India - National Productivity - Innovation Awards

Objectives of the India National Productivity & Innovation Awards 

The objectives of the National Productivity & Innovation Award is to identify and bring forward innovative enterprises in Manufacturing  Sector who through their innovative actions have introduced breakthrough changes in products, services, processes, and new methods of production for augmenting enterprise level productivity and competitiveness in the financial year 2013-2014, and can become role models for others to emulate.

Electronics & Computer Hardware Sector-Award Scheme .doc
Leather Sector-Award Scheme.doc
Light Electrical Industry Sector-Award Scheme.doc
Sports Good Industry Sector-Award Scheme.doc
Textile & Garment Sector-Award Scheme.doc

Toy Industry Sector-Award Scheme.doc
Toys - Subsectors
(a) Plastic toys (including Vinyl Toys)
(b) Electronic & Mechanical toys
(c) Dolls
(d) Metal Toys & Collectibles
(e) Puzzles and Board Games
(f) Wooden & Traditional toys
(g) Soft and plush toys
(h)Others (Foam, Stone, Paper based etc)

Download Application Documents for various sectors from the NPC website
http://www.npcindia.gov.in/itf_event/national-productivity-innovation-award-2013-14/

NATIONAL PRODUCTIVITY & INNOVATION AWARD for the year 2013-2014

Last Date of Receiving Entries 15th February 2015

1.      The objectives of the National Productivity & Innovation Award is to identify and bring forward innovative enterprises in Manufacturing  Sector who through their innovative actions have introduced breakthrough changes in products, services, processes, and new methods of production for augmenting enterprise level productivity and competitiveness in the financial year 2013-2014, and can become role models for others to emulate.






2. METHODOLOGY

2.1. An Expert-cum-Jury (ECJ) committee has been constituted jointly by drawing experts from academia, research, consultancy and concerned department/ministry officials involved in promotion, policy formulation, R&D and Technical back stopping along with NPC representative as Member Secretary/Coordinator. The Expert Committee has finalized the scheme determining the (a) eligibility for participation (b) quantitative and qualitative factors to be considered (c) weightage to be given to each of the quantitative and qualitative factors, ensuring that the ratio of 60:40 between the overall quantitative and qualitative factors is maintained (d) questionnaire for obtaining required information from the participating organization.

2.2. The performance of each of the participating unit for the reference year (the latest year 2013-2014) will be adjudged in relation to the average performance for the last three years. The average values for these three years are termed as base year values for each of the factors, as well as for the total factors.

2.3. In case of quantitative factors, weightages is distributed in the ratio of 60:40 for the growth (over three year) and the level of performance (in reference year) respectively. For calculating of quantitative productivity ratio, we have taken into account both levels and growth factors.

2.4. Each unit has to be graded in a method which would show their position vis-à-vis other units. The units have been graded on a scale between 0.0 to 1.0 i.e the best unit gets a grade of 1.0 and the worst unit gets a grade of 0.0 while the rest of the units get a grade between the two limits.




The normalization has been done according to the following formula.
NORMALISED VALUE =

SCORE FOR A FACTOR= NORMALISED VALUE X WEIGHTAGE

2.5. The jury will decide the three best units eligible for receiving the National Productivity and Innovation Awards. The decision of the jury will be final in all respects. The jury has the right not to give any award to any of the participating unit in case it considers that the participation in the contest is not satisfactory. The Jury will also have the right to visit participating unit or invite them to Delhi for verification of data, if it so desires.

2.6. The Jury will have the power to review the scheme as and when required.

2.7. National Productivity Council will provide the Secretariat for operating the Scheme.

3. ELIGIBILITY FOR PARTICIPATION:

3.1. The following types of Organizations are eligible to participate in the National Productivity & Innovation Award Scheme.

• Micro-The Organization with investment not exceeding Rs 25 Lakh under this category will be considered as Micro Enterprise.
• Small-The Organization with investment of between Rs 25 Lakh – Rs 5 Crores under this category will be considered as Small Enterprise.
• Medium -The Organization with investment of between Rs 5 – Rs 10 Crores under this category will be considered as Medium Enterprise.

