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.

What India needs now is a productivity- and efficiency-led transformation. - McKinsey - 2014

What India needs now is a productivity- and efficiency-led transformation. 

If India can raise the productivity of its labour force and deliver basic services 50 to 100 percent more efficiently than in the past decade, half a billion people in India can be lifted to the MGI “Empowerment Line”, where they have the capacity to meet basic needs and maintain a decent standard of living, with access to health care, education, and other vital services.

In the McKinsey Report of December 2014,  a set of powerful technologies that can help raise productivity, improve efficiency across major sectors of the economy by radically altering  how services such as education and health care are delivered were identified and measures to be taken by the Government, Businesses and Society to promote these technologies for wider successful adoption were outlined.

By themselves—or even in combination—these technologies cannot bring about the full transformation that India needs. But these 12 technologies have significant economic impact potential. The potential was estimated to be between $550 billion to $1 trillion of value addition per year in 2025 and they will  create millions of well-paying productive jobs (including ones for people with moderate levels of formal education),
and help bring a decent standard of living to millions of Indians.


Industrial engineering is systems efficiency engineering (Narayana Rao, Professor, NITIE). Industrial engineering profession in India has the opportunity to participating in this economic transformation of India by contributing $1 trillion dollars which will be 25% of incremental GDP. At no time, a profession gets such a big opportunity of making a significant impact on the society.

Will industrial engineers learn all these technologies to identify their efficiency improvement potential, do model engineering economic analyses, value engineering, methods efficiency engineering, human effort engineering, layout improvement and other IE tool applications and drive the use of these technologies along with optimizing them further and rise to the occasion?

Industrial engineering professional societies and bodies like IIIE and NPC and industrial engineering academic institutes like NITIE have a major role to play in this productivity and efficiency transformation of India.

To Learn the Basics as well as the Latest in Industrial Engineering Knowledge
Visit Industrial Engineering Knowledge Center


http://www.mckinsey.com/Insights/High_Tech_Telecoms_Internet/Indias_tech_opportunity_Transforming_work_empowering_people

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

Six Sigma Full Course Material - YouTube Videos

Six sigma is relatively new technique in management that has become popular and delivering benefits to companies.
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Indian real wages fell in 2008-11: ILO report - What does it mean?

Indian real wages fell in 2008-11: ILO Global Wage Report 2012-13.


India’s real wages fell 1% between 2008 and 2011, while labour productivity grew 7.6% in the same period.

China’s real wage growth was 11% in 2008-11, while labour productivity expanded 9%. India’s real wage growth was 1% in 1999-2007, while labour productivity rose by 5%. In 1999-2007, China’s real wage growth was 13.5%, while labour productivity growth was 9%,

The  sources of data on wage growth in India are the Annual Survey of Industries by the Central Statistics Office and the real wage index published by the Labour Bureau.

India’s average gross domestic product (GDP) growth rate in 1999-2007 was 6.9% and 7.7% in 2008-11.

Total hourly compensation costs in manufacturing were estimated at $1.36 in China for 2008 and at $1.17 in India for 2007.

The Union government introduced the variable dearness allowance (VDA) concept in 1989 in order to protect the minimum wage against inflation. The appropriate governments are required to increase the minimum rates of wages from time to time by adding VDA, twice a year or annually, taking into account the rise in the consumer price indices for industrial workers.In the central sphere, the minimum rates of wages are revised effective from 1 April and 1 October every year.


