Presentation Guidelines

Case Study ---------Zero

Defect Drive
By Laxmikant Mishra
Uno Minda Group at a Glance 2/28

₹ 56 B Group Turn over (FY17)

58 Plants Globally

15 Joint Ventures

8 R&D Centers

20+ Product lines

145+ Product Patents

165+ Design Registrations

Mindarika At a Glance (An Indo Japanese Joint Venture) 3/28

MRPL - MANESAR, (GURGAON) ₹ 6.4 B MRPL Turnover (FY17)

# Employees – 1112
# Area - 15965 m2
4 Plants PAN India
MRPL – PUNE
# Employees – 574
(TokaiRika) Joint Venture
# Area - 12000 m2
1 R&D Center
MRPL – CHENNAI
# Employees - 500 180+ Product lines
# Area - 10000 m2
49 Product Patents
MRPL – GUJARAT
# Employees - 135 34 Design Registrations
# Area 33000 m2
Mindarika Product Range 4/28

WIPER SWITCH LIGHT SWITCH

AUDIO SWITCH

DOOR LAMP
PANEL SWITCHES
SWITCH

CIG/ ASSY SOCKET

E-HVAC PANEL POWER WINDOW MIRROR SWITCH
LIGHTER SWITCH
ASSEMBLIES PLUNGER SWITCH SWITCHES
Company With Defects 5/28

Defect Defect Defect

 Company makes Loss

 Unhappy
Stakeholders
What’s in Zero defect company ? 6/28

Top Management’s Involvement & Commitment

• Quality First Culture
• Pain of Customer complaint
• Equal, if not more, time spent on quality compared to money.
• Investment and recourses for quality ahead of business enhancement.

People
• Trained, Passionate & Capable
• Attitude of continuous improvement.
• TEI through Kaizens, Quality circle etc.
• Learning opportunities.

Systems & Processes

• Rules and Standards.
• Adherence by everyone
• Evaluation by results.
• Continuous learning and improvement.
Mindarika Introspection 7/28

We had all that is required to be a zero defect company, but still

Not achieving Zero Defect.

We were not able to understand the reason why we did not

achieve Zero Defect despite everything else in place.

We started becoming defensive and our response to customer

started changing from “Analytical” to “Justification”-
“Transparent” to “Non Transparent”.

We Needed to Step Back, Reinvent ourselves & Reinforce Quality mind-set with
target of Zero defect…

We Needed to dig Deeper and Wider…

Framework 8/28

Zero Defect Framework

Top Management Alignment & Involvement

Process Supplier Support

Robustness – Organization Mould / Die/ Jig /
Benchmark Structure Machine
Material handling
PFMEA Approach. Skill Development maintenance.
(Single piece flow)
& Deployment Tool Duplication
Adherence of Shop through DOJO Flash free Drive
Floor Rules. TPM

METHOD MAN MATERIAL MACHINE

People Motivation & Involvement

Process Robustness Model 9/28

Poka Yoke Through HEP &

Identification Bench mark PFMEA

PFMEA
Review of Through TQM -
Happened and Advance Quality
May-Happen Cases Tools

Layered Process Process adherence

SUSTAIN with different
Audit
hierarchy

Continual RPN reduction Plan

REVIEW Improvement through PDCA
Approach
Poka Identification through HEP 10/28
Human Error Prevention
Capture video of the process Purpose : To eliminate human related errors

Total
Element wise break up of process Poka Yoke
975

Identify errors through 16 error

principles

Prioritize the errors through RPN

in FMEA

Find out the solutions through 13

principles

Implement ideas and update

FMEA, standardize the process
Benchmark PFMEA 11/28

Human error identification as per

16 errors principle Benchmark PFMEA
Purpose : To establish controls of various causes of a failure mode.
Identification of product Moulding
characteristics

Prepare process flow diagram for

product characteristics

Prepare master ishikawa for

product characteristics

Consider product characteristics

as requirements in PFMEA

Refer cause from master ishikawa

and prepare PFMEA.
Resolution of Happen and May happen cases- AQT 12/28

Team Capability through trainings & projects

20

7
Shop Floor Rule Adherence 13/28

Periodic Audit as per QMS Layered Audit

Periodic  Daily Review

Process Audit  Frequent Red Plant Head

Point Audit.

