consumption Reduction in KB-Machine Shop :

At Maruti Suzuki, Gurgaon, electricity being a major contributor at 40% of total cost, management set a target of reducing it by 5%. Energy consumption was monitored during line running time as well as during break time/ holidays. Reducing cycle time and redistribution of machining operations resulted in sparing one line machine. Coolant pumps consumed considerable energy. Optimum usage of coolant pumps between machines saved energy. Chillers were also rationalized. Interlocking of hydraulic power packs and mist collectors with machine idling, optimized setting of Panel AC helped. Compressed air lines were controlled when air was not required in certain areas. Benefits to Maruti included not only reduced energy consumption of 9%, but reduced cycle time and rationalization of auxiliary units of machines.

Reliable Autotech Pvt. Ltd.

Capacity enhancement of Engine Plate by 76% through Manufacturing System Redesign :

Reliable Autotech, Pune, needed to machine 120 nos/ day engine plate as per their customer John Deere's requirement against line capacity of 75 nos/ day. Problems related to high cycle time on VMC, layout of machines, excessive handling, excessive space requirement, high set up time, and defects. By processing two pieces at a time, shifting tapping and chamfering operations to an in-house SPM and shifting some drilled holes to piercing, targeted cycle time on VMC was achieved. Layout modification with single piece flow helped reduce handling and handling defects and introduction of Pokayoke and SMED eliminated wrong work loading and reduced set up loss.

Tata Motors Ltd.

Weld shop productivity improvement through elimination of process, parts quality & equipment down time :

The Weld/ BIW shop in Tata Motors, Ahmedabad, produced 37 jobs/ hr instead of target of 62 jobs/ hr. To achieve the target, efforts were taken to control/ eliminate part quality issues, overlap standard loss times related to robots and spot welding guns, prevent breakdowns and reduce cycle times. Cycle time reduction was achieved through work load balancing of work station, reducing waiting time of robots, modifying fixtures and making some special tools. Not only production targets met but further benefits included quality efficiency going up to 97% with elimination of three major defects & reduction of energy and indirect material cost.

Wheels India Ltd.

Productivity enhancement through process redesigns in Rotary Forging & Flow forming. :

Constraints in the alloy wheel forging shop of Wheels India, Padi, resulted in a Pareto Analysis of this process. Spraying time, ejection time and spinning machine idling time were key contributors to lower productivity. Under utilization of billet heating furnace contributed to high energy cost per wheel. Idle times during forging cycle were considerable & overlapping/ elimination resulted in savings. Low cost automation resulted in cutting down manual intervention resulting in lower cycle time. Process changes helped in reducing cycle time by 33% and yield by 0.5%. Product quality also improved. All in all a substantial benefit accrued to the company, customer and environment.

To be rewritten

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