Source:
http://www.livemint.com/Politics/5HUnRCHJ2o2BiNUOmFPEzM/India-real-wage-growth-dropped-during-200811-ILO-report.html

India - Productivity Improvement Projects - Examples - 2012

Pune Productivity Council


Sr Case study No. Company Case Study Title


1 5 Tata Motors Limited, (Nano machine shop car plant-Pune.) Productivity improvement case study on machine availability improvement.
2 7 Tata Motors Limited, Nano machine shop car plant-Pune. Productivity improvement case study in nano machine shop car plant – Pune.
3 9 Tata Motors Limited, Nano Engine Assembly Car Plant-Pune. Need of production per shift to increase from 75 units to 100 units.
4 10 Minda Industries ltd (Switch Division) Pune. Productivity Improvement through losses elimination of left hand bar    switch assembly line and soldering line.
5 15 Mahindra & Mahindra Ltd. Nagpur. Productivity Improvement by 15% to meet the production requirement of 400 control valves in 2 shifts.
6 16 Mahindra & Mahindra Nashik. (Scorpio). To meet higher market demand at cheaper cost.
7 22 Bharat Electronics Limited Modification of alignment method of holder fixing through X-Ray Radiation to Optical Method for DRA1 X-Ray tube
8 30 Mahindra & Mahindra Ltd., Kandivali Plant. To improve utilization of resource i.e Man, Machine & Material.
9 32 Tata Blue Scope Steel Limited, Pune. Automation of stacker & conveyor on Trimdek Roll Forming Machine.
10 33 Tata Blue Scope Steel Limited, Pune. Optimum utilization of diesel generator power.
11 42 MGI COUTIER Exotech Industries Pvt. Ltd. Process Improvent in MFG Of Air Brake
12 31 Grindwell Norton – Saint Gobain Abrasives Ltd. Reduction in Rework & Customer Complaint for Small Wheel Sulphur Treatment product.
13 John Deere Capacity enhancement
14 John Deere Poka-yoke (Transmission)
Category -  Engg & Auto-   Associate
15 48 John Deere Energy conservation
16 49 John Deere Productivity improvement
17 50 John Deere Poka-yoke / Mistake proofing at Engine Assembly.

Sr Case study No. Company Case Study Title


1 47 Classic Auto Tubes Ltd. / Apollo Tyres Ltd. Reduce Scrap Cost due to Fly Loss
2 19 Mahindra Hinoday Industries Ltd. To meet 100% demand increase in induction cook top coils.
3 21 Maxtech Sintered Product Pvt Ltd. Receiving time reduction by VSM for product family Hego Boss.
4 4 Hindalco Industries Limited, Taloja. Improvement in Canron cold rolling mill speeds.
5 12 Hindalco Industries Ltd. Rolling emulsion bypass line modification.
6 1 Rashtriya Chemicals and Fertilizers Limited, Thal. Productivity improvement by steam saving. (Urea Plant)
7 2 Rashtriya Chemicals and Fertilizers Limited, Thal. Provision of Two Pressure Cooling water system by Cooling water Header Bifurcation
8 3 Rashtriya Chemicals and Fertilizers Limited, Thal. Productivity improvement by revamping Synthesis Gas Compressor Drive Turbine.
9 35 Tube Products of India Limited. Recovering the loss increasing increase in per shift output of 50 ton draw bench.
10 36 Tube Products of India Limited. Man power reduction by reducing material handling on new SINICO machine.


Sr Case study No. Company Case Study Title


1 8 Tata Motors Limited, Maval foundry. Energy conservation in melting shop.
2 11 Ashok Iron Works Pvt Ltd. Productivity improvement by reducing internal rejection.
3 20 Mahindra Hinoday Industries Ltd. To focus on preventive actions to eliminate equipment failures / breakdowns in order to ensure availability & reliability of equipments & to minimize cost of maintenance (TPM).
4 27 Mahindra Hinoday Industries Limited, Pune. Zero Breakdown Approach For Machine Availability up by TPM way.
5 28 Mahindra Hinoday Industries Limited, Pune. Improvement on G200TCI Flywheel Magnet (MHIL part no PD 1319) for crack & strength defect.
6 23 Excel Industries Limited, Roha. Productivity improvement case study by doing modification in ETP Slurry handling centrifugal Pumps & ETP Aerators for bioreactors.
7 37 Tube Products of India Limited. To eliminate manual tag cutting operation at SOOCO cutting machine to achieve 100% OTD in front fork.
8 38 Tube Products of India Limited. To eliminate wastage of abrasive cutting wheels by converting used abrasive cutting wheels into grinding wheels.
9 39 Epcos India Limited. Reduction in setting time and scrap during slitting of wave cut free margin profiles.
10 40 Epcos India Limited. Elimination of Excess consumption of Spray Wire.
11 41 Epcos India Limited. Reduction in setting time and scrap during slitting of wave cut free margin profiles.
12 45 SKF India Limited To improved productivity on bearing components machining.
SSI
13 6 BSA Facilities Limited Pune. Elimination of customer complaints in main wiring harness.
14 26 Seinumero Nirman Pvt. Ltd. POKA-YOKE (Mistake Proofing) of Tapped Holes missing on Magna-flanges.