The institute/organization/unit working under the Toy Manufacturing Sectors participating in the Productivity & Innovation Award contest has to submit the either the copy of registration with Ministry of Micro Small Medium Enterprises (MSME) OR any three from the following:
a) Income Tax Return statement from financial year 2010-2011 to 2013-14 (04 years).
b) Value Added Tax (VAT) Registration Certificate/Document.
c) Raw Material Bill from financial year 2010-2011 to 2013-14 (04 years).
d) Electricity Bill from financial year 2010-2011 to 2013-14 (04 years).
e) Tax Identification Number (TIN) Registration Certificate/Document.

However, every unit has to submit the mandatory Audited/Board of Directors certified/approved Annual Reports along with the Balance Sheet for the year ending March 2014, March 2013, March 2012, and March 2011 (04 years). Only, mechanized industry/organizations/units are eligible for this Award scheme.

4. EVALUATION CRITERIA :

4.1. The broad indicative evaluation criteria envisaged for award are independence of the segment (sub sector). The evaluation process will include assessment of both Quantitative and Qualitative factors. The evaluation criteria for assessment of awards have been grouped into following three broad measurable categories:

a. Result based parameters: The result based parameters reflects operational efficiency of the manufacturing unit and can be measured by computing Capital productivity, Labour productivity, Material productivity and Energy productivity. Besides there are profitability parameters like profit, sales, equity, debt etc and production related parameters such as capacity utilization, raw material & by product utilization and waste minimization, which can also be considered under this category.

b. Product Innovation based parameters: Product innovation includes both goods & services introduced by a manufacturing unit whose fundamental characteristics or intended uses are new or differ significantly from other products or services traditionally produced by the unit. Product innovations can be introduced by developing brand new products, by significantly modifying existing products or purchasing the right to produce/copying products that are not being produced traditionally by the unit.

c. Process innovation based parameters: Process innovation includes production techniques, production processes, system monitoring and processes introduced by the unit that are new to the industry. Process innovations can be introduced by developing brand new equipment, techniques and processes by significantly modifying existing equipment, techniques or processes or by purchasing the right to use /copying, equipment, techniques and processes that are not currently used by the unit. Implementation of a new or significantly improved production or delivery method. This includes significant changes in techniques, equipment and/or software

4.2. In addition, the following Qualitative Factors will be considered for evaluation :
i. Process/Product quality improvement
ii. Productivity Plans & Human Resource
iii. Productivity Consciousness
iv. Participatory Systems and Culture
v. R&D efforts/Modernization Indigenization

5. AWARDS CATEGORY

National Productivity & Innovation Awards will be given in three main categories Micro, Small and Medium. In each category, there would be awards at three levels/Ranks i.e. First, Second & Third. Every winning enterprise will receive a certificate along with an Award Trophy.

6. HOW TO APPLY

All entries along with filled in questionnaire & relevant annexure received upto the last date will be considered for the Awards. The last date for receiving the entries is 15th February, 2015. The cover should be marked ‘Productivity & Innovation Award for Toy Manufacturing Sector’ and ‘Confidential’ and sent to Director (PA), NATIONAL PRODUCTIVITY COUNCIL Utpadakta Bhavan, 5-6, Institutional Area, Lodi Road, New Delhi-110003.

APPLICATION PROFORMA FOR INDIA NATIONAL PRODUCTIVITY AWARD FOR MANUFACTURING SECTOR (2013-2014)

GENERAL INFORMATION

(Please study the scheme and definitions/explanations attached with the questionnaire before filling up. You may use additional sheets if necessary)

1. Please choose (√ ) the industry type applicable:
* Plastic toys (including Vinyl Toys)
* Electronic toys & Mechanical Toys
* Dolls
* Metal toys & Collectibles
* Puzzles and Board Games
* Wooden & Traditional toys
* Soft and plush toys
* Others (Foam, Stone, paper based etc)
2. Please provide the following information:
S.No. Particulars Details
1 Name of the Organization
……………………………………………...

2 Organization Registration Number
(MSME Registration No./VAT No./PAN No./TIN No.)
……………………………………………..
(Please enclose the copy as Annexure ‘A-1’)
3 Name of CEO/MD/Highest Rank Official
……………………………………………..