 Daily Review
DHC
 Red Point
Process Equipment Leader
Daily Audit
Level Level
6-Production  Daily Audit DHC
DHC DHC
Rule as per Check
Process 6-Production Equipment
Sheet Rule
1. ANDON
2. Production Control Board
3. Quality Control Board
4. Inventory
5. Kanban
6. Standard Work
Continual Improvement 14/28

RPN reduction Layered Process

Poka
through Poka Audit
Identification
Yoke Drive

Associate Associate Out Flow Occurrence Shop Floor Rule Periodic

Involvement Motivation Control Control Adherence Process Audit

PFMEA is Live Document

Span of Control – Shop Floor 15/28

Assembly Head
(3 Team Leaders)

Team Leader Team Leader Team Leader

(3 Group leaders) (3 Group Leaders) (3 Group Leaders)
Assembly
Head

Group Leader Group Leader Group Leader

(5 line leaders) (5 line leaders) (5 line leaders)
Manufacturing
Head

Moulding
Line Leader Line Leader Line Leader Line Leader Line Leader Head
(8~9 (8~9 (8~9 (8~9 (8~9
associates) associates) associates) associates) associates)

 Ratio of Associates Vs Line Leader & Group Leader redefined.

 This ratio is now standardized
Optimized Structure of Supporting Functions 16/28

Area
Areawise
wiseManpower
ManpowerDeployed
DeployedininRQC
RQC(Before)
(After)
Receiving Quality
Control Department

Incoming New Parts

Visual Inspection Revalidation Tool Duplication
Inspection Development

Inspector-1 Inspector-1 Inspector-1 Inspector-1 Inspector-1

Inspector-2 Inspector-2 Inspector-2 Inspector-2 Inspector-2

Inspector-3 Inspector-3 Inspector-3

Inspector-4 Inspector-4 Inspector-4

Calculation of Required No. of Inspectors
Inspector-5 Inspector-5

Inspector-6 Inspector-6

Inspector-7 Inspector-7
Inspector-8 Inspector-8
Theory to Practice based DOJO Centre 17/28

Induction training - Theory

5S, Safety - DOJO

Hand movement & speed - DOJO

Abnormality finding - DOJO DOJO to experience actual function of

switches on vehicle, theirs defects & effects
Manual assembly - DOJO
Previous System
New system
Greasing operation - DOJO

Soldering operation - DOJO

Pneumatics basics - DOJO

DOJO
Poka Yoke Simulation - DOJO THEORY
Skill level Inventory 18/28

Skill Level Redefined Model Line Skill Mapping

Skill Level
Before After Before After Required Available

Manual Assy. L-2 L-3

Only 4 types of skill 4 skills divided into 16 types
Greasing. L-2 L-3
Identified of skills. General
Screw Tightening. L-2 L-2

Focus only on SPEED: Skill level redefined into 4 Contact Ht. Check. L-3 L-2
levels:
Riveting Manual riveting. L-3 L-3
Skill level L-1 Under training
Vision testing. L-3 L-3
Can do L-3
Final testing Contact Gap testing L-3
L-2 Can work independently Final Testing. L-3 L-3

L-3 Can work Independently

can solve basic problems
Can do with
speed L-4 Can Train Others

Multiskilling & Refresh Training Schedule Are aligned as per Skill Inventory Gap.
Supplier Support 19/28
BEFORE
AFTER
Separate Cell for
Supplier Quality Assurance Receiving Quality Control
Supplier Up-gradation

Process Audits Supplier Trainings

System Audits Shop Floor
Part Inspection Improvement (BEST
Tool Duplication
Raise Quality Problem Practices)
Supplier training
Report. System Audits
Supplier Cluster
Supplier Cluster
Defect Analysis Tool Duplication

Supplier Performance Monitoring

Layered Top
Management Visit
Supplier Satisfaction Survey
Transactional relationship to Collaborative relationship.
Transactional to Collaborative Approach 20/28

Launch of Cluster activity Trainings as per need of the supplier

Quality Gate Deployment Change Management Deployment on Shop floor PQCDSM Monitoring Red Bin analysis Daily Basis