Sr Case study No. Company Title


1 13 L.G Electronics, Pune. Error free operation in compressor model and circuit diagram fixing.
2 14 Essel Propack Ltd. Reduce changeover time lami tubes from 342 minutes to 60 minutes.
3 17 TATA TOYO Radiator Ltd. Productivity improvement of X3 Nano ECS assembly from 207 units / day to 347 units / day.
4 18 TATA TOYO Radiator Ltd. JD Radiator assembly quality improvement.
5 24 Godrej & Boyce Manufacturing Co. Ltd. Reduce vacuum forming process rejections by using Six-sigma methodology.
6 25 Mahindra & Mahindra Ltd (Automotive sector, Nasik). Capacity Enhancement & Manpower Optimization.
7 29 Tata Motors Limited, CVBU - Pune. KAIZEN Methodology for Breakthrough Improvements.
8 34 05 TATA Motors Limited, Pune. Uptime improvement in NANO engine testing car plant. Productivity improvement case study on machine availability improvement.
9 44 Kirloskar Brothers Development of UP & TB Pump  Improved Assembly process to increase productivity from 2 to 6 Pumps / man/shift.
10 46 Kirloskar Brothers Reduction in throughput time of large SCT thru bore Pumps from 14 Hrs to 8 hrs. By DFMA & Process Improvement.
11 43 Kirloskar Brothers Productivity improvement by reduction in manufacturing process time of SCT Pumps from 23 hrs per pump to 6 Hrs per pump. Discharge head quality improvement.
12 John Deere Equipment Pvt. Ltd. Vehicle shop capacity enhancement through lean.

Bharat Electronics Limited - Cost Reduction - Efficiency Improvement

Bharat Electronics Limited (BEL) is a state-owned electronics company with about nine factories.

It is owned by the Indian Government & primarily manufactures advanced electronic products for the Defence. BEL is one of the eight PSUs under Ministry of Defence, Government Of India. It has earned the government's Navratna status.


BEL designs, develops and manufactures products in the fields of:

Electronic Voting Machines
Radars
BEL Weapon Locating Radar
BEL Battle Field Surveillance Radar
Indian Doppler Radar
Samyukta Electronic Warfare System
Central Acquisition Radar (3D-CAR)
Reporter Radar
Telecommunications
Sound and Vision Broadcasting
Opto-electronics
Information Technology
Semiconductors
Missiles
Akash (missile)
Sonars
Composite Communication System (CCS)
Fire-control system
Radar
Electronic Warfare Systems
Samyukta Electronic Warfare System
Simulators
Tank electronics
Combined day sight for Arjun MBT
Defence Communications
Data Link II communications system for the Indian Navy’s P-8I
Combat Management system for Indian Navy
Solar systems
Naval systems
ADC&RS
IACCS
A low-cost tablet pc being used in Socio-Economic Caste Census 2011
Biometrics Capturing for Nation Population Register.
Encrypters for Ministry of Home Affairs
IFF(Identify Friend or Foe) secondary Radar



Locations

Units of Bharat Electronics Limited are in the following cities and towns

Bangalore (Corporate Head Office)
Chennai, Tamilnadu
Panchkula (Haryana)
Kotdwara, (UttaraKhand)
Ghaziabad, (Uttar Pradesh)
Pune
Hyderabad
Navi Mumbai
Machilipatnam