4 Address of the Organization

……………………………………………………………………………………..

……………………………………………………………………………………..

City: …………………………………….Pin code: ………………………………

Website Address: ...……………………………………………………………….

3. Please choose (√ ) the total capital investment applicable for your organizaiton:
* Upto Rs 25 Lakhs
* Between Rs 25 Lakhs to Rs 5 Crores
* Between Rs 5 Crorres to Rs 10 Crores
(Please enclose the copy as Annexure ‘A-2’)

4. Please choose (√ ) the type of ownership applicable for your organization:
* Sole-Proprietorship
* Private Partnership
* Joint Venture
* Private Limited
* Public Sector Unit
(Please enclose the copy as Annexure ‘A-3’)

5. Please select (√ ) a category from the following for which you have applied:
* Process Innovation
* Product Innovation
(Please enclose the copy as Annexure ‘A-4’)

6. Please choose (√ ) the type of operation applicable to your organization:
* Manual
* Mechanized
(Please enclose the copy as Annexure ‘A-5’)

7. Is the organization registered with Ministry of Micro, Small & Medium Enterprises (MSME):
* Yes
* No
(Please enclose the copy as Annexure ‘A-6’)

8. If the organization is not registered with MSME, please enclose any three of the following documents as Annexure ‘A-7’:
a) Income Tax Return statement from financial year 2010-2011 to 2013-14 (04 years).
b) Value Added Tax (VAT) Registration Certificate/Document.
c) Raw Material Bill from financial year 2010-2011 to 2013-14 (04 years).
d) Electricity Bill from financial year 2010-2011 to 2013-14 (04 years).
e) Tax Identification Number (TIN) Registration Certificate/Document.

9. Please enclose the following mandatory documents as Annexure ‘A-8’ for Audited/Board of Directors certified/approved Annual Reports along with the Balance Sheet for the year ending March 2014, March 2013, March 2012, and March 2011 (04 years).



10. Contact person Name: ……………………………………………………………….
Designation……………………………………………………………………………
Mailing Address: ……………………………………………………………………..
………………………………………………………………………………………….
………………………………City:…………………………Piincode:……………….
Telephone: …………………………………….Fax…………………………………..
Mobile………………………………. E-mail…………………………………………

QUESTIONNAIRE BASED ON QUANTITATIVE FACTORS

Kindly provide the following information in the specified denominator (i.e. Rupees/Units) for each financial year as on 31st March of the year. Please enclose the supporting documents in regards to the information provided for the questionnaire in the above table as Annexure ‘B’:
S.No. ITEMS 2010-2011 2011-2012 2012-2013 2013-2014
1. Annual Installed Capacity (in Units)
2. Annual Turnover Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs

3. Annual Production Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs

4. Total Exports Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs

5. Total Inventory Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs

S.No. ITEMS 2010-2011 2011-2012 2012-2013 2013-2014
6. Total Man days utilized (including regular & contractual workers for all shifts in Nos.)
7. Total Investment (Rs in Lakhs)
a. Raw Material purchased (Rs in Lakhs) Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs Units Rs in Lakhs

b. Investment on Machines (Rs in Lakhs )
8. Total Overheads (Rs in Lakhs)
a. Total Expenditure on Research & Development (Rs. in Lakhs)
b. Total Expenditure on Pollution Control (Rs. in Lakhs)
c. Salary & Wages (Rs in Lakhs)
d. Others including rent, electricity, maintenance, etc. (Rs in Lakhs)
S.No. ITEMS 2010-2011 2011-2012 2012-2013 2013-2014
9. Total Energy Consumed (Rs in Lakhs)
a. Electricity (Rs in Lakhs)
b. Diesel (Rs in Lakhs)
c. Non-Conventional (Rs in Lakhs)
d. Other (Rs in Lakhs)
8. Fixed Capital (Rs. in Lakhs)
9. Working Capital (Rs. in Lakhs )
10. Total Equity Capital (Rs. in Lakhs)
11. Total Debt Capital (Rs. in Lakhs)
12. Net Profit Before Tax (Rs. in Lakhs)
13. Total Capital Investment (Rs in Lakhs)