Deployment of Shop Floor Best Practices at Supplier

Supplier Monitoring 21/28

SUN Electrodevices KS Precision

Spink Softech Target - 3

Supplier Overall 2.13 2.11

 SBCB Score trend
2.05
SBCB Score 1.29 1.41
1.54 Monitor
1.13 1.13
Trend 0.71
6/12/18/24
months
1st Assesment 2nd Assesment 3rd Assesment 1st Assesment 2nd Assesment 3rd Assesment 1st Assesment 2nd Assesment 3rd Assesment

Productivity Cost of Poor Quality

Customer Complaint PPM
96% 98% 714
95%
 PQCDSM Trend
PRODUCTIVITY %

92% 1.1%
85%

PPM
83% 0.6% 0.4%
Tier-2 Supplier 0.32% Monitor to meet

PPM
3 0 0 0 0 0.11% 0.07%
PQCDSM FY 17- FY 18- FY 19- FY 20- FY 21- FY 22- FY 17- FY 18- FY 19- FY 20- FY 21- FY 22-
the requirement
FY 17- FY 18- FY 19- FY 20- FY 21- FY 22-
18 19 20 21 22 23 18 19 20 21 22 23 18 19 20 21 22 23
(P) (P) (P) (P) (P) (P) (P) (P) (P) (P) (P) (P)
YEAR YEAR YEAR

 3E Program
Supplier Training Best Practices Deployment Kaizens at suppliers
20
feedback Score
Tier 2 Cluster / 14 16 10
12
870 1020 Collection
3E Program 6 590
 Expansion of Tier 2
Effectiveness Program 12/24/36
2017-18 2018-19 2019-20 2017-18 2018-19 2019-20 2017-18 2018-19 2019-20 month
Single Piece Flow 22/28

AFTER
BEFORE
Sub-Assy. Merged Main Line Problem:-
60 • One Piece flow not
maintained on line.
Effect on Quality:-
Sub-Assy.
Station- Station- Main LineStation-
Station- Station- • FIFO not maintained.
40 Takt Time - 36
01 02 01 02 03 • No immediate
recognition of Flaw.
• Chances of Part mix-up.
Station-01 Station-02 Station-03 Station-04 Station-05 20 33 34 34 33

0
Stock Pile-up
removed after
Op-01 Op-02 Op-03 Op-04
Line Balancing.
Line Balancing
One-Piece Flow Maintained by commonizing Sub-Assy & Main Line.
FIFO maintained for Child Parts as well as Final Products.
Immediate recognition of flaw.
Mfg. Speed synchronized with Customer Demand.
Mould Maintenance Initiatives 23/28

Minda Mould Maintenance Manal

1. Point contact Racks for Mould Storage 2. Standardization of Mold PM Steps

3. Lock plate provision to avoid mold 4. Strict use of copper rod for stuck part 5. Silicon free spray to reduce rust
opening during loading / unloading removal to avoid core / cavity damage formation
Tool Duplication & Flash Free Drive 24/28

At Mindarika At Suppliers
Tool Duplication Status 18-19 Tool Duplication Status 18-19
35 49
31
36
No of tools

No of tools
Plan Actual Plan Actual

Flash free Drive Status 18-19 Flash free Drive Status 18-19

46 132
116
No of tools

No of tools
30

Plan Actual Plan Actual

TPM Implementation 25/28
JH Pillar PM Pillar KK Pillar
PM activity compliance Kaizen Compliance
Improvements under JH
3448
6850 6622 972 972 2880

Nos
Nos
Nos

Identified Closed Planned Actual Target Actual

Machine Transformation Assembly Line Transformation

Shop Floor Transformation

Zero Defect Drive Enablers -- DWM 26/28

Quality reviews through DWM – Daily Work Management Quality Obeya Meeting

Business Excellence through Simple Techniques (BEST)

Projects by Team 35
30 32
28
25
22
14 14
11

QCC TPS CFT

2017-18 2018-19 2019-20 till date
Way ahead 27/28
 28/28

Thank You
For more information/clarification on contents of
presentation
Write to lmishra@mindarika.net

For more details on the Company

Visit www.unominda.com