Cost Reduction Project by a Summer Intern

1) Servo Controller Tester


Developing a low cost, efficient and reliable system for testing “Servo Motor Controllers (SMC)” developed by BEL. The project simulated the antenna’s rotation based on the SMC’s power and control output.
the project  focused on the Doppler Weather Radar's (DWR) Servo Motor Controller (SMC).
The system setup description
.
It has a custom CPU core developed on a Virtex-4 FPGA, acting as the main processing element of the SMC.
This FPGA receives control signals from a radar controller via a LAN setup.
The antenna setup consists of a 4 ton S-Band antenna, 2 Servo motors to rotate the antenna in both elevation and azimuth positions, a rotary encoder to relay back the current position of the antenna to the SMC.
Once the rotation positions are received from the Radar Controller, the FPGA then controls an Azimuth amplifier and a Elevation amplifier which in turn drives an Isolation amplifier with a 3 Phase, 70KV AC output.
The power output of the isolation amplifier is then fed to the servo motor of the antenna which makes it rotate proportionately.
The SMC reads the current position of the encoder via a clock and data line. Clock lines and data lines are of RS485 to enable long distance noiseless transmission.
Now, to test a Servo Controller, BEL had to install the antenna setup which is a 4 ton S-Band antenna, build the "Redome" and then perform the testing. This costs BEL nearly INR 2,500,000 ($50,000) and nearly 3 months of labor to install the setup.

Project aimed at reducing the complexity involved in testing the SMC by developing a simulator of the antenna. This development involved interfacing with the SMC's ASIC core and the output power to the Servo Motor.

The design had an Analog Front End (AFE) and the MSP430 micro controller. The AFE interfaced the MSP to the Isolation Amplifier Output which usually drives the Servo Motor, and also to a reference clock (again differential) and a differential data transmission unit, all of which are in RS-485 standards and had to be reduced to the 3.3V logic of the MSP controller.

It is currently being used by BEL to test their Servo Motor Controllers.

2) A Universal antenna simulator with on-board programming support for ASIC adaptability

It is an extension of my project “Servo Controller Tester”.
BEL develops 2 versions of Doppler Weather Radars (DWR)’s, the C-Band and the S-Band radars. The SMC for each is different and so is the interface b/w the SMC and antenna.
This project allows the testing equipment to be reprogrammed with minor modification in the clock and counter sequence of the MSP430 controller for testing any version of the SMC. Since the interface unit to the antenna remains unchanged, there is no need for any modifications in the Analog Front End of the new  system.
It “adapts” to the ASIC used in the SMC.

The cost of testing using new system Rs. 1600 instead of the cost of old system Rs. 25,00,000.

http://nagaraja.wikidot.com/bharat-electronics-1

Cost reduction efforts were due to design change, indigenization, and alternative sources of procurement.

During the period 2007-08 to 2009-10 the company achieved cost reduction of 398.23 cr. which was only  2.72 percent of total value of production.

Out of that Rs. 155.80 cr was due to negotiations with vendors.

Government of India Audit Report April 2011
http://saiindia.gov.in/english/home/Our_Products/Audit_report/Government_Wise/union_audit/recent_reports/union_performance/2011_2012/Commercial/Report_No_4/chap5.pdf




26 October 2013
Rani Vergis, GM (finance)/BEL-Bangalore
Rani Vergis joined BEL-Ghaziabad in September 1985 after completing B.Com (Hons) from Delhi University and Chartered Accountancy. In a span of 24 years, she worked in all areas of finance at BEL-Ghaziabad. She served as Finance Head of Ghaziabad Unit and Military Radars and Military Communications SBUs of BEL-Bangalore before being transferred to BEL’s Corporate Office. She won the BEL Executive Excellence Award in the year 2002-03. She has also served as Secretary and later as Chairman of the BEL Provident Fund Trust (Northern Units) and has been a member of the Productivity Steering Committee of BEL-Bangalore and Corporate Steering Committee for cost reduction in BEL.


BEL Project report

http://www.slideshare.net/vishalkumargupta/bel-project-report