QUESTIONNAIRE BASED ON QUALITATIVE FACTORS

Kindly select (√ ) the option applicable for your organization and enclose the supporting document as requested:
1. Is your organization certified nationally or internationally for quality standards like ISO, FIFA, OSHAS, etc?
* Yes
* No
If yes, please specify: ………………………………………………………………… (Please enclose the copy & mark it as Annexure ‘C-1’)

2. Please specify the percentage of defects/rejects of total production: ……………
(Enclose the supporting or self-certified document as Annexure ‘C-2’)

3. Please specify the percentage of defected/rejected products taken for re-work: ……………(Enclose the supporting or self-certified document as Annexure ‘C-3’)

4. Please specify the percentage of wastage from raw material: …………………….
(Enclose the supporting or self-certified document as Annexure ‘C-4’)

5. Is your organization taken any measures to check the pollution by it?
* Yes, substantive measures have been taken to check pollution by my origination
* No, pollution by my organization is within permissible limits
* No, my unit is not polluting
* No
(If your answer is from first three options, then please enclose the supporting document as Annexure ‘C-5’)

6. Do you have Sexual Harassment Cell for the employees of your organization?
* Yes
* No
 (Enclose the supporting or self-certified document as Annexure ‘C-6’)

7. Do you have grievance management system for the employees of your organization?
* Yes
* No
(Enclose the supporting or self-certified document as Annexure ‘C-7’)
8. Do you provide personal protection/safety equipments to your employees?
* Yes
* No
(Enclose the supporting or self-certified document as Annexure ‘C-8’)

9. Do you have welfare facilities/schemes such as transport, retirement benefits, medical facility, etc. for your employees?
* Yes
* No
If yes, please specify: ………………………………………………………………… (Please enclose the copy & mark it as Annexure ‘C-9’)

10. Do you provide skill/behavioral safety training to your employees?
* Yes
* No
(Enclose the supporting or self-certified document as Annexure ‘C-10’)

11. Do you have any CSR (Corporate Social Welfare) policy?
* Yes
* No
If yes, please specify: ………………………………………………………………… (Please enclose the copy & mark it as Annexure ‘C-11’)

12. Do you have any exclusive department/wing working on innovation or research and development within your organization?
* Yes
* No
If yes, please specify: ………………………………………………………………… (Please enclose the copy & mark it as Annexure ‘C-12’)

13. What is the impact of innovation on the profitability of the organization?
* Profitability has increased
* Profitability has decreased
* No impact on profitability
(Please enclose the copy & mark it as Annexure ‘C-13’)



14. Whether the innovation initiated by your is carrying any patent or copyright?
* Yes
* No, but applied for patent
* No
 (Please enclose the copy & mark it as Annexure ‘C-14’)

15. What is the impact of innovation on energy consumption?
* Energy consumption has Increased
* Energy consumption has decreased
* No impact on Energy consumption
 (Please enclose the copy & mark it as Annexure ‘C-15’)

16. What is the impact of innovation on waste reduction?
* Reduced
* Increased
* No impact
 (Please enclose the copy & mark it as Annexure ‘C-16’)

17. What is the impact of innovation on pollution?
* Reduced
* Increased
* No impact
* Not Applicable
 (Please enclose the copy & mark it as Annexure ‘C-17’)





Please note, if you don’t have any supporting document as requested above, Kindly submit a self-declaration certificate in this regard, attested by your Head of the Organization.

Tata Steel - Productivity Improvement Activities

Tata Steel 2013-14  Productivity and Technology Improvement -  Annual Report

TECHNOLOGY
Stabilisation of the new LD#3 & TSCR plant at Jamshedpur Works, with an installed capacity of
2.4 million tonnes per annum of HR coils. With this new mill, the product mix has expanded to include HR coils up to 1680 mm in width and also higher strength materials. The process has shorter cycle times.

During Financial Year 2013-14, a third test of HIsarna, a new technology which enables the direct input of coal and fine iron ore into the iron making furnace, was completed. A 60,000 tonnes per annum HIsarna pilot plant was built previously at the Tata Steel site in IJmuiden, the Netherlands, with support from the European Commission and the Dutch Government. Should the HIsarna technology prove technically
and commercially viable, the elimination of processing steps could reduce the emission of carbon dioxide from conventional iron making by 20%.

Cost Reduction and Savings - 2013-14

The Company achieved a savings of ` 1,614 crores by
improving operational excellence through focussed initiatives
in Financial Year 2013-14, with ‘Kar Vijay Har Shikhar’ (KVHS)
contributing ` 1,170 crores.


With a view to achieving operational excellence in supply
chain, Tata Steel has implemented a Hub and Spoke model
with multiple hubs at Delhi, Faridabad, Chennai, Gannavarm,
Nagpur and Kolkata to optimise order lead times.

Tata Steel Europe

The focus on costs resulted in approaching GBP200 Mn in
operating cost savings during the year. Financial performance
consequently improved over the previous year, despite
the margin between raw materials costs and steel sales
prices deteriorating.


DRIVING EXCELLENCE THROUGH INNOVATION
The spirit of innovation lies behind every action at Tata Steel. A continuous effort at developing cuttingedge
technologies and design solutions helps transform processes, improve inefficiencies, and enhance
customer experience. A few of the several high-impact innovations have been outlined below.

Track, a breakthrough in R&D, makes use of technology to cut peak noise levels in half on rail lines that
run through built up areas. This will allow train operators to meet growing transport demands without the extra decibels for trackside residents. The new technology has already allowed Thameslink trains in London to increase capacity through the recently redeveloped Blackfriars Bridge Station without any additional noise pollution for locals.
›› Nest-In is a mass housing solution developed jointly by Tata Steel Global R&D and Marketing and Sales; and is a product that is expected to revolutionise the rural and semi-urban markets for individuals and for communities. The solution uses light gauge steel sections joined together by a patented DippleClick technology to quickly erect houses by semi-skilled local people. Commercialisation was initiated in H2 Financial Year 2012-13 with the standard layout. Currently there are 12 layouts ranging from 100 to
650 sq. ft. in line with consumer requirements. Till date, more than 80,000 sq. ft. area has been covered under Nest-In, across India.

Tata Steel R&D together with CSIR-NML took up the challenge to develop a low cost, online and fast method for online sensing of alumina in iron ores. The online detection of alumina is crucial as iron ore fines in India have 3~5.5% of alumina compared to 1% worldwide, thus affecting blast furnace productivity. This initiative resulted in an innovation that enables the blast furnace operation to decide on effective blend planning and impurity reduction. The innovation has been protected by two patents.
›› Bake Hardened 260 is a new hi-tech steel grade developed by Tata Steel Europe, which protects cars from dents and makes door and bonnets 7% lighter. The lighter steel will improve cars’ fuel efficiency while a special strengthening technique enables vehicles to withstand everyday knocks in the car park.

Research on repeated failure of stirrups during earthquakes revealed poor workmanship and noncompliance of prescribed standards. To resolve this, Tata Tiscon developed Superlinks – stirrups made of high strength ribbed TMT reinforcement bar in commonly used sizes. Superlinks are manufactured through automatic and sophisticated machines, using strict quality control to ensure consistency, quality and accurate dimensions. Superlinks sales in Financial Year 2013-14 reached 7500 tonnes, an increase by 5 folds over Financial Year 2012-13.

Tata Steel’s Sustainable Building Envelope Centre (SBEC) in Europe has developed a range of colour-coated steel panels that use natural day light to heat homes, saving as much as 50% of a typical household annual fuel bill. This technology known as Colorcoat Renew SC absorbs about half of the light energy hitting its surface and generates as much as 500 watts per square metre – heating an average home with just five panels.
›› Tata Steel India has introduced Tiscon Readybuild – ready to use Rebars for construction projects. This addresses customer pain points related to unavailability of skilled labour, scrap loss, space constraint and pilferage at sites. Eight centres with a capacity of 1,80,000 tonnes per annum have been established across the country to supply Readybuild to 500+ sites annually. These centres are quality certified and provide doorstep service to the project sites. Readybuild centres are the first of their kind to be set up by
a steel company in India.
›› PAVISE is an efficient and cost-effective armour developed by Tata Steel Europe, for military vehicles, as well as for defended infrastructure such as watch towers or sangars. It has now been tested up to NATO Standardization Agreement Level 4 to create armour capable of resisting both small arms and heavy machine gun fire with armourpiercing projectiles.
›› Phase Change Material (PCM) has been developed at Tata Steel’s Sustainable Building Envelope Centre (SBEC). When installed in a building, it reacts to the temperatures it is exposed to – as the room trends toward overheating, the phase change material melts and absorbs the excess heat. PCM self regulates the temperature of a room without the need for traditional heating or cooling devices.

›› Tata Steel has unveiled a range of sophisticated new electrical steel products which reduce electricity losses by 20-30% compared to conventional grain-oriented grades. The new products are being made by Tata Steel subsidiary, Cogent Power at their Orb works in Newport, South Wales. These high-grade products will make a significant contribution to the preservation of natural resources, by reducing energy lost in the generation and transmission of electricity.
›› Tata Steel, JCB Landpower and GKN have teamed up to develop the Company’s most productive tractor yet. Using innovative design and engineering methods, engineers have been able to reduce the weight of the next generation of JCB Fastrac machines making them leaner on fuel consumption, able to handle bigger loads and safer than previous models while retaining the strength required by farmers around the world.
›› To integrate new steels into the production processes seamlessly, Tata Steel has held Value Analysis Value Engineering (VAVE) workshops on 5 different auto models in 2012-13 in India. The weight saving across models has been 15-20 kgs per vehicle by the use of forming simulations and use of high strength steels.
›› Tata Steel in India has embarked on “Project Innovent” in Financial Year 2013-14 – a vehicle for consumer-in Innovation, aimed at creating new services and solutions businesses that can lead to higher margins and increased differentiation.

Tata Steel Productivity Activities - 2012-13 Annual Report

Kar Vijay Har Shikhar – Continuous improvement programme

Kar Vijay Har Shikhar ("KVHS") is a fast paced, analytics based process with in-built rigour and review systems. The methodology is a well-defined six step process involving TQM and statistical tools. Some of the key themes through which improvements are taken up are – Throughput, Value-in-use, Energy Efficiency, Opportunistic Plays, Logistics & Supply Chain.

In the current financial year, the primary focus was on mines and production processes in India.
Through KVHS, several innovative and breakthrough projects were launched including, several 'first time' ideas in Tata Steel –
Load Haul Dumpers at Jharia Mines,
Synthetic Collector for improving Clean Coal yield,
Excavator Hanger at West Bokaro,   - I was present at the presentation of this project on 14.2.2014 at Tisco, Jamshedpur.
Desiliconisation trials at Blast Furnaces,
TBD Resleeving Machine at LD#1(first time in Asia),
Quick Tap Drop System at LD#1, Seven Roll Feeder installation at SP#3,
Micropelletisation of Super Fines for use in Sinter Making,
Paving Bricks from LD Slag.

Some of these have been implemented while others are in trial phase. Sustainability has been recognised as a critical area for overall improvement, hence sustainability activities like mine life, solid waste utilisation and energy efficiency have been added to the portfolio of initiatives under KVHS.

The KVHS journey has been a balanced mix of activities for EBITDA maximisation, process improvement, innovation and capability building. Going forward, the KVHS group has the responsibility of finding avenues for improved cash flow which remains a challenge for the Group. 

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.

http://www.imtma.in/productivitysummit/case_study_2014

To be rewritten


http://www.imtma.in/productivitysummit/pdf/ps2014_brochure.pdf

Energy Saving Technology - Equipment in Various Industries

1 Electrical Equipment

# Variable Frequency Drives (VFD) Energy Saving; Extended equipment life;
reduced maintenance JEM201,225,226,227    JCI

# Energy Efficient Motors Reduction 20~30% Loss by adopting of High
level material Efficiency 3-5% up JISC4212 Over 98%  High Voltage    JCI

# Energy Efficienct Transformers Improvement no load loss Total Load Loss less
than 0.3%   JCI


1.1 Lighting
# Energy efficient fluorescent lamps (e.g. T5) EC25% Cut     BEE
# Compact Fluorescent Lamps (CFL) EC25% Cut    Luminous efficiency over 80lm/w   BEE
# Metal Halides Lamps EC25% Cut Luminous efficiency  over 60lm/w         BEE
# High Pressure Sodium Vapor lamps EC25% Cut Luminous efficiency  over 110lm/w   BEE
# LED BEE
# Microprocessor based intelligent control BEE
# Exclusive transformer for lighting BEE
# Servo Stabilizer gives stable output even under severe unbalanced voltage BEE
# Electronic Ballast BEE

1.2 Other electric loads
# Energy efficient Air Compressors, Blowers JCI
# Energy efficient Fans, Pumps
# Capacitors
# Automatic Powerfactor Controllers (APFC) reduces reactive power hence reduces total
current from the source BEE
# Soft Starters for Motors Provides smooth and stepless acceleration and deacceleration of AC Induction Motor; less mechanical stress; improved power factor; lower maximum demand
BEE
# Maximum Demand Controller Energy Saving achieved by monitoring power
use turning of non essential loads during periods of high power use
BEE


See the full list of 15 pages to find technology applicable to your industry.
http://smallb.in/sites/default/files/knowledge_base/energy_saving_equipment_list.pdf  list of 2009

Productivity Week in Tata Steel

Tata Steel is organizing Productivity week from 12 February to 18 February, 2014 in a big way.

The event was inaugurated on 12.

On 14 there was a big event with many speeches by experts from Tata Steel and Outside. It was followed by presentation of 7 major productivity projects by Tata Steel departments and a further poster presentation by number of other teams.

On 18 day, the event will be addressed by the M.D. of Tata Steel.

Productivity Programs and Initiatives in BEL Competitor Companies

Thales

Thales Solutions Asia - Documents Management Productivity Improvement
http://www.transformbusiness.sg/media/event/event_file/Thales_Solutions_Asia.pdf

Thales UK  Desktop virtualization project
http://www.cisco.com/en/US/solutions/collateral/ns340/ns517/ns224/thales_group_external_case_study_fnl.pdf


2009

Thales group productivity plans

A performance plan, from which Thales expects a productivity improvement of €1.3bn over the next
5 years. This productivity effort is a prerequisite to keep the Group's competitiveness and will
mobilise everyone within the company. It will aim at:
• Bringing down the non-quality costs and increasing customer satisfaction, in order to align the
whole Group to the levels achieved by its best-performing units,
• Raising the efficiency of engineering, industrialisation, supply chain and information systems,
• Significantly decreasing the overhead costs.
https://www.thalesgroup.com/sites/default/files/asset/document/Thales_PR_11Dec_VA.pdf




Indian Companies

L&T - Radar, Communications
Mahindra Defence
Tata Strategic Defence Electronics
Godrej Aerospace
Alfa El;ectronics


Foreign

Thales
Elbit
Raffel
Raytheon
Prizmatic

Lucas TVS Limited - JIT Grandprix Winner - 2002 - 2006

 in July 2002, Lucas-TVS became the first company outside Japan and Korea to bag the prestigious Japanese award, JIT Grand Prix, from JIT Management Laboratory Co. JIT Grand Prix is awarded to a company that has successfully used and adopted JIT Management Techniques over the years.
http://archives.digitaltoday.in/businesstoday/20020818/features8.html


Lucas-TVS, a leading manufacturer of auto electricals, has once again bagged the Japanese Award, "JIT Grand prix" from the JIT management Laboratory Co. Ltd., Japan, for the work done during 2005-06 on JIT Methodology among other companies.
http://www.hindu.com/2006/07/11/stories/2006071108961604.htm

Kirloskar Brothers Limited - Productivity - Cost Reduction Drive

Our productivity is one-tenth in comparison to China. China has high quality workforce and has achieved excellent productivity level by sweating of assets and effective utilization of available resources.

http://apps.mmronline.com/foundry/?p